Questions On Their Identities, By Laura M. Roberts

Response-to-Reading: Cultivate Positive Identities â€Å"Cultivate Positive Identities.† Laura M. Roberts. How to be a Positive Leader: Small Actions, Big Impact. Jane E. Dutton and Gretchan M. Sprieitzer. San Francisco: Berret-Koehler Publishers, Inc., 2014. 54-63. Work is a huge part of people’s lives and a salient source of meaning and self-definition for most individuals. Work helps people transform and modify how they define themselves. It helps people find their strengths and weaknesses, and it is also a tool to improve people’s attitude and views in life. Laura Roberts tackled the issue of building people’s positive identities and why it is important through â€Å"Cultivate Positive Identities.† According to Roberts, leaders have the ability†¦show more content†¦This change brought by my realizations also helped me at work. I used to be a Shift Manager at a fast-food restaurant, and people know how stressful it can get working at a fast-food restaurant. Before, I used to be motivated , frankly, by money, and I did not take my job too seriously, but ever since my experience, I started to work hard for the money I am earning. If I used to be stressed out during peak hours, which also affect my employees’ performance, I became more positive and motivate my employees to do their job well rather than getting mad at them when they do something wrong. My family and the situation they are in helped me grow as an individual but also as a leader. Roberts claims that the different parts of a person’s identity, such as their work roles, background, hobbies, etc., are integrated in enriching ways. Immigrants in Canada can attest to this. Canada is a diverse country with a lot of immigrants coming in from different countries with different background and culture. Despite of this, immigrants contribute to the workforce in Canada and they can apply what they know, even though they are from different countries, to their work. The shortage of skilled workers in Canada is filled in by immigrants and their different opinions and views help business people make important decisions. The different characteristics and own experiences of people can help shape the work they do and havingShow MoreRelatedHow Linguistic Ethnographers Blommaert And. Borba Conceptualize Ethnographic Research?867 Words   |  4 PagesBourdieu the Ethnographer – The ethnographic Grounding of Habitus and Voice. The Translator # 11 (2) 219-236. At www.academia.edu Borba, R. (2015) How an individual becomes a subject. Discourse, interaction subjectification at a Brazilian gender identity clinic. Working Papers in Urban Language Literacies #163. At www.kcl.ac.uk/ldc Bourdieu, P. (1972) Esquisse d’une thà ©orie de la pratique prà ©cedà © de Trois à ©tudes d’à ©thnologie kabile. Paris: Seuil Bourdieu, P. 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In fact, it is the reader who traces the intertextual references, which in their turn guide him or herRead MoreIs Maurice a Hopelessly Flawed Text?3912 Words   |  16 Pagesbetween sexuality, identity and time . As Gregory Bredbeck has observed the intertwinement of these three categories have created â€Å"alternative subjectivity of the â€Å"Urning† †. This practice underpins the indivisibility of being and therefore the impossibility of distinct identi ty, which Forster utilises as a unifying concept justifying all love. Eve Sedgwick notes that â€Å"there currently exists no framework in which to ask about the origins of development of individual gay identity that is not alreadyRead MoreThe Starbucks Brandscape and Consumers10413 Words   |  42 Pagesdiscursive, symbolic, and competidve reladonships to a dominant (market-driving) experiential brand. The hegemonic brandscape not only structures an experience economy market (see Pine and Gilmore 1999) but also shapes consumer lifestyles and identities by functioning as a cultural model that consumers act, think, and feel through. Roy D Andrade (1990, p. 45) defines a cultural model as a cognidve schema that is intersubjecdvely shared by a cultural group. However, cultural models are notRead MoreMongo Betis Narrative in The Poor Christ of Bomba is the Nativity of Postcolonialism4296 Words   |  18 Pagesdefinition of postcolonialism up to a certain point because according to some theorists of postcolonialism, the definition still remains subjective. At this point, what remains is still the level of understanding toward the colonized and remaining questions as to the motives of the colonizers to colonize. 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Birth Of Aboriginal And Torres Strait Islanders Descent

Written Assignment Studies have shown that babies of Aboriginal and Torres Strait Islanders descent are more two-three times more likely to be born prematurely then babies of non-Indigenous descent (Brown et al., 2016). Due to these results an evaluation will occur to determine the factors that are known to affect preterm birth. This assessment will focus on two peer reviewed articles and will reflect on the search strategy used, assess how each article relates to an increased knowledge of preterm birth factors and justify how their studies contribute to the role of the nurse from an ethical perspective. The initial search process was difficult but after determining an appropriate search strategy, the process in finding relevant†¦show more content†¦For example this previous search term produced articles that contained information regarding models of care and antenatal care strategies. Thus they did not contain adequate information about the factors that can cause preterm birth in Indigenous women. After revising the key terms, additional searches were made using both CINAHL and MEDLINE databases, with each article being evaluated and better search mechanisms being applied. In this search the key words preterm AND aboriginal women were used with the result being relatively successful, however there were still a number of articles that were not all applicable. I then decided to go through each article and critique how each study was conducted and what information it could provide to increase my knowledge on the factors that affect preterm birth. Additionally I also looked at which articles provided the highest level of evidence using NHMRC guidelines, as well as observing the number of people who had cited the source (National Health and Medical Research Council, 2015). Being more specific in database searches was a skill that became vital in the search process (Symmons, 2013). For example, I also chose synonyms such as, ‘neonatal outcomes’ and ‘premature preg nancy’ so articles relevant to preterm birth could be discovered. By establishing effective search terms, evaluating the reliability of the source, restricting

