Culture In Complex Organisations - Free Sample Solution

Question: Discuss about rituals and routines, olrganisational structure. Answer: Introduction The collaborative working in the healthcare system is a multidimensional phenomenon that involves professional attitude, communication, team spirit and systematic service delivery, to positively enhance health service and patient care (Hall, 2005). According to Henderson et al. (2012) studies the Cultural Web Model is a functional model to understand the organisation culture to tranquil its complexity. Speroff et al. (2010) further stated that this model explains organisation culture by revealing details on six elements of the organisation working that are stories, symbols, power structures, organisational structure, control systems, routine, and rituals. As a Registered Nurse (RN) working in Surgical Ward of Hospital, the study is my personal evaluation of my organisation culture. This study focuses on two elements of Cultural web model that are Rituals and Routines Organisational structure in done to perform an analysis as per cultural web model. Rituals and Routines Levy (2009) indicated that routines are the ways in which members of organisation function in a collaborative manner, as well as rituals, help to determine the functionality process. Further, Hall (2005) supported by mentioning that the rituals structure the routines where to emphasise of working depend on rituals. One of the most important elements that link all the rituals and routines together in clinical practice is ward rounds. Stanley (2010) studied that routine of daily ward rounds is a regular practice in the organisation performed by specific authorities to check the overall functioning in different wards of the hospital. The ward round occurs twice a day before the morning and evening shifts at the hospital. Further, Alahmadi (2010) mentioned about another routine process linked with ward rounds is to maintain the shift functioning report that involves every detail of one particular shift. This change of shift transfers the responsibility from one nurse to another serving as a dome of socialization in collaborative nursing practice. The routine of ward round shift report is also considered as an occupational ritual in nursing practice (Koubel and Bungay, 2008). In my organisation, ward round is a critical aspect of patient care starting from patient admission to transfer and discharge. Tyler and Parker (2010) stated that registered nurses play an important role in ward round routine. The main purpose of ward round process is to ensure proper admission of patients, attendance and care services, transfers, and discharge of the patient. This ward round is an essential element of organisation process as well as a connecting link between the patient and the hospital. The absence of ward round can give birth to unplanned practices, and improper care delivery (Goodman and Clemow, 2010). In my organisation, the frequency of ward round varies according to admission volume and patient acuity within one area. If the emergency and service requirement is high this gives rise to the increase in ward round process. The ward round is considered as an individual patient review in my organisation. Koren (2010) stated that to overcome patient turnover in healthcare, ward round practice on the daily basis along with an individual review of the patient would fulfill the patient care delivery as well as business requirements. According to the research of Cummings et al. (2010) ward round is a multidisciplinary process that requires a collaborative activity by all the members of the healthcare system. The three stages of ward rounds in my organisation involve antecedents, critical attributes, and consequences. In antecedent stage, patient review occurs followed by a critical stage that involves analysing the unstable outcomes of the investigation. Further, the last stage of consequences involves communication, motivation and organisation of team to overcome the errors. This is the overall ward round process followed in my organisation to deliver effective patient care (Macintosh et al. 2006). Organisational Structure This section demonstrates another important element of Cultural Web Model that is Hierarchy of Hospital structure. Hierarchy represents the complete internal structure of the organisation involving Directors, Executives, Department administrators, Care managers and service providers, that work in collective as well as connective manner to provide effective care services (Goodman and Clemow, 2010). Maon et al. (2010) indicated that hierarchy of organisation structure represents the level and position of different employs in the organisation where each level is ranked below the other. Shirey et al. (2010) studied that the organisations structure of Hospital starts with the CEO and director who is the one-person authority that deals with all the decision-making processes of the hospital. The hospital works by leadership applied by the CEO. This is the top-level position in my organisation as well. According to Maon et al. (2010), Executive Officers or Supervisors perform decision-making for their individual allotted field of work as per Directors instructions. Even these officers confirm that director decisions are carried out in regular functioning processes. First line managers or ward managers that are including in overall staff structure follow the instructions of their department supervisor. Different departments