The Bhagavad Gita The Role of Religion in Relation to the Hindu Culture

Free Essays on Cyberlaundering

Introduction This article will explore the latest technique in money laundering: Cyberlaundering by means of anonymous digital cash. Part I is a brief race through laundering history. Part II discusses how anonymous Ecash may facilitate money laundering on the Intenet. Part III examines the relationship between current money laundering law and cyberlaundering. Part IV addresses the underlying policy debate surrounding anonymous digital currency. Essentially, the balance between individual financial privacy rights and legitimate law enforcement interests. In conclusion, Part V raises a few unanswered societal questions and attempts to predict the future. Disclaimer: Although the author discusses this subject in a casual, rather than rigidly formal tone, money laundering is a serious issue which should not be taken lightly. As this article will show, fear of money laundering only serves to increase banking regulations which, in turn, affect everyone's ability to conduct convenient, efficient and relatively private financial transactions. Part I Humble Beginnings In the beginning, laundering money was a physical effort. The art of concealing the existence, the illegal source, or illegal application of income, and then disguising that income to make it appear legitimate 1 required that the launderer have the means to physically transport the hard cash.2 The trick was, and still is, to avoid attracting unwanted attention, thus alerting the Internal Revenue Service (IRS) and other government agencies 3 involved in searching out ill-gotten gains.4 In what could be described as the "lo-tech" world of money laundering, the process of cleaning "dirty money" was limited by the creative ability to manipulate the physical world. Other than flying cash out of one country and depositing it in a foreign bank with less stringent banking laws,5 bribing a bank teller, or discretely purchasing real or personal property, the classic approach w... Free Essays on Cyberlaundering Free Essays on Cyberlaundering Introduction This article will explore the latest technique in money laundering: Cyberlaundering by means of anonymous digital cash. Part I is a brief race through laundering history. Part II discusses how anonymous Ecash may facilitate money laundering on the Intenet. Part III examines the relationship between current money laundering law and cyberlaundering. Part IV addresses the underlying policy debate surrounding anonymous digital currency. Essentially, the balance between individual financial privacy rights and legitimate law enforcement interests. In conclusion, Part V raises a few unanswered societal questions and attempts to predict the future. Disclaimer: Although the author discusses this subject in a casual, rather than rigidly formal tone, money laundering is a serious issue which should not be taken lightly. As this article will show, fear of money laundering only serves to increase banking regulations which, in turn, affect everyone's ability to conduct convenient, efficient and relatively private financial transactions. Part I Humble Beginnings In the beginning, laundering money was a physical effort. The art of concealing the existence, the illegal source, or illegal application of income, and then disguising that income to make it appear legitimate 1 required that the launderer have the means to physically transport the hard cash.2 The trick was, and still is, to avoid attracting unwanted attention, thus alerting the Internal Revenue Service (IRS) and other government agencies 3 involved in searching out ill-gotten gains.4 In what could be described as the "lo-tech" world of money laundering, the process of cleaning "dirty money" was limited by the creative ability to manipulate the physical world. Other than flying cash out of one country and depositing it in a foreign bank with less stringent banking laws,5 bribing a bank teller, or discretely purchasing real or personal property, the classic approach w...

Raising the minimum wage Essay Example | Topics and Well Written Essays - 1000 words

Raising the minimum wage - Essay Example should not be increased because this will main that small business, which are said to play a very crucial role in the USA economy will be affected negatively and this will have a negative impact on the economy. As Hasset and Strain (Para 15) say, it is â€Å"†¦.because it will make it more expensive for businesses to hire young and low-skill workers at a time of crisis-level unemployment†. The truth is that the minimum wage is a problem in the USA. With big corporations such as Wal-Mart and McDonalds taking advantage of the minimum wage to take advantage of their employees despite the fact that these companies can afford to pay better salaries, there is a need to consider this issue. However, the solution is not to increase the minimum wage for all employers, but to address the issue with much more wisdom. However, there are experts who do not see this is this way. For instance, Cassidy (Para 2) argues that he minimum wages must be raised because of two major factors. First the inflation rates have increased over the years while the minimum wages have remained constant. This means that the workers are getting lower pay than can meet their daily needs because the inflation has reduced the value of the dollars. While the minimum wage does not increase as fast as the inflation rate reduces the value for the dollar, the firms that sell products and services to the consumers increase the prices of their products as soon as the inflation rate has reached a significant level to affect their bottom-line. Secondly, he shows that the American minimum wage is so much lower in comparison to the other first world nations like those in Europe and in Australia. However, what people like Cassidy do not realize that that there are more complicates issues when it comes with macroeconomics. This has bee n addressed by (Finnegan Para 5). Finnegan (Para 3) argues that increasing the minimum wage is not necessarily a poverty panacea and that those who think that this will solve

