MIST.601 Management Information Systems
Research Project Proposal
Name
Ryan Schwalbe
Title
Robot Lawyers – The Future of Artificial Intelligence in Law
Synopsis
(Briefly describe your research proposal with the following criteria.)
Purpose
The purpose of this project is to discuss how artificial intelligence (AI), also referred to as machine based learning, is currently being used in the legal industry. Furthermore, the project intends to discuss the benefits of this technology in addition to the challenges clients and attorneys face both working with and against it.
Problems & Issues
One of the various issues the industry is facing with AI technology is the general adoption and implementation into traditional document review models. Many clients and senior attorneys are still hesitant to rely on computers for document review calls without the validation by human lawyers. The technology also requires a technical understanding of computer science and statistical methodologies used in machine based workflows, which many lawyers do not have experience in. AI methods can also reduce the number of human attorneys necessary to facilitate electronic document reviews. As the technology continues to evolve this could potentially create a drought for attorneys that would have otherwise been needed for the review work.
Organizational Impacts
It’s already been proven that large scale document reviews leveraging AI software can significantly reduce the legal spend when compared to traditional search term and linear based human review models. Courts are now more accepting of this approach due mostly to the controversy surrounding e-discovery related costs proportional to the financial damage merits of many law suits. The technology has also been proven to increase the accuracy and consistency of document reviews which reduce the associated risks of missing key documents and producing sensitive privilege materials inadvertently.
Suggestions
Companies, law firms and governing bodies alike need to continue evaluating the needs and uses of this learning technology for practical legal applications. Currently, there are many private vendor companies with expertise in this area but the lack of standardizations in the industry has created a diverse range of AI software and practices which has in turn has caused confusion through complexity. Industry standard practices should be developed so that training can be standardized, implemented and adopted across the legal community more rapidly.
Future Implications & Directions
As the AI technology in legal review continues to develop the need for human review and even second level validation will continue to decrease. Courts will become more accepting of the process and corporate clients will be less tolerant of expensive, bloated document review costs. Attorneys will need to be armed with both the legal and technical knowledge necessary in order to stay relevant in next generation law firms.
Other ...
Knowledge management (KM) has become an effective way of managing organization‟s intellectual capital or, in other words, organization‟s full experience, skills and knowledge that is relevant for more effective performance in future. The paper proposes a knowledge management to achieve a competitive control of the machining systems. Then an application of Knowledge Management in engineering has been attempted to explain. The model can be used by the manager for the choosing of competitive orders.
The globalization of finance market as well as products have forced monetary institutions to have an organized knowledge-based model that is efficient in managing banking operations. This paper proposes a Model for efficient Bank Management. The Bank Management System allows maintainance of an account in a bank. In this paper a study of functionality of a Bank Account Management System is discussed in order to gain better understanding of technical features offered by banks. Every organization needs to define and manage requirements to ensure customer needs are met, while proving compliance and staying on the schedule. Thus a knowledge management model will allow incorporating all processes so as to permit various features effectively. The model thus proposed encompasses knowledge creation, its retention as well as enabling sharing of how each element can be integrated in enhancing the quality of banking operations. This paper presents Bank management as an extension of Knowledge Management.
This presentation is about managment and how it is affect the whole organization in a good way or bad way. I've made a small research about Toyota company and how they've applied the six business objectives.
This presentation was one of the requirements of MIS203 course in Yanbu University College.
The document discusses various topics related to organizations and information systems including:
- Definitions of organizations from technical and behavioral perspectives
- Structural characteristics of organizations like division of labor and standard operating procedures
- Changing roles of information systems in organizations and how they lead to automation and virtual organizations
- Decision making processes at different levels and models like rational, political, and "garbage can"
- Use of information technology for competitive advantage at business, firm, and industry levels through strategies
- Importance of managing strategic transitions when adopting new information systems technologies
This document is a quarterly publication that provides insights for boards and audit committees. It discusses how boards can help organizations embrace data analytics to derive value from big data. It also explores how strengthening internal controls can help tackle corruption risks. Additionally, it highlights an interview discussing the role of nomination committees in selecting directors and evaluating board performance, with a focus on both monetary and non-monetary criteria.
Why Unstructured Processes are Critical to an Organization's SuccessEverteam
We pay a lot of attention to structured business processes because they are easily identified, modeled and automated. But they comprise only a small portion of the processes that happen in most organizations today. As digital transformation continues to take on a more critical role for success, organizations need to focus on the unstructured processes that drive innovation and creativity and keep customers happy.
1. Top of FormResource Project Systems Acquisition Plan Gradi.docxambersalomon88660
1.
Top of Form
Resource: Project Systems Acquisition Plan Grading Guide
Resources:
· Baltzan, P., and Phillips, A. (2015). Business Driven Information Systems (5th ed).
· Week 3 articles and videos
· It is recommended students search the Internet for a Systems Acquisition Plan template.
Scenario: You are an entrepreneur in the process of researching a business development idea. As you create a high-level Information Technology (IT) strategy for your new enterprise, it is important to consider the acquisition of IT resources. A Systems Acquisition Plan will guide the process of identifying enterprise technology needs and acquiring appropriate information systems in the context of your goal to incorporate business driven IT. The Systems Acquisition Plan is intended to describe a high-level process for acquiring and maintaining IT systems. The Systems Acquisition Plan is a working document, which is expected to change over time as new project details emerge.
Create a high-level Project Systems Acquisition Plan for your project in a minimum of 1,050 words that includes the following information:
· A description and justification of the specific systems design and development approach (SDLC, RAD, Spiral, outsourcing, etc.) the enterprise will employ
· A summary of the steps in the systems acquisition process including initiation, analysis, design, acquisition, and maintenance
· A high-level overview of who will participate in each step of the systems acquisition process
Cite a minimum of 3 peer-reviewed references from the University of Phoenix Library.
Format consistent with APA guidelines.
Submit your assignment.
Resources
· Center for Writing Excellence
· Reference and Citation Generator
· Grammar and Writing Guides
· Learning Team Toolkit
2
CHAPTER
Decisions and Processes: Value Driven Business
CHAPTER OUTLINE
SECTION 2.1
Decision Support Systems
SECTION 2.2
Business Processes
Making Organizational Business Decisions
Measuring Organizational Business Decisions
Using MIS to Make Business Decisions
Using AI to Make Business Decisions
Managing Business Processes
Using MIS to Improve Business Processes
What’s in IT for me?
Working faster and smarter has become a necessity for companies. A firm’s value chain is directly affected by how well it designs and coordinates its business processes. Business processes offer competitive advantages if they enable a firm to lower operating costs, differentiate, or compete in a niche market. They can also be huge burdens if they are outdated, which impedes operations, efficiency, and effectiveness. Thus, the ability of management information systems to improve business processes is a key advantage.
The goal of Chapter 2 is to provide an overview of specific MIS tools managers can use to support the strategies discussed in Chapter 1. After reading this chapter, you, the business student, should have detailed knowledge of the types of information systems that exist to support decision making and business .
Knowledge management is defined as treating knowledge as an explicit concern in an organization's strategy, policy, and practices at all levels. It also involves directly connecting an organization's intellectual assets, both explicit and tacit, to positive business results. Knowledge management is needed now because marketplaces are increasingly competitive, innovation is rising, workforces are reducing, and the amount of time to acquire knowledge has diminished. Knowledge management draws from many disciplines including cognitive science, expert systems, computer-supported collaborative work, library and information science, technical writing, and organizational science.