perform different functions, and these managers manage the working of the hospital. However, the decision-making power remains to the executives of particular departments (Littlechild and Smith, 2012). The supervisors followed by first line managers are working administration in my organisation that holds the power to instruct the service providing authorities in the hospital. Lastly, Stanley (2010) mentioned in the study that after managers of each department, there are overall staff members who belong to the similar level of functionality in hospital structure. These service providers or staffs involve quality staff, finance staff, nursing staff and other labor workers. Each department staff is allocated with specific functions to perform that contribute to an overall working process of the organisation. The quality staffs assure patient safety, feedback, evaluation, medical review and accreditation. The finance staffs deal with maintaining records, medical records, revenue, reimbursements, assessment services etc. lastly, the nursing staff performs the overall nursing and care of the patients as well as maintains the care processes (Levy, 2009). Koren (2010) supported by indicating that half of the hospital is composed of these service providers that perform in a collaborative manner with higher authorities to offer patient-centric care services in the hospital. This care service involves medications, therapeutic processes, nursing interventions, patient care, patient safety, food, laundry, cleaning and other hands-off functions in the hospital ensuring a safe and healthy functionality. Alahmadi (2010) studied about the service providers that are the Doctors, Nurses, clinicians, consultants and workers that form the functioning body of the hospital by delivering care to patients. All the service providers have to follow instructions of their working area managers in the Hospital. Further, Stafford (2010) stated that the hierarchy of service providers are divided into different sections where the doctors instruct nurses, nurses instruct junior nurses and workers follow the guidelines of nurses for their working in healthcare scenario. This is the overall organisation hierarchy of my Hospital (Littlechild and Smith, 2012). Conclusion The above analysis on the two most important cultural web components provides a clear outlook on the routine and rituals as well as the organisation structures of my workplace. The ward rounds followed in organisation implements a effective care process, which is performed in a collaborative manner by all the stakeholders described in the organisation structure. As per Hierarchy structure of the Hospital, the organisation follows traditional hierarchy where a particular authority performs a specific function that indicates an organised form of functionality. This study helps to understand the base of overall collaborative functioning in my workplace. References Books Goodman, B Clemow, R. 2010. Nursing Collaborative Practice. (2nd ed). Learning Matters, UK. Koubel G, Bungay H. 2008. The Challenge of Person-centred Care: An Interprofessional Perspective, Palgrave Macmillan, London. Littlechild, B Smith, R. 2012. A Handbook for Interprofessional Practice in the Human Services. Routledge, London. Macintosh, R., Maclean, D., Stacey, R., Griffin, D. 2006. Complexity Organisation. Readings Conversations. Routledge, London. Journals Alahmadi, H.A., 2010. Assessment of patient safety culture in Saudi Arabian hospitals.Quality Safety in Health Care,vol. 19, no. 5, pp.1-5. Cummings, G.G., MacGregor, T., Davey, M., Wong, C.A., Lo, E., Muise, M. Stafford, E., 2010. Leadership styles and outcome patterns for the nursing workforce work environment: a systematic review.International journal of nursing studies,vol. 47, no.3, pp.363-385. Hall, P. 2005. Interprofessional teamwork: professional cultures as barriers. Journal of Interprofessional Care, vol. 19, no. 5, pp.188-196. Henderson, A., Creedy, D., Boorman, R., Cooke, M. Walker, R., 2010. Development and psychometric testing of the clinical learning organisational culture survey (CLOCS).Nurse Education Today,vol. 30, no. 7, pp.598-602. Koren, M.J., 2010. Person-centred care for nursing home residents: The culture-change movement.Health Affairs,vol. 29, no.2, pp.312-317. Levy, D. 2009. Gay and Lesbian Identity Development: An Overview for Social Workers. Journal of Human Behavior in the Social Environment, vol.19, no.8, 978 993. Maon, F., Lindgreen, A. Swaen, V., 2010. Organizational stages and cultural phases: A critical review a consolidative model of corporate social responsibility development.International Journal of Management Reviews,vol.12, no.1, pp.20-38. Shirey, M.R., McDaniel, A.M., Ebright, P.R., Fisher, M.L. Doebbeling, B.N., 2010. Understanding nurse manager stress work complexity: factors that make a difference.Journal of Nursing Administration,vol.40, no.2, pp.82-91. Speroff, T., Nwosu, S., Greevy, R., Weinger, M.B., Talbot, T.R., Wall, R.J., Deshpande, J.K., France, D.J., Ely, E.W., Burgess, H. Englebright, J., 2010. Organisational culture: variation across hospitals connection to patient safety climate.Quality Safety in Health Care,vol.19, no.6, pp.592-596. Stanley, D., 2010. Multigenerational workforce issues their implications for leadership in nursing.Journal of Nursing Management,vol. 18, no.7, pp.846-852. Tyler, D.A. Parker, V.A., 2010. Nursing home culture, teamwork, culture change.Journal of research in Nursing, vol. 10, no.1, pp.23-25.