An organisational diagnosis of Nestl-UK using the Weisbord six-box Essay

An organisational diagnosis of Nestl-UK using the Weisbord six-box model - Essay Example In a general sense,organisational diagnosis is defined as a tool by which specific knowledge pertaining to reality in an organisation may be established in order to guide managers in understanding the organisation as well as its essential elements Project’s overall aims and objectives In a general sense, organisational diagnosis is defined as a tool by which specific knowledge pertaining to reality in an organisation may be established in order to guide managers and other decision makers in understanding the organisation as well as its essential elements, and in formulating necessary interventions (Grave, Gimenez, MendezA & Crubellate, 2001). As applied in this proposed study, however, the organisational diagnosis will be used as an instrument to examine whether or not the components of an organization are synchronous with the other components in order to facilitate the exploration of formal and informal systems, towards the promotion of greater organisational effectiveness as envisioned in Anderson (2010). The motivation to carry out this proposed research study was prompted by a generalization posited in Ely (1999) that â€Å"organizations are not simply gendered; they are also raced and classed† (p. 2). However, none of the studies surveyed during the preliminary review of literature and studies ventured to perform any method of organizational diagnosis to investigate relationships between the outcome of the diagnosis and the profile of the respondents who participated in the exercise. This is a gap in knowledge which this proposed study hopes to address. Hence, this study will attempt to perform an organisational diagnosis of Nestle, UK to identify problems or issues confronting the organization with the end in view of proposing interventions or alternative courses of action. Specifically, the objectives of the proposed study are to: (1) describe the profile of the members of the organisation in terms of gender, age, civil status, ethnicity, s ocio-economic status, position, and work experience; (2) examine the following organisational variables in terms of central tendency and dispersion : purposes, structure, leadership, relationships, rewards, helpful mechanisms, and attitude towards change; (3) identify the strong points of the organization based on the empirical results of the diagnosis; (4) identify the weak points of the organization based on the empirical results of the diagnosis; (5) investigate significant associations between the ratings generated in each of the organisation variables from the diagnosis and the respondents’ profile variables; (6) formulate strategies / interventions based on the outcome of the organizational diagnosis. The proposed study will be conducted with the Nestle UK headquarters as research locale, situated at St. Georges House, Croydon, Surrey, CR9 1NR. There are about 300 employees working in the Nestle Croydon office. A minimum sample of 119 is required for the office populati on, based on a web-based sample sized calculator (Raosoft, 2004). A screenshot of the calculation output is presented as Appendix A. An organisational diagnostic questionnaire adapted from Preziosi (1980) will serve as the main research instrument. The complete questionnaire is presented with this proposal as Appendix B. The independent variables in this study are the profile variables, namely: gender, age, civil status, ethnicity, socio-economic status, position, and work experience. On the other hand, the dependent variables are the components of the organization as enunciated in Weisbord (2011) and Preziosi (1980) namely: purposes, structure, leadership, relationships, rewards, helpful mechanisms, and attitude towards change. Literature review From a preliminary survey of existing knowledge in this area, there were at least 20 researches carried out since the 1970s, with the pioneering works of Preziosi (1972, 1980) and Weisbord (1976). However, not all the 20 studies utilized We isbord’s six-box model. Some of the earlier studies like that of Armenakis, Bedeian and Niebuhr (1979), Pond, Armenakis and

Performance appraisal system and performance management system Essay

Performance appraisal system and performance management system - Essay Example Performance management systems refer to measures that the organization has put in place with the aim of establishing what employees ought to do in a certain period. For example, it can constitute measures on how the employee should perform in the next quarter of a year, the next sixth months, or the next one year. A performance management system outlines what should be met within a certain time frame, as well as the benefits that accrue to employees when they meet these objectives (Grote 1996, p.17). Differences between performance Appraisal System and Performance Management System There are certain differences, which exist between performance appraisal systems and performance management systems. These differences represent the most fundamental components of the two approaches, as well as how the two approaches differ in terms of what they address. The major differences between performance appraisal and performance management systems lies in the scope of what they aim to cover. While performance management systems represent a traditional approach to the management of human resources, performance management can be termed as a contemporary approach to the management of human resources (Rao 2004, p. 213). ... 333). During performance appraisal, the principal activities that the human resource department engages in include evaluating employees, as well as rating their performance. On the contrary, performance management aims at the review, analysis, and planning of the expected performance of employees, and how an employee should make improvements (Deb 2006, p.201). While performance management can be regarded as a continuous process within the organisation, performance appraisal takes place in an annual basis. In performance management, there may be reviews that take place quarterly while, in performance appraisal, the review of the employee takes place once a year. However, there may be periodic ratings of employees in the course of the year (Rao 2004, p.214). Performance appraisal is a function entirely performed by the human resource department of the organisation. This means that the human resource department has the responsibility to design, evaluates, as well as monitor the implemen tation of the performance appraisal system (Roberts 2003, p.89). On the contrary, the performance management system can be designed by the human resource department, but the implementation of the system can be done by the various departments. In performance appraisal systems, there are reviews that may be conducted to ensure that the ratings of employees enhance objectivity. In performance management systems, the reviews serve the purpose of ensuring that the organization improves its performance (Waal & Counet, 2009). In performance appraisal, the need for making development is identified when the year ends. During performance management, the need for development can easily be