Knowledge management (KM) has become an effective way of managing organization‟s intellectual capital or, in other words, organization‟s full experience, skills and knowledge that is relevant for more effective performance in future. The paper proposes a knowledge management to achieve a competitive control of the machining systems. Then an application of Knowledge Management in engineering has been attempted to explain. The model can be used by the manager for the choosing of competitive orders.
The globalization of finance market as well as products have forced monetary institutions to have an organized knowledge-based model that is efficient in managing banking operations. This paper proposes a Model for efficient Bank Management. The Bank Management System allows maintainance of an account in a bank. In this paper a study of functionality of a Bank Account Management System is discussed in order to gain better understanding of technical features offered by banks. Every organization needs to define and manage requirements to ensure customer needs are met, while proving compliance and staying on the schedule. Thus a knowledge management model will allow incorporating all processes so as to permit various features effectively. The model thus proposed encompasses knowledge creation, its retention as well as enabling sharing of how each element can be integrated in enhancing the quality of banking operations. This paper presents Bank management as an extension of Knowledge Management.
This presentation is about managment and how it is affect the whole organization in a good way or bad way. I've made a small research about Toyota company and how they've applied the six business objectives.
This presentation was one of the requirements of MIS203 course in Yanbu University College.
The document discusses various topics related to organizations and information systems including:
- Definitions of organizations from technical and behavioral perspectives
- Structural characteristics of organizations like division of labor and standard operating procedures
- Changing roles of information systems in organizations and how they lead to automation and virtual organizations
- Decision making processes at different levels and models like rational, political, and "garbage can"
- Use of information technology for competitive advantage at business, firm, and industry levels through strategies
- Importance of managing strategic transitions when adopting new information systems technologies
This document is a quarterly publication that provides insights for boards and audit committees. It discusses how boards can help organizations embrace data analytics to derive value from big data. It also explores how strengthening internal controls can help tackle corruption risks. Additionally, it highlights an interview discussing the role of nomination committees in selecting directors and evaluating board performance, with a focus on both monetary and non-monetary criteria.
Why Unstructured Processes are Critical to an Organization's SuccessEverteam
We pay a lot of attention to structured business processes because they are easily identified, modeled and automated. But they comprise only a small portion of the processes that happen in most organizations today. As digital transformation continues to take on a more critical role for success, organizations need to focus on the unstructured processes that drive innovation and creativity and keep customers happy.
1. Top of FormResource Project Systems Acquisition Plan Gradi.docxambersalomon88660
1.
Top of Form
Resource: Project Systems Acquisition Plan Grading Guide
Resources:
· Baltzan, P., and Phillips, A. (2015). Business Driven Information Systems (5th ed).
· Week 3 articles and videos
· It is recommended students search the Internet for a Systems Acquisition Plan template.
Scenario: You are an entrepreneur in the process of researching a business development idea. As you create a high-level Information Technology (IT) strategy for your new enterprise, it is important to consider the acquisition of IT resources. A Systems Acquisition Plan will guide the process of identifying enterprise technology needs and acquiring appropriate information systems in the context of your goal to incorporate business driven IT. The Systems Acquisition Plan is intended to describe a high-level process for acquiring and maintaining IT systems. The Systems Acquisition Plan is a working document, which is expected to change over time as new project details emerge.
Create a high-level Project Systems Acquisition Plan for your project in a minimum of 1,050 words that includes the following information:
· A description and justification of the specific systems design and development approach (SDLC, RAD, Spiral, outsourcing, etc.) the enterprise will employ
· A summary of the steps in the systems acquisition process including initiation, analysis, design, acquisition, and maintenance
· A high-level overview of who will participate in each step of the systems acquisition process
Cite a minimum of 3 peer-reviewed references from the University of Phoenix Library.
Format consistent with APA guidelines.
Submit your assignment.
Resources
· Center for Writing Excellence
· Reference and Citation Generator
· Grammar and Writing Guides
· Learning Team Toolkit
2
CHAPTER
Decisions and Processes: Value Driven Business
CHAPTER OUTLINE
SECTION 2.1
Decision Support Systems
SECTION 2.2
Business Processes
Making Organizational Business Decisions
Measuring Organizational Business Decisions
Using MIS to Make Business Decisions
Using AI to Make Business Decisions
Managing Business Processes
Using MIS to Improve Business Processes
What’s in IT for me?
Working faster and smarter has become a necessity for companies. A firm’s value chain is directly affected by how well it designs and coordinates its business processes. Business processes offer competitive advantages if they enable a firm to lower operating costs, differentiate, or compete in a niche market. They can also be huge burdens if they are outdated, which impedes operations, efficiency, and effectiveness. Thus, the ability of management information systems to improve business processes is a key advantage.
The goal of Chapter 2 is to provide an overview of specific MIS tools managers can use to support the strategies discussed in Chapter 1. After reading this chapter, you, the business student, should have detailed knowledge of the types of information systems that exist to support decision making and business .
Knowledge management is defined as treating knowledge as an explicit concern in an organization's strategy, policy, and practices at all levels. It also involves directly connecting an organization's intellectual assets, both explicit and tacit, to positive business results. Knowledge management is needed now because marketplaces are increasingly competitive, innovation is rising, workforces are reducing, and the amount of time to acquire knowledge has diminished. Knowledge management draws from many disciplines including cognitive science, expert systems, computer-supported collaborative work, library and information science, technical writing, and organizational science.
Enterprise Information Management Strategy - a proven approachSam Thomsett
Access a proven approach to Enterprise Information Management Strategy - providing a framework for Digital Transformation - by a leader in Information Management Consulting - Entity Group
Analysing Knowledge Requirements A Case StudyAaron Anyaakuu
This document summarizes a knowledge audit conducted for a large service-based enterprise in South Africa. The audit aimed to identify the enterprise's current and future knowledge requirements. It found that employees have basic knowledge and information needs that must be satisfied before further investigating knowledge management solutions. It was recommended that establishing fundamental knowledge content is needed before more sophisticated solutions. Broad recommendations for a knowledge management strategy that provides sustainable competitive advantage were proposed.
Report on strategic rules of Information System for changing the bases of com...Md. Khukan Miah
Achieving advantages requires broad IS management and user dialogue plus imagination. The process is complicated by the fact that many IS products are strategic though the potential benefits are very subjective and not easily verified. Often a strict ROI focus by senior management may turn attention toward narrow, well-defined targets as opposed to broader strategic opportunities that are harder to analyze.
Strategic alignment with bi and ROI AffectFarooq Omar
This document discusses the importance of business intelligence and analytics for organizations. It defines business intelligence as activities used to discover, analyze, and assess information to help guide strategic decision making. The main types of intelligence discussed are competitive, market, technological, and strategic intelligence. Effective corporate intelligence involves identifying needs, establishing information sources, analyzing raw data, and disseminating insights within the company. When properly implemented using tools like data mining and knowledge management systems, business intelligence can help organizations improve products, customer relationships, and operations by basing decisions on relevant facts and metrics.
Strategic alignment with Bi and ROI AffectFarooq Omar
Information is a key resource that empowers you to keep up or upgrade your market aggressiveness. Insight is in this manner progressively critical to your business. Here we attempt to ponder on the 'Vital' parameters of Intelligence which is the one of the most basic variables of authoritative development and to support in coherence. We have to realize the accompanying utilitarian segments to make an incentive out of it.
This takes a look at the architectural constructs that are used for building business intelligence systems and how they are used in business processes to improve marketing, better serve customers, and maximize organizational efficiency.
