The Development of Emotional Intelligence and Its Application

Introduction Emotional intelligence (EI) is the â€Å"ability to perceive, control, and evaluate emotions† (Desimone, Werner and Harris 2002). There are various debates concerning EI. Some studies claim that EI is innate whereas others suggest that people can learn and improve their EI. Peter Salovey and John Mayer have studied EI since the year 1990.Advertising We will write a custom essay sample on The Development of Emotional Intelligence and Its Application specifically for you for only $16.05 $11/page Learn More According to them, EI is â€Å"the subset of social intelligence that involves the ability to monitor one’s own and others’ feelings and emotions, to discriminate among them and to use this information to guide one’s thinking and actions† (Salovey and Mayer 1990). Salovey and Mayer developed a model of EI consisting of four factors. First, they claimed that the initial stage of understanding EI involves acc urate perception of emotions. Perceiving emotions involves understanding nonverbal forms of communication such as body signals. Second, there is also reasoning with emotions. This stage involves applying emotions so as to enhance mental activities. In this manner, emotions help individuals recognise things that attract attention. Third, there is understanding of emotions. This is because different emotions may reflect different meanings and people may attempt to interpret such emotions so as to understand their causes. Finally, the model also proposed management of emotions. This entails controlling emotions and responses as well as considering emotions of others. Salovey and Mayer claimed that they arranged the model from basic to high psychological processes. In other words, the lower levels compose of simple tasks such as perceiving and expressing emotions. Conversely, the higher levels consist of complex processes such as awareness, reflection and controlling emotions. Proponent s of EI believe that both an individual and an organisation derive value from understanding EI effects on organisations and individual productivity. In most cases, majorities of workers devote limited time to personal development due to busy schedules and commitments. This affects organisations.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More As a result, organisations must develop employees’ development programmes in order to enhance EI. Organisations benefit from employees who are emotionally sensitive to customers and colleagues. This creates positive business relationships among all stakeholders. Investing in employees’ personal development increases productivity and motivation of the workforce. Individuals also benefit from developing EI in terms improving their relationships at workplaces and social life. At the same time, they also develop a better understanding and han dling of emotional situations of others. The concept of EI also applies to organisational behaviours. It is relevant in the field of industrial and organisational psychology (I/O psychology). I/O psychology scientifically studies workforce, organisations, and workplaces (Robbins 2005). EI and I/O psychology enhance organisational development through improving the workplace environment, employees’ satisfaction and their well-being. Organisations can rely on I/O for improving their hiring processes, educative programmes, and develop employees’ behaviours and attitude. In addition, studying organisational behaviour is also important for organisations during changes and developments. Thus, human capital, emotional intelligence and organisational behaviours relate to understanding workplaces and positive behaviours of employees. Positive behaviours of employees have positive contributions to organisational objectives. Relevance of Emotional Intelligence to individuals and o rganizations in the context of Organisational Behaviour Organisational goals about employees’ behaviours aim at transforming employees’ behaviours in an effective manner (Desimone, Werner and Harris 2002). In organisations, the focus has been on employees’ behaviours that improve performance and behaviours that enhance teamwork and unity. Most organisations focus their efforts on employees’ behaviours that improve organisational performance. Emotional intelligence falls in the second category of organisational behaviours that focus on improving teamwork and relationships.Advertising We will write a custom essay sample on The Development of Emotional Intelligence and Its Application specifically for you for only $16.05 $11/page Learn More However, ever since the works of Salovey and Mayer and later Goleman, EI has gained considerable recognition in modern organisations. EI has become relevant in the modern workplace. We can at tribute this interest among organisations to their desires to enhance business performance and desire among management to predict employees’ behaviours. The works of Mayer and Salovey have continued to influence the field of EI. They have created a link between emotions and mental capabilities of subjects and concluded that the two are inseparable. Thus, they concluded that emotions and cognitive were important in studying decision-making processes among people as they influenced how people react to situations. The challenge with EI is the concept of measurement. This is because measurement remains the main source of controversy in studying EI and its application in organisational behaviours. Past studies have relied on testing as the basis for measuring EI. However, we have to acknowledge that EI remains a matter of personal experience. Based on personal experiences, the measurement of EI is prone to personal bias due to self-assessment. However, self-reports have remained e ffective approach in measuring EI in a given context as Jordan and Troth noted (Jordan and Troth 2004). These studies maintain that assessing factors like emotional awareness can only be accurate when self-report is the tool of measurement. This is because people can identify their own behaviours and reactions in certain situations. As a result, they can measure such situations from lack of interest to situations that demand attention. According to Jordan and Ashkanasy, combination of self-reports and peer reports as tools of measurements of EI can provide the valid measure of emotional self-awareness among teams (Jordan and Ashkanasy 2006). These tools of measuring EI are at initial stages of development. However, studies claim that such tools have psychometric validity. Thus, they give reasonable and valid results of EI measures. Application of EI in organisational behaviours relies on empirical data that can prove findings and claims most scholars in this field advocate. However, critics believe that EI lacks sufficient data to prove such applications in organisations.