Overview of Ocular Histoplasmosis Syndrome (OHS)

Overview of Ocular Histoplasmosis Syndrome (OHS) Dr Pradeep Venkatesh Histoplasmosis Amol D Kulkarni and Suresh R Chandra Introduction Histoplasmosis is a systemic disease caused by Histoplasma capsulatum.1 Introduction Histoplasmosis is a systemic disease caused by Histoplasma capsulatum.1 It produces intracellular granulomatous inflammation of many organs including eyes, lungs, liver, spleen, etc. Ocular histoplasmosis syndrome (OHS) is characterized by a triad of signs –of punched-out atrophic choroidal scars in the macula or periphery, peripapillary atrophy and choroidal neovascular membrane (CNVM).2 Etiology-Aetiology HistoplasmacapsulatumH. capsulatum, a dimorphic fungus, is presumed to play a causative role in the development of OHS.1 There are few reports of pathologic and molecular evidence supporting a the direct role for of H. capsulatum in the development of chorioretinal scars, ; however, no serologic confirmation of histoplasmosis infection has been reported.3,4 A haematogenous dissemination of the fungus results in choroidal invasion and subsequent scarring. Additionally, disseminated histoplasmosis presents with intraretinal infiltrates composed of histoplasma yeast cells that are easily demonstrable on histology. Extensive study of the affected individuals in Europe and the United States has revealed the presence of human leukocyte antigen (HLA)-DR15). 1: Please provide the full form of DR>.5 No full form; it indicates type of HLAThis HLA association suggests that immune reaction is likely to play a major role during the development of scarring and CNVM. H. capsulatum may induced local ized autoimmune reaction in the retina. However, an infection with this fungus is not an absolute requirement for the development of clinical OHS. Because of this lack of association, there has been a suggestion to rename this clinical syndrome as ‘multifocal choroidopathy’. Epidemiology OHS is most common in the Ohio and Mississippi River valleys of the United States, which are endemic for H. capsulatum.6 Up to 70% of the population living in the endemic areas reacts positively to the histoplasmin skin testing and 1.5% exhibits the typical fundus findings. 7It can be a blinding disease in its more severe manifestations. There is no gender predilection, although some reports show a higher prevalence in women. Pathobiology OHS belongs to the spectrum of autoimmune diseases triggered by an infectious organism, with H. capsulatum being one of several candidate pathogens. It is characterized by a chronic reaction to the immunogenic residua of the H. capsulatum, which acts as a nidus for inflammation. Light microscopy reveals mixed inflammatory cells in the choroidal lesions with the loss of overlying retinal pigment epithelium. There are adhesions between the outer retina and choroidal lesions. The genesis of CNVM in OHS is thought to be caused by the disruption of Bruch’s membrane at the site of atrophic scar. Systemic Featuresfeatures Mycilia Mycelia of Histoplasmosishistoplasmoses are inhaled and they transform to the yeast form shortly and infect lungs. They can produce caseation and enlargement of hilar nodes, which produce typical shadows on X-ray. About 90% of cases are benign and do not produce symptoms. In dDisseminated2: Kindly >OK histoplasmosis are is characterized by pyrexia, vomiting and enlargement of liver, spleen, and lymph glands. The Involvement involvement of skin, mouth, gastrointestinal tract and heart may also occur. Ocular Featuresfeatures The clinical findings in OHS include peripapillary atrophy, multiple punched punchedout white atrophic choroidal scars (histo spots), and a macular CNVM, accompanied by the complete absence of a cellular reaction in the anterior chamber or vitreous cavity [(Fig. 40.1(aA)].6 The histo spots are considered to be the earliest stage of the disease, and are usually asymptomatic [(Fig. 40.1 (Bb)]. CNVM will develop in fewer than 5% of individuals with histo spots. The Clinical clinical presentation of CNVM involves acute or insidious onset of painless progressive blurring of central vision and metamorphopsia. The Fundus fundus examination typically shows a yellow-green subretinal discolouration with accumulation of subretinal fluid. In advanced cases, there is subretinal fibrosis leading to disciform scar formation and that is associated with severe central visual loss. 9The exact time frame between the initial choroidal scarring and CNVAQ3: Please check if CNV stands for â€Å"choroidal neovascularization†and CNVM is choroidal neovascular membrane and should be replaced with CNVM>NO development is difficult to determine given that histo spots are asymptomatic. New histo spots may develop in more than 20% of individuals while they are under observation, ; however, only 3.8% progress to CNV. The precipitating factors promoting such progression are not known. Some studies implicate emotional stress and tension headaches as associated events. Diagnosis OHS is a clinical diagnosis and relies on the observation of characteristic fundus lesions in one or both eyes. Intravenous fluorescein angiography (FA) and optical coherence tomography (OCT) can assist in the evaluation of CNVM (Figs. 40.2 and 40.3). FA assists in identifying areas of CNVM and in planning photodynamic therapy. OCT is a useful tool for the detection and monitoring of treatment response. 