Caribbean free essay sample

The value of the Caribbean colonies to Europe came to be in their sugar production. After the European explorers realized that the Caribbean was not naturally rich in gold and other precious metals; they were desperate to find other ways in which they could use these islands to benefit themselves. After several failed attempts to grow crops such as tobacco and cotton (on a large scale), the Europeans realized that sugar had a greater potential to be sold in Europe than any other crop, and in itself was a Goldmine waiting to be uncovered.The Portuguese had already successfully grown and produced sugar on limitations in SAA Tom and Madeira, but on a relatively small scale in comparison to how great it would eventually become. They took these techniques with them when they began to colonies the north east (Performance) of Brazil. Although sugar production increased, it still remained a very expensive product because the Journey from Brazil to Europe was very long and Brazilian sugar wa s taxed in a way that West Indian sugar never was. Therefore the demand still remained low because only the rich could afford to buy sugar.On these plantations In So Tom and Brazil, a slave workforce was employed. In So Tom, the workforce was initially made up of poor Europeans sent there to work. Unfortunately, they died out because they had no resistance to tropical diseases such as malaria. Captured Africans were then readily used because of their built up immunity to these diseases. When production first began in Brazil, the native Indian population was used as their work force. However, due to a combination Of disease, malnutrition and inability to do such hard labor, the native population began to die out and new labor was required. African slaves were once again imported from the West coast to Brazil. They proved to be resilient workers and coped better with the hard labor. The British soon realized that the Caribbean had a similar climate to that of Brazil and sugar cane was well-suited to growth in those regions. It was easy for them to acquire lands in the larger islands because the Spanish had lost interest in them and not realized their potential; therefore little effort was spent defending them. To be a profitable commodity, sugar had to be produced on a large scale and this meant that production had to be a 24 hour procedure.Time was an important factor in reduction. The cane had to be harvested at certain times and then processed immediately otherwise the quality of the juice extracted would decrease and the sugar yield would be less. This 24 hour process meant that the sugar mills required constant attendance. Poor white laborers were first employed because they could easily be lured there with the promise of land, after they had fulfilled their work contracts. Unfortunately, this proved to be a problem because most Of the land was already taken up as part of the sugar plantation and there was very little left to reward the white indentures with.At this time, British North America was beginning to develop as a result of tobacco being grown there on a large scale and of a better quality. The white indentured work force began to migrate there instead of the Caribbean because the promise of land was more a reality. North America Sis large continent and there was more land available to give to them. The climate there also suited them more because it was similar to that of Europe. Most importantly, the mortality rate was significantly lower.The Dutch noted this need for a new Orca, and as African slaves were already being used in Brazil, they began to sell them to the British and later the French. African slaves were the perfect work force. They were strong, resistant to the tropical diseases and most of all, they were cheap. Sometimes they cost nothing at all because the Europeans themselves began to raid African villages and didnt need to trade with the North African Muslims to acquire them. In 1 655, the British took over Jamaica from the Spanish and started to develop it as a sugar-plantation colony.It soon overtook Brazil in sugar production. This large scale production meant that sugar was more widely available and thus became cheaper. An entirely new taste for sweetness manifested itself as soon as the means to satisfy it became available, and sugar contributed in the seventeenth century to the widespread consumption of new commodities]2 For quite some time, the British dominated the trade in sugar production. Genoa, Venice and Antwerp were the key points of trade and distribution. A lot of money/capital was being generated through the colonization of new lands and trade between the nations.Therefore businessmen ere looking for ways to invest their money to make profits. They had seen h owe successful the British were with sugar production and were very willing to invest in that same market. They funded French and Dutch colonizers who also wanted reap the benefits of sugar production. The French colonized larger islands such as SST. Dominion (modern day Haiti), Martinique and Guadalupe. As more sugar plantations were being introduced to more islands, the competition between European nations Was becoming fiercer. It was now a race to see who could produce more sugar, in a shorter period of time, for the best price.As sugar production steadily increased, this in turn steadily increased the need for African slave labor to cope with the demands of the market. This C]love affair with sugar meant that Europeans were intensely dependent on African slave labor to supply their needs. Sugar cultivation and production became a year-round process in the Caribbean for two reasons. First, it allowed the intense work of harvest-time to be spread out over a number of months; thus increasing the yield. Second, it kept the slaves constantly occupied with mindless, hard labor which left them with little time or energy billion.Rebellion was never far from the minds of the Europeans because at the height of sugar production, African slaves far outnumbered the white planters. They knew that should the slaves band together, they could quite easily overthrow and an exorbitant amount of money would be lost. This was particularly a problem for the British settlers. Between 1 640 and 1713, there were seven slave revolts in the English sugar plantation islands, in which many Europeans and Africans Were killed. Jamaica then became the breeding ground of revolt. Slaves escaped to the mountains and proved virtually impossible to recapture because of their location.There were fewer problems with slave revolts in islands like Barbados, Antigen and SST. Skits/Nevis because there were fewer places to run to. However, this was unimportant because Jamaica was their biggest supplier of sugar and slave revolts decreased sugar production. The French soon bypassed the English to become the largest producers of sugar in the world in the mid seventeenth century. In Haiti alone, they had over 450000 slaves working on approximately 250 plantations and hey produced hundreds of thousands oftener of sugar each year.However 1791, the French were to fall to an even worse demise than the English in Jamaica. Following a slave revolution, the French were completely driven out of Haiti. This left a large hole in the world supply of sugar and it sparked sugar production in Cuba by the Spanish, who had recognized this opportunity to capitalist. Sugar production there eventually rivaled that of Haiti in its heyday. In conclusion it can be said that the world demand for sugar fuelled the need for slaves in the Caribbean.However, this demand proved to be the demise of reduction, for eventually the huge numbers of slaves revolted and this decreased sugar production. The success of sugar production was solely dependent on resilience Of African slaves. This irrevocably linked them so that wherever slaves were present, so too were sugar plantations.