This document provides summaries for 18 chapters in the book "Breakthrough Discoveries in Information Technology Research: Advancing Trends". The chapters cover a wide range of topics related to information technology research, including risks and success factors of IT outsourcing, emerging trends in outsourcing, agile software processes for distributed development, and applications of technologies like fuzzy logic, biometric systems and probabilistic models in domains like healthcare, finance and medicine.
Organization And Technical Aspects Of The WorkflowMichelle Singh
The document discusses several aspects of developing an effective workflow for an organization's projects, including:
1) Carefully considering the organizational and technical aspects of the workflow and ensuring they are integrated.
2) Not selecting a workflow management system too early before requirements are fully understood.
3) Using prototypes to validate business processes and identify technical limitations before full implementation.
4) Integrating legacy systems and identifying performance issues during testing.
Recently, Oracle and Accenture polled some 200 CFOs and senior finance executives about
their strategies for improving the management reporting process. More than a third—41%— said selecting the right analytics tools and technologies was their top concern.
This document discusses how organizations can prepare for and implement cognitive computing capabilities. It outlines lessons learned from early adopters in three key areas: 1) Define the business value and opportunity for cognitive solutions; 2) Prepare foundational capabilities like investing in human talent and data; 3) Manage change throughout the implementation. The document recommends a four-step process to kickstart a cognitive journey: identify opportunities, build expertise, deploy pilot solutions, and scale implementations. Future reports will explore industry-specific opportunities and how cognitive can drive innovation.
Information Systems, Organizations, Management and StrategyMostafa Ewees
- The document discusses the strategic use of information technology in organizations to gain competitive advantage at different levels - business, firm, and industry.
- IT is widely used strategically to differentiate products/services, focus on market niches, lower costs, and lock in customers. Value chain analysis and data mining are approaches to apply IT strategically.
- Managing strategic transitions when adopting new IT is important and requires addressing changes to social and technical aspects of the organization. Key questions for managers include assessing industry forces and technology opportunities.
Running head PROJECT PLAN INCEPTION1PROJECT PLAN INCEPTION .docxjeanettehully
Running head: PROJECT PLAN INCEPTION 1
PROJECT PLAN INCEPTION 2
Information Technology and Business
Babatunde Ogunade
CIS499: Information System Capston
Professor Reddy Urimindi
October 13, 2019
Information Technology and Business
Project Introduction
The very core operation of this company involves the collection and analysis of data through a currently limited technological infrastructure. The basis of this business may focus on leadership structure, the type of industry, business culture, core vision and mission including objectives. The company has a Chief Executive Officer (CEO) as the highest rank, four Information Technology experts and other employees. Marketing can, therefore, categorize this company as a service industry company with a core vision of a 60 percent growth in the next eighteen months and mission of redesigning its information technology to fulfill its organizational needs.
Product features, new market product, differentiation techniques, and value addition defines the type of business which the company is operating. The assessment of its product features which involves data indicate that the opportunities focus on marketing. In the continued operations of the company, the management is not foreseeing any shift from its original product but is rather fixing a differentiation technique within six months. An addition in product value should be achieved by employing an exclusively new technology based on a hybrid model, hosted solution or on-site solution.
The idea of integrating technologies from other partners to realize cost-effective outcomes and best operations outlines the outsourcing policies as far as new technology is concerned. Consequently, future intentions to acquire services such as Software-as-a-Service (SaaS) and cloud computing technologies may involve the adoption of knowledge and skills from outside the country, therefore, describing offshoring activities. As asserted by Aithal, (2017), the success of fulfilling the effective company operation, these activities are important.
One of the skilled personnel in the company is the Chief Information Officer (CIO) whose basic role is to keep a charge on the computer systems and information technology (IT) necessary in ensuring a company’s goals and objectives. Additionally, the CEO has devolved the responsibility of security protocols to the CIO in the process of more digitized frameworks. Other personnel includes the company CEO tasked with communicating to partners, creating the company mission and vision, and generally heading the implementation of both long term and short term objectives. The other information technician is mandated in both the installation and configuration of computer hardware and software.
Based on the current collection and analysis method, data on the customer, marketing, lifecycle, website engagement, and funnel analytics. In broad-spectrum, funnel analytics provide customer information through registration, ...
Sourcing Lecture 4 Shared Services Collaboration And CrowdsourcingFrank Willems
This is lecture 4 from 5 about three types of sourcing; shared services, collaboration and crowdsourcing. Specially the crowsourcing will be an revolutionair way of sourcing.
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This document provides background information on a master's thesis project that aims to build a knowledge management system (KMS) for an IT consulting company to facilitate effective content sharing with customers. The thesis uses a case study approach, collecting data through interviews with company project members. It evaluates existing KMS conceptual frameworks and proposes a model for the company based on analysis of their projects and knowledge sharing needs. The outcome is a roadmap for designing a robust, scalable KMS to help the company manage knowledge and share information with customers in a convenient manner.
The document discusses Recommind's Information Governance Suite which provides a complete set of solutions including proactive data management, legal holds, document review, eDiscovery, compliance monitoring, data migration, data protection, knowledge management, defensible deletion, communication investigation, and enhanced business intelligence. It achieves this through applying machine learning and automated categorization technologies to enterprise data across various systems and sources.
X-ray photoelectron spectroscopy has several advantages for adhesion studies. XPS allows researchers to determine the chemical
composition of surfaces and interfaces. It can detect all elements except hydrogen and helium. XPS also provides information on the
chemical/oxidation state of the elements detected. Furthermore, the technique is highly surface sensitive, with a probing depth of only 5-10
nm. This makes it ideal for analyzing thin film interfaces and coatings.
Knowledge management systems in electronic business ahmed adelAhmed Adel
This document discusses knowledge management systems in electronic business and management. It begins with an introduction that defines knowledge management and explains why organizations need knowledge management. It then outlines the key components of a knowledge management process and some of the biggest challenges to managing knowledge in organizations. The document also discusses how knowledge management relates to e-business development and provides a real-world example of knowledge management. It concludes that developing e-business systems based on knowledge management processes can help organizations more effectively achieve their goals through the use of information technology.
A Practical Guide To Information GovernanceMichael Curcio
This document provides guidance on developing an effective information governance program. It defines information governance as an enterprise framework for managing the information lifecycle, including classification, retention, and disposition. It recommends establishing an information governance council, led by an executive sponsor, to oversee the program. The council should include representatives from key functions like legal, IT, records management, and business units. The document also outlines best practices for information governance programs, such as securing executive support, setting clear objectives, and leveraging technology.
Information Governance: Reducing Costs and Increasing Customer SatisfactionCapgemini
The document discusses best practices for information governance, including how it can help organizations reduce costs and increase customer satisfaction. It provides an overview of SAP and Capgemini's information governance best practices and addresses common questions clients have around data issues. Information governance is important because data is a key organizational asset, and governance helps ensure consistent, accurate data is available for reporting and decision making. Lack of governance can lead to issues like multiple versions of the truth and inefficient processes. The benefits of effective information governance include reduced costs through improved data management, better decisions from leveraging high-quality data, and increased customer satisfaction.
CASE 6B – CHESTER & WAYNE Chester & Wayne is a regional .docxannandleola
CASE 6B – CHESTER & WAYNE
Chester & Wayne is a regional food distribution company. Mr. Chester, CEO, has asked your
assistance in preparing cash-flow information for the last three months of this year. Selected
accounts from an interim balance sheet dated September 30, have the following balances:
Cash $142,100 Accounts payable $354,155
Marketable securities 200,000 Other payables 53,200
Accounts receivable $1,012,500
Inventories 150,388
Mr. Wayne, CFO, provides you with the following information based on experience and
management policy. All sales are credit sales and are billed the last day of the month of sale.