10 Treatment The optimum treatment of subfoveal and juxtafoveal CNVM is the main focus in OHS. Histo spots are asymptomatic in most cases and require no treatment until a progression of the disease is detected.9-11 Corticosteroids Regimens of systemic corticosteroid therapy were widely used in early studies of ocular histoplasmosis. 12Few clinical studies have evaluated the role of subtenon’s and intraocular triamcinolone. The intravitreal steroids demonstrated favourable visual outcomes; however, they are associated with cataract formation or progression and increased intraocular pressure.13 Laser photocoagulation Laser Photocoagulation photocoagulation effectively inhibits the progression of OHS-related CNV. In randomized trials, the Macular Photocoagulation Study demonstrated that argon and krypton laser photocoagulation is effective in treating well-defined, classic extrafoveal, juxtafoveal, and peripapillary CNV lesions secondary to OHS.14, 15 Only 12% of treated individuals experienced significant disease progression, compared with 42% of the control patients. Surgical therapy The role of submacular surgery for the removal of CNV lesions was evaluated in a multicentere randomized clinical trial. 16The study data indicate that surgery may be beneficial to patients with visual acuity worse than 20/100, and subfoveal CNV. Photodynamic therapy Verteporfin in Ocular Histoplasmosis study enrolled 26 patients prospectively with subfoveal CNV and demonstrated an improvement of visual acuity from baseline as well as an absence of serious adverse events at in 2 years.17 Anti-vascular endothelial growth factor (VEGF) therapy Several intravitreal anti-vascular endothelial growth factor (VEGF) treatments are currently being pursued for the treatment of OHS-related CNV. Few retrospective studies have evaluated the role of intravitreal anti-VEGF therapy for CNV associated with OHS. One such study by Ehrlich et al. found that at least 50% of eyes with subfoveal or juxtafoveal CNV experienced ≠¥>=3 three lines of vision gain and 91.5% to –100% of patients had improved or had stable visual acuity (at 3-– to 12-month follow-up) after the intravitreal bevacizumab therapy. 18Similarly, the results concerning the therapeutic efficacy of ranibizumab are promising. Both treat-and-extend and pro re nata treatment strategies were effective. A study by Nielsen et al. demonstrated that many eyes require long-term anti-VEGF therapy to suppress the choroidal neovascular activity in OHS.19 Suggested reading Smith RE, Ganley JP. An epidemiologic study of presumed ocular histoplasmosis. Trans Am Acad Ophthalmol Otolaryngol 1971; 75:994–-1005. Gass JDM, Wilkinson CP. Follow-up study of presumed ocular histoplasmosis. Trans Am Acad Ophthalmol Otolaryngol 1972; 76:672–694. Hawkins BS, Alexander J, Schachat AP. Ocular histoplasmosis. In: Retina. Ryan, SJ, Schahchat, AP, editors. Retina. St. Louis, MO: , Mosby; 20014: Please check the author spelling>. Oliver A, Ciulla TA, Comer GM. New and classic insights into presumed ocular histoplasmosis syndrome and its treatment. Curr Opin Ophthalmol. 2005 Jun;16(3):160–165. Prasad AG, Van Gelder RN. Presumed ocular histoplasmosis syndrome. Curr Opin Ophthalmol. 2005 Dec;16(6):364–368. Macular Photocoagulation Study Group. Argon laser photocoagulation for ocular histoplasmosis: results of a randomized trial. Arch Ophthalmol 1983; 101:1347–1357. Macular Photocoagulation Study Group. Krypton laser photocoagulation for neovascular lesions of ocular histoplasmosis: results of a randomized clinical trial. Arch Ophthalmol 1987; 105:1499–-1507. Rosenfeld PJ, Saperstein DA, Bressler NM, et al. Photodynamic therapy with verteporfin in ocular histoplasmosis: uncontrolled, open-label 2-year study. Ophthalmology 2004; 111:1725–1733. Nielsen JS, Fick TA, Saggau DD, Barnes CH. Intravitreal anti-vascular endothelial growth factor therapy for choroidal neovascularization secondary to ocular histoplasmosis syndrome. Retina. 2012 Mar;32(3):468–472. Fig. ure 40.1 Fundus photographs of a patient with OHS showing peri-papillary atrophy and CNV with subretinal haemorrhage in the right eye (A) and macular histo spot in the left eye (B).Choroidal neovascularization Fig. ure 40.2 Early (A) and late (B) phase fluorescein photographs showing CNV with subretinal haemorrhage secondary to OHS. Fig. ure 40.3 OCT scan showing CNV with intraretinal fluid secondary to OHS.