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Such critics argue that potential applications of EI in organisational behaviours have not undergone thorough testing to prove their validity due to infancy stage of such measurement tools in relation to other areas of measuring personality and intelligence (Locke 2005). In addition, these critics also claim that proponents of EI applications in organisational settings rely on data based on flawed models of EI. These models are not consistent with the original definition as Mayer and Salovey suggested. In addition, some of these studies have wide coverage than the original model of Salovey and Mayer. Such studies have created opportunities for critics to dismiss claims by proponents of EI applications in workplaces (Daus and Ashkanasy 2003). EI remains a controversial issue in relation to organisational behaviour as Daus and Ashkanasy discovered (Daus and Ashkanasy 2003). Landy and Locke have criticised popular models of EI (Landy 2005; Locke 2005). These researchers view these mode ls based on their shortcomings. Landy and Locke argue that modern models of EI originated from discredited views of Thorndike which are more than 80 years old. This was the source of social intelligence. Some of these criticisms fail to consider recent scientific works on EI with reference to organisations. For instance, Ashton-James concurs with the definition of EI in the works of Ashkanasy (Ashkanasy and Ashton-James 2004). However, he criticises the methods and abilities of how to measure EI. According to Ashton-James, any attempt to measure EI should put emphasis on respondents’ abilities to experience emotions that they should give their feedback on during EI tests. However, we must recognise that Ashton-James criticise EI from its original definition. This is necessary because various proponents and critics promulgate their own definitions of EI as the case of Goleman and Bar-On (Goleman 1998; Bar-On 1997). According to these critics, EI is a modern reflection of socia l intelligence. These scholars further argue that any model of intelligence that relies purely on intellectual capabilities cannot sufficiently explain human behaviours and capabilities in practical situations. Locke fiercely criticises the EI that it is an approach that has a political motivation through egalitarian ideas as â€Å"everyone will, in some form, be equal in intelligence to everyone else† (Locke 2005). Landy also supports this idea. Locke notes that EI is not an appropriate field of scholarly study and should not apply to organisations. However, proponents argue that Locke still cling to outmoded models of the past where such research relied solely on mental processes and behaviours in order to provide explanations for organisational behaviours. Studies that support EI and organisational behaviour emerged after the work of Ashforth and Humphrey as forms of support to their idea (Ashforth and Humphrey 1995). According to Humphrey and Ashforth, EI is influential i n areas of service provision, and leaders may also engage emotional labour so as to motivate and influence moods of their employees and improve performance of the organisation. These studies suggest how EI is significant in the service industry where employees interact with customers and other employees. We can see the rapid growth of service sector. In this field, EI is useful for employees who serve customers as they can be able to manage different emotions in order to meet given core values of organisations. This is how we can link job performance to employees’ EI as their abilities to control emotions may aid them cope with work requirements. Later studies have raised interest in the subject and referred to such works as affective revolution in organisational behaviours. In addition, studies of Robbins show latest research that supports EI in organisational contexts (Robbins 2005). From the renewed interests in the subject, we can argue that EI is not a new form of social intelligence or another theory to study intellectual intelligence. EI has emerged as a strong area of study in the field of I/O psychology and studies in organisational behaviours. Thus, we can use EI to predict and understand behaviours in organisations. These studies prove the relevance of EI in understanding and predicting organisational behaviour. We can observe how critics like Ashton-James have changed the definition of EI. However, we should look at EI from the earlier perspective of Salovey and Mayer. This is the ideal definition of EI that future researchers should base their criticisms. At the same time, scholars interested in understanding EI should review scholarly works that focus on EI in order to understand theoretical underpinning of the concept. This shall enable them understand EI and its application in organisational behaviour. Conclusion We have noted the development of EI and its practical application in understanding and predicting organisational behaviours. T his implies that the concept of EI shall continue to evolve in organisational behaviour studies. The field has gained recognition after the study by Ashforth and Humphrey. The focus on emotional abilities of employees continues to influence the field of organisational behaviour. Organisations find EI useful in their attempts to enhance workforce productivity and predict their behaviours. At the same time, organisations find EI relevant in recruitment and selection of employees that can adapt to different situations. This enhances team effectiveness and organisational output (Jordan and Ashkanasy 2006). Some studies have also shown that organisations that focus on EI have improved their healthy relationship among employees (Goleman 1998). Goleman’s applications of EI in workplace using concepts of self-management, empathy, self-awareness and social skills demonstrate the positive application of EI in organisations. We must also appreciate the works of critics that claim distra ct the theory of EI. Such criticisms lead to further studies in the field of EI and organisational behaviours. Thus, some scholars have concluded that emerging studies are good indicators of developments in this field of study and claims by critics lack substantial grounds. Organisations using EI tests to assess and predict behaviours of their employees face difficult tasks in developing strategies for EI testing, methods, and processes. In addition, EI lacks official body that can control types of tests subjects take. Still, these tests may be subjective and have different meanings depending on personal experiences of the subjects. To this end, we must also note the inherent bias as subjects may not provide true responses due to ambiguities with some of the test materials. Reference List Ashforth, Blake, and Ronald Humphrey. â€Å"Emotion in the workplace: A reappraisal.