Customers paying within 10 days of the billing date may take a 2 percent cash discount. Forty
percent of the sales is paid within the discount period in the month following billing. An
additional 25 percent pays in the same month but does not receive the cash discount. Thirty
percent is collected in the second month after billing; the remainder is uncollectible. Additional
cash of $24,000 is expected in October from renting unused warehouse space.
Sixty percent of all purchases, selling and administrative expenses, and advertising expenses is
paid in the month incurred. The remainder is paid in the following month. Ending inventory is
set at 25 percent of the next month's budgeted cost of goods sold. The company's gross profit
averages 30 percent of sales for the month. Selling and administrative expenses follow the
formula of 5 percent of the current month's sales plus $75,000, which includes depreciation of
$5,000. Advertising expenses are budgeted at 3 percent of sales.
Actual and budgeted sales information is as follows:
Actual: Budgeted:
August $750,000 October $826,800
September 787,500 November 868,200
December 911,600
January 930,000
The company will acquire equipment costing $250,000 cash in November. Dividends of $45,000
will be paid in December.
The company would like to maintain a minimum cash balance at the end of each month of
$120,000. Any excess amounts go first to repayment of short-term borrowings and then to
investment in marketable securities. When cash is needed to reach the minimum balance, the
company policy is to sell marketable securities before borrowing.
The company will acquire equipment costing $250,000 cash in November. Dividends of $45,000
will be paid in December.
The company would like to maintain a minimum cash balance at the end of each month of
$120,000. Any excess amounts go first to repayment of short-term borrowings and then to
investment in marketable securities. When cash is needed to reach the minimum balance, the
company policy is to sell marketable securities before borrowing.
Questions (use of spreadsheet software is recommended):
1. Prepare a cash budget for each month of the fourth quarter and for the quarter in total.
Prepare supporting schedules as needed. (Round all budge.
CASE 9 Bulimia Nervosa Table 9-1 Dx Checklist Bulimia Nervos.docxannandleola
"CASE 9 Bulimia Nervosa Table 9-1 Dx Checklist Bulimia Nervosa 1. Repeated binge-eating episodes. 2. Repeated performance of ill-advised compensatory behaviors (e.g., forced vomiting) to prevent weight gain. 3. Symptoms take place at least weekly for a period of 3 months. 4. Inappropriate influence of weight and shape on appraisal of oneself. (Based on APA, 2013.) Rita was a 26-year-old manager of a local Italian restaurant and lived in the same city as her parents. Her childhood was not a happy one. Her parents divorced when she was about 5 years of age. She and her three older brothers remained with their mother, who often seemed overwhelmed with her situation and unable to run the household effectively. Rita would often refer to her childhood as utterly chaotic, as if no one were in charge. Within a 12-month period, 1 percent to 1.5 percent of individuals will meet the diagnostic criteria for bulimia nervosa; at least 90 percent of cases occur in females (APA, 2013). She nevertheless muddled through. When her brothers were finally all off to college or beyond, Rita entered high school, and the household seemed more manageable. Ultimately, she developed a close relationship with her mother, indeed too close, Rita suspected. Her mother seemed like her closest friend, at times the entire focus of her social life. They were both women alone, so to speak, and relied heavily on one another for comfort and support, preventing Rita from developing serious friendships. The two often went shopping together. Rita would give her mother an update on the most recent fashion trends, and her mother would talk to Rita about “how important it is to look good and be put together in this day and age.” Rita didn’t mind the advice, but sometimes she did wonder if her mother kept saying that as a way of telling her that she didn’t think she looked good. Rita later attended a local public college, majoring in business. However, she quit after 3 years to take a job at the restaurant. She had begun working in the restaurant part-time while a sophomore and after 2 years was offered the position of daytime manager. It was a well-paying job, and since her interest was business anyway, Rita figured it made sense to seize an attractive business opportunity. Her mother was not very supportive of her decision to leave college, but Rita reassured her that she intended to go back and finish up after she had worked for a while and saved some money. Just before leaving college, Rita began a serious relationship with a man whom she met at school. Their interest in each other grew, and they eventually got engaged. Everything seemed to be going well when out of the blue, her fiancé’s mental state began to deteriorate. Ultimately he manifested a pattern of schizophrenia and had to be hospitalized. As his impairment extended from days to months and then to more than a year, Rita finally had to end the engagement; she had to pick up the pieces and go on without him. She felt .
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Enterprise Information Management Strategy - a proven approachSam Thomsett
Access a proven approach to Enterprise Information Management Strategy - providing a framework for Digital Transformation - by a leader in Information Management Consulting - Entity Group
Analysing Knowledge Requirements A Case StudyAaron Anyaakuu
This document summarizes a knowledge audit conducted for a large service-based enterprise in South Africa. The audit aimed to identify the enterprise's current and future knowledge requirements. It found that employees have basic knowledge and information needs that must be satisfied before further investigating knowledge management solutions. It was recommended that establishing fundamental knowledge content is needed before more sophisticated solutions. Broad recommendations for a knowledge management strategy that provides sustainable competitive advantage were proposed.
Report on strategic rules of Information System for changing the bases of com...Md. Khukan Miah
Achieving advantages requires broad IS management and user dialogue plus imagination. The process is complicated by the fact that many IS products are strategic though the potential benefits are very subjective and not easily verified. Often a strict ROI focus by senior management may turn attention toward narrow, well-defined targets as opposed to broader strategic opportunities that are harder to analyze.
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Strategic alignment with Bi and ROI AffectFarooq Omar
Information is a key resource that empowers you to keep up or upgrade your market aggressiveness. Insight is in this manner progressively critical to your business. Here we attempt to ponder on the 'Vital' parameters of Intelligence which is the one of the most basic variables of authoritative development and to support in coherence. We have to realize the accompanying utilitarian segments to make an incentive out of it.
This takes a look at the architectural constructs that are used for building business intelligence systems and how they are used in business processes to improve marketing, better serve customers, and maximize organizational efficiency.
This document provides summaries for 18 chapters in the book "Breakthrough Discoveries in Information Technology Research: Advancing Trends". The chapters cover a wide range of topics related to information technology research, including risks and success factors of IT outsourcing, emerging trends in outsourcing, agile software processes for distributed development, and applications of technologies like fuzzy logic, biometric systems and probabilistic models in domains like healthcare, finance and medicine.
Organization And Technical Aspects Of The WorkflowMichelle Singh
The document discusses several aspects of developing an effective workflow for an organization's projects, including:
1) Carefully considering the organizational and technical aspects of the workflow and ensuring they are integrated.
2) Not selecting a workflow management system too early before requirements are fully understood.
3) Using prototypes to validate business processes and identify technical limitations before full implementation.
4) Integrating legacy systems and identifying performance issues during testing.
Recently, Oracle and Accenture polled some 200 CFOs and senior finance executives about
their strategies for improving the management reporting process. More than a third—41%— said selecting the right analytics tools and technologies was their top concern.
This document discusses how organizations can prepare for and implement cognitive computing capabilities. It outlines lessons learned from early adopters in three key areas: 1) Define the business value and opportunity for cognitive solutions; 2) Prepare foundational capabilities like investing in human talent and data; 3) Manage change throughout the implementation. The document recommends a four-step process to kickstart a cognitive journey: identify opportunities, build expertise, deploy pilot solutions, and scale implementations. Future reports will explore industry-specific opportunities and how cognitive can drive innovation.
Information Systems, Organizations, Management and StrategyMostafa Ewees
- The document discusses the strategic use of information technology in organizations to gain competitive advantage at different levels - business, firm, and industry.