Equity :: Papers

Equity In 1066 when William the conqueror came to England the law was very different from today. Itinerant judges who would travel around the country settling any disputes administrated it. They started out using local laws and applying these to cases before them. However, the Normans were keen to develop a law which they could apply to the whole country, a law which would be common to every one. So they gathered what was considered to be the best of different local laws and developed a common law. Soon though many problems were found with common law. It soon became too ridged. Two of the main problems with common law were, that it didn’t offer sufficient remedies and, a civil action could only be taken by use of a â€Å"writ.† A writ was used to set out the cause of the action and the grounds for the claim. The writ became a problem because it had to be made to fit and existing writ. To start with a new writ was created when a suitable previous case could not be found however, it was soon stopped and no new writs could be issued. This meant that some cases were unable to be pursued, as an existing writ that suited the case could not be found. This made many people unhappy with the common law system. The other main reason people were unhappy with the common law system is that insufficient remedies were offered in some cases. The only remedy available was damages, this meant compensation, which was not always satisfactory. As a result of these problems many people became increasingly dissatisfied with the common law system. More and more people began to petition to the king as a â€Å"fountain of justice† for a more suitable

Course Project Essay

They are Public Website, Manufacturing Support System (MSS), Human Resources System (HRS), and Sales and Marketing System (SMS). Public Website provides information about each of the products, locations where someone can purchase them, and information about how to get warranty support. Details of warranty support and defect rates are not tracked, but the staff has anecdotal stories. The Manufacturing Support System (MSS) maintains the supply chain information necessary for manufacturing the company’s products, such as raw materials, vendors, and prices. The Human Resources System (HRS) maintains and tracks personnel and benefits information. And the Sales and Marketing System (SMS) track the sales and marketing efforts of the company’s sales force. Orders from this system are printed and sent daily to the MSS to be filled. As a senior member of the IT Management Team for SAI Toys, I agree with the Board of Directors and the CEO decision to stay on the forefront of geekness, and therefore the company should integrate all of  its IT systems. In addition, they want to develop a more robust Web presence and sell their products directly to individual customers in addition to selling through traditional retailers, as they currently are doing. My recommendation is that we need to hire more staff if SAI Toys want to stay on the forefront. The company needs to hire professional computer specialist. The integration of new the software into a newly expanded IT system which utilizes in some cases first generation coding on legacy hardware can create operational problems which in-house IT staff may be nable to solve. SAI Toys is not in the computer business. While computers are essential to the design, manufacture and marketing of their products, SAI Toys would be well served by having their IT systems vertically integrated and maintained in a cloud computing environment, eliminating most of their IT department employees in the process (Butcher, 2011). In this report, I will show how the company should go about implementing this ex ecutive directive. The report should include the following sections. The report will also outline the situation, weighs various alternatives, and I will presents a final recommendation for the company. The report will also include the current IT system, overview of the recommended system, the difference between In House and Outsourcing development, the stakeholders’ buy-in, the ERP project failed with lessons learned, and the company’s ROL ;amp; TCO. Current IT Situation To evaluate SAI Toys, using the basic analysis techniques will help us to have an overview of the company and its environment. SWOT is a tool that identifies the strengths, weaknesses, opportunities and threats of an organization. SAI Toys SWOT Analysis is to take the information from an environmental analysis and separate it into internal (strengths and weaknesses) and external issues (opportunities and threats). The Strengths of SAI Toys are: Experienced and successful marketing team, High brand recognition for their unique products, Substantial 25 member IT team, and Quality control ensuring positive consumer feedback. The Weaknesses of SAI Toys are: Highly competitive marketplace, Extensive and continuing R;amp;D investment, Cost containment, and Personnel costs for IT staff (Butcher, 2011). The Opportunities of SAI Toys are: Direct marketing and sales to consumers through company operated websites, Emerging international markets immediately accessible through the internet, and Substantial IT cost reduction through use of cloud computing. The Threats of SAI Toys are: Loss of market share, Major competitors integrating vertically and selling direct, and Changing technology requiring escalating engineering costs (Butcher, 2011). The Competitive Strategy Analysis is the second basis analysis technique to help us to have an overview of the company and its environment. SAI cannot afford the possibility of IT system failure given the highly competitive market in which they operate. New product design, manufacture, and marketing require that their IT system be fully functional 24/7 with no downtime. To sustain growth and revenue and stay ahead of potential competition SAI Toys will need to invest heavily in Research and Development (R;amp;D) on an ongoing basis (Butcher, 2011). This will include further investment in hiring skilled engineering personnel. Because SAI Toys creates unique products which may exclusively dominate a small segment of the market from which all of its revenue is derived, the introduction into the market of a competitor’s similar product with enhanced features and lower retail pricing may severely impact SAI Toys ability to generate sales and revenue (Butcher, 2011). Swimlanes Diagram: AS-IS Diagram Overview of Recommended System The various systems currently in place will be replaced or integrated into the new system. Assuming that SAI Toys has elected to develop an integrated IT system in-house utilizing its current IT structure but expanding operability to allow all four (4) distinct IT systems to communicate with each other, an Organizational Process Performance system evaluation is necessary which will derive quantitative objectives for quality and process performance from the organization’s business objectives (Butcher, 2011). The new system will be the ERP Implementation. There is a Process of ERP Implementation. While ERP is clearly a software solution for SAI, its implementation must be done on an incremental basis to limit interruptions to the existing business structure at SAI. Like all IT changes, problems can and will develop. To minimize the impact on SAI’s ongoing business operation the implementation of ERP should occur during the lapses between product launches or product design and development stages and implementation should be accomplished on a step-by-step basis, one application at a time. Limiting IT installations and disruptions to non-critical time periods will permit the least stressful adoption of the IT structure and allow SAI to maintain its revenue stream without incurring a loss (Butcher, 2011). There are numerous vendors who offer ERP software which would be easily configurable for SAI’s specific requirements. Microsoft, Oracle, Sage, Exact, SAP, and Intuitive each offer ERP software solutions which can manage companies like SAI with up to 1,000 users. Each of these can incorporate e-commerce platforms into the