How to Write a Sample Essay

How to Write a Sample EssayOne of the questions I hear from struggling writers, or even budding writers, is how to write a sample essay. How do you write a sample essay? If you really want to be a good writer, then this article will help you.So how do you write an essay? You take your readers to a place where they can truly think about what you have to say. You get them to look at the words and see how the words relate to the story that you are telling. How do you get to this place in your readers' minds?To get there, you must know how to use a number of different tools such as short stories, dialogues, and essay form. The first step, of course, is to write a good short story, or some other form of narrative fiction.If you haven't already, you should try and find a handful of well-written short stories that you enjoy reading, and figure out how you can use these stories to fit into your essay. If you don't have a story to work with, then you can always research famous novels or short stories and use them to tie up the rest of your essay.After you have worked with a couple of short stories, you can move on to using more formal essay forms. Some essay writing kits come with essay form software, which is great for beginners. The essay software allows you to create or edit your essay at any time without any knowledge of English grammar.Of course, before you can start using essay software, you must be an expert of the form. So before you go out and buy your essay software, you might want to take a stab at writing an essay. If you don't have a lot of experience, then I suggest taking a class in English composition, or even taking a short essay writing course.Essays don't have to be long. Sometimes people make them very long because they are too tired of writing long stories, or just don't have the confidence to write a lengthy essay. Either way, using essay writing software, short stories, and short essays will help you get started on the road to becoming a better wr iter.

Six Sigma Enterprise Architecture

Introduction Today, more than ever before, enterprises are increasingly being faced with unparalleled competitive and regulatory demands, along with elevated levels of business uncertainty as they wade through the upsetting waters of contemporary global economy.Advertising We will write a custom assessment sample on Six Sigma Enterprise Architecture specifically for you for only $16.05 $11/page Learn More On yet another front, the convergence of technology witnessed in the 21st century has made many enterprises increasingly concerned with how to productively transition to an enterprise exploiting information technology to its fullest strategic potential (Morganwalp Sage, 2003). In the light of these concerns, it is obvious that executives must embrace a paradigm shift from the traditional enterprise management approaches to more market-oriented approaches, which underlines the need to balance capabilities, manage risks, improve processes and systems, a nd engage in agile decision-making with a view to achieve the desired business end-states (Mykityshyn Rouse, 2007). As has been witnessed in the company, the organization’s Enterprise Architecture (EA) plays a critical role in this transition, particularly in integrating key processes and systems to enable the organization to easily evolve and productively adapt to recurrent technology and business shifts as they occur in the market place (Morganwalp Sage, 2003). To retain competitiveness amid the rapidly changing technology and business discourses, therefore, it is fundamental for managers to sample and integrate other management approaches into the EA practice. Consequently, it is the purpose of this white paper to explicitly detail how one such management approach, known as the Six Sigma approach, can be introduced into the organization’s EA practice with a view to maintain productivity and sustain competitiveness Brief Overview of the Six Sigma Approach Over the last couple of decades, the discourse on the need for, and capacity to deliver, continuous improvement of organizational processes and systems has slowly but steadily gained momentum within the business field.Advertising Looking for assessment on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More As reported by van Iwaarden et al (2008), this organizational outlook necessitated Motorola to develop the â€Å"†¦concept of Six Sigma in the mid-1980s to improve the performance of key processes, productivity and quality and at the same time reduce costs† (p. 6739). Mainstream business commentators are of the opinion that the Six Sigma approach was a by-product of internal as well as external drivers of change; not only was Motorola under pressure to undertake continuous improvement in the development of intricate devices involving a multitude of parts with a high prospect of deficiencies in the end product (internal d river), but its customers were demanding that the company improve quality in their final product offerings (external driver). Sanders (2010) notes that although the Six Sigma approach is defined in multi-faceted dimensions, it is primarily a business philosophy that lays much focus on continuous improvement by, among other things, addressing customer needs and expectations, evaluating business processes and systems, and establishing effective measurement techniques to curtail process variation. This approach differs from preceding productivity improvement methodologies in that it accentuates the need to focus on quality as defined through the prism of the customer, reduced defects and variations in the end product, and thorough statistical techniques. The main objective of Six Sigma, according to van Iwaarden et al (2008), is value creation through actively undertaking quality improvement processes. Consequently, the process by which this important facet is achieved, it seems, would involve training of human resources in tools and methods, as well as in problem solving Available literature (e.g., Lee Choi, 2006; Sanders, 2010; Johnson, 2006; Hwang, 2006) demonstrates that â€Å"DMAIC (define, measure, analyze, improve, control)† is not only the most frequently used application of the Six Sigma approach, but also one of the most practical initiatives through which enterprises are able to take active steps towards streamlining their business initiatives and reducing unnecessary waste. Indeed, as postulated by Sanders (2010), â€Å"†¦this