Evaluate an existing information management system within healthcare Case Study

Evaluate an existing information management system within healthcare organization in the Abudhabi hospitals - Case Study Example It is evident from the argument of research scholars that implementation of IMS in hospitals is a pertinent but hotly debated topic. Hence, the researcher has decided to dig deep in this topic by shedding light on existing IMS in hospitals of UK. Description and Functional Evaluation In UK, majority of hospitals are covered under the supervision of National Health Service Estate hence these hospitals show the common tendency while implementing a new IT application. Puig-Junoy (2000) and Tsai and Molinero (2002) have pointed out that in most of the cases, hospitals implement a new system in order to decrease the patient management cost. However, these researchers have suggested that hospitals should implant those systems which can save money and time of patients and deliver service in profitable manner. E-Prescribing has been selected by the researcher as the IMS to study in this paper. Hospitals like Chelsea and Westminster Healthcare NHS Trust has already been implemented the e-Pres cribing in order to manage cost of servicing patients (European Commission, 2012). Although e-Prescribing might sound like it’s the electronic version of formal prescription but in real scenario it’s much more than prescribing. E-Prescribing is the modified version of patient management facilities which requires active involvement of stakeholders such as doctors, nurses, patients and many others. Generally hospitals such as Chelsea and Westminster Healthcare NHS use e-Prescribing as packaged software but there examples, where hospitals use customized version of e-Prescribing. Now, the study will try to understand what exactly meant by e-Prescribing. NHS Connecting for Health (NHS CFH) (2009) has defined E-Prescribing as the information management system which is created in order to facilitate and enhance the communication of medicine order or prescription, increasing the options for administration of hospitals to provide medicine to patients in accordance with their pr escription, creating decision support and audit support system for the hospital to manage medicines used throughout the treatment of patients. In simple words, objective of e-prescribing is to manage patient information in efficient manner and help the hospital to audit its medicines used per patients. Many of the UK hospitals create the link between e-Prescribing and Enterprise Resource Planning (ERP) in order to help audit section of the hospital to conduct the cost-benefit analysis of its patient service. Implementation of e-Prescribing system is stepwise process which involves the engagement of various clinical stakeholders such as doctors, patient care division in the hospital, Information Management and Technology (IM&T) professionals, senior clinicians, senior managers etc. Specifically, IM&T is responsible for providing technical and infrastructural support to e-Prescribing (NHS CFH, 2009). E-Prescribing cannot be viewed as simple automation of manual task function for presc ribing medicines rather than it should be viewed as transformative process. For example, using e-Prescribing empowers doctor and nurses can change the traditional prescribing process and indicate the

Concepts of Enterprise Resource Planning (ERP)

Concepts of Enterprise Resource Planning (ERP) CHAPTER I 1.0 Introduction This paper will labour to explicate the intricacies of enterprise resource planning (ERP), a concept that has long fascinated many in both academic and professional work environments. The United Nations (UN) has expressed the need to implement ERP. As part of their examination into this procedure, the UN has implemented ERP at the United Nations Development Program (UNDP) in Pristine, Republic of Kosovo, and other agencies of the UN. As they look into the ramifications of ERP implementation, so does this case study. This study attempts to make predictions of the impact of ERP implementation on the business processes and organisational culture of the United Nations secretariat based on results from the UNDP. 1.1 Introduction to the Problem Since the latter part of the 1990s, firms have rushed to implement enterprise resource planning (ERP) systems, e.g., one study showed that more than sixty percent of Fortune 500 companies had adopted an ERP system (G. Stewart et al., 2000). The United Nations, as one of the largest organisations in the world, has lagged behind in adopting the transformation in the management of its resources. The United Nations has been seriously hampered its ability to deliver results effectively and efficiently due to the lack of an integrated information system for managing its resources (Report of the Secretary-General, 2008). According to Davis and Olsen (1985), ERP is an integrated system that provides information to support operation management and decision making functions in an organisation. Therefore, the goal of implementing an ERP system and business process reengineering (BPR) is to build an integrated global information system that fully supports the needs of the United Nations, enables the effective management of human, financial and physical resources, and is based on streamlined processes and better practices. (Report of the Secretary-General, 2008) 1.2 Background of the Study 1.2.1 Existing System Currently the United Nations uses an in-house developed system—commonly referred to as Integrated Management Information System (IMIS)—for the management of human, financial and physical resources. The development of IMIS was a milestone in the use of information technology as a discipline that can beneficially affect many if not all areas of administration and management in any given organisation. IMIS was developed as a functionally integrated system, which combines all the departments to support key processes such as human resources management, payroll, finance and accounting, requisitioning and funds control, budget execution and travel management. IMIS was introduced in conjunction with desktop, networked computing and office automation tools such as electronic mail in all offices where IMIS was being used. If an organisation is not yet sure of the need for client-server networks, the state of the art in enterprise-wide computing, it has only to consider the Integrated Management Information System (IMIS) of the United Nations, (Rowe Davis, 1996: 122). The launching of IMIS was subsequently affected and conditioned by major developments in the technological market, and an accelerated shift of focus in the United Nations to field activities. In short, IMIS was designed and developed at a time when the context began to change rapidly and profoundly. Yet, only a few years after the implementation of IMIS, it has become evident that the system cannot take full advantage of the advancement in technology; e.g., even though IMIS is functionally integrated, it was deployed and managed locally at each geographical location, which makes reporting and global management very difficult. The implementation in the United Nations peacekeeping operation was partial, as it is a separate department in t he UN, and was not able to support the supply chain and logistical management. (Report of the Secretary-General, 2008) The IMIS was not an alternative communication technology to paper and telephones, but it involved the synchronization of multiple data sources and the linking of them to several mainframes, (Rowe Davis, 1996: 122). An investment in tactical systems, which includes a stand-alone system and a modular integration into IMIS through interfaces, a bridging system between two different systems to allow data sharing, was able to address the functional gaps of IMIS. However, the organisation today faces challenges that demand profound transformation beyond the capabilities of IMIS and its ancillary legacy systems currently being used. (Report of the Secretary-General, 2008) 1.2.2 The need for change The United Nations struggled to get everybody in their building to connect electronically. It soon realised that it was time to connect the world with a client-server network, (Rowe Davis, 1996: 122). The need for the United Nations to adopt the International Public Sector Accounting Standards (IPSAS) lead to the requirement of significant change in the accounting processes and systems in order to achieve compliance with the international public sector accounting standard. The requisites changes, indeed, were so fundamental that it is fair to say that the life of IMIS has come to an end after fourteen years since it was first implemented; moreover, the benefits that the staff and managers expect from the information system in day-to-day operations and decision-making no longer match the cost of maintenance and ongoing support. This is because IMIS is no longer able to cope with the fast technological development, and the cost of maintenance and ongoing support has become very expens ive. (Report of the Secretary-General, 2008) The success of your organisations quality initiative depends upon your ability to communicate the need for change throughout the organization, (Arcaro and Arcarco, 1997: 146). The United Nations as an organisation needs to improve the quality and cost-effectiveness of the services it provides. They report that the existing systems are not up to the standard, not integrated, duplicative, and are inefficient. (Report of the Secretary-General, 2008) According to the UN, the effective management, planning and decision-making have been hampered by the lack of integration and complete data on resources. (ibid) As the organisation continues to grow in complexity in its activities, they are dissatisfied with the lack of integration and data sharing between different departments as it has become a bigger problem, and the need for a new ICT global enterprise system for streamlining and simplifying processes has become more crucial as the nature of the organisation is changing itself. (ibid) 1.2.3 Goals and objectives of implementing an Enterprise Resource Planning System The United Nations reports that the implementation of an ERP system will present the opportunity to fully combine resources and functions across the organisation by replacing the existing IMIS system. (ibid) Minahan (1998) reports ERP to be a complex software system that ties together and automates the basic processes of business activities such as finance and budget management, human resources management, supply chain management, central support services, and other corporate core functions. Most importantly, the main value of an ERP system is the opportunity to streamline and improve the operations of an entire organisation through process reengineering, sharing of common data, and implementation of best practices and standards, and perform as the inter-organisation information backbone for communication and collaboration (OLeary, 2004). According to reports from the United Nations (Report of the Secretary-General, 2008), the main objectives of the ERP project can be summarised as follows: To have a global operating system that precisely captures core resource data from each department and agency at the UN while linking them together to provide better decision-making. This will minimize the time required to perform administrative processes and enable easy access to necessary reports for each department, thus increasing the efficiency of the organisation and directing the focus to high priority situations. The main functionalities sought from the new ERP system are expected to encompass functions such as programme planning, budgeting, contributions and performance; human resources management and administration; payroll, including management of benefits and contribution to pension, medical and insurance schemes; supply chain management, including procurement; assets and facilities management; general accounting, travel and other administrative flows; reporting to management and stakeholders, and more. (ibid) Specific United Nations peacekeeping operations functions such as logistics, transportation, fuel and rations systems need to be supported by the new ERP system as these functions are not held in common with other organisations of the United Nations operations. 