production and supply chain and provide SAI Toys management with instantaneous information reports including warranty claims, product claims, and defective product losses to together with consumer feedback in real-time (Butcher, 2011). Some new features in this system will include: 1) Improved customer satisfaction 2) Increased profitability 3) Reduced costs ) Improved quality and processing times 5) Improved business culture by bridging the gap between the production line and management 6) Improved business performance by focusing team members on eliminating waste across key business processes and workflows (Butcher, 2011). There are many companies out there that have successfully made the transition from a brick and mortar business to an E-Commerce. The E-Commerce can help the company grow and expand. An e-commerce platform can be used for advertising, production, supplier enquiries, negotiations, contracts, orders, billing, payments, and after sales service and other business activities in the process of interactive program management that can simplify the transaction process (Butcher, 2011). SOA would be of benefit to this project. A Service Oriented Architecture (SOA) design principle can be utilized during the phases of systems development and integration. A system based on SOA will package functionality as suite of interoperable services that can be used within multiple separate systems from the four separate systems. SOA also generally provides a way for consumers of services such as web-based applications to be aware of available SOA based services. For example, several disparate departments within a company may develop and deploy SOA services in different implementation languages and their respective clients will benefit from a well understood, well defined interface to access them. SOA defines integration for widely disparate applications for a web-based environment and uses multiple implementation platforms (Butcher, 2011). Rather than defining an API, SOA defines the interface in terms of protocols and functionality. An endpoint is the entry point for such a SOA implementation. Service-orientation requires loose coupling of services with operating systems and other technologies that underlies applications. SOA separates functions into distinct units, or services, which developers make accessible over a network in order to allow users to combine and reuse them in the production of applications. These services and their corresponding consumers communicate with each other by passing data in a well-defined, shared format, or by corresponding an activity between two or more services. SOA is therefore a continuum as opposed to distributed computing or modular programming (Butcher, 2011). Swimlanes diagrams- TO-BE diagram In-House versus Outsourcing Development The benefits and costs of developing this system in-house versus outsourcing the development or purchasing off-the-shelf are very important to consider. Off-the-shelf ERP packages are tested and proven performers which are an essential requirement for a company like SAI Toys which cannot afford the inevitable downtime associated with fragmented software design and installation. On a cost benefit analysis basis the investment in purchasing an off-the-shelf ERP software package is substantially less than the cost of downtime and system inoperability where an in-house software design fails (Butcher, 2011). The ability of the software vendor to de-bug an off-the-shelf system can be measured in minutes or hours versus the possibility and probability of several days of downtime with in-house developed software. The purchase price of an ERP software package can be amortized over a useful lifespan of five years or more and when compared to the prospective recurring downtime of in-house developed software the advantages of an ERP off-the-shelf solution cannot be ignored (Butcher, 2011). To avoid as many pitfalls as possible in the overhaul of SAI’s IT system it is recommended that SAI avoid in-house software development of this magnitude. While some of SAI’s IT staff may be proficient in software development there are the issues of minimum and exacting standards employed in the industry which may not be a consideration for in-house development. CCMI and ISO certifications should also impact the decision here. CMMI and ISO certification are an inherent part of these off-the-shelf software solutions which eliminates the uncertain standards that may be employed in in-house software development (Butcher, 2011). We should develop the system by Some best practices for managing the project type to having a better chance of success are Stakeholder Buy-in and Internal Politics The stakeholders of this system are essential. Once stakeholders are on board with the system development, they are likely to remain involved, supporting the program over its lifetime. We can get them to buy-in and support the system development by keeping them informed throughout the process of the system, including during the evaluation planning, implementation, and reporting phases (Innovation Network, 2002-2012). Stakeholders are valuable assets in evaluation planning, offering: * Assistance in decision-making about continued and prospective funding; * Perspective that helps the program learn, grow, and improve, and * Experience that informs program replication at other sites or organizations. The Stakeholders fall into three levels of program participation or involvement. There are: * Primary stakeholders  are typically major decision makers within a program, and are often the motivators behind an evaluation effort. They are often program staff, supervisors, senior managers, and funders. * Secondary stakeholders  have less contact with the administrative side of the program, but are still important to the evaluation effort. They include program participants and their families; direct service staff; and possibly other professionals providing subsequent services to program participants. Tertiary stakeholders  are more distant but are likely to be interested in evaluation findings — for example, potential program participants, the general public, or members of the same profession (Innovation Network, 2002-2012). There are other issues that may arise as a result of the internal politics in our company that could have a negative impact on the project. The best thi ng to do is to reduce the risk of project failure due to internal issues. Many systems development problems are in practice caused by a failure to perceive that specific stakeholders’ viewpoints were relevant. That failure causes whole groups of requirements, typically those related to scenarios involving the missing stakeholders to be missed. A similar result is obtained when one stakeholder assumes one scope for a product while another stakeholder assumes another. This occurs when a developer assumes that it will be sufficient to design, code, and test software but the purchaser hopes to have everything set-up and operators trained (Butcher, 2011). Stakeholder composition is a good predictor of project risk and therefore it should be cost-effective to characterize projects at their initiation according to their stakeholder impact. SAI can minimize internal politics by fully evaluating each stakeholder and assuring them that their input is critical to the overall success of the project. Each stakeholder then becomes part of the project team and has a vested interest in ensuring the ultimate success of the project. Team meetings bring all of the stakeholders together to discuss differences and eliminate issues which would delay or derail the project. Each team member realizes that their participation is equally important within their area of specialization or expertise fully under their direct control and unchallenged by direct confrontation. In this manner, each team member must demonstrate how their participation and overall cooperation contributes to the overall success of the project (Butcher, 2011). ERP Project Failures and Lessons Learned Studying ERP project failures is an essential part of project success. By identifying