† Human Relations 48 (1995): 97-125. Ashkanasy, Neal, and Claire Ashton-James. â€Å"Performance impacts of appraisal and coping with stress in workplace settings: The role of affect and emotional intelligence.† Research in occupational stress and wellbeing 3 (2004): 1-43. Bar-On, Reuven. Bar-On Emotional Quotient Inventory: A measure of Emotional Intelligence, Toronto: ON: Multi-Health Systems, Inc, 1997. Daus, Catherine, and Neal Ashkanasy. â€Å"Will the real emotional intelligence please stand up? On deconstructing the emotional intelligence ‘debate’.† The Industrial and Organizational Psychologist 41 (2003): 69-72. Desimone, Randy, Jon Werner, and David Harris. Human Resource Development, 3rd ed. Fort Worth, TX: Harcourt College Publishers, 2002. Goleman, Daniel. Working with emotional intelligence. New York: Bantam Books, 1998. Jordan, Peter and Neal Ashkanasy. â€Å"Emotional intelligence, emotional selfawareness and team effectiveness.† Linking Emotional Intelligence And Performance At Work (2006): 145-164. Jordan, Peter and Ashlea Troth.  "Managing Emotions During Team Problem Solving.† Human Performance 17 (2004): 195-218. Landy, Frank. â€Å"Some historical and scientific issues related to research on emotional intelligence.† Journal of Organizational Behavior 26 (2005): 411-424. Locke, Edwin. â€Å"Why emotional intelligence is an invalid concept.† Journal of Organizational Behavior 26 (2005): 425-431. Robbins, Stephen. Organizational behavior, 11th ed. Upper Saddle River, NJ:: Prentice Hall, 2005. Salovey, Peter and John Mayer. â€Å"Emotional intelligence.† Imagination, cognition, and personality 9 no. 3 (1990): 185-211. This essay on The Development of Emotional Intelligence and Its Application was written and submitted by user Gilbert Johns 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.

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Strategic Decision Making In A Textile Company Information Technology Essay

Strategic Decision Making In A Textile Company Information Technology Essay The textile and apparel industry stands out prominently as one of the most globalized industries in the world today. It is different from producer driven supply chains led by multinational companies. The apparel industry is a Buyer-driven commodity chain led by a coalition of retailers, contractors, subcontractors, merchandisers, buyers, and suppliers. Each participating entity plays a role in a network of supply chains which span from fibers, to yarn, to fabrics, to accessories, to garments, to trading and marketing. Geographically, they span multi-continents and crosses regional and national boundaries. With the reducing profit margin and impact of modern computing communication networks, it is essential that any textile and apparel industry seriously consider establishing a cost effective IT infrastructure to maintain their competitive edge. Research will be carried out in small and medium scale apparel industries. The study of the research will be to identify; What information they require when making decisions The use of IT and IS when making decisions Recommendation of suitable IT infrastructure 1.3 Project Aim As the manufacturing industry becomes more globalized, the multi-factory supply-chain model has emerged. When several production lines are producing different products on one supply chain, it could generate loads of information and data to be exchanged, supplied and received. The garment-manufacturing industry always aims for new product development and efficiency improvement in production. In past years, advanced computer technologies already facilitate new manufacturing operation and build up management tools. Todays manufacturers are looking towards more advances and benefits with their focuses shifted to many different types of networking tools. These tools do enable them to seek better opportunities on more complicated areas working with RFID like inventory control and supply-chain management, as well as the B2B e-commerce transactions. However, while employing this latest technology, manufacturers are facing a long-standing problem how the new technologies and systems can brin g better coverage and practicality to the running of the companies. 1.4 Project Objectives The objectives of this project are in two folds notably research and experimental objectives. The research objectives focus on the identification of relevant techniques and knowledge that could possibly emerge during the conduct of this project. On the other hand the experimental objectives deal with specific processes, software or other materials including simulation models and programming codes that may be constructed to facilitate the smooth conduct of this project. Research will be carried out study how IT and IS supports to all the levels of decision making and the tools which is used by the companies. By identify what type of decisions and what information they represent suggest the use of certain analytical tools to enhance support measures for decisions in apparel industry. Techniques from operations research are applied to develop profit optimization and cost minimization models. Statistics and accounting methods are used for comparing costs of sourcing collaborations, and b asic math is used in cost estimates. The overall main and core research questions of this study is to analyze how the IS and IT influences the apparel trade when making decisions. More specifically, what are the pros and cons in tools and how that influences the apparel decision making process? In order to carry out the research further the main research question will be : What is the impact of IS and IT on strategic decision in an organisation using a textile company as a case study? Below are the objectives of this work. What are the strategic decisions What are the strategic decisions in Textile Company What are the factors which impact strategic decision What are the features of information required in strategic decisions How has IS/IT influenced strategic decision in the organisation under study What are future recommendation to use IS/IT to benefit strategic decision in textile organisation 1.3 Rationale Of Study Rationale of the study will be carried out to offers combination of fast growing IT IS which provides higher level of visibility and control to make decisions. For fashion professionals with a more usage-oriented approach, attempt to demonstrate the usefulness of available analytical and mathematical tools, which could benefit profits and support sourcing decisions. Most of the apparel companies devoted a huge amount of effort on decision making process using IT to improve efficiency. Information System (IS) and Information technology (IT) can be eventually lead to the development