Zara for Fast Fashion Free Essays

In analyzing the case we find that Ezra did not appoint a CIO; had no formal process for setting an IT budget; did not have policies in place to select specific technology investments; required no formal Justification for IT efforts; and did not conduct cost/ benefit analysis for IT projects. All of these elements are critical components to the success of IT and business overall. These shortcomings advocate the fact that Ezra completely belittled the role of IT within the organization and merely used IT as a support function for business. We will write a custom essay sample on Zara for Fast Fashion or any similar topic only for you Order Now With a completely decentralized decision making strategy and lack of IT [business integration, Ezra created the platform for eventual failure. Because all of the above mentioned are responsibilities of both positioned executives and IT leaders, I am inclined to assert that poor integration is in fact the central dilemma to the case. Because the lack of IT and business alignment sets the groundwork for the additional issues to cultivate, it is significantly more critical than all other noted issues including: updating hardware and software systems; creating internal networks; and the lack of formal IT investment strategies. All of the above identified issues can be derived from the central issue of poor IT and business integration, and therefore makes this issue critical and more significant than the aforementioned. B. ) The individuals and groups who are most directly impacted by the lack of functional business and IT integration include: Inedited/Ezra Owners and Shareholders Sara’s executives, store management, and all employees Ezra customers All of the above mentioned stakeholders are directly affected by the poor business and IT integration within Ezra. If Ezra continues to fail to respond to the needs of its store managers the impacts will spread and multiply. In the case Sara’s managers ask Slogan for the present systems to include more capability and dexterity. Slogan and the IT department cannot reach a general consensus. As the IT steering committee discusses the theoretical possibilities nothing gets done and time is lost. If time progresses and store management is disregarded, ignored, neglected and unaccommodating to, the result will include Job dissatisfaction, passive aggression to service employees, spikes in turnover and ultimately unhappy customers. Because store managers possess such significant levels of responsibility including: ordering merchandise; replenishing stock; handling personnel; and coordinating store needs, the quality and level of in store experiences heavily depend on the competencies and commitment of store management. With stores being the first and last point of contact for customers at Ezra, the customer experience; level of service; availability of goods and employee interaction is vital for Sara’s success. If store managers do not feel equipped to provide exceptional service, the customers will suffer via in store service levels. Customers will be directly affected by Sara’s failing leadership by experiencing unpleasant employees, long waits for inventory assistance, and inconsistent information between store locations. As service levels drop, so does reputation, loyalty and sales. If sales go down shareholders and owners loose revenue. Lost revenue creates the beginning of an unhealthy business which directly hurts owners and shareholders. C. ) So what causes lead to the absence of successful business and IT integration? There are several factors which collectively generated the abovementioned central problem. Those which are most important are outlined as follows: Organizational: The â€Å"speed and decentralized decision making approach applied to IT was Sara’s first and most fatal mistake. Using this approach Ezra failed to realize the importance of appointing a CIO and subsequently had no formal erection for IT decision making. The authors of our text on page 35 site the â€Å"Global trends affecting the CIO role†. These trends include: Coo’s expecting IT managers to manage people, finances and materials not Just technology; Coo’s expect IT to contribute to a firms flexibility and ability to absorb change; and that Coo’s are called on to take a broader role in corporate leadership. These noted expectations given by the texts authors perfectly contradict every aspect of Sara’s current executive and IT relationship. Castellated (CEO) does not have any real expectations of Slogan. Slogan the current IT leader has little or no say in setting budgets; contributing to flexibility; is not solely authorized to select technology; and fears acting for organizational change. With little or no influence in the big picture business strategy Sara’s IT department is again classified as an operational support group. Because of this decentralization, business and IT units are â€Å"soloed†, separate and far from integrated. I believe that these factors expose and point to one of the major causes for poor business and IT integration within Ezra. Managerial: The problems at Ezra essentially surface from the top down. Starting with the CEO, the company is blinded by what they do right which helps them