1.3 Purpose and Significance of the Study The research done in this study will attempt to answer the following question: What will be the impact of ERP implementation on the business transformation and business culture of the United Nations? Specifically, the study will attempt to establish the relationship between the business process transformation and organisational culture change offered as the result of ERP. These questions and findings are expected to provide an increased ability in evaluating the performance and standardisation of the business processes within the United Nations, as well as an increased awareness of its effect on the business culture and productivity over time of the UN. In addition, answers to these questions will subsequently enable other researchers to gain more insight into ERP implementation and business process reengineering. It will also enable the management of the United Nations to see how ERP can be a better means of technological reform, thus providing the opportunity to re-evaluate the existing business processes even further. 1.4 Research Questions The question that constitutes the primary point of pivot for the paper is: What will be the probable future impact of ERP on the business process transformation and business culture of the United Nations? The three subsidiary questions of the present work are: > How will ERP implementation make the organisation better off in the foreseeable future? > What will be the effect on the reformed business culture in terms of productivity? > How does the organisation perceive the benefit of ERP on the standardisation of business processes? 1.5 Structural Approach The rest of the thesis has been structured as follows. Chapter 2 provides a review of relevant literature, including ERP, business process reengineering, and their impact on organisational culture. Chapter 3 discusses the methodologies used for the empirical analysis and describes the data and the various proxies employed for analysing ERP implementation in the United Nations. Chapter 4 provides empirical findings of the relationship between ERP implementation and its effects on business processes and organisational culture. Chapter 5 analyses the research findings. Chapter 6 concludes the research by pointing out the key impacts of ERP on the UN. Chapter 7 makes various recommendations for policy direction and potentially fruitful areas of ERP systems for further research. Chapter 8 reflects on the study as a whole. CHAPTER II 2.0 LITERATURE REVIEW The following Literature Review will focus on four main areas of evaluation regarding enterprise resource planning (ERP) on the business process transformation (BPR) in organisations, and more specifically, the United Nations. These are: 1. ERP: definition, evolution, implications 2. BPR: definition, evolution, implications 3. ERP and organisational culture 4. BPR and organisational change This review will analyse the abovementioned systems and related processes insofar as the available data in the literature will allow for a comparison of ERP and BPR and their effects on the United Nations and other large organisations. 2.1 Enterprise Resource Planning (ERP): Definition, Evolution, and Implications Enterprise resource planning (ERP) systems are commonly described as commercial software packages that allow the assimilation of data and processes throughout an organisation (Markus Tanis, 2000, cited in Kim et al., 2005). ERP enables the flow of information among all business areas such as finance, human resources, manufacturing, sales and marketing, (Tan and Theodorou, 2009: 52). Basically, it allows data from all departments to exist in one computer system (Pang, 2001), making the managerial dream of unification of all information systems into one computer system come true (Adam ODoherty, 2003, cited in Revia, 2007). This unification should offer many benefits to the UN and other large organisations. Large organisations may have a more difficult time relaying information from one sector to another as they have many different departments and even multiple locations. The combination of all department in one system, presents benefits of relaying data in a timely manner. Rather tha n sending files through inter-office mail or needing to track down one particular staff member, each employee will have access to the information required for their job by simply logging into the system. The researcher will attempt to discover whether this unification does indeed allow for more time-efficiency as well as making simple operations tasks easier to accomplish in the UN. The start of ERP systems came about in the 1960-1970s with the invention of Inventory Control (IC) and Materials Requirement Planning (MPR) systems, which managed inventory in manufacturing. In the 1980s, Manufacturing Resources Planning (MRP II) systems came into use to manage both inventory and production requirements together. In 1973, the first ERP system was created with the goal of supporting all business needs. Since then, ERP systems have become much more popular. In fact, by the year 2000, enterprise resource planning systems were estimated to have serviced $23 billion USD in profits for the various organisations that have been implementing them (Pang, 2001). ERP applications are the largest, fastest growing and most influential in the industry (Corbett Finney, 2007). This is probably why the UN has shown such interest in ERP. The increase in ERP implementation does not seem surprising as ERP allows corporations to update to a new integrated system cutting out the previous legacy systems known for their difficulties in maintenance, large size, and old age, as they are segregated systems (Martin, 1998; cited in Boudreau, 1999). This appears to be helpful for the UN as they reported difficulty with their current legacy system (Report of the Secretary-General, 2008). It is likely that employees of the UN will be satisfied with the replacement of the legacy system due to the reported problems it has. However, there is a chance that employees may be intimidated by this change as they will have to learn an entirely new system. Advantages of ERP systems for organisations include overcoming fragmentation by streamlining activities and processes, which provides direct access to real-time information by supplying a group of software modules that encase all departments of a business (Koch, 2003, cited in Corbett Finney, 2007). This appears to be an accurate statement due to the convenience of having all departments existing together. This implies that all information accessed through the new system will be current as it is constantly being updated by various employees based on the tasks they complete. Rather than there being pieces of information in various places, all information regarding the same issue will be together implying that employees can look in one place and have all the information they need rather than searching through various documents or consulting multiple co-workers. This aspect of ERP systems will be investigated at the UNDP in Kosovo in order to determine whether this feature is benefici al. Furthermore, ERP systems are said to provide cost-reduction in addition to increased flexibility (Siriginidi, 2000 cited in Al-Fawaz, Al-Salti, and Eldabi, 2008). These two benefits appear to be linked as decreasing operation costs would imply having more flexibility to perform other processes. For the UN, this would mean more money to use for their peacekeeping missions or other operations. However, flexibility does not depend on cost-reduction. Its possible for the availability of data to imply flexibility in making decisions or flexibility could result from rearranging the organisations processes and being better equipped to perform certain tasks. ERP systems have been reported to enhance business performance by accelerating the merger of organisational resources as well as strengthening the operational efficiency of the company through minimising human error (Shin Knapp, 2001, cited by Wang, 2006). The implication that ERP reduces human error seems to be correct as there is les s opportunity to make a mistake for employees because there is generally only one time they need to input information for data-sharing as opposed to the multiple steps needed to take before. These benefits should assist the UN in accomplishing some of their proposed goals such as linking all departments within one operations system, which decreases the time required for administrative processes. The UN hopes implementation will increase their operational efficiency by allowing valuable time to be spent focusing on high priority situations rather than simple operations tasks (Report of the Secretary-General, 2008). More advertised benefits include improved information accuracy and decision-making capacity (Siriginidi, 2000 cited in Al-Fawaz, Al-Salti, and Eldabi, 2008). The UN wants to make use of these proposed advantages (Report of the Secretary-General, 2008). Decision-making is a large part of the UN as they have to make difficult decisions everyday that effect large numbers of p eople; making a bad decision is not necessarily easily corrected in this case. Furthermore, many situations the UN deals with are time-sensitive; if its easier to access data, and the accuracy of that data is improved, officials can rest assured that they are making decisions with proper knowledge. In implementing ERP, organisations no longer have to create their own applications that are then unique to their company. They now have standard software available for their business processes, referred to as Best Business Practices (BBP). BBPs came into existence around the same time as ERPs. BBPs are general guidelines to assist companies in the way of handling certain business processes, meaning that each company can now improve itself on the basis of the experience of