and creation of any kind of decision making and enhances the decision effectiveness in industry, using the data to decision model as a basis. In many respects, economy of any country in the world has been coordinated by the visible hand of the government decisions. The world economy is becoming a borderless one, which directly affects the economy of any country driving it into an open economy. The rising c ost of production factors, wage rates, interest rates, GDP, inflation rate, etc stalls economic growth. Both public and private sectors are looking for ways to maintain their competitive edge by improving economic efficiency, and one of those efforts is the use of Information Technology and Information Systems. They are making an utmost effort to build the information-communication infrastructure, and promoting to explore new business opportunities using IS and IT. Identify threats and opportunities: Chapter 2 Literature Review Introduction to the CASE study: The textile /apparel pipeline is a series of interrelates activities which originates with the manufacture of fiber and culminates in the delivery of a product into the hands of the consumer. Information Technology (IT): In the 1960s and 1970s, the term  information  technology  (IT) was a little known phrase that was used by those who worked in places like banks and hospitals to describe the processes they used to store  information. With the paradigm shift to computing  technology  and paperless workplaces,  information  technology  has come to be a household phrase. It defines an industry that uses computers, networking, software programming, and other equipment and processes to store, process, retrieve, transmit, and protect  information. Information Systems (IS): The largest growth in most economies is coming from information industries. The success of such knowledge-based organizations lies in their information systems. Also, forced by technological change and globalization of markets, many manufacturing industries are also placing increasing emphasis upon information systems. Information systems are more than just computer programs. Though information and communications technologies are playing an increasing role in meeting organizations information needs, an information system is a much more general concept. It refers to the wider systems of people, data and activities, both computer-based and manual, that effectively gather, process, store and disseminates organizations information. Information systems, as a discipline, focus on exploring the interface between management, information science and computer science. Computer Science focuses on information technology: software. Information Systems mediates the two opposing worlds of human activity systems and information technology. Strategic Decisions : In most businesses, a few decisions make the difference between superior performance and ordinary results. But strategic decisions are seldom easy. They call for high quality analysis and strategic thinking, in order to select the right decision from amongst the many possible options. They also depend on skills in managing the decision process, including sequencing activities, defining roles, effective teamwork and handling the people side. This practical and highly interactive programme will help you improve the quality of your strategic decision making, providing practical tools for addressing both the analytic and process management challenges. Strategic decision address the business of today and the future, not only markets and decision making but also social developments, implications of strategy on the organizational structure and climate (Hussey,1990). Examples of strategic decision problems can be found in the areas of marketing, pricing, investment, financing, production changes, production technology, etc.. Information systems are tools to assist executives in strategic management (Liu and Savolainen, 1994a-c, Partanen and Savolainen,1995,Walden,1992). They offer analytical facilities to assist in clarifying complex problems in behavioral thinking, competitor and enviormental analysis , value chains and performance ,etc., Strategic decisions should be well planned and well controlled. Strategic planning is a complex decision making process for the corporation that includes planning and modifying of organizational objectives, resources for implementing them and utilization of the resources (Ansoff ad McDonnell, 1990) Strategic decisions can be classified as Structured decisions : Semi- structured decisions : Unstructured decisions : Impact of IS and IT in Strategic Decisions : From new business models to new types of business, information technology has become a key driver of business and an essential component of corporate strategy. But simply acquiring technology is not enough; organizations must manage IT effectively to gain the competitive advantage. Henry Lucass Information Technology: Strategic Decision Making for Managers focuses on the key knowledge and skills you need to take an active role in managing technology and obtain the maximum benefits from investing in IT. Offering streamlined, up-to-date coverage, the text is ideally suited for MBA students or anyone who wants to learn more about how to gain the competitive advantage by successfully managing IT. Focuses on managerial issues: This text explores the many real technology issues confronting todays managers, such as what to do with legacy systems, when to outsource, and how to choose a source of processing and services. Shows how to evaluate IT investments: Two full chapters cover the value of information technology and how to evaluate IT project proposals using both net present value and real options approaches. Balances technical and managerial coverage: This balance helps you understand how diverse companies have developed their IT architectures and environments. Explains the various applications of technology: Concrete examples illustrate major IT applications, such as ecommerce, ERP, CRM, decision and intelligent systems, and knowledge management. Problems in which the stakes are extremely high, in which human perceptions and judgments are involved, and whose solutions have long-term repercussions, call for a rational approach to their solution. Various techniques are in use for decision making at the strategic level. However, at this level the problems are ill defined are usually presents in terms that are uncertain, fuzzy and confusing, while problem-solving techniques based on sound mathematical principles can only be applied to systematic and well-formed problems. This mismatch between problems and their solution methods leads to the frustration of top decision makers and their loss of confidence inn mathematical techniques. In todays highly uncertain world making a decision which