ignore what is going wrong. The article â€Å"Mastering the Three Worlds of IT† states on page 142 that executives do not know when, where, or how to get involved and the reason is, because they operate without a comprehensive vision of what IT does for the company. MacAfee, 2006) This statement defends my assertion that Ezra executives are currently looking at IT as an operational support function and fail to integrate and strategically place IT within the company. The central problem in this case exists not because â€Å"things weren’t broken†, but because no one (CEO or Head of IT) stepped up to the challenge of managing organizational change. Although Slogan was not officially appoint ed CIO, he was the head of IT, and with this responsibility comes the need to be business intelligent. Slogan clearly did not look beyond his operational role and failed to define the company’s IT needs as they applied to business strategy. Slogan failed to push Sara’s IT efforts to align with organizational needs and therefore failed as an IT leader which led to the major issues within Ezra. The authors of our text remark on page 36 that IT should be positioned as a strategic and competitive necessity; making sure IT plans, actions and capabilities are clearly linked to company objectives. This simply is not occurring competently or proactively within the organization, as the conversations between Sanchez and Slogan only describe reactions to current concerns. Although Ezra is good at making IT work for them, they fail to see how IT can work with them in the future. I believe that Ezra executives misunderstand the role that IT should be playing within the company and this leads to Sara’s inability to arm a long term IT renewal plan tied to business strategy. The fact that the executive and IT leadership teams within Ezra completely disregard the importance of proactive strategic planning and use decentralized brainstorming creates another major cause which leads to the central issue of poor business / IT integration. D. ) What are the possible solutions that should be considered? Solution 1: A more centralized executive decision making structure where IT decision making includes the CEO, COO, SCOFF and CIO Solution 2: Implementation of an IT leadership development program. Solution 3: Demoting Slogan and appointing a CIO with business management experience. So the question is how do each of these solutions respond to Sara’s lack of Business and IT integration and alignment? Solution 1 addresses this primary issue on a multitude of different levels. By centralizing, formalizing and collaborating decision making there will be a better sense of understanding and transparency amongst the units. This executive IT cooperation will create uncluttered communication which will result in stronger organizational awareness, and allow for clear, concise, definite business strategy formation. Once executives understand the essential business needs the technologies that are required come into play, consequently resulting in the desired business/ IT integration. This solution would be acceptable by Sara’s stakeholder because once implemented, a positive domino effect of would occur These IT applications will satisfy the needs of store managers, who will be better able to suit their employees. With the accommodation and satisfaction of employees comes improved customer service levels which equals success for all. Solution 2 responds to the central issue with the implementation of a long term resolution. The incorporation of an IT leadership development program will ultimately cultivate and nourish IT focused individuals and gear them toward business management. The authors of our text remark on page 11 that the most useful thing any IT manager could possibly do is to push business smarts and tech smarts closer together. With the employment of a leadership development program Ezra will be investing in the growth of individual talents that will eventually be equivalent to executive and IT collaborations. These future IT leaders will emerge with the IT/ Business integration mindset, thus saving he company time and money with ongoing integration efforts. This solution will be acceptable amongst stakeholders because it has potential to cut cost and increase productivity and fluidity of operations. As operations improve employees are more efficient and customers are better served. Solution 3 is a very direct approach of organization reformation. By demoting Slogan and appointing a new IT leader Ezra will gain fresh perspective regarding the role IT needs to play. Since Slogan has a very technical background he hesitates on promoting organization change. The appointment of a CIO will deliver formal dictation and distribution of objectives for IT to pursue. Because the new CIO will lack personal relationships within the department, he or she will be quick to act and ambitious to achieve. The new CIO will bring general management experience which will reduce the tech / business integration gap and essentially create value for Ezra. Increasing value within Ezra would again satisfy the need of all stakeholders involved. E. ) What is the ideal solution? The optimal solution to solving the absence of business and IT integration t Ezra is solution 2. Through the deployment and development of an IT leadership programs Ezra will ultimately build a continuous supply of IT leadership talent. This solution not only becomes part of the long term business strategy, but assists in the longevity and success of the organization. This solution makes more sense for Ezra because it develops a permanent solution to a variable problem. Solution 1 and 2 are respectable choices however these solutions only temporarily fix the major issues. Solution 1 can easily be effected by executive social cohesion and lack thereof; while elution 2 is volatile due to the nature and fragility of organization reformation and changes in ownership. The implementation of solution 2 will be accomplished by (short term) mapping technologists