other corporations that share similar functional processes (SAP, 2007, cited by Revia, 2007). It seems any organisation would be hesitant to implement a system that has not proved to benefit other large organisations as the risks of failure are high (source). BBPs should definitely help the UN as they will be benefitting from previous experiences of other corporations. Some of the disadvantages of ERP are that the implementation requires time, costs and risks (Boudreau, 1999), as they tend to be large, complicated, and expensive (Mabert et al., 2001, cited by Al-Fawaz, Al-Salti, and Eldabi, 2008: 3). ERP implementation calls for serious time commitment from all involved as it is often the biggest project that an organisation will ever face (Moon, 2007). ERP execution requires new procedures, employee training and managerial and technical support (Shang Seddon, 2002, cited by Al-Fawaz, Al-Salti, Eldabi, 2008), which can be accomplished through good communication of the corporate strategy to all employees (Umble et al., 2003, cited by Al-Fawaz, Al-Salti, and Eldabi, 2008). Consequently, the biggest problem is not actually the implementation itself but the expectations of board members and senior staff as well as not having a clear plan or realistic projections (Somers Nelson 2004, cited by Al-Fawaz, Al-Salti, and Eldabi, 2008). However, the UN ha s already proposed clear goals and plans for their implementation. The question is whether or not they will be able to successfully translate these goals/plans to all employees of the organisation and whether or not they will be successful. Finally, the importance of selecting the appropriate ERP package is stressed. Corporations must make sure they select the appropriate ERP package that will match their organisation as well as its business processes (Chen, 2001, cited in Corbett Finney, 2007). This seems obvious as every organisation is different. Some corporations strategise around providing excellent customer service while others focus on decreasing costs to customers as a way to attract more business. However, there are studies that show that customising ERP packages beyond minimal adjustments is discouraged; these studies show that organisations should adjust their processes to fit the package rather than adjust the package to fit the processes (Murray Coffin, 2001 cited in Al-Fawaz, Al-Salti, Eldabi, 2008). 2.2 Business Process Transformation (BPR): Definition, Evolution, and Implications Business process reengineering (BPR) was not very popular until the release of the book Re-engineering the Corporation by Michael Hammer and James Champy (Barker, 1995). Hammer and Champy introduced the term Business process reengineering in 1990 and defined it as a fundamental redesign of business processes to achieve dramatic improvements in critical areas such as cost, quality, service and speed (Hammer, 1990). Business process reengineering is also defined as a strategic redesign of important business processes, including the systems and policies that support them, in order to achieve maximum productivity of an organisation (Manganelli Klein, 1994). This would suggest a link between ERP and BPR as they are both structured around the redesign of core business processes. In fact, some goals of BPR are the reduction of cost, cycle-time, defects, and the increase of worker productivity (Hales Savoie, 1994), very much the same as ERP. The aim of BPR is to change current business pro cesses in order to make them more efficient overall, again mimicking ERP. In fact, Some researchers suggest that ERP systems are the major tools for making business processes better, leaner and faster through associated business process reengineering, (Shang Seddon, 2003, cited in Revia, 2007: 25). It is not yet known whether or not BPR will be performed at the UN. It is assumed that it will as it is so closely related to ERP. Additionally, reports have shown that ERP often causes BPR to occur due to its very nature (Martin et al., 1999). It seems that in order for ERP to be most successful, BPR should be performed (Sumner, 2000 cited by Law Ngai, 2007), otherwise the UN may not recognize exactly which processes are most important for their operations. Or, they may not be fully aware of the exact way in which ERP should be performed in relation to the core business processes, which is vital to understand for the selection of the proper ERP package. BPR has its origins in the private sectors as a management tool for companies to deal with change and reorganise their work to improve customer service, cut operational costs, and become world-class competitors, (Hamid, 2004, cited in Wang, 2006: 5). Generally, business process transformation takes business processes and allows the m to be done routinely through a computer system. It incorporates peoples perspectives and input to make sure that the processes fit needs specific to each corporation (Wang, 2006). This suggests benefits for ERP implementation in any organisation as the systems are supposed to be designed around core processes specific to each company. It would be helpful for the UN to determine which processes are vital to their operations. Furthermore, cutting operational costs should prove to be very valuable for the UN as many of the services it provides are non-profit. If BPR is performed as a result of ERP, it seems that cost reduction will be achieved. Here is a further look into what a core business process is: A core business process is one that gives value to the customers or stakeholders of the company. These are the most important processes within the organisation and are the ones that will set a company above their competitors if done well. In order to figure out what processes are cor e, one may ask the following questions. 1) Does the process make valued contributions to the customer? Does it improve customer service, increase response-time, decrease customers costs? 2) Is it important for the production/operation of the company? 3) Can it be used for other businesses? If the answer is yes to one of these questions, then the process under consideration can be considered core (McHugh, Merli, Wheeler, 1995). The UN may consider any process involving cash flow to be core as that is a huge component to many of the services they provide. Furthermore, any documentation of information from one department to another is probably considered core as this organisation relies on data-sharing for its decision-making capabilities. Therefore, it seems that these types of processes will be affected by ERP implementation and will most likely be reengineered. The three most basic strategies that increase a business success are lowering prices, offering more value in products, or focusing on less diversity in commodities and specialising in a certain area (Berrington Oblich, 1995). This suggests that BPR would be structured around these strategies when reorganizing core business processes. If the UN is restructuring using BPR, they are likely to focus on a combination of strategies. As already mentioned, the cost of operations is a huge factor for the United Nations to consider as they provide aid to many countries without expecting any favours in return. This implies they would focus on reduction of costs. However, the main reason they are an organisation is to provide services to those in need. That would suggest they would reorganise their business processes around the strategy of offering more value in their services. In implementing BPR, organisations are asked to choose five or six of the processes that are central to the operation of the company and focus on those to see the ways in which they can make them more efficient (McHugh, Merli, Wheeler, 1995). Concentrating on making sure core processes are completed to the best of the companys ability only ensures the organisation will do better. In the case of the UN, focusing on data-sharing and managing cash flow suggests an increase in the efficiency of the organisation as those components are vital to their operation. These changes would suggest benefits for both the cost-reduction strategy as well as providing better service to customers. 2.3 Enterprise Resource Planning (ERP) and Organisational Culture Organisational culture is a set of core beliefs, values, and behaviours shared by all members of one company, thereby affecting the productivity of the business. It is often described as a pattern of shared assumptions produced and manipulated by top management (Schein, 1992 cited by Boersma Kingma, 2005: 131). Organisational culture is influenced through many aspects, including leadership, personal characteristics, interactions of members, as well as tradition. Culture has visible signs and hidden insinuations. Visible signs include behaviour while the hidden insinuations entail morals and beliefs (Rousseau, 1990 cited by Cooper, 1994). The culture of an organisation is even displayed in the way certain processes are done as well as the outcomes of these processes, which will be examined at the UNDP in Kosovo. Because ERP systems involve most departments in a company, they change many business processes and thereby affect the more deep-seated organisational culture of a corporation . Companies that focus on incorporating their cultures into organisational efforts are said to have an edge in accordance with their productivity. Organisations can focus on culture and work with the people to shape new values, morals and work ethics. If employees are happy to be working for the organisation, they will be more apt to want to work, implying there will be an increase in productivity (Farbrother Marc, 2003). Enterprise resource planning can lead to changes in organisational culture i.e., ERP is implemented in order to increase productivity by changing current business processes (Deal Kennedy, 1982 cited by Cooper, 1994). These changes are maximal and cannot be simply brushed aside. When a company implements ERP, if the organisational culture is ready for the changes it will bring, the employees can work with the system to increase productivity. Consequently, the culture within the business must be one that can be made amenable for change (Nah et al., 2001 cited in Co rbett Finney, 2007). There is the belief that positive and supportive attitudes of those embarking on implementation of ERP will actually bring about a successful transition (Chatterjee et al., 2002 cited in Law Ngai, 2007). However, if the culture has not been made ready for change or the employees are unwilling to change, the system will be less likely to succeed. A system cannot work if there are no users. System implementation represents a threat to users perceptions of control over their work and a period of transition during which users must cope with differences between old and new work systems, (Bobek Sternad, 2002: 285). The social setting of a company and its technology most definitely shape each other; they are hardly independent of one another (Boersma Kingma, 2005). A mistake companies frequently make is to presume that people can change their habits easily when in actuality such changes are considerably