has long term implications requires a thorough understanding of likely or possible future situations and also the ability to balance a large number of controllable and uncontrollable parameters. However, the time now given to decision makers to reach high risk long term decision is decreasing. The economic structure of an industry is not an accident. Its complexities are the result of long-term social trends and economic forces. But its effects on you as a business manager are immediate because it determines the competitive rules and strategic decisions which make. Learning about that structure will provide essential insight for your business strategy and it will help to make decisions. Every aspect of management in the modern age relies heavily on information and technology to succeed. It is an important reserve needed to develop assets. Strategic Decision making and planning has been a topic of considerable importance and interest to Information System professionals in both the business and academic communities since the 1970s. Decision making and planning is recognized as a critical competitiveness issue. Today, because information systems (IS) and information technology (IT) serve as the driver of many organizational transformations, there is increased pressure on organizations to leverage their investments in technology and information systems. Success usually occurs when an organization is able to achieve congruence between IS and IT with organizational decision making and planning, and this is achieved when the technical and general managers of an organization work collaboratively. The strategic decision making and planning process is intended to ensure that technology activities are properly aligned with the evolving needs and strategies of the organization. This paper will examine the research on this ever-important topic and suggest a process that will assist in the achievement of decision making and planning success. Over the years, many organizations have made technology decisions and acquisitions that impact organizational information systems (IS) on the basis of what they believe or recommendations from vendors or colleagues from other organizations. The end result of this approach toward decision making and expenditure of funds has been quite unpredictable. The pervasive nature of IS IT in todays organizations coupled with increased pressure to leverage technology assets has dramatically increased the importance of strategic information systems planning (Bechor, Neuman, Zviran and Glezer, 2009). Today, most organizations insist that technology and IS related decisions be made with a clear understanding of business and organization strategy and direction. Hoque, Sambamurthy, Zmud, Trainer, and Wilson, (2005) in Winning the 3 Legged Race define alignment as the situation in which a companys current and emerging business strategy is enabled, supported and unconstrained by technology. Piccoli (2008, p. 155) states that organizations achieve a high degree of fit and consonance between priorities and activities of the IS function and the strategic direction of the firm when they are able to achieve this so called strategic alignment. Alignment has become one of the top issues and concerns of IS management executives (Gutierrez, Orozco, and Serrano, 2009). A framework that helps to clarify the importance of information systems in todays organizations is the Information Systems Strategy Triangle. The message conveyed by the triangle is that it is important for the three elements of the triangle, namely Business, Organizational and Information Systems strategies to align with and complement each other. It is important to note that Business Strategy resides at the top of the triangle. The triangle is depicted as follows (Pearlson and Saunders, 2010, p.23). There are no shortcuts to the strategic decision making process. Preparatory steps that ensure that business, organizational and information systems and technology used are aligned in a complementary fashion, are extremely important. Internal and external assessments need to be addressed, and the overall role of technology and information systems within the organization must be determined. A sense of how much should be spent on technology initiatives is also mandated. The most important point to remember is that the decision making process for technology must be part of the overall business plan. Practically speaking, strategy states the direction we want to go and how we intend to get there, and a plan depicts a view of the future that guides current day decision making (McNurlin, Sprague, and Bui, 2009). Organizations need to develop a strategic planning process in order to provide a context for decision making. Deciding on the type of tools to use in the decision making process is neither straightforward nor simple. The process is complex, there is not a single best approach, and arriving at a single best methodology for a specific organization is nearly impossible. As a result, many organizations utilize a combination of approaches. Decision making using information systems and technology was previously the work of technology and systems professionals. It has now changed to be a collaborative planning challenge of parties including top managers, business unit managers, technology and systems professionals, and sometimes external stakeholders such as customers and alliance partners (Ruohonen, 1996). Thus, planning and decision making becomes a partnership among those with technical skills, the information systems group, and the general and functional managers of the organization. This process requires discussion, clarification, negotiation and the achievement of a mutual understanding (Piccoli, 2008; McNurlin, et al., 2009). With todays rapidly evolving technology advances, along with the somewhat unpredictable emergence of new competitors brought about by the Internet, organizations do not have a year to develop a plan, several years to implement the plan, and a three to five year useful life for the decision making plan. Everything that is technology-related moves at a rapid pace and change is inherent in the adoption of new technology and ISs. Due to the rapidly changing technology environment, many feel that a sense and respond approach to planning is appropriate. When apparent opportunities appear, organizations need to respond quickly in order to take advantage (McNurlin, et al., 2009). Some rapid responses may be viewed later as failed experiments, but that may prove to be better than a lost opportunity. In the preliminary planning preparation, those responsible for the planning process must decide which combination, if any, of the above planning techniques to employ as the process is designed. Generally as methodologies are developed, four elements for