five-step method structures an approach for clearly identifying the desired level of improvement, measuring current performance, identifying the root cause of deviations from the ideal state, eliminating the root causes, and implementing control systems to maintain improvements† (p. 42).Advertising We will write a custom assessment sample on Six Sigma Enterprise Architecture specifically for you for only $16.05 $11/page Learn More In this perspective, the Six Sigma methodology employs a dominant quality and statistics toolset to enhance process improvement and performance, relative to customer needs and expectations, to a level of 99.99997 percent (Saunders, 2010). It is important to note that the well documented bottom-line benefits attained by Motorola upon implementing the Six Sigma paradigm to guide the company’s business processes led to the adoption of the approach by other blue-chip companies such as Honeywell (former AlliedSignal), 3M, Sony, ABB and General Electric (Iwaarden at al, 2008). Today, interest in the adoption of the Six Sigma approach is at an all-time high as concerns on process improvement initiatives for organizations reach an instantiation stage. Roles of Six Sigma Approach within the Scope of the Enterprise Architecture Practice Despite increasing awareness of the Enterprise Architecture (EA) in the business arena, and in sp ite of its elevated importance, scholars and practitioners are yet to develop a standard definition of the concept (Ka-Yin et al, 2009). According to extant research in organizational development (OD) and strategy implementation, however, the genesis of the acknowledgment of the role of an Enterprise Architecture (EA) as a major contributor to organizational success and competitiveness can be traced back to the seminal works of J.A. Zachman, particularly his landmark publication in 1987 titled ‘A framework for information system’s architecture.’ Upon further synthesis of this new concept, Zachman, quoted in Mathee et al (2006), defined EA as â€Å"†¦descriptive representations (i.e. models) that are relevant for describing an enterprise such that it can be produced to management’s requirements (quality) and maintained over the period of its useful life (change)† (p. 11). Zachman was categorical that the framework for EA was not ‘the answe r’ to the challenges facing the organization; on the contrary, it is to be used as a tool for thinking through the challenges, implying that if the EA practice is applied with understanding, it would be of immense importance to technical and non-technical management equally in dealing with the complications and dynamics of the information age enterprise (Mathee et al, 2006).Advertising Looking for assessment on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Spewak (1992), quoted in Mathee et al (2006), took the perspective of employing EA to, among other things, â€Å"†¦present a conceptual map of an organization from many perspectives – from business, applications, information and technological points of view† (p. 12). Van der Klashorst (2001), also quoted in Mathee et al (2006), postulated that EA â€Å"†¦typically consists of current and future state models of key components, namely enterprise business architecture, enterprise information architecture, enterprise application architecture, and enterprise-wide technical architecture† (p. 12). Of course there exists many other definitions of EA, but the stated definitions will inarguably assist in determining the scope of EA practice and, by extension, assist in analyzing the role of Six Sigma approach within such a scope. From the above definitions, it can be deduced that every organization – public or public – has an EA, whether it is cons ciously aware of it or not. From the definitions, it also becomes obvious that EA is expansive in scope, though it was initially concerned with information and communication systems and processes. Currently, the EA framework extends to cover business, information and communication, application, and the technology entities within an organization (Mathee et al, 2006). Although organizations are increasingly using the EA framework as a means to enhance the efficiency, effectiveness, and agility of the enterprise, particularly in the entities discussed above, it has come to the attention of scholars and practitioners that many EA programs to date remain detached from the business entity of the framework, and are indeed viewed primarily as technical endeavours (Burton, 2011). This being the case, it is suggested that the Six Sigma approach, through constant evaluation of business process and systems, can function to move EA beyond the scope of information technology (IT) and, in conjunct ion with the basic tenets of EA, assist the enterprise to unify the planning, optimization, and designing of its most fundamental business initiatives with the technology environment that enable them. Many organizational-wide EA programs are led by enterprise architects, who must possess unique capabilities and competencies for the programs to be a success. The Six Sigma approach, owing to its overemphasis on measuring current performance and discovering the root cause of variations from the ideal state (Johnson, 2006), can be used by enterprise consultants to develop a community of experts who maps for the organization, not only what can or cannot work to achieve optimal performance among and across the entities, but also what can be effectively and efficiently applied to unique and novel situations (Lee Choi, 2006). Consequently, the enterprise architects, through Six Sigma-oriented training, must possess the human competencies to align strategic and operational views of business , drive the technology vision, transform and automate operations, facilitate and govern organizational change, mitigate risk and, lastly, integrate people, processes, and technology (CAEP, 2010). In line with the above, it is a well known fact that the Six Sigma approach, through its DMAIC methodology, concerns itself with implementing lean organization-wide control systems charged with the responsibility of reducing waste and maintaining improvements (Hwang, 2006). This role can be critical in assisting the EA practice, in its broader context, to design the System of System (SOS) hierarchical levels and in deciding what is best for the enterprise-wide SOS rather that having to rely on disjointed, localized considerations that may not only be time consuming, but