taxing for many people. These companies underestimate the effect ERP implementation will have on their employees. Many employees panic when nothing looks the way it used to, nothing works the way it used to, and they can no longer go through their workday with the previously earned sense of familiarity and assurance (Koch, 2007 cited in Revia, 2007). One study showed that it took over two years for users of the new system to forget the process problems they found initially and to gain new knowledge of the system (Seddon Shang, 2003 cited in Revia, 2007). A Chief Information Officer from Nestle sums up this concept very well—she says, No major software implementation is really about the software. Its about change management†¦You are changing the way people work†¦You are challenging their principles, their beliefs and the way they have done things for many, many years (Boersma Kingma, 2005: 123). It seems the best way to ensure that employees are on board with proposed changes is to make them aware of these changes. It is important for them to feel that they are included in the decision to create new values and procedures for the company. Otherwise, they will be clinging on to the old culture and ways of doing things. The change will be stressful and forced rather than welcomed with ease. They should feel that the change is happening because of them rather than happening to them. The most senior level of management initiates enterprise resource planning, but its success depends on its acceptance by the companys ordinary workers (Obolensky, 1996). Cultures can be manipulated by those in management (Handy, 1985 cited by Cooper, 1994). Change can be intimidating and needs to be managed well. Therefore, the conclusion is drawn that managers need to make sure each and every employee is doing their part. This literature suggests that leaders are the most important players in any c hange scenario. Employees wont decide to change their behavi Concepts of Enterprise Resource Planning (ERP) Concepts of Enterprise Resource Planning (ERP) CHAPTER I 1.0 Introduction This paper will labour to explicate the intricacies of enterprise resource planning (ERP), a concept that has long fascinated many in both academic and professional work environments. The United Nations (UN) has expressed the need to implement ERP. As part of their examination into this procedure, the UN has implemented ERP at the United Nations Development Program (UNDP) in Pristine, Republic of Kosovo, and other agencies of the UN. As they look into the ramifications of ERP implementation, so does this case study. This study attempts to make predictions of the impact of ERP implementation on the business processes and organisational culture of the United Nations secretariat based on results from the UNDP. 1.1 Introduction to the Problem Since the latter part of the 1990s, firms have rushed to implement enterprise resource planning (ERP) systems, e.g., one study showed that more than sixty percent of Fortune 500 companies had adopted an ERP system (G. Stewart et al., 2000). The United Nations, as one of the largest organisations in the world, has lagged behind in adopting the transformation in the management of its resources. The United Nations has been seriously hampered its ability to deliver results effectively and efficiently due to the lack of an integrated information system for managing its resources (Report of the Secretary-General, 2008). According to Davis and Olsen (1985), ERP is an integrated system that provides information to support operation management and decision making functions in an organisation. Therefore, the goal of implementing an ERP system and business process reengineering (BPR) is to build an integrated global information system that fully supports the needs of the United Nations, enables the effective management of human, financial and physical resources, and is based on streamlined processes and better practices. (Report of the Secretary-General, 2008) 1.2 Background of the Study 1.2.1 Existing System Currently the United Nations uses an in-house developed system—commonly referred to as Integrated Management Information System (IMIS)—for the management of human, financial and physical resources. The development of IMIS was a milestone in the use of information technology as a discipline that can beneficially affect many if not all areas of administration and management in any given organisation. IMIS was developed as a functionally integrated system, which combines all the departments to support key processes such as human resources management, payroll, finance and accounting, requisitioning and funds control, budget execution and travel management. IMIS was introduced in conjunction with desktop, networked computing and office automation tools such as electronic mail in all offices where IMIS was being used. If an organisation is not yet sure of the need for client-server networks, the state of the art in enterprise-wide computing, it has only to consider the Integrated Management Information System (IMIS) of the United Nations, (Rowe Davis, 1996: 122). The launching of IMIS was subsequently affected and conditioned by major developments in the technological market, and an accelerated shift of focus in the United Nations to field activities. In short, IMIS was designed and developed at a time when the context began to change rapidly and profoundly. Yet, only a few years after the implementation of IMIS, it has become evident that the system cannot take full advantage of the advancement in technology; e.g., even though IMIS is functionally integrated, it was deployed and managed locally at each geographical location, which makes reporting and global management very difficult. The implementation in the United Nations peacekeeping operation was partial, as it is a separate department in t he UN, and was not able to support the supply chain and logistical management. (Report of the Secretary-General, 2008) The IMIS was not an alternative communication technology to paper and telephones, but it involved the synchronization of multiple data sources and the linking of them to several mainframes, (Rowe Davis, 1996: 122). An investment in tactical systems, which includes a stand-alone system and a modular integration into IMIS through interfaces, a bridging system between two different systems to allow data sharing, was able to address the functional gaps of IMIS. However, the organisation today faces challenges that demand profound transformation beyond the capabilities of IMIS and its ancillary legacy systems currently being used. (Report of the Secretary-General, 2008) 1.2.2 The need for change The United Nations struggled to get everybody in their building to connect electronically. It soon realised that it was time to connect the world with a client-server network, (Rowe Davis, 1996: 122). The need for the United Nations to adopt the International Public Sector Accounting Standards (IPSAS) lead to the requirement of significant change in the accounting processes and systems in order to achieve compliance with the international public sector accounting standard. The requisites changes, indeed, were so fundamental that it is fair to say that the life of IMIS has come to an end after fourteen years since it was first implemented; moreover, the benefits that the staff and managers expect from the information system in day-to-day operations and decision-making no longer match the cost of maintenance and ongoing support. This is because IMIS is no longer able to cope with the fast technological development, and the cost of maintenance and ongoing support has become very expens ive. (Report of the Secretary-General, 2008) The success of your organisations quality initiative depends upon your ability to communicate the need for change throughout the organization, (Arcaro and Arcarco, 1997: 146). The United Nations as an organisation needs to improve the quality and cost-effectiveness of the services it provides. They report that the existing systems are not up to the standard, not integrated, duplicative, and are inefficient. (Report of the Secretary-General, 2008) According to the UN, the effective management, planning and decision-making have been hampered by the lack of integration and complete data on resources. (ibid) As the organisation continues to grow in complexity in its activities, they are dissatisfied with the lack of integration and data sharing between different departments as it has become a bigger problem, and the need for a new ICT global enterprise system for streamlining and simplifying processes has become more crucial as the nature of the organisation is changing itself. (ibid) 1.2.3 Goals and objectives of implementing an Enterprise Resource Planning System The United Nations reports that the implementation of an ERP system will present the opportunity to fully combine resources and functions across the organisation by replacing the existing IMIS system. (ibid) Minahan (1998) reports ERP to be a complex software system that ties together and automates the basic processes of business activities such as finance and budget management, human resources management, supply chain management, central support services, and other corporate core functions. Most importantly, the main value of an ERP system is the opportunity to streamline and improve the operations of an entire organisation through process reengineering, sharing of common data, and implementation of best practices and standards, and perform as the inter-organisation information backbone for communication and collaboration (OLeary, 2004). According to reports from the United Nations (Report of the Secretary-General, 2008), the main objectives of the ERP project can be summarised as follows: To have a global operating system that precisely captures core resource data from each department and agency at the UN while linking them together to provide better decision-making. This will minimize the time required to perform administrative processes and enable easy access to necessary reports for each department, thus increasing the efficiency of the organisation and directing the focus to high priority situations. The main functionalities sought from the new ERP system are expected to encompass functions such as programme planning, budgeting, contributions and performance; human resources management and administration; payroll, including management of benefits and contribution to pension, medical and insurance schemes; supply chain management, including procurement; assets and facilities management; general accounting, travel and other administrative flows; reporting to management and stakeholders, and more. (ibid) Specific United Nations peacekeeping operations functions such as logistics, transportation, fuel and rations systems need to be supported by the new ERP system as these functions are not held in common with other organisations of the United Nations operations. 