consideration emerge. They include an opinion of what needs to be solved, defined techniques on what has to be doneand when to do it, advice on how to manage the quality of deliverables, and a tool kit to facilitate process (Ishak and Alias, 2005). Most processes also include a situation analysis in the form of Strengths, Weaknesses, Opportunities and Threats (SWOT). This analysis addresses the organizations internal and external influences, strategy formulation, and specific goals along with tactical and operational plans for achieving the goals (Semiawan and Middleton, 1999). Technology and information systems play an ever-increasing role in todays organizational environment. Because of the rapidly changing nature of technology developments, it is sometimes difficult to employ standard planning processes. The primary guideline for information systems planning is that the planning process must be designed and conducted in alignment with organizational and business plans. Most organizations now agree that IS is an important strategic organizational resource that can provide strategic advantage and boost business performance (Brown, 2004). As part of their plan, many organizations have adopted a sense and respond position with regard to opportunities that may present themselves. Often, a scenario development approach that looks to possible future developments is essential to help combat the rapid rate of technology change. There are multiple planning tools available for the strategic information systems planning process. Choosing the tools that meet the needs of the organization and lend focus to the desired areas of emphasis is critical. Finally, organizations should consider the introduction of technology-driven approaches to planning to help with speed, efficiency, flexibility and communications. 2.1 Preliminary Literature Review: For the past 15 years, many apparel companies have been actively monitoring their supply chains. Throughout, the majority has looked to factory owners and managers to wants to make decisions to changes in factory conditions and operations to comply with local laws and meet brand compliance requirements. To meet requirements, demands were placed on suppliers to increase wages, minimize excessive overtime hours, secure freedom of association, and improve health and safety systems for workers. Simultaneously, brands were dictating lower and lower prices for products. Increasing demand for products at lower prices frequently prevents suppliers from having the resources necessary to abide by the standards laid out in codes of conduct. Information Engineering is a technique for extracting the meaning contained in information that is needed by a user to make a right decision. Information is the raw material of human thinking, but it is the meaning and understanding that is the raw material of decision thinking, and the human decision maker acquires this meaning and understanding from the message content of the information. The process by which raw data is translated into decisions is depicted in the Data-to-Decision Cycle model . This low information utilization occurs because the user does not have enough diagnostic time to acquire the vital information buried in the report. Therefore, the goal should be to optimize the quality of the messages transmitted through the interface from the information system to the human user. Information Engineering assists in this process. Chapter 3 3.1 Methodology: For the purposes of conducting this project, the quantitative methodology was adopted as it had stronger ties with the aims and objectives of this work compared to the other types such as the qualitative and ethnographic methodologies. With the quantitative methodology several quantities may need to be measured, analyzed and results presented as evidence to justify any conclusions that may be drawn. This contrasts with qualitative methodology which focuses on subjective matters like behavior and perception. It is however acknowledged that minor elements involving qualitative analysis such as observations may also need to be made to be made occasionally to help advance an argument. Other, two research approaches notably, descriptive and analytical approaches would be used in conjunction with the quantitative methodology to execute this project. The descriptive approach would be employed to help describe the usage of IT IS and how it is important to the strategic decisions making whil es the analytical approach would be useful in analyzing all secondary data collected for the purposes of this work as well as help to assess experimental outcomes. 3.2 Primary Research: Primary research is used to collect data for the case study. Types of primary data collection methods include: Qualitative research : There are four major methods used by qualitative researches such as observation, analyzing text and documents, interview and focus groups Quantitative research : Major quantitative research methods are using literature, using technology and statistics 3.3 Secondary Research: Secondary research was carried out to gather information of existing data   as well as evaluate and integrate the information from the various sources in order to answer specific research questions. During the secondary research will be looking forward to gather information about advertising and brands in books and periodicals by using library resources. Case studies will be used for gather additional information such as pros cons about the research topic .Case studies included the aims and objectives of several advertisements and a general critic of their design. Since case studies demonstrate examples from the real world, it will help to improve the deep understanding and analysis on real situations. 3.4 Data Collection: DZ Group Ltd, is an independent medium scale apparel garment which is based in London South Gate which is established in 1980s. The case study has been conducted in aid of said company. Prior to the initiation of the project following methods has been used for data collection.. Interviews : an interview was carried out by the author with the contact person at the sponsor company. Interviews are highly formalized and structured using standard questioners. The interviews were carried out as Structured interviews: used standard specified questioners and refer to each individual participant. This interview was documented and provided pertinent information used in the development of the Terms of Reference for the project. Semi structures interview: used standard specified questioners and additional questions has been asked of individual participants. Questionnaires or Surveys : A questionnaire is an enquiry tool that consists of a series of standard questions used for the purpose of gathering useful information from individual participant.