also resource depleting (Morganwalp Sage, 2003). This implies that the Six Sigma approach have a central role in selecting and streamlining the business processes that the EA practice may wish to synchronize for optimal bus iness results and competitiveness. Lastly, it should be remembered that the EA practice originally dealt with the implementation of enterprise-wide technology projects. However, the knowledge that a multitude of organizations utilize technology ineptly and/or inefficiently and therefore end up producing too many defective products is in the public domain (Hwang, 2006). In such a such a scenario, the Six Sigma approach can be incorporated into the EA practice with a view to introduce its powerful toolset that will not only enhance levels of accuracy and quality, but will also introduce aspects of job management, cost reduction, and speed increment to make the end product much more efficient and effective (Johnson, 2006). Such a disposition will go a long way to enhance and sustain customer satisfaction levels, implying more profits for the enterprise. Relationship between the Six Sigma Approach Enterprise Architecture Practice Two apparently independent paradigms that are capturing the attention of scholars and practitioners in recent years are Six Sigma and the Enterprise Architecture. Both approaches, according to Ravischandran (2006), are largely considered to be powerful management disciplines, but EA has a much broader scope than the Six Sigma approach. In the light of this discussion, therefore, it can be deduced that both EA and Six Sigma are business-improvement approaches with many overlaps, but also with some dissimilarities (Nash et al, 2006). Although it is outside the scope of this paper to engage in comparative analysis of the two approaches, it is worthwhile to note that both are guided by different principles but aim to accomplish similar outcomes in terms of contributing to organizational success and competitiveness. To establish relationships, it can be argued that the EA practice is fundamental when considering the design and development of complex systems within organizations (Long, 2009), but it is the Six Sigma approach that provides the methodology through which such complex business and technology system can be maintained efficiently and effectively within organizations (Hwang, 2006). While the EA practice strives to achieve alignment of components under common standards that aids change management and guarantee integrated and effective operation, it is the task of the Six Sigma approach to provide the common standards that are used to eliminate defects and avoid wastage (Moosa Sajid, 2010). Both approaches, according to Lee Choi (2006), aim to develop more customer-focussed paradigms that simplify processes and unify efforts across the various hierarchies of the organization, not mentioning that both approaches have been predominantly used to drive technology enablement. Consequently, these two approaches can be said to be two sides of the same side, only that one side – the EA practice – is larger in scope than the other side, which represents the Six Sigma approach. Introducing Six Sigma into EA Practice: Management Technical Activities Involved To successfully introduce the Six Sigma methodology into the EA practice, a multitude of management and technology activities must not only be present, but must also be harnessed, aligned and directed towards the achievement of effective and efficient systems and processes in the management as well as in the technical fronts (Jochem, 2009). Aligning the activities involved, according to (Long, 2010), is particularly important if both of these approaches are to be used in complimentary terms as tools for management innovation and growth. The management’s activities involved in introducing the Six Sigma approach into the EA practice revolves around aspects of â€Å"Process Innovation†, â€Å"Quality Improvement†, and â€Å"Corporate Competitiveness Improvement† (Lee Choi, 2006). While process innovation implies the development and implementation of a new or appreciably enhanced production or delivery met hodology, quality improvement implies the systematic approach to lessening or eradication of waste, rework, and losses in any business enterprise (Wiklund Wiklund, 2002). Corporate competitiveness improvement, on its part, denotes a management activity that emphasizes the capability of an enterprise to offer end-products or services that meet the needs, demands, and expectations of customers (Morganwalp Sage, 2003). When put under careful analysis, it is revealed that the discussed management activities, in large part determine the direction of Six Sigma initiatives at the organizational level. The technology activities involved in introducing the Six Sigma Approach into the EA practice revolves around issues of information system, communication channels, policy issues, and education and training (Wiklund Wiklund, 2002). For instance, when the information system is improved under the Six Sigma initiative, the ability to respond to the needs, demands, and expectations of customers is also improved. Equally, it is a well known fact that education and training through the various Six Sigma accreditations, such as the green belt accreditation (training for two weeks) and the black belt accreditation (training for two years), goes a long way to not only influence other processes in the organization, but also the personnel involved are up to the task, particularly in ensuring the availability of critical data for analysis as well as in keeping time for sustainable application of the Six Sigma activity (Sanders 2010). Some consequences may present when attempting to introduce the Six Sigma approach into the EA practice. However, these consequences cannot possibly outmanoeuvre the sublime benefits of engaging in this alignment. Upon introducing the Six Sigma approach, it is expected that employees and management must under extensive training to learn the new language of Six Sigma (Sanders, 2010). Such training, if not well directed and implemented, may drain scarce organizational resources. Second, it is known Six Sigma is about streamlining processes aimed at achieving business improvement. In the process of such streamlining, some management levels may become redundant, while some employees may have to be dismissed from service. Such a situation, if not well controlled and guided, may lead to resistance