- IT is widely used strategically to differentiate products/services, focus on market niches, lower costs, and lock in customers. Value chain analysis and data mining are approaches to apply IT strategically.
- Managing strategic transitions when adopting new IT is important and requires addressing changes to social and technical aspects of the organization. Key questions for managers include assessing industry forces and technology opportunities.
Running head PROJECT PLAN INCEPTION1PROJECT PLAN INCEPTION .docxjeanettehully
Running head: PROJECT PLAN INCEPTION 1
PROJECT PLAN INCEPTION 2
Information Technology and Business
Babatunde Ogunade
CIS499: Information System Capston
Professor Reddy Urimindi
October 13, 2019
Information Technology and Business
Project Introduction
The very core operation of this company involves the collection and analysis of data through a currently limited technological infrastructure. The basis of this business may focus on leadership structure, the type of industry, business culture, core vision and mission including objectives. The company has a Chief Executive Officer (CEO) as the highest rank, four Information Technology experts and other employees. Marketing can, therefore, categorize this company as a service industry company with a core vision of a 60 percent growth in the next eighteen months and mission of redesigning its information technology to fulfill its organizational needs.
Product features, new market product, differentiation techniques, and value addition defines the type of business which the company is operating. The assessment of its product features which involves data indicate that the opportunities focus on marketing. In the continued operations of the company, the management is not foreseeing any shift from its original product but is rather fixing a differentiation technique within six months. An addition in product value should be achieved by employing an exclusively new technology based on a hybrid model, hosted solution or on-site solution.
The idea of integrating technologies from other partners to realize cost-effective outcomes and best operations outlines the outsourcing policies as far as new technology is concerned. Consequently, future intentions to acquire services such as Software-as-a-Service (SaaS) and cloud computing technologies may involve the adoption of knowledge and skills from outside the country, therefore, describing offshoring activities. As asserted by Aithal, (2017), the success of fulfilling the effective company operation, these activities are important.
One of the skilled personnel in the company is the Chief Information Officer (CIO) whose basic role is to keep a charge on the computer systems and information technology (IT) necessary in ensuring a company’s goals and objectives. Additionally, the CEO has devolved the responsibility of security protocols to the CIO in the process of more digitized frameworks. Other personnel includes the company CEO tasked with communicating to partners, creating the company mission and vision, and generally heading the implementation of both long term and short term objectives. The other information technician is mandated in both the installation and configuration of computer hardware and software.
Based on the current collection and analysis method, data on the customer, marketing, lifecycle, website engagement, and funnel analytics. In broad-spectrum, funnel analytics provide customer information through registration, ...
Sourcing Lecture 4 Shared Services Collaboration And CrowdsourcingFrank Willems
This is lecture 4 from 5 about three types of sourcing; shared services, collaboration and crowdsourcing. Specially the crowsourcing will be an revolutionair way of sourcing.
This document provides a summary of a master's thesis that aims to build a knowledge management system (KMS) for an IT consulting company to facilitate content sharing with customers. The thesis begins with an introduction to knowledge management systems and an overview of the case company. It then outlines the research problem of developing a robust and scalable KMS for the company. The methodology section describes using a case study approach, involving interviews and document analysis of company projects to understand current practices and needs. A literature review provides a conceptual framework of KMS. This framework is then used to develop a KMS proposal, which is evaluated by company representatives. The outcome is a roadmap for implementing the proposed KMS at the case company.
This document provides background information on a master's thesis project that aims to build a knowledge management system (KMS) for an IT consulting company to facilitate effective content sharing with customers. The thesis uses a case study approach, collecting data through interviews with company project members. It evaluates existing KMS conceptual frameworks and proposes a model for the company based on analysis of their projects and knowledge sharing needs. The outcome is a roadmap for designing a robust, scalable KMS to help the company manage knowledge and share information with customers in a convenient manner.
The document discusses Recommind's Information Governance Suite which provides a complete set of solutions including proactive data management, legal holds, document review, eDiscovery, compliance monitoring, data migration, data protection, knowledge management, defensible deletion, communication investigation, and enhanced business intelligence. It achieves this through applying machine learning and automated categorization technologies to enterprise data across various systems and sources.
X-ray photoelectron spectroscopy has several advantages for adhesion studies. XPS allows researchers to determine the chemical
composition of surfaces and interfaces. It can detect all elements except hydrogen and helium. XPS also provides information on the
chemical/oxidation state of the elements detected. Furthermore, the technique is highly surface sensitive, with a probing depth of only 5-10
nm. This makes it ideal for analyzing thin film interfaces and coatings.
Knowledge management systems in electronic business ahmed adelAhmed Adel
This document discusses knowledge management systems in electronic business and management. It begins with an introduction that defines knowledge management and explains why organizations need knowledge management. It then outlines the key components of a knowledge management process and some of the biggest challenges to managing knowledge in organizations. The document also discusses how knowledge management relates to e-business development and provides a real-world example of knowledge management. It concludes that developing e-business systems based on knowledge management processes can help organizations more effectively achieve their goals through the use of information technology.
A Practical Guide To Information GovernanceMichael Curcio
This document provides guidance on developing an effective information governance program. It defines information governance as an enterprise framework for managing the information lifecycle, including classification, retention, and disposition. It recommends establishing an information governance council, led by an executive sponsor, to oversee the program. The council should include representatives from key functions like legal, IT, records management, and business units. The document also outlines best practices for information governance programs, such as securing executive support, setting clear objectives, and leveraging technology.
Information Governance: Reducing Costs and Increasing Customer SatisfactionCapgemini
The document discusses best practices for information governance, including how it can help organizations reduce costs and increase customer satisfaction. It provides an overview of SAP and Capgemini's information governance best practices and addresses common questions clients have around data issues. Information governance is important because data is a key organizational asset, and governance helps ensure consistent, accurate data is available for reporting and decision making. Lack of governance can lead to issues like multiple versions of the truth and inefficient processes. The benefits of effective information governance include reduced costs through improved data management, better decisions from leveraging high-quality data, and increased customer satisfaction.
Similar to MIST.601 Management Information SystemsResearch Project Proposal.docx (20)
CASE 6B – CHESTER & WAYNE Chester & Wayne is a regional .docxannandleola
CASE 6B – CHESTER & WAYNE
Chester & Wayne is a regional food distribution company. Mr. Chester, CEO, has asked your
assistance in preparing cash-flow information for the last three months of this year. Selected
accounts from an interim balance sheet dated September 30, have the following balances:
Cash $142,100 Accounts payable $354,155
Marketable securities 200,000 Other payables 53,200
Accounts receivable $1,012,500
Inventories 150,388
Mr. Wayne, CFO, provides you with the following information based on experience and
management policy. All sales are credit sales and are billed the last day of the month of sale.
Customers paying within 10 days of the billing date may take a 2 percent cash discount. Forty
percent of the sales is paid within the discount period in the month following billing. An
additional 25 percent pays in the same month but does not receive the cash discount. Thirty
percent is collected in the second month after billing; the remainder is uncollectible. Additional
cash of $24,000 is expected in October from renting unused warehouse space.
Sixty percent of all purchases, selling and administrative expenses, and advertising expenses is
paid in the month incurred. The remainder is paid in the following month. Ending inventory is
set at 25 percent of the next month's budgeted cost of goods sold. The company's gross profit
averages 30 percent of sales for the month. Selling and administrative expenses follow the
formula of 5 percent of the current month's sales plus $75,000, which includes depreciation of
$5,000. Advertising expenses are budgeted at 3 percent of sales.