Essay --

Throughout history, Term limits have been a very controversial issue as well as a powerful reform regarding politics. Term limits can best be defined as a restriction or a limit to a number of times an official may be elected or serve. For years, American politics have been dealing with the movement to limit political terms. Though there are some who disapprove of term limits for Congressmen, there are many Americans who have approved. There is widespread support on Term Limits, which shows us that the public is dissatisfied with what is occurring in Congress presently. In many states, cities and counties across the United States term limits have been established for state and local officials. Congress is currently running on a system of seniority. Individuals who have spent the most time in office gain more power. As a result, these Congressmen focus on how they can stay in office and that plan leaves limited room for fresh new officials to have a chance to make changes. Term l imits should be placed on our Congressmen and women because it would allow for a more efficient Congress. The problem with not having term limits is that one person in Congress exercise too much power. As John Adams said, â€Å"Without [term limits] every man in power becomes a ravenous beast of prey.† (Smith 73). Similarly, Thomas Jefferson once stated, â€Å"To prevent every danger which might arise to American freedom from continuing too long in office, it is earnestly recommended that we set an obligation on the holder of that office to go out after a certain period.† (Smith 73). Our country needs term limits in Congress for several reasons. Presently, in Congress there are members who serve very lengthy terms. Members in the House of Representatives ser... ...rse legislature.† (Epstein 855). Term Limits would make being apart of Congress more possible. Millions more Americans would find it an attractive option for them. To sum it all up, Term limits presently occur all over the country in state legislatures and they are working. According to the National Conference of State Legislatures, 15 states currently have term limits for legislatures. Term limits increase the likelihood of turnover in state legislatures. Term limits also weaken seniority systems in state legislatures. Term limits help non-traditional candidates such as Hispanic, African American and Asian to run for seats in state legislatures. It is time to change the system so that people who care about the future of our nation and our state can and will compete fairly to represent us. That is what democracy was meant to be, and that is what it can be again.

North Carolina Gubernatorial Election

The election for governor of North Carolina proved to be tightly contested race; with Richard Vinroot the republican candidate gaining support in the weeks immediately prior to the election. Mike Easley had an early advantage, being the democratic incumbent. Easley was the better-known and better-financed candidate, which helped him to an early advantage. However, during the final weeks of the campaign the advantage swung to Vinroot as undecided voters were swept up in a republican surge lead by the momentum gained by presidential candidate Bush. With the gubernatorial race growing ever closer, the candidate†s stance on issues began to stand out as the determining factor for many voters. Thus, Democrat Mike Easley was able to gain an advantage not because of party affiliation, but the due to his stance on important issues, one important issue being education. So how did the numbers stake up? Well the final elections showed Mike Easley receiving 1,492,170 votes or 52 percent of the vote; Richard Vinroot received 1,335,862 votes or 47 percent of the vote; the rest of the vote being split between the Libertarian and Reform candidates . The 2000 North Carolina gubernatorial election was closely contested and would be decided not mainly according party affiliation, but by the candidate†s stance on major issues. The Democratic candidate for governor Mike Easley has a strong background, which brought him public favor and votes. Michael F. Easley is 50 years old, was born in Nash County, received a degree in Political Science from the University of North Carolina, and gained a law degree from North Carolina Central University. Easley served as a District Attorney, which gained him a reputation due to his prosecution of drug traffickers. Easley was elected the Attorney General of North Carolina in 1992. He was re-elected in 1996 by a large margin receiving 60 percent on the vote. While he was Attorney General, Easley gained a strong reputation, Easley sought to reduce violent crimes by pushing for a new sentencing structure and removal of the prison cap. Easley was fairly successful, â€Å"Since he took office in 1993, the rate of violent crime in North Carolina has fallen by more than 15%. Easley also gained a strong reputation due to his efforts of attacking consumer fraud, creating a Citizen†s Rights Division, and increasing the environmental section with the creation of an Environmental Crimes Task Force. As Attorney General, Easley also contributed to the national tobacco settlement, and â€Å"Brought nearly $5 billion in revenue to North Carolina to protect farmers, communities and the public health. 