the same or similar issues that lead to failure in one company, SAI can take steps to avoid or eliminate those problems as they arise. Case studies also provide a precursor to the foreseeable problems that occur in ERP implementation allowing SAI management an opportunity to prepare for these problems by formulating a contingency plan. ERP project failures are common but this not unique to ERP. Every system has glitches regardless of the quality of design or the expertise of design personnel (Butcher, 2011). In the Case Study for Implementation Failure at Hershey’s Chocolate it was established that Hershey’s failed to use an incremental method of implementation, instead installing full software during periods of peak business. The resulting disaster from inoperability due to bugs and glitches resulted in a loss of peak season revenue for Hershey’s. Both corporate management and IT staff developed an immediate dislike for the ERP implementation. This could easily have been avoided had Hershey’s implemented the new software on a step-by-step basis during the off season when sales and revenue would have been less dramatically affected (Butcher, 2011). Hershey’s also tried to implement a variety of enterprise applications simultaneously which added to the stress of a seemingly failed project. In fact, there was nothing wrong with the ERP software but its implementation was a complete failure as the company tried to modify their business processes to suit the enterprise application which created further problems. The lesson learned is that implementation should be conducted one step at a time, each successful Installation reinforcing management’s initial decision to purchase. The ERP problems at Hershey’s are commonly repeated where management fails to realize the complexity of implementation and the necessity to proceed cautiously and maintain focus (Butcher, 2011). Return on Investment and Total Cost of Ownership Some metrics that we can use to determine if the system was a success is a disciplined methodology has been developed called  total cost of ownership  (TCO). It is designed to properly analyze the full cost of an IT investment. In order to calculate TCO properly, all related costs must be identified and captured. TCO models organize costs into two broad categories: 1. Direct costs:  Costs in this category are usually for activities and investments that are related to IT or support. They can usually be calculated by examining the actual or projected costs of hardware, software, people, and facilities. 2. Indirect costs:  These costs are not always visible and can be very difficult to measure and quantify. This type of cost crosses the entire organization’s business operations. Some examples of these indirect costs are Administration, Downtime, and End-user operations (Devry, unknown). In order to measure the metrics and figure out when baselines should be determined, we should developed methodologies for determining TCO. The first methodology is the Project initiation. This can be one of the most critical phases of a project. The reason why is because the following are determined: the expectations of the client, the type of relationship the organization will ave with the client (This can influence the management costs. ), and the project’s scope. Ideally, the objectives of the project should be defined at this stage, and the categories for TCO can be aligned with these project objectives. To determine the impact of any deviations from initial projections, an up-to-date TCO should be maintained at all times (Devry, unknown). The second methodology is the Cost Modeling. Th rough the entire TCO process a major activity is the TCO cost analysis. This continues to be refined as new information becomes available during the project. This activity includes classifying the costs according to the financial policies of an organization as well as defining the financial model for the project. The third methodology is the Cost Collection. Once the financial and cost model has been determined, all available cost estimates are collected. Once these are entered into the financial model, a baseline is determined. The total cost of ownership that is presented in this deliverable should be considered a snapshot in time. It is important that all stakeholders understand this and that the TCO may or may not change substantially from this point forward (Devry, unknown). The fourth methodology is Evaluation/Final Report. This is the development of a TCO project deliverable that goes to the organization’s stakeholders and decision makers. It typically includes the final project evaluation and a correlation of all finding recommendations and results. The last methodology is Ongoing Refinement of the TCO Model. It is very rare for all costs and contract negotiations in a large project to be finalized at the same time. Additionally, an implementation plan usually cannot be determined at the same time as, or even immediately after, delivery of the final report. As a result, the TCO is an estimate of project costs based on the data and decisions available when the report was researched and written. As key decisions regarding rollout and implementation strategy are reached, the TCO model should be refined to include the most current project cost estimates (Devry, unknown). Another metrics that we can use to determine if the system was a success is Return on Investment (ROI). The ROI (return on investment) is how much profit or cost savings is gained. An ROI calculation is sometimes used along with other business practices to develop a business case for an IT proposal. The overall ROI for an enterprise is sometimes used to determine how well a company is managed. The work performed to determine the TCO can be used to calculate the ROI. Even though many TCO costs are long term, they can be applied solely to the initial investment or divided between the initial investment and serve as an adjustment to the final value. While both methods are valid, they can give different results; it is important that the organization establish a policy for ROI computations across all projects (Devry, unknown). One of the more difficult aspects of an ROI calculation is determining the soft, or â€Å"people† benefits. Three considerations that impact these soft benefits follow: * Speed of adoption:  This benefit considers how quickly employees come up to speed using the new process, system, technology, or tools provided by the implementation. It indicates how quickly employees demonstrate the new skills or behaviors and adapt to the new roles that are required by a change. * Ultimate utilization or participation rate:  This evaluates the percentage of employees that are engaged and practicing the new way of doing things. Surprisingly, in many implementations, employees can avoid actively participating in workflows and procedures, and this can undermine the project in subtle ways. * Proficiency:  As the change is implemented, this examines how proficient and effective the employees have become. Many times, this proficiency, or ability to better perform their job function, is a significant part of the change’s original motivation. It measures not just the status after the change, but the ongoing improvement to the organization with the new systems, tools, and processes in place and the organizational and job changes fully implemented. Some examples include the time saved in performing a particular operation while using the new system, the improved close rate for sales and contracts brought by the use of a competitive information database, and the amount of waste reduced by new streamlined activities or processes (Devry, unknown). Conclusion In conclusion, my recommendation to SAI Toys is that they need to hire more staff if they want to implement this executive directive. If they can’t afford it or can cope with integrating all of their IT systems, then I would suggest they stick to manufacturing the toys in-house and shipped to brick-and-mortar retailers, such as Best Buy and Target, as well as e-Commerce only sites, such as ThinkGeek. com and Buy. com.