Actual and budgeted sales information is as follows:
Actual: Budgeted:
August $750,000 October $826,800
September 787,500 November 868,200
December 911,600
January 930,000
The company will acquire equipment costing $250,000 cash in November. Dividends of $45,000
will be paid in December.
The company would like to maintain a minimum cash balance at the end of each month of
$120,000. Any excess amounts go first to repayment of short-term borrowings and then to
investment in marketable securities. When cash is needed to reach the minimum balance, the
company policy is to sell marketable securities before borrowing.
The company will acquire equipment costing $250,000 cash in November. Dividends of $45,000
will be paid in December.
The company would like to maintain a minimum cash balance at the end of each month of
$120,000. Any excess amounts go first to repayment of short-term borrowings and then to
investment in marketable securities. When cash is needed to reach the minimum balance, the
company policy is to sell marketable securities before borrowing.
Questions (use of spreadsheet software is recommended):
1. Prepare a cash budget for each month of the fourth quarter and for the quarter in total.
Prepare supporting schedules as needed. (Round all budge.
CASE 9 Bulimia Nervosa Table 9-1 Dx Checklist Bulimia Nervos.docxannandleola
"CASE 9 Bulimia Nervosa Table 9-1 Dx Checklist Bulimia Nervosa 1. Repeated binge-eating episodes. 2. Repeated performance of ill-advised compensatory behaviors (e.g., forced vomiting) to prevent weight gain. 3. Symptoms take place at least weekly for a period of 3 months. 4. Inappropriate influence of weight and shape on appraisal of oneself. (Based on APA, 2013.) Rita was a 26-year-old manager of a local Italian restaurant and lived in the same city as her parents. Her childhood was not a happy one. Her parents divorced when she was about 5 years of age. She and her three older brothers remained with their mother, who often seemed overwhelmed with her situation and unable to run the household effectively. Rita would often refer to her childhood as utterly chaotic, as if no one were in charge. Within a 12-month period, 1 percent to 1.5 percent of individuals will meet the diagnostic criteria for bulimia nervosa; at least 90 percent of cases occur in females (APA, 2013). She nevertheless muddled through. When her brothers were finally all off to college or beyond, Rita entered high school, and the household seemed more manageable. Ultimately, she developed a close relationship with her mother, indeed too close, Rita suspected. Her mother seemed like her closest friend, at times the entire focus of her social life. They were both women alone, so to speak, and relied heavily on one another for comfort and support, preventing Rita from developing serious friendships. The two often went shopping together. Rita would give her mother an update on the most recent fashion trends, and her mother would talk to Rita about “how important it is to look good and be put together in this day and age.” Rita didn’t mind the advice, but sometimes she did wonder if her mother kept saying that as a way of telling her that she didn’t think she looked good. Rita later attended a local public college, majoring in business. However, she quit after 3 years to take a job at the restaurant. She had begun working in the restaurant part-time while a sophomore and after 2 years was offered the position of daytime manager. It was a well-paying job, and since her interest was business anyway, Rita figured it made sense to seize an attractive business opportunity. Her mother was not very supportive of her decision to leave college, but Rita reassured her that she intended to go back and finish up after she had worked for a while and saved some money. Just before leaving college, Rita began a serious relationship with a man whom she met at school. Their interest in each other grew, and they eventually got engaged. Everything seemed to be going well when out of the blue, her fiancé’s mental state began to deteriorate. Ultimately he manifested a pattern of schizophrenia and had to be hospitalized. As his impairment extended from days to months and then to more than a year, Rita finally had to end the engagement; she had to pick up the pieces and go on without him. She felt .
Case 9 Bulimia Nervosa in Gorenstein and Comer (2014)Rita was a.docxannandleola
Rita is a 26-year-old woman who struggles with bulimia nervosa. She engages in binge eating episodes 2-3 times per week, consuming over 4,000 calories in a single sitting. After binges, she purges through vomiting to avoid weight gain. Rita is preoccupied with her weight and body image. Though her weight is in the normal range, she is highly critical of her body and engages in frequent weighing, clothing comparisons, and mirror checking. Her disordered eating patterns have become more severe over time, further compromising her physical and mental health.
Case 8.1 Pros and Cons of Balkan Intervention59Must the a.docxannandleola
Case 8.1 Pros and Cons of Balkan Intervention59
“Must the agony of Bosnia-Herzegovina be regarded, with whatever regrets, as somebody else’s trouble?
We don’t think so, but the arguments on behalf of that view deserve an answer. Among them are the
following:
The Balkan conflict is a civil war and unlikely to spread beyond the borders of the former
Yugoslavia. Wrong. Belgrade has missiles trained on Vienna. Tito’s Yugoslavia claimed, by way of
Macedonia, that northern Greece as far south as Thessaloniki belonged under its sovereignty. Those
claims may return. ‘Civil’ war pitting non-Slavic Albanians against Serbs could spread to Albania,
Turkey, Bulgaria, and Greece.
The United States has no strategic interest in the Balkans. Wrong. No peace, no peace dividend.
Unless the West can impose the view that ethnic purity can no longer be the basis for national
sovereignty, then endless national wars will replace the Cold War. This threat has appeared in
genocidal form in Bosnia. If it cannot be contained here, it will erupt elsewhere, and the Clinton
administration’s domestic agenda will be an early casualty.
If the West intervenes on behalf of the Bosnians, the Russians will do so on behalf of the Serbs, and
the Cold War will be reborn. Wrong. The Russians have more to fear from ‘ethnic cleansing’ than
any people on Earth. Nothing would reassure them better than a new, post-Cold War Western
policy of massive, early response against the persecution of national minorities, including the
Russian minorities found in every post-Soviet republic. The Russian right may favor the Serbs, but
Russian self-interest lies elsewhere.
The Serbs also have their grievances. Wrong. They do, but their way of responding to these
grievances, according to the State Department’s annual human rights report, issued this past week,
‘dwarfs anything seen in Europe since Nazi times.’ Via the Genocide Convention, armed
intervention is legal as well as justified.
The UN peace plan is the only alternative. Wrong. Incredibly, the plan proposes the reorganization
of Bosnia-Herzegovina followed by a cease-fire. A better first step would be a UN declaration that
any nation or ethnic group proceeding to statehood on the principle of ethnic purity is an outlaw
state and will be treated as such. As now drafted, the UN peace plan, with a map of provinces that
not one party to the conflict accepts, is really a plan for continued ‘ethnic cleansing.’”
Case 8.2 Images, Arguments, and the Second Persian Gulf Crisis, 1990–
1991
The analysis of policy arguments can be employed to investigate the ways that policymakers represent or
structure problems (Chapter 3). We can thereby identify the images, or problem representations, that
shape processes of making and justifying decisions. For example, during times of crisis, the images which
United States policymakers have of another country affect deliberations about the use of peacekeeping
and negotiation, the imposition of economic sanctions, o.
Case 6-2 Not Getting Face Time at Facebook—and Getting the Last La.docxannandleola
Case 6-2 Not Getting Face Time at Facebook—and Getting the Last Laugh!
In August 2009, Facebook turned down job applicant Brian Acton, an experienced engineer who had previously worked at Yahoo and Apple. More than 4 years later, Facebook paid him $3 billion to acquire his 20% stake of WhatsApp, a start-up he had cofounded immediately after Facebook rejected his job application.(1) WhatsApp Messenger is a proprietary, cross-platform, instant-messaging subscription service for smartphones and selected feature phones that use the Internet for communication. In addition to text messaging, users can send each other images, video, and audio media messages, as well as their location using integrated mapping features.(2) How could Facebook, a highly successful firm, have made such a drastic mistake?