1.3 Purpose and Significance of the Study The research done in this study will attempt to answer the following question: What will be the impact of ERP implementation on the business transformation and business culture of the United Nations? Specifically, the study will attempt to establish the relationship between the business process transformation and organisational culture change offered as the result of ERP. These questions and findings are expected to provide an increased ability in evaluating the performance and standardisation of the business processes within the United Nations, as well as an increased awareness of its effect on the business culture and productivity over time of the UN. In addition, answers to these questions will subsequently enable other researchers to gain more insight into ERP implementation and business process reengineering. It will also enable the management of the United Nations to see how ERP can be a better means of technological reform, thus providing the opportunity to re-evaluate the existing business processes even further. 1.4 Research Questions The question that constitutes the primary point of pivot for the paper is: What will be the probable future impact of ERP on the business process transformation and business culture of the United Nations? The three subsidiary questions of the present work are: > How will ERP implementation make the organisation better off in the foreseeable future? > What will be the effect on the reformed business culture in terms of productivity? > How does the organisation perceive the benefit of ERP on the standardisation of business processes? 1.5 Structural Approach The rest of the thesis has been structured as follows. Chapter 2 provides a review of relevant literature, including ERP, business process reengineering, and their impact on organisational culture. Chapter 3 discusses the methodologies used for the empirical analysis and describes the data and the various proxies employed for analysing ERP implementation in the United Nations. Chapter 4 provides empirical findings of the relationship between ERP implementation and its effects on business processes and organisational culture. Chapter 5 analyses the research findings. Chapter 6 concludes the research by pointing out the key impacts of ERP on the UN. Chapter 7 makes various recommendations for policy direction and potentially fruitful areas of ERP systems for further research. Chapter 8 reflects on the study as a whole. CHAPTER II 2.0 LITERATURE REVIEW The following Literature Review will focus on four main areas of evaluation regarding enterprise resource planning (ERP) on the business process transformation (BPR) in organisations, and more specifically, the United Nations. These are: 1. ERP: definition, evolution, implications 2. BPR: definition, evolution, implications 3. ERP and organisational culture 4. BPR and organisational change This review will analyse the abovementioned systems and related processes insofar as the available data in the literature will allow for a comparison of ERP and BPR and their effects on the United Nations and other large organisations. 2.1 Enterprise Resource Planning (ERP): Definition, Evolution, and Implications Enterprise resource planning (ERP) systems are commonly described as commercial software packages that allow the assimilation of data and processes throughout an organisation (Markus Tanis, 2000, cited in Kim et al., 2005). ERP enables the flow of information among all business areas such as finance, human resources, manufacturing, sales and marketing, (Tan and Theodorou, 2009: 52). Basically, it allows data from all departments to exist in one computer system (Pang, 2001), making the managerial dream of unification of all information systems into one computer system come true (Adam ODoherty, 2003, cited in Revia, 2007). This unification should offer many benefits to the UN and other large organisations. Large organisations may have a more difficult time relaying information from one sector to another as they have many different departments and even multiple locations. The combination of all department in one system, presents benefits of relaying data in a timely manner. Rather tha n sending files through inter-office mail or needing to track down one particular staff member, each employee will have access to the information required for their job by simply logging into the system. The researcher will attempt to discover whether this unification does indeed allow for more time-efficiency as well as making simple operations tasks easier to accomplish in the UN. The start of ERP systems came about in the 1960-1970s with the invention of Inventory Control (IC) and Materials Requirement Planning (MPR) systems, which managed inventory in manufacturing. In the 1980s, Manufacturing Resources Planning (MRP II) systems came into use to manage both inventory and production requirements together. In 1973, the first ERP system was created with the goal of supporting all business needs. Since then, ERP systems have become much more popular. In fact, by the year 2000, enterprise resource planning systems were estimated to have serviced $23 billion USD in profits for the various organisations that have been implementing them (Pang, 2001). ERP applications are the largest, fastest growing and most influential in the industry (Corbett Finney, 2007). This is probably why the UN has shown such interest in ERP. The increase in ERP implementation does not seem surprising as ERP allows corporations to update to a new integrated system cutting out the previous legacy systems known for their difficulties in maintenance, large size, and old age, as they are segregated systems (Martin, 1998; cited in Boudreau, 1999). This appears to be helpful for the UN as they reported difficulty with their current legacy system (Report of the Secretary-General, 2008). It is likely that employees of the UN will be satisfied with the replacement of the legacy system due to the reported problems it has. However, there is a chance that employees may be intimidated by this change as they will have to learn an entirely new system. Advantages of ERP systems for organisations include overcoming fragmentation by streamlining activities and processes, which provides direct access to real-time information by supplying a group of software modules that encase all departments of a business (Koch, 2003, cited in Corbett Finney, 2007). This appears to be an accurate statement due to the convenience of having all departments existing together. This implies that all information accessed through the new system will be current as it is constantly being updated by various employees based on the tasks they complete. Rather than there being pieces of information in various places, all information regarding the same issue will be together implying that employees can look in one place and have all the information they need rather than searching through various documents or consulting multiple co-workers. This aspect of ERP systems will be investigated at the UNDP in Kosovo in order to determine whether this feature is benefici al. Furthermore, ERP systems are said to provide cost-reduction in addition to increased flexibility (Siriginidi, 2000 cited in Al-Fawaz, Al-Salti, and Eldabi, 2008). These two benefits appear to be linked as decreasing operation costs would imply having more flexibility to perform other processes. For the UN, this would mean more money to use for their peacekeeping missions or other operations. However, flexibility does not depend on cost-reduction. Its possible for the availability of data to imply flexibility in making decisions or flexibility could result from rearranging the organisations processes and being better equipped to perform certain tasks. ERP systems have been reported to enhance business performance by accelerating the merger of organisational resources as well as strengthening the operational efficiency of the company through minimising human error (Shin Knapp, 2001, cited by Wang, 2006). The implication that ERP reduces human error seems to be correct as there is les s opportunity to make a mistake for employees because there is generally only one time they need to input information for data-sharing as opposed to the multiple steps needed to take before. These benefits should assist the UN in accomplishing some of their proposed goals such as linking all departments within one operations system, which decreases the time required for administrative processes. The UN hopes implementation will increase their operational efficiency by allowing valuable time to be spent focusing on high priority situations rather than simple operations tasks (Report of the Secretary-General, 2008). More advertised benefits include improved information accuracy and decision-making capacity (Siriginidi, 2000 cited in Al-Fawaz, Al-Salti, and Eldabi, 2008). The UN wants to make use of these proposed advantages (Report of the Secretary-General, 2008). Decision-making is a large part of the UN as they have to make difficult decisions everyday that effect large numbers of p eople; making a bad decision is not necessarily easily corrected in this case. Furthermore, many situations the UN deals with are time-sensitive; if its easier to access data, and the accuracy of that data is improved, officials can rest assured that they are making decisions with proper knowledge. In implementing ERP, organisations no longer have to create their own applications that are then unique to their company. They now have standard software available for their business processes, referred to as Best Business Practices (BBP). BBPs came into existence around the same time as ERPs. BBPs are general guidelines to assist companies in the way of handling certain business processes, meaning that each company can now improve itself on the basis of the experience of other corporations that share similar functional processes (SAP, 2007, cited by Revia, 2007). It seems any organisation would be hesitant to implement a system that has not proved to benefit other large organisations as the risks of failure are high (source). BBPs should definitely help the UN as they will be benefitting from previous experiences of other corporations. Some of the disadvantages of ERP are that the implementation requires time, costs and risks (Boudreau, 1999), as they tend to be large, complicated, and expensive (Mabert et al., 2001, cited by Al-Fawaz, Al-Salti, and Eldabi, 2008: 3). ERP implementation calls for serious time commitment from all involved as it is often the biggest project that an organisation will ever face (Moon, 2007). ERP execution requires new procedures, employee training and managerial and technical support (Shang Seddon, 2002, cited by Al-Fawaz, Al-Salti, Eldabi, 2008), which can be accomplished through good communication of the corporate strategy to all employees (Umble et al., 2003, cited by Al-Fawaz, Al-Salti, and Eldabi, 2008). Consequently, the biggest problem is not actually the implementation itself but the expectations of board members and senior staff as well as not having a clear plan or realistic projections (Somers Nelson 2004, cited by Al-Fawaz, Al-Salti, and Eldabi, 2008). However, the UN ha s already proposed clear goals and plans for their implementation. The question is whether or not they will be able to successfully translate these goals/plans to all employees of the organisation and whether or not they will be successful. Finally, the importance of selecting the appropriate ERP package is stressed. Corporations must make sure they select the appropriate ERP package that will match their organisation as well as its business processes (Chen, 2001, cited in Corbett Finney, 2007). This seems obvious as every organisation is different. Some corporations strategise around providing excellent customer service while others focus on decreasing costs to customers as a way to attract more business. However, there are studies that show that customising ERP packages beyond minimal adjustments is discouraged; these studies show that organisations should adjust their processes to fit the package rather than adjust the package to fit the processes (Murray Coffin, 2001 cited in Al-Fawaz, Al-Salti, Eldabi, 2008). 