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British Imperialism in India essays "All the leadership had spent their early years in England. They were influenced by British thought, British ideas, that is why our leaders were always telling the British "How can you do these things? Theyre against your own basic values.". We had no hatred, in fact it was the other way round - it was their values that made us revolt." -Aruna Asaf Ali, a leader of the Indian National Congress. There is no doubt that British imperialism had a large impact on India. India, having previously been an group of independent and semi-independent princedoms and territories, underwent great change under British administration. Originally intended to consolidate their hold on India by establishing a population that spoke the same language as their rulers, the British decision in the 1830s to educate Indians in a Western fashion, with English as the language of instruction, was the beginning of a chain of events, including a rise in Indian nationalism, that led to Indian resentment of British imperialism and ultimately to the loss of British control over India. One of the most important factors in the British loss of control over India was the establishment of English as a unifying language. Prior to British colonisation, India was fragmented and multi-lingual, with 15 major languages and around 720 dialects. English served as a common ground for Indians, and allowed separate cultural and ethnic groups to identify with each other, something which had rarely if ever occurred before on a grand scale. Although it was mainly educated Indians of a privileged caste who spoke English, these were the most influential people in terms of acting as facilitators for nationalist ideas to be communicated throughout the populace. The publication of magazines and journals in English was also a great influence on the rise of Indian nationalism. Although most Indians received nationalist ideas orally, these journals allowed Indians who were literate ...

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