Back in 2009, Brian Acton was a software engineer who was out of work for what seemed like a very long time. He believed he had what it took to make a difference in the industry, but his career did not work out as planned. Even though he spent years at Apple and Yahoo, he got rejected many times by Twitter and Facebook.(3) Acton described the details of the interview process that he failed to do well in as follows:
First of all, interviewing a person for a job that requires technical skills is difficult for both the interviewer and the interviewee. Facebook is a highly desirable firm to work for and requires the best skills and talents from all of their potential employees. It is therefore not surprising that the selection process rivals, if not tops, any company in the industry. The process starts with an email or a phone call from a recruiter in response to an online application or [to] a recommendation from a friend who may work for Facebook. Sometimes, in the initial chat online, timed software coding challenges are set to find the best performers. If this chat goes well, an applicant will go on to the next level—an initial in-person interview or phone screening.(4)
In this next hurdle, the applicant will have a 45-minute chat with a fellow engineer/potential coworker, [with] whom he or she shares the same area of expertise. They will tell you about their job and what their role is in Facebook; then they ask about the applicant’s résumé, motivation, and interests. Additionally, the applicant will be tested about his or her technical skills, coding exercises, and programming abilities.(5)
If successful, the applicant will be invited for back-to-back interviews. This part of the process is very grueling and stressful since all the interviews take place throughout a single day. The candidate will also be asked to manually write a program on a whiteboard to make sure that the applicant is knowledgeable about program writing. The goal in this final step is to see how one approaches a problem and comes up with a solution [that] is simple enough to solve in 10–30 minutes and can be easily explained.(6)
As a potential coworker, the applicant will be te.
Case 6.4 The Case of the Poorly Performing SalespersonEd Markham.docxannandleola
Case 6.4 The Case of the Poorly Performing Salesperson
Ed Markham, the African American sales manager at WCTV, is considering how to handle a problem with one of his salespersons, Jane Folsom, who is White. Ed was promoted to sales manager three months ago after working at WCTV for 2 years. He earned his promotion by exceeding sales goals every month after his first on the job. He developed a research report using secondary data like MRI and the Lifestyle Market Analyst to analyze the market. His former boss praised the report, gave a copy to all salespersons, and included a summary of it in the rate card. When his former boss left for a new job in a larger market, he recommended Ed as his replacement.
Jane has been a salesperson at WCTV for 2 years. For most of that time, she has exceeded sales quotas about as much as Ed had. For the past 3 months, she has not met sales quotas. After his second month as sales manager, Ed talked to Jane about her performance. She attributed her below-average performance to the closing of a major advertiser, Anthony’s Fashions. This local clothing store closed because several major retailers, including JC Penney and Dillard’s, had opened at the local mall.
Ed listened to Jane’s explanation and then suggested ways to obtain new clients. He asked Jane whether she had set personal sales goals, set up a prospect file of new and inactive advertisers as well as existing businesses that were potential clients, come up with research and data on the market to use in presentations and reports to clients, come up with new ideas or opportunities to advertise for clients, or asked her clients about their needs and goals (Shaver, 1995). Jane said no, she simply telephoned or visited her clients regularly to see if they wanted to run ads.
Ed also asked Jane why several of her clients had not paid their bills. He explained that a salesperson must check out a client’s ability to pay before running a schedule. Jane replied that she was not aware of that fact and that no one had ever trained her to sell. She had sold time for a radio station before, but that was all the training she had. Ed’s predecessor had just hired her and cut her loose.
Ed gave Jane a memo after their first meeting a month ago asking her to focus on sales training for the next month. First, she should read Shaver’s (1995) Making the Sale! How to Sell Media With Marketing. He gave her a copy, told her to read it, and asked her to contact him if she had any questions. After reading the book, he told her that she should establish written personal sales goals, begin to develop a prospect file (with two new and two inactive clients), and develop three ideas for new advertising opportunities for existing clients. In the memo, Ed told Jane that he would not hold her to sales performance standards that month. He wanted Jane to focus on doing the background work he assigned to help her improve her future sales performance.
At the meeting a month later, Ed discovered.
Case 5.6Kelo v City of New London545 U.S. 469 (2005)Ye.docxannandleola
Case 5.6
Kelo v City of New London
545 U.S. 469 (2005)
Yes, Actually, They Can Take That Away From You
Facts
In 1978, the city of New London, Connecticut, undertook a redevelopment plan for purposes of creating a redeveloped area in and around the existing park at Fort Trumbull. The plan sought to develop the related ambience a state park should have, including the absence of pink cottages and other architecturally eclectic homes. Part of the redevelopment plan was the city’s deal with Pfizer Corporation for the location of its research facility in the area. The preface to the city’s development plan included the following statement of goals and purpose:
To create a development that would complement the facility that Pfizer was planning to build, create jobs, increase tax and other revenues, encourage public access to and use of the city’s waterfront, and eventually “build momentum” for the revitalization of the rest of the city, including its downtown area.
The affected property owners, including Susette Kelo, live in homes and cottages (15 total) located in and around other existing structures that would be permitted to stay in the area designated for the proposed new structures (under the city’s economic development plan) that would be placed there primarily by private land developers and corporations. The city was assisted by a private, nonprofit corporation, the New London Development Corporation (NLDC), in the development of the economic plan and piloting it through the various governmental processes, including that of city council approval. The central focus of the plan was getting Pfizer to the Fort Trumbull area (where the homeowners and their properties were located) with the hope of a resulting economic boost that such a major corporate employer can bring to an area.
Kelo and the other landowners whose homes would be razed to make room for Pfizer and the accompanying and resulting economic development plan filed suit challenging New London’s legal authority to take their homes. The trial court issued an injunction preventing New London from taking certain of the properties but allowing others to be taken. The appellate court found for New London on all the claims, and the landowners (petitioners) appealed.
Judicial Opinion
STEVENS, Justice Two polar propositions are perfectly clear. On the one hand, it has long been accepted that the sovereign may not take the property of A for the sole purpose of transferring it to another private party B, even though A is paid just compensation. On the other hand, it is equally clear that a State may transfer property from one private party to another if future “use by the public” is the purpose of the taking; the condemnation of land for a railroad with common-carrier duties is a familiar example. Neither of these propositions, however, determines the disposition of this case.
The disposition of this case therefore turns on the question whether the City’s development plan serves a “public purpos.
CASE 5.10 FIBREBOARD PAPER PRODUCTS CORP. V. NLRB SUPREME COURT OF.docxannandleola
CASE 5.10 FIBREBOARD PAPER PRODUCTS CORP. V. NLRB SUPREME COURT OF THE UNITED STATES, 379 U.S. 203 (1964).
[After receiving union proposals for contract revisions for the benefit of the maintenance workers at the company’s Emeryville, California, plant, the company advised the union that negotiations for a new contract would be pointless because it had definitely decided to contract out the work performed by the employees covered by the agreement upon the expiration of the agreement. The company planned to replace these employees with an independent contractor’s employees and expected that substantial savings would be effected by this contracting-out of the work. The Board ordered the company to reinstate the maintenance operation with the union employees, reinstate the employees with back pay, and fulfill its statutory bargaining obligation. The court of appeals granted the Board’s enforcement petition, and the Supreme Court agreed to hear the case.]
WARREN, C. J.... I. Section 8(a)(5) of the National Labor Relations Act provides that it shall be an unfair labor practice for an employer “to refuse to bargain collectively with the representatives of his employees.” Collective bar- gaining is defined in Section 8(d)
as the performance of the mutual obligation of the employer and the representative of the employees to meet at reasonable times and confer in good faith with respect to wages, hours, and other terms and conditions of employment.