and scouting talent; (midterm) comprehensively assessing, evaluating and analyzing employees who show promise and potential; and (long term) mentoring, planning, and training individuals to copiously understand the business the role of IT and the necessity of integration. Some potential consequences to implementing solution 2 will include: the initial lead-time for the project to show exults may cost a few years; the necessity to rebuild IT credibility within the company and industry; new amongst seasoned technologist who aren’t geared toward leadership; and resistance to periodic shifts in IT leadership as innovative and talented leaders take on new projects or roles. The result and outcome of an IT leadership development program will be the long term success and integration of business and IT functionalities within Ezra. By harnessing technologists and gearing personalities for management positions, Ezra will create huge value and sustainability for itself within the clothing retail manufacturing industry. How to cite Zara for Fast Fashion, Essays

Literature Review Choose The Best Accounting Software Packages

Question: Discuss about theLiterature Review for Accounting Software Packages. Answer: Introduction: There are number of accounting software used across Australia. The country has number of small and large organizations that uses accounting software. Sonar (2009) argued that the use of accounting software depends on number of factors. The need of the accounting software for large organizations may not be the same as the need of the accounting software for small or mid-size organizations. By definition, accounting software describes a type of application software that records and processes accounting transactions within functional modules such as accounts payable, accounts receivable, payroll, and trial balance. It functions as an accounting information system. The objective of this paper is to discuss the literature review on the accounting software packages that are being used in Australia. Analysis The market of accounting software is a matured market. The history of accounting software goes back to 1990s. Before 1990s, there were a number of players in the market. After 1990s, the market observed a consolidation phase. In the current market conditions, the market is divided into organized segment and unorganized segment. The large and third party players like Microsoft, Xero, Kashoo Accounting Software, Working Point Accounting software, etc. rules the market (Hansen, 2009). The large companies would typically use the high end accounting software that could be integrated with the ERP (Employee Resource Planning) products. Generally the ERP systems like Microsoft Dynamics would have an integrated module of accounting. The research suggests that the organizations can have various ways to use accounting software. The firms can use the on premise installations of accounting software or the firms can use the cloud version of the accounting software. In recent times, there has been a trend in the industry of using the cloud based accounting software. In fact, the Australian market has witnessed a transformation from on-premise installation to cloud based accounting software (Oster, 2012). In the field of organized accounting business, Microsoft is one of a market leader. Microsoft offers various types of accounting software installation options like on premise, on cloud, software as a service, platform as a service, etc. In recent times, the market share of Microsoft and other companies have seen an increase in the share of cloud based accounting software implementation. There are various advantages of cloud based accounting software. It helps the organizations to minimize the cost. With the on-cloud i mplementation, the organizations are not required to make any initial investment towards hardware. One of the difficult tasks for administration is to manage operational and capital expenses. The revenue collected from customers can help to manage operational expenses but the decisions around capital investments are always difficult to make (Shoaib, 2012). With ever changing technology and development, organizations operating in different industry have to make capital investment on regular and continuous basis and the use of cloud based accounting system enables the organization to optimize the operational expenses. It is imperative that employees, internal stakeholders and external stakeholders should support administration in these decisions. There was a time when the accounting software in Australia was primarily being used by the large organizations only. However, with the use of cloud computing and the use of cloud base accounting software implementation, the small organizations have also started to use the accounting software. The use of accounting systems and software also enables the organizations to emerge as process based organizations. The movement to a process-based organization is easier said than done; however, and Creed, Daly, Dowdle, and Stevens (2008) warned the transformation into a process-based organization is a challenge despite what the books describe. From a top manager and middle manager perspective the shift toward integration means employee collaboration and centralization of certain functions and patience with the organizations plans to achieve organizational outcomes. Cultivating cross-functional process teams will shift organizations to a process-based organization and cross-functional teams wil l help transform value added processes (Vanhaverbeke Torremans, 1999) industry best practices (p. 50). There are various theories that describe the use of accounting software for firms in Australia and the firms at global level. Taylor's theory has a huge impact on the contemporary organizational design being that it was one of the first designs to communicate how to effectively run an organization in a systematic manner with the use of integrated accounting software. The way this theory described the organization and people