from management and loss of motivation from employees (Long, 2009). Governance and leadership challenges may also present as the organization takes a new turn towards enacting a leaner system and leaner structure of authority and command (Jochem, 2009). Adequate preparation and professionalism in implementing such an initiative therefore becomes a prerogative rather than an exception. Conclusion Through a critical evaluation of existing literature, this paper has demonstrated the many benefits that the company stands to gain in introducing the Six Sigma approach into the EA practice. The Six Sigma approach will greatly assist the EA practice to understand business processes, actively eliminate the root causes of problems or defects instead of waiting for them to happen before action is taken, improve business processes and systems, and identify tailor-made requirements for organization-wide technology adoption (van Iwaarden et al, 2008). It has been demonstrated that at present, the EA framework extends to cover business, information and communication, application, and the technology entities within an organization (Mathee et al, 2006). The company will therefore benefit immensely by introducing this business-improvement approach into yet another broad-based business and technology improvement program that has come to be known as Enterprise Architecture Reference List Burton, T.T. (2011). Improve HOW YOU improve. Industrial Engineer, 43(8), 48-53. Retrieved from MasterFILE Premier Database. Centre for the Advancement of the Enterprise Architecture Profession. (2010). Enterprise Architecture: A Professional Practice Gui de. Web. Hwang, Y.D. (2006). The practices of integrating manufacturing execution systems and Six Sigma methodology. International Journal of Advanced Manufacturing Technology, 31(1/2), 145-154. Retrieved from Academic Search Premier Database. Jochem, R. (2009). Quality governance. Total Quality Management Business Excellence, 20(7), 777-785. Retrieved from Business Source Premier Database. Johnson, A. (2006). Lessons learned from Six Sigma in RD. Research Technology Management, 49(2), 15-19. Retrieved from MasterFILE Premier Database. Ka-Yin, C., Songhai, L., Wai-Hung, I. (2009). Enhancing enterprise information integration using Six Sigma. Total Quality Management Business Excellence, 20(5), 537-546. Retrieved from Business Source Premier Database. Lee, K.C., Choi, B. (2006). Six Sigma management activities and their influence on corporate competitiveness. Total Quality Management Business Excellence, 17(7), 893-911. Retrieved from Business Source Premier Database. Long, A.M. (2009). Enterprise Architecture: Origins, tools, and insights. Air force Journal of Logistics, 33(2), 116-125. Retrieved from Academic Search Premier Database. Mathee, M.C., Tobin, P.K.J., Van Der Merwe, P. (2007). The status quo of enterprise architecture implementation in South African financial services companies. South African Journal of Business Management, 38(1), 11-23. Retrieved from MasterFILE Premier Database. Moosa, K., Sajid, A. (2010). Critical analysis of Six Sigma implementation. Total Quality Management Business Excellence, 21(7), 745-759. Retrieved from Business Source Premier Database. Morganwalp, J., Sage, A.P. (2003). A system of systems focused enterprise architecture framework and an associated architecture development process. Information Knowledge Systems Management, 3(2-4), 87-105. Retrieved from Business Source Premier Database. Mykityshyn, M.G., Rouse, W.B. (2007). Supporting strategic enterprise processes: An Analysis of various architectural framewo rks. Information Knowledge Systems Management, 6(1/2), 145-175. Retrieved from Business Source Premier Database. Nash, M., Poling, S.R., Ward, S. (2006). Six Sigma speed. Industrial Engineer, 38(11), 40-44. Retrieved from MasterFILE Premier Database. Ravischandran, J. (2006). Six-sigma milestone: An overall sigma level of an organization. Total Quality Management Business Excellence, 17(8), 973-980. Retrieved from Business Source Premier Database. Sanders, J.H. (2010). Six Sigma myths busted begin. Industrial Engineer, 42(3), 41-46. Retrieved from Academic Search Premier Database. Van Iwaarden, J., van der Wiele, T., Dale, B., Williams, R., Bertsch, B. (2008). The Six Sigma improvement approach: A transitional comparison. International Journal of Production Research, 46(23), 6739-6758. Retrieved from Business Source Premier Database. Wiklund, H., Wiklund, P.S. (2002). Widening the Six Sigma concept: An approach to improve organizational learning. Total Quality Management, 13(2), 233-239. Retrieved from Academic Search Premier Database. This assessment on Six Sigma Enterprise Architecture was written and submitted by user Maxx Bates to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Knowledge in Muhammad Yanus essays

Knowledge in Muhammad Yanus essays In Muhammad Yunus words, eradication of poverty starts when people are able to control their own fates. It is not by creating jobs that we will save the poor, but rather by providing them with the opportunity to realize their potential. I strongly agree with Muhammad Yunus statements, states, especially developing states, must provide their citizens with employment opportunities if they ever want their citizens to realize their potential and become productive individuals. Like, Muhammad pointed-out, realization of potential can lead to many great things, for both the country and the individual. I believe, like Muhammad, the number one reason why there is an overwhelming population that live in poverty, is because those individuals have been denied the opportunities to see what they are capable of. I think Muhammads establishment of the Grameen Bank is an absolutely brilliant idea. In my mind one of the best solutions to help people in the global south make a difference in their lives, have productive lives, and have a fighting chance to make a decent life for themselves. Muhammad is ingenious in the way he brings the very fundamentals of banking to give loans to poverty stricken villagers who wouldnt ordinarily be able to open up banking loans. Muhammads bank works on so many different levels, particularly that fact that it requires a small coalition of people to rely on each other to repay the loan that they are initially given. Peer pressure is indeed a powerful force, and it no doubt makes each individual strive to be productive with the money they are given. ...