2.2 Business Process Transformation (BPR): Definition, Evolution, and Implications Business process reengineering (BPR) was not very popular until the release of the book Re-engineering the Corporation by Michael Hammer and James Champy (Barker, 1995). Hammer and Champy introduced the term Business process reengineering in 1990 and defined it as a fundamental redesign of business processes to achieve dramatic improvements in critical areas such as cost, quality, service and speed (Hammer, 1990). Business process reengineering is also defined as a strategic redesign of important business processes, including the systems and policies that support them, in order to achieve maximum productivity of an organisation (Manganelli Klein, 1994). This would suggest a link between ERP and BPR as they are both structured around the redesign of core business processes. In fact, some goals of BPR are the reduction of cost, cycle-time, defects, and the increase of worker productivity (Hales Savoie, 1994), very much the same as ERP. The aim of BPR is to change current business pro cesses in order to make them more efficient overall, again mimicking ERP. In fact, Some researchers suggest that ERP systems are the major tools for making business processes better, leaner and faster through associated business process reengineering, (Shang Seddon, 2003, cited in Revia, 2007: 25). It is not yet known whether or not BPR will be performed at the UN. It is assumed that it will as it is so closely related to ERP. Additionally, reports have shown that ERP often causes BPR to occur due to its very nature (Martin et al., 1999). It seems that in order for ERP to be most successful, BPR should be performed (Sumner, 2000 cited by Law Ngai, 2007), otherwise the UN may not recognize exactly which processes are most important for their operations. Or, they may not be fully aware of the exact way in which ERP should be performed in relation to the core business processes, which is vital to understand for the selection of the proper ERP package. BPR has its origins in the private sectors as a management tool for companies to deal with change and reorganise their work to improve customer service, cut operational costs, and become world-class competitors, (Hamid, 2004, cited in Wang, 2006: 5). Generally, business process transformation takes business processes and allows the m to be done routinely through a computer system. It incorporates peoples perspectives and input to make sure that the processes fit needs specific to each corporation (Wang, 2006). This suggests benefits for ERP implementation in any organisation as the systems are supposed to be designed around core processes specific to each company. It would be helpful for the UN to determine which processes are vital to their operations. Furthermore, cutting operational costs should prove to be very valuable for the UN as many of the services it provides are non-profit. If BPR is performed as a result of ERP, it seems that cost reduction will be achieved. Here is a further look into what a core business process is: A core business process is one that gives value to the customers or stakeholders of the company. These are the most important processes within the organisation and are the ones that will set a company above their competitors if done well. In order to figure out what processes are cor e, one may ask the following questions. 1) Does the process make valued contributions to the customer? Does it improve customer service, increase response-time, decrease customers costs? 2) Is it important for the production/operation of the company? 3) Can it be used for other businesses? If the answer is yes to one of these questions, then the process under consideration can be considered core (McHugh, Merli, Wheeler, 1995). The UN may consider any process involving cash flow to be core as that is a huge component to many of the services they provide. Furthermore, any documentation of information from one department to another is probably considered core as this organisation relies on data-sharing for its decision-making capabilities. Therefore, it seems that these types of processes will be affected by ERP implementation and will most likely be reengineered. The three most basic strategies that increase a business success are lowering prices, offering more value in products, or focusing on less diversity in commodities and specialising in a certain area (Berrington Oblich, 1995). This suggests that BPR would be structured around these strategies when reorganizing core business processes. If the UN is restructuring using BPR, they are likely to focus on a combination of strategies. As already mentioned, the cost of operations is a huge factor for the United Nations to consider as they provide aid to many countries without expecting any favours in return. This implies they would focus on reduction of costs. However, the main reason they are an organisation is to provide services to those in need. That would suggest they would reorganise their business processes around the strategy of offering more value in their services. In implementing BPR, organisations are asked to choose five or six of the processes that are central to the operation of the company and focus on those to see the ways in which they can make them more efficient (McHugh, Merli, Wheeler, 1995). Concentrating on making sure core processes are completed to the best of the companys ability only ensures the organisation will do better. In the case of the UN, focusing on data-sharing and managing cash flow suggests an increase in the efficiency of the organisation as those components are vital to their operation. These changes would suggest benefits for both the cost-reduction strategy as well as providing better service to customers. 2.3 Enterprise Resource Planning (ERP) and Organisational Culture Organisational culture is a set of core beliefs, values, and behaviours shared by all members of one company, thereby affecting the productivity of the business. It is often described as a pattern of shared assumptions produced and manipulated by top management (Schein, 1992 cited by Boersma Kingma, 2005: 131). Organisational culture is influenced through many aspects, including leadership, personal characteristics, interactions of members, as well as tradition. Culture has visible signs and hidden insinuations. Visible signs include behaviour while the hidden insinuations entail morals and beliefs (Rousseau, 1990 cited by Cooper, 1994). The culture of an organisation is even displayed in the way certain processes are done as well as the outcomes of these processes, which will be examined at the UNDP in Kosovo. Because ERP systems involve most departments in a company, they change many business processes and thereby affect the more deep-seated organisational culture of a corporation . Companies that focus on incorporating their cultures into organisational efforts are said to have an edge in accordance with their productivity. Organisations can focus on culture and work with the people to shape new values, morals and work ethics. If employees are happy to be working for the organisation, they will be more apt to want to work, implying there will be an increase in productivity (Farbrother Marc, 2003). Enterprise resource planning can lead to changes in organisational culture i.e., ERP is implemented in order to increase productivity by changing current business processes (Deal Kennedy, 1982 cited by Cooper, 1994). These changes are maximal and cannot be simply brushed aside. When a company implements ERP, if the organisational culture is ready for the changes it will bring, the employees can work with the system to increase productivity. Consequently, the culture within the business must be one that can be made amenable for change (Nah et al., 2001 cited in Co rbett Finney, 2007). There is the belief that positive and supportive attitudes of those embarking on implementation of ERP will actually bring about a successful transition (Chatterjee et al., 2002 cited in Law Ngai, 2007). However, if the culture has not been made ready for change or the employees are unwilling to change, the system will be less likely to succeed. A system cannot work if there are no users. System implementation represents a threat to users perceptions of control over their work and a period of transition during which users must cope with differences between old and new work systems, (Bobek Sternad, 2002: 285). The social setting of a company and its technology most definitely shape each other; they are hardly independent of one another (Boersma Kingma, 2005). A mistake companies frequently make is to presume that people can change their habits easily when in actuality such changes are considerably taxing for many people. These companies underestimate the effect ERP implementation will have on their employees. Many employees panic when nothing looks the way it used to, nothing works the way it used to, and they can no longer go through their workday with the previously earned sense of familiarity and assurance (Koch, 2007 cited in Revia, 2007). One study showed that it took over two years for users of the new system to forget the process problems they found initially and to gain new knowledge of the system (Seddon Shang, 2003 cited in Revia, 2007). A Chief Information Officer from Nestle sums up this concept very well—she says, No major software implementation is really about the software. Its about change management†¦You are changing the way people work†¦You are challenging their principles, their beliefs and the way they have done things for many, many years (Boersma Kingma, 2005: 123). It seems the best way to ensure that employees are on board with proposed changes is to make them aware of these changes. It is important for them to feel that they are included in the decision to create new values and procedures for the company. Otherwise, they will be clinging on to the old culture and ways of doing things. The change will be stressful and forced rather than welcomed with ease. They should feel that the change is happening because of them rather than happening to them. The most senior level of management initiates enterprise resource planning, but its success depends on its acceptance by the companys ordinary workers (Obolensky, 1996). Cultures can be manipulated by those in management (Handy, 1985 cited by Cooper, 1994). Change can be intimidating and needs to be managed well. Therefore, the conclusion is drawn that managers need to make sure each and every employee is doing their part. This literature suggests that leaders are the most important players in any c hange scenario. Employees wont decide to change their behavi