as a running machine puts in perspective how the organizations should be. Also, how Taylor states that the mind can be rebooted and programmed shows that the direction of an organizations can be done many differing ways and it is up to those who run it to determine how it should best run with the of ERP systems and accounting software. From this theory, many other theories can and have been birthed. This theory provides the perfect foundation to build upon in efforts to create many differing ways to establish a more contemporary designed organization. There are certain gaps in the current use of accounting software that could be bridged by the organizations. In fact, there are organizations that are working continuously to bridge this gap. One of the gaps is the limited use of accounting software by the large organizations. It is observed that the use of accounting software is at a good level for the large and established organizations. However, the small organizations in Australia are not able to make the extensive use of accounting software. Another observed gap is in the long term planning and use of accounting software. It is observed that organizations would make the decision to invest on the accounting software with a short-term vision. It is important that the organizations should have a long-term vision with the implementation of accounting software. Authors argued that the accounting software should be implemented as a part of the overall ERP or Information System implementation within the organization. The accounting sof tware should not be considered as a stand-alone implementation. The organizations and stakeholders would be able to make the complete benefits of accounting software implementation only when the software is integrated with other IT systems used in the organization. Another gap is in the limited use of accounting software and packages towards fraud detection. Granlund (2011) argued that the frauds and insider trading incidents like Enron could have been avoided with the use of accounting software at workplace. Therefore, it is recommended that the organizations should be able to take complete benefits from the implementation of accounting software. In a business relationship, accounting software can also be used to generate the trust factor. It should be even more important to work on the trust factor and to communicate a lack of action if something is in the way of being able to deliver of the promised item. It is recommended that the organizations should have a 360-degree view of the business operations while implementing the accounting software. The holistic understanding of the business operations would enable the organizations to derive the maximum benefits from the implementation of accounting software. The use of accounting software in Au stralia has evolved a lot and it is expected that this field would continue to evolve with the emergence of more and more players. The competition is already high among the existing players and it is expected that this competition would continue to increase. Conclusions Recommendations It is recommended that the organizations should first analyze the actual need of the accounting software from different perspective. The inputs from various internal and external stakeholders would enable the management to have a better understanding of need. Once the need of accounting software is established, the organization should decide the vendor and the product. There are various products in the market and various vendors. For some organizations, the Microsoft Dynamics is the best solution and for some of the organizations, XERO could be the best option. It is important that the organization should use the product that is best suited for their business (Brooks, 2009). Once the organization has determined the product and vendor, the nest step for organizations would be to determine the platform to implement the accounting software. There are many ways to approach the implementation of your new accounting system, and not surprisingly, some approaches work far better than others. The first step in the implementation of accounting software process should begin with a thorough review of the business requirements and processes, to identify what is working well and that aspects of the business that may need improvement and refinement. In a nutshell it can be said that the implementation of the accounting software should be the part of the overall business level strategy of the organization. References Bolker, B.M., Brooks, M.E., Clark, C.J., Geange, S.W., Poulsen, J.R., Stevens, M.H.H. and White, J.S.S., 2009. Generalized linear mixed models: a practical guide for ecology and evolution.Trends in ecology evolution,24(3), pp.127-135. Clark, R.A., Shoaib, M., Hewitt, K.N., Stanford, S.C. and Bate, S.T., 2012. A comparison of InVivoStat with other statistical software packages for analysis of data generated from animal experiments.Journal of Psychopharmacology,26(8), pp.1136-1142. Creed, D., Daly, D., Dowdle, P., Stevens, J. (2008). A roadmap to help your organization become process-based. Journal Of Corporate Accounting Finance (Wiley, 19(5), 77-83. doi: 10.1002/jcaf.20420 Granlund, M., 2011. Extending AIS research to management accounting and control issues: A research note.International Journal of Accounting Information Systems,12(1), pp.3-19. Jadhav, A.S. and Sonar, R.M., 2009. Evaluating and selecting software packages: A review.Information and software technology,51(3), pp.555-563. Mouritsen, J., Hansen, A. and Hansen, C.., 2009. Short and long translations: Management accounting calculations and innovation management.Accounting, Organizations and Society,34(6), pp.738-754. Oster, R.A., 2012. An examination of statistical software packages for categorical data analysis using exact methods.The American Statistician. Vanhaverbeke, W. Torremans, H. (1999). Organizational structure in process-based organizations. Knowledge Process Management, 6(1), 41-52. doi: 10.1002/(SICI)1099-1441(199903)6:13.0.CO;2-4