The Evolution of the Civil Society Term Paper Example | Topics and Well Written Essays - 1250 words

The Evolution of the Civil Society - Term Paper Example Locke and Hobbes diverge on the notion of sovereignty. Locke argues that civil society precedes the state. For him, it is a society that provides the state its essential source of legitimacy. He contends that when the rulers fail to encourage interests, independence, and equality of individual humans, the social contract is breached and it is the responsibility of the members of society to oust that ruler. This is based on Locke’s assertion that the state of nature is based on equality and if people are equal, then the civil society is the state. The state is no greater than the society that made it: â€Å"A state also of equality, wherein all the power and jurisdiction is reciprocal, no one having more than another† and that â€Å"the lord and master of them all should, by any manifest declaration of his will, set one above another, and confer on him, by an evident and clear appointment, an undoubted right to dominion and sovereignty†. Hobbes believes the contra ry because it is the state that creates a civil society. Civil society is the product of civil society’s enforcement of the social contract, as he expresses in the Leviathan: â€Å"This is more than Consent or Concord; it is a real Unity of them all, in one and the same Person, made by Covenant of every man with every man† (Hobbes). For Hobbes, the people authorized the government to have the authority in directing civil society. I believe that Locke and Hobbes make good points. I agree with Locke that sovereignty is not only about the autonomy of the state.

Homelessness and the Failure of the Welfare System Essay

Homelessness and the Failure of the Welfare System - Essay Example In his time on the streets, he speaks of Billy Jack, a longtime homeless person who has recently gotten out of jail after five years. For him, being homeless is a matter of pride and a sense of place. He panhandles, he drinks wine, and he waits every morning for the Sally Ann truck to come by with breakfast and clothing. He is settled in his routine. The Parkdale recreation centre in Toronto is a shelter for the homeless, but, according to Stackhouse, public opinion does not consider these people homeless. Some have mental problems; some, such as Jim, have at least a part-time job. Jim works to supplement his disability income and believes that working is a way to be healthier. What constitutes a homeless person Is it simply a matter of not have a mailing address or is it based on income Stackhouse says: When I had set out a week earlier to live homeless, I did not expect to be eating pancakes and sausage for breakfast and pastries before bed, or to earn $20 an hour simply by sitting on the ground with a cardboard sign in front of me (233). On the other side of the coin, Stackhouse goes on to mention his surprise at how much crack passes through the shelters considered representative of public goodwill. He also makes note of the fact that as he moves from one shelter to another, he is apt to see the same people, who are also moving. Some shelters are better than others, for instance in an affluent area of Toronto, Stackhouse talks with an overnight guest, who apologizes for being there and says he knows he shouldn't be. He has a truck, hauls scrap metal to dumps, and makes about $600 to $700 a week. The problems, Stackhouse has discovered, are more psychological than physical and often not related to simply shelter for the homeless. To be homeless, according to Stackhouse, is to be without a stable environment. He quotes one homeless man in this affluent shelter who says: "This is a real traditional neighborhood (comparing it with his transient existence). I bet these people never have to go anywhere" (232). Refutation of Opposing Argument It is said by some that the homeless do not have the resources, opportunities and skills they need to go back to the main society. Jack Layton, president of the Federation of Canadian Municipalities, offers a more academic view of homelessness in his rebuttal of Stackhouse's article. But instead of looking at the specific details of Stackhouse's experience, Layton makes this a personal vendetta, ignoring the underlying implications in the reporter's series. The situations referred to by Layton are that, after one week outdoors, Stackhouse claims, according to Layton, that public resources are used by crack dealers, that beggars earn professional wages and that there is "more free food than the homeless can eat" (Layton, 235). Although Layton implies that he is quoting from the article, the phrase about free food is not even in it, which immediately weakens his argument. Layton does admit that emergency shelters alone are not the answer, but his only reference to the personal aspects of the homeless is their need for more respect. He seems to consider money and