Interpretation Alternatives of Shakespeares The Tempest Essay

Interpretation Alternatives of The Tempest      Ã‚   A production of The Tempest should emphasize the idealized methods in which Prospero uses magic to solve the problem of revenge which is so prevalent throughout his tragedies, perhaps the production might be a direct allegory for the magic of the theatre itself.     In this conception of the play, the scattering and bringing together of the characters in the script is significant in that theatre also could be said to bring people together and allow them to share in an experience of emotion, magic, and finally, of resolution. In this way the production could be used as a vehicle for conveying the idealistic virtues of forgiveness, compassion, and of course knowledge. In his book, A Buddhist's Shakespeare, James Howe draws attention to Prospero's epilogue saying, "In his epilogue this master, Shakespeare, has the character Prospero ask us, the audience, to confirm our collusion with both the master and his creature. Indeed the two relationships are reciprocal. We are asked to release Prospero from our "spell" by "prayer." Becoming white magicians, offering a supplication to God, we reenact the righteousness of Prospero's power, and thus confirm it. This confirmation, in turn, acknowledge's the power of Shakespeare's play to transform us into Prospero's image. We are not only to be consciously complicit in Prospero's character and action, but also to be fully aware of their author." (191) It seems to me that this final transformation in the audience is a very worthy goal to strive for in a production of this play. While being entertained by the magic and splendor of the production itself, I think it is possible for an audience to also be aware of the inherent ideals in the s... ...d truth in the story. While this would clearly be the most problematic interpretation of the script, perhaps it would also be the most effective by far for a modern audience which does not enjoy being preached at or having their truth force-fed to them in a boring, easily-understood, linear manner. Works Cited Cahn, Victor L. Shakespeare, The Playwright Praeger Publishers. Westport CT. 1996 Charney, Maurice. "Bad" Shakespeare Associated Univeristy Press. London, England. 1996 Howe, James. A Buddhist's Shakespeare Associated University Press. Mississauga, Ontario, Canada. 1994 Hylton, Jeremy. Complete Works of WilliamShakespeare, Oct 4, 1999. Massachusetts Institute of Technology <http://tech-two.mit.edu/Shakespeare/works.html> Kathman, Dave. Dating The Tempest Personal site <http://www.clark.net/pub/tross/ws/tempest.html>    Interpretation Alternatives of Shakespeare's The Tempest Essay Interpretation Alternatives of The Tempest      Ã‚   A production of The Tempest should emphasize the idealized methods in which Prospero uses magic to solve the problem of revenge which is so prevalent throughout his tragedies, perhaps the production might be a direct allegory for the magic of the theatre itself.     In this conception of the play, the scattering and bringing together of the characters in the script is significant in that theatre also could be said to bring people together and allow them to share in an experience of emotion, magic, and finally, of resolution. In this way the production could be used as a vehicle for conveying the idealistic virtues of forgiveness, compassion, and of course knowledge. In his book, A Buddhist's Shakespeare, James Howe draws attention to Prospero's epilogue saying, "In his epilogue this master, Shakespeare, has the character Prospero ask us, the audience, to confirm our collusion with both the master and his creature. Indeed the two relationships are reciprocal. We are asked to release Prospero from our "spell" by "prayer." Becoming white magicians, offering a supplication to God, we reenact the righteousness of Prospero's power, and thus confirm it. This confirmation, in turn, acknowledge's the power of Shakespeare's play to transform us into Prospero's image. We are not only to be consciously complicit in Prospero's character and action, but also to be fully aware of their author." (191) It seems to me that this final transformation in the audience is a very worthy goal to strive for in a production of this play. While being entertained by the magic and splendor of the production itself, I think it is possible for an audience to also be aware of the inherent ideals in the s... ...d truth in the story. While this would clearly be the most problematic interpretation of the script, perhaps it would also be the most effective by far for a modern audience which does not enjoy being preached at or having their truth force-fed to them in a boring, easily-understood, linear manner. Works Cited Cahn, Victor L. Shakespeare, The Playwright Praeger Publishers. Westport CT. 1996 Charney, Maurice. "Bad" Shakespeare Associated Univeristy Press. London, England. 1996 Howe, James. A Buddhist's Shakespeare Associated University Press. Mississauga, Ontario, Canada. 1994 Hylton, Jeremy. Complete Works of WilliamShakespeare, Oct 4, 1999. Massachusetts Institute of Technology <http://tech-two.mit.edu/Shakespeare/works.html> Kathman, Dave. Dating The Tempest Personal site <http://www.clark.net/pub/tross/ws/tempest.html>   

Oregon Oxford Debate Essay

OREGON OXFORD DEBATE †¢. Rules and Guidelines On Debate Prepared by:Ma. Martha Manette A. Madrid, Ed.D. Professor marztmonette@yahoo.com †¢2. Proposition:Resolved: â€Å"That Parliamentary Form of Government Be Adopted† †¢3. Format of Debate:Oxford-Oregon Type †¢4. Three Speakers fromeach sideFirst Affirmative -Constructive SpeechFirst Negative -Interpellation of the first affirmative SpeakerFirst Negative -Constructive SpeechFirst Affirmative -Interpellation of the first negative speakerSecond Affirmative -Constructive SpeechSecond Negative -Interpellation of the second affirmativeSecond Negative -ConstructiveSecond Affirmative -Interpellation of the second negativeThird Affirmative -Constructive SpeechThird Negative -Interpellation of the third affirmativeThird Negative -Constructive SpeechThird Affirmative -Interpellation of the third negative †¢5. Three Speakers fromeach sideRebuttal of the Team Captainof the Affirmative SideSUR- Rebuttal of the Team Captainof the Negative Side †¢6. Duration Constructive Speech: Minimum of five (5) and maximum of seven (7) minutesInterpellation: Five (5) minutesRebuttal Speech: Three (3) minutesSUR- Rebuttal: Three (3) minutes †¢7. Issues for Debate A. Whether or not it is Necessary?(Necessity)B. Whether or not it is beneficial?(Beneficial)C. Whether or not it is practical?(Practicability) †¢8. Criteria for JudgingA. Evidence – 25%B. Delivery – 30%C. Interpellation – 30%D. Rebuttal &SUR-Rebuttal – 15% †¢9. Criteria for Judging- The judges, based on theirdiscretion, shall have the authority todetermine who will be the BestSpeaker and Best Debater. Thewinning team shall be determined bythe majority decision of the Board ofJudges. †¢10. Guides for Constructive SpeechSpeech types of Constructive Speech maybe:Reading MethodMemory MethodExtemporaneousMix method of memory andconversational or dramatic †¢11. Guides for Constructive SpeechPoise, gestures, audience contact and voice projection are highlyrecommended. †¢12. Rules on Interpellation1. Questions should primarily focused on argumentsdeveloped in the speech of your opponent. However,matters relevant and material to the proposition areadmissible.2. Questioner and opponent should treat each other withcourtesy.3. Both speakers stand and face the audience during thequestion or Interpellation period.4. Once the questioning  has begun, neither the questionernor his opponent may consult a colleague. Consultationshould be done before but as quietly as possible . †¢13. Rules on Interpellation5. Questioners should ask brief and easily understandablequestion. Answers should equally be brief. Categorical questionsanswerable by yes or no is allowed, however, opponent if hechoose, may qualify his answer why yes or why no.6. Questioner may not cut off a reasonable and qualifyinganswer, but he may cut off a nervous response with a statementsuch as a â€Å"thank you† â€Å"that is enough information† or â€Å"yourpoint is quite clear† or â€Å"I’m satisfied.†7. Questioner should not comment on the response of hisopponent.8. Your opponent may refuse to answer ambiguous, irrelevant orloaded questions by asking the questioner to rephrase or reformhis question. †¢14. Rules on Rebuttal SpeechA. Rebuttal speaker should point out clearlythe fallacies committed by his opponentstating clearly what particularly statement orargument constitute said fallac y.B. If not familiar with the fallacies of logic,the debater may counter arguments directlyby stating what arguments or statement isincorrect or false. †¢15. Role of the ModeratorThe moderator of the debate has the followingduties:1. To reveal the issue involve the debate;2. To rule on points of clarification about theissues or questions and answers made during theInterpellation; and3. To see to it that the debate is orderly andfollows the rules of parliamentary procedures. †¢16. Role of the Timer1. To time the speakers and debatersaccurately;2. To give the speakers a one-minutewarning with the ringing of the bell oncebefore his/her time is up.3. To prevent the debaters from exceedingthe time allotted to them by ringing thebell twice. †¢17. Tips on Interpellationand RebuttalCROSS EXAMINATIONA. The cross-examination period of a debate is a time when the person who is not going to speak next in the constructive questions the person who has just finished speaking.B. Consider cross examination an information exchange period – it is not the time to role play lawyer. †¢18. CROSS EXAMINATION C. Cross examination may serve six objectives: 1. To clarify points 2. To expose errors 3. To obtain admissions 4. To setup arguments 5. To save prep time 6. To show the judge how cool you are so they WANT to vote †¢19. CROSS EXAMINATION D. Most debaters tend to ignore the value of good cross- examination. Remember, 30% of the entire debate is spent in cross-examination — it should be a meaningful and essential part of the debate. If nothing else, debaters tend  to underestimate the importance that cross-examination may have on the judge. E. Cross-examination will indicate to the judge just how sharp and spontaneous the debaters are. Invisible bias will always occur in a debate round and judges would always like the sharpest team to win. Good, effective cross- examination of the opponents can play an important psychological role in winning the ballot of the judge. †¢20. CROSS EXAMINATION F. Be dynamic. Have questions and be ready to go, answer questions actively and with confidence whenever you can. The image you project will be very important to the audience/judge. This is the one opportunity the audience/judge has to compare you with opponent’s side-by-side. †¢21. GUIDELINES FOR ASKINGQUESTIONS:1. Ask a short Q designed to get a short A2. Indicate the object of your Q3. Dont telegraph your argument, dontmake it too obvious.4. Dont ask Q they wont answerproperly.