“Read together, these provisions establish the obligation of the employer and the representative of its employees to bargain with each other in good faith with respect to ‘wages, hours, and other terms and conditions of employment....’ The duty is limited to those subjects, and within that area neither is legally obligated to yield. Labor Board v. American Ins. Co., 343 U.S. 395. As to other matters, however, each party is free to bargain or not to bargain....” Labor Board v. Wooster Div. of Borg-Warner Corp., 356 U.S. 342, 349. Because of the limited grant of certiorari, we are concerned here only with whether the subject upon which the employer allegedly refused to bargain— contracting out of plant maintenance work previously performed by employees in the bargaining unit, which the employees were capable of continuing to perform—is covered by the phrase “terms and conditions of employment” within the meaning of Section 8(d).
The subject matter of the present dispute is well within the literal meaning of the phrase “terms and conditions of employment.”
As the Court of Appeals pointed out, it is not necessary that it be likely or probable that the union will yield or supply a feasible solution but rather that the union be afforded an opportunity to meet management’s legitimate complaints that its maintenance was unduly costly.
We are thus not expanding the scope of mandatory bargaining to hold, as we do now, that the type of “contracting out” involved in this case—the replacement of employees in the exi.
Case 4 The McDonald’s China Food Supplier Scandal1. What we.docxannandleola
Case 4:
The McDonald’s China Food Supplier Scandal
1. What were the root causes for Husi’s misbehavior?
2. What are the major challenges faced by the multinationals such as McDonald’s in supply chain management in China?
3. Should McDonald’s be held responsible for the scandal? How could McDonald’s avoid similar situations from happening again?
4. Should OSI be held responsible for the scandal? What should OSI do to prevent similar situations from happening again?
.
Case 3 Neesha Wilson Phoenix Rising Risks, Protective Factors, and.docxannandleola
Neesha Wilson, a 10-year-old African American girl, was referred for assessment by her school due to poor academic performance and behavioral issues. She lives with her mother and older brother, as her father left the family 3 years ago. Testing showed Neesha's intellectual abilities were likely underestimated and her academic skills were well above grade level, though she was repeating 4th grade. Neesha reported worries about school performance and family stressors, and showed signs of anxiety through somatic symptoms like fatigue. While most scores were normal, elevated scales indicated concerns with negative mood, physiological arousal, and somatic complaints.
Case 48 Sun Microsystems Done by Nour Abdulaziz Maryam .docxannandleola
Case 48: Sun Microsystems
Done by: Nour Abdulaziz
Maryam Barifah
Shrouq Al-Jaadi
Balqees Mekhalfi
Yara El-Feki
Introduction
•In 2009, Oracle was planning to acquire Sun Microsystems.
•This acquisition would allow Oracle;
•to further diversify their brand, customers and acquire various new platforms that would be added to their portfolio such as MySQL, Solaris and Java.
•Oracle originally placed an offer of $9.50 per share price which is considerably higher than Sun Microsystem’s price that is $6.69.
•This will cut the production costs and make the company more efficient throughout all the value chain.
•Oracle aimed to capitalize on Sun Microsystem’s decline by getting particular assets or the whole company at the deflated price.
Is Sun Microsystems a good strategic fit for Oracle? Should Oracle acquire Sun Microsystems?
- as it will allow them to achieve their vision of becoming the Apple of the software industry.
- it will allow the company to deliver high-quality customer products by combining both hardware and software components, hence reducing the consumer setup process.
Continue
It will provide Oracle with the needed expansion.
-This acquisition fits Oracle’s overall strategy which is to improve through acquiring and effectively integrating other companies
Worth of Sun Microsystems and Valuation Approaches
To know how much Sun Microsystems worth, we must find the Stand Alone Value of the company.
The Stand Alone value represents the present value of Sun Microsystem individually before factoring the synergy that would be created when Oracle acquires Sun.
Another method is the value of Sun Microsystem with synergies, which after being acquired by Oracle, must be found. This is done to see whether or not the acquisition was a proper strategic decision or not
Another method of valuing the Sun Microsystem is through the comparative company analysis (CCA). That is done through the thorough assessment of rival and peer businesses of similar size and industry.
Finally, the acquisition price, which is the price that is paid to the target when it is first acquired, is also used as a separate method of valuation. The value of the acquisition price ranges between the values of the stand-alone and the synergies.
USING THE DCF
To be able to find the values of both, the Stand Alone and the synergies, we have decided the best way to do so is by calculating the discounted cash flow (DCF) by using the multiples and the perpetuity growth methods and finding the average of both.
DCF Using Multiples MethodDCF Using Perpetuity Growth MethodIt does not consider long-term growth rate or the economics of business.This method seems inaccurate as the company assumes a certain growth rate will remains the same 2014 onwards (forever) which is unrealistic.It is considered a challenging method to use as it is very difficult to identify truly comparable companies.
USING THE WACC
The weig.
CASE 42 Myasthenia Gravis The immune response turns agai.docxannandleola
CASE 42 Myasthenia Gravis
The immune response turns against the host.
The specific adaptive immune response can, in rare instances, be mounted
against self antigens and cause autoimmune disease. Injury to body tissues
can result from antibodies directed against cell-surface or extracellular-matrix
molecules, from antibodies bound to circulating molecules that deposit as
immune complexes, or from clones of T cells that react with self antigens. A
special class of autoimmune disease is caused by autoantibodies against cell
surface receptors (Fig. 42.1). Graves' disease and myasthenia gravis are two
well-studied examples . Graves' disease is caused by autoantibodies against
the receptor on thyroid cells for thyroid-stimulating hormone (TSH), secreted
by the pituitary gland. In this disease, autoantibody binds to the TSH recep
tor; like TSH, it stimulates the thyroid gland to produce thyroid hormones.
In myasthenia gravis, the opposite effect is observed: antibodies against the
acetylcholine receptor at the neuromuscular junction impede the binding of
acetylcholine and stimulate internalization of the receptor, thereby block
ing the t ransmission of nerve impulses by acetylcholine (Fig. 42.2). In addi
tion, the presence of autoantibodies at the neuromuscular junction initiates
complement-mediated lysis ofthe muscle endplate and damages the muscle
membrane.
Myasthenia gravis means severe (gravis) muscle (my) weakness (asthenia).
This disease was first identified as an autoimmune disease when an immun
ologist immunized rabbits with purified acetylcholine receptors to obtain
antibodies against this receptor. He noticed that the rabbits developed floppy
ears, like the droopy eyelids (ptosis) that are the most characteristic symptom
of myasthenia gravis in humans. Subsequently, patients with this disease
were found to have antibodies against the acetycholine receptor. In addition,
pregnant women with myasthenia gravis transfer the disease to their newborn
infants. As IgG is the only maternal serum protein that crosses the placenta
fro m mother to fetus, neonatal myasthenia gravis is clear evidence that
myasthenia gravis is caused by an anti-IgG antibody. More recently, patients
with myasthenia gravis have been identified who have autoantibodies against
muscle-specific kinase (MUSK) rather than the acetylcholine receptor.
MUSK is a tyrosine kinase receptor involved in clustering acetylcholine
receptors; therefore, these autoantibodies also inhibit signaling through the
neuromuscular junction.
Topics bearing on
this case:
Humoral autoimmunity
Transfer of maternal
antibodies
Mechanisms for
breaking tolerance
This case was prepared by RaifGeha , MD, in collaboration with Janet Chou, MD.
~ Case 42: Myasthenia Gravis