2† Mike Easley†s stance on important issues played an important role in the election. One important issue, which Easley highlighted, was his plan for patient†s rights. His plan includes patient privacy and a system that would provide prescription drugs for the elderly. While campaigning Easley outlined his plan for patient†s rights, however he made it apparent that his major concern was his â€Å"No Excuses† approach to education. The main points in Easley†s plan are smaller class sizes, and a pre-kindergarten program. The staple of Easley†s plan is not to raise taxes, with financing coming from a state lottery. Easley†s focuses on three aspects in his education plan; character education, alternative schools, and dress codes. Easley†s education plan states, â€Å"In order to enhance academic performance and safety in our public schools, we must nurture the personal character of young people while demanding that all students be disciplined and appropriately attired. † Candidate Mike Easley brought his strong reputation, and stance on important issues to the gubernatorial campaign in order to gain popular support. Richard Vinroot the Republican candidate for governor also brought his strong reputation and background to the campaign trail. Vinroot like Easley also had a long list of credentials and a strong background, which helped him win public favor. Vinroot was awarded a Morehead Scholarship to the University of North Carolina at Chapel Hill were he received a degree in business administration and later his law degree. Vinroot is also a Vietnam veteran and was awarded a Bronze Star for his service. In 1991, Vinroot was elected mayor of Charlotte and was re-elected in 1993. As mayor of Charlotte Vinroot focused on crime, while he was mayor crime dropped 17 percent. Vinroot also focused on taxpayer relief. One of the major issues in Vinroot†s campaign was also education. Vinroot made it apparent that he supported tax paid vouchers, which gives parents a choice to send their children to the school of their choice. Vinroot†s plan supports home schooling and vouchers for children to attend private schools. Vinroot also supports a pay system for teachers based on merit. Vinroot†s main stance during the campaign was that he continually promised to never raise taxes and offered real change in education. Richard Vinroot gained public support in the gubernatorial campaign with a strong personal background, and by pronouncing never to raise taxes. The Reform candidate, Douglas Schell, and Libertarian candidate, Barbara Howe, offered voters additional choices for governor. However, both candidates played an insignificant role in the election with each candidate receiving about one percent of the vote. Similarly to Easley and Vinroot, both candidates† main issue was education. Howe†s education plan was a tax-based scholarship system giving the student an option when it comes to education. Schell†s stance on education was a plan for initiating a minimum salary for teachers, and focusing on discipline and school standards. However, both candidates were severely under funded; lacking the resources like Easley and Vinroot were able to attain. Thus, the Reform and Libertarian candidates played an insignificant role in the election. Richard Vinroot the republican candidate for governor hoped to ride the coattails of George Bush. Vinroot did gain support because of Bush strength in North Carolina, but this only helped make the race contested. However, Vinroot was unable to seize upon Bush†s support in North Carolina to become governor. Vinroot tried to play the connection with Bush to the fullest, thus making a late comeback. Unfortunately for Vinroot, several other factors caused Mike Easley to seize the election. The election showed that image, personality, and more importantly stance on issues wins votes rather than party affiliation. An important factor is swaying voters to Easley was his standing on important issues, especially the education issue. Easley was able to gain votes by strongly opposing tax-paid vouchers for education. In addition, Easley†s plan for education was more widely accepted including his pushing for a state lottery to pay for education. Some distinctions that caused the party splitting in North Carolina, was Easley†s stance on education. Image and personality also played key factors in Mike Easley†s election win. These traits where made apparent to voters in the campaigning through the numerous television ads and in the debate. Television ads played an important role in the campaigns of both candidates. Easley, due to better finance was able to run more television ads, allowing him to run more issue-focused ads. Conversely, Vinroot ran many ads attacking Easley in an effort to label him as a liberal, and associate of Al Gore. Vinroot†s attacks gave him an aggressive image, which hurt him in the election. Vinroot†s aggressive image was also apparent in the one television debate, Vinroot even grabbed Easley†s arm during the debate. Television ads also helped contribute to Mike Easley†s election win, especially the ads Easley ran the weekend before the election. Easley†s last television ads played upon the popularity of actor Andy Griffith, who endorsed Easley in those final ads. Image and personality are important to voters and these characteristics favored Mike Easley. The first North Carolina governor of the 21st century won an election that became tightly contested due to party affiliation. However, in the end it was not party affiliation that was the determining factor in the election. The determining factors in the election were the candidate†s stance on major issues, namely the issue of education, and the candidate†s image and personality. Richard Vinroot made the election contested by playing heavily on the popularity of George W. Bush; this did not however carry him into office. Voters broke party lines and voted for the candidate who best addressed their needs. Mike Easley was able to win because he promised to improve education without raising taxes due to a state lottery. Richard Vinroot had a chance in the gubernatorial election by trying to ride the coattails of George W. Bush, but when it came down to it voters concerned themselves not with party affiliation, but concerned themselves with the current issues, with the greatest emphasis on the issue of improving education.