†So, we win, right?† †¢22. GUIDELINES FOR ASKINGQUESTIONS:5. Make Q seem important, even if it isjust an attempt to clarify.6. Politeness is a must — emphasize thedifference if they are rude.7. Approach things from a non-obviousdirection. Then trap them.8. Mark your flow/notes as to what youwant to question them about. †¢23. GUIDELINES FOR ASKINGQUESTIONS:9. Avoid open ended Qs unless you aresure they are clueless.10. Face the judge/audience, not youropponent.11. CX answers must be integrated intoyour arguments made during a speech. †¢24. GUIDELINES FOR ANSWERINGQUESTIONS:1. Concise A.2. Refer to something you have alreadysaid whenever possible. This is safe.3. Answer based on your position in thedebate so far. Keep options open.4. Dont make promises of what you oryour partner will do later. †¢25. GUIDELINES FOR ANSWERINGQUESTIONS:5. Qualify your answers.6. Be willing to exchange documentsread into the debate.7. Answer only relevant questions.8. Address the judge. †¢26. GUIDELINES FOR ANSWERINGQUESTIONS:9. Try and not answer hypothetical Q. Ifthey demand, say you will give ahypothetical A.10. Signal each other, dont tag-team.11. Dont say†I dont know,†say†I am notsure at this time†¦.† †¢27. REBUTTALSA. Most debaters, coaches, and judges would agr ee that rebuttals are the most difficult and yet the most important parts of the debate.B. Not only is there less time within each speech, but each debater has to sort through all of the issues to determine which ones are the most important ones!C. What a debater does or does not do in rebuttals will decide who wins the debate. Very few debaters (especially beginners) can hope to extend everything that  happened in the constructive speeches. †¢28. REBUTTALSD. Debaters dont have to do that and just because a team may have dropped a point or an argument is not an automatic reason to vote against that team.E. What matters is the type of argument that is extended or dropped in rebuttals-this will determine the winner of the round. †¢29. REBUTTALSThink about these four issues when rebuttalshappen:1. Which arguments have more weight at theend of the round?2. Which outcomes (disads, counter plans)are more likely given lots of internal links?3. What about time frame-what happensfirst?4. What about the quality of evidence? †¢30. REBUTTALSHere are some other helpful hints:1. Avoid repetition. Dont just repeat yourconstructive arguments. Beat the other teamsarguments and tell the judge why your argumentsare better.2. Avoid passing ships. Dont avoid what theother team said. You must clash directly withtheir responses.3. Avoid reading evidence only. You must beexplaining and telling the judge why these issueswin the de bate. †¢31. REBUTTALS4. Avoid rereading evidence that has alreadybeen read in constructive. You can makereference to it by referring to it, but dont re-read it.5. Avoid â€Å"lumping and dumping.†Dont try togo for everything. You cant make 12responses to each argument in a few minutes.6. Be organized. Dont jump from issue toissue at random. Be specific and logical aboutwinning issues. †¢32. REBUTTALS7. Dont be a blabbering motor mouth. Speakquickly but not beyond your ability. If you speaktoo fast, you will stumble and not get through asmuch.8. Dont whine to the judge about fairness or whatthe other team might have done that you think isunethical. Make responses and beat them.9. Dont make new arguments. You can read newevidence but you cant run new disadvantages ortopicality responses. You are limiting to extendingthe positions laid out in the constructive speeches. †¢33. REBUTTALS10. Use signposting. Make sure the judge knowswhere you are on the flow sheet. This is not the timeto lose the judge on the flow.11. Use issue packages. Organize your argumentsinto issue packages. Choose arguments which youwant to win. Dont go for everything. Extend thosearguments that you need to win.12. Cross-apply arguments. If you dropped anargument in a prior speech that you think wasimportant dont act like your losing. Cross-applyarguments you made somewhere else in the d ebate toanswer it.

Debate over the Strength of Central Government Essay

The period of 1783-1800 was shaped by the debate between those who supported a strong central government and those who wanted more power given to the states. This period dealt with issues surrounding the formations of factions that threatened to split the young nation, the inclusion of a Bill of Rights, and the constitutionality of a national bank. Factions divided the people into those who supported a strong central government and those who wanted more power given to the states. These two groups had differing viewpoints, which influenced decisions regarding the addition of a Bill of Rights and the formation of a national bank. The two major factions that almost disrupted the developing nation were formulated at the Constitutional Convention of 1787. At this convention, delegates representing all states expect Rhode Island formed a new type of government with the creation of the Constitution. In the ratification process America was divided in two, the federalists and anti-federalists. Federalists were in favor of a strong central government and hence supporting the new Constitution, while anti-federalists were in favor of giving the states a greater amount of power, thus opposing it. The opposition to the Constitution spreads from a mistrust of central government due to the grievances of English monarchy. The rights obtained by the central government took away states’ rights as seen in Sections VIII and X of the Constitution of the United States of American (Document 5). Most people who lived in cities, manufacturers, and northern merchants supported federalist views and most small farmers, southerners and frontiersmen sided with the anti-federalist views. Key federalists included Alexander Hamilton, John Adams, John Marshall, John Jay, and James Madison. In order to promote ratification Hamilton, Jay, and Madison published a series of Federalist Papers, (Document 8). On the anti-federalist side, important figures included Thomas Jefferson, Samuel Adams, Aaron Burr, Richard Henry Lee, and Patrick Henry. These men were in favor of the Article of Confederation, which greatly limited the powers of the central government and maximized the powers of state rights. One major flaw that the anti-federalist expressed concerning the Constitution was the lack of a Bill of Rights. A Bill of Rights would secure the rights of the people and prevent the central government from becoming too powerful. The federalists argued that the system of checks and balances would prevent tyranny. However, when many states ratified the Constitution they attached a list of amendments to be added in a Bill of Rights. James Madison compiled these amendments and presented twelve of them to Congress. Ten were passed and added to the Constitution resulting in the American Bill of Rights. One of the most significant amendments is the tenth amendment, which states â€Å"All powers not delegated to the federal government belong to the states or to the people,† (Document 6). This declared that whatever was not restricted or allowed in the Constitution was a right retained by the people or states. The most heated debate amongst federalists and anti-federalist was over the constitutionality of a national bank. Anti-federalists believed the central government did not have the authority to create a national bank, while the federalists believed it was stated in the elastic clause of the Constitution. The United States Constitution was written in a vague terminology by the Founding Fathers, which added to the contention amongst Americans. Secretary of Treasury, Alexander Hamilton, proposed a national bank to â€Å"wish the most proper and speedy measures may be taken, to discharge both foreign and domestic debt,† (Document 7). The anti-federalists, in particular Thomas Jefferson, who favored a strict interpretation of the Constitution, rejected this notion and claimed it was unconstitutional because it was not a power directly stated in the document. However, Hamilton argued that the â€Å"elastic clause† as seen in Article I Section VIII, the powers of congress (Document 5), allowed the central government to establish a bank because it was necessary and proper and constitutional, (Document 1). Hamilton, along with the other federalists, favored a loose interpretation of the Constitution. The debate of having a national bank was resolved by giving the national bank a twenty year charter to test it out. This debacle leads to further issues on the topic of government rights versus state rights, and almost leads to the destruction of the country. When the Constitution was in its ratification process the small states sided with federalists in wanting a stronger central government, while larger states sided with anti-federalists in wanting more state rights. This was seen in two important proposals to the Constitutional convention surrounding the executive branch. First, the New Jersey Plan or the small states plans, wanted one house that has equal representation, with one vote per state. This would make small states more powerful and have the same say in the government as the larger states did. Second, was the Virginia Plan or the large states plan (Document 4), was to have a bicameral legislative, with one house with representation based on population, and the other elected through that house. This gave more power to the states, the larger states gaining a clear advantage as well. These two plans clearly portrayed the different ideas of federalists and anti-federalist and demonstrated how vital a role states played throughout this period. This dispute was settled with the great compromise, proposed by Roger Sherman, making a bicameral legislature with the Senate with equal representation for each state and the House of Representatives based on population and direct election. The debate between those who supported a strong central government and those who wanted more state rights truly shaped the period between 1783 and 1800. It dealt with the creation of two factions that could have potentially destroyed the emerging nation and the debates over a Bill of Rights and a national bank. If it were not for the ideas, factions, and development that occurred during the making of the Constitution and the continued building of our nation after, the government of America would not have been as successful as it is today. The Idea that were fought over from 1783 to 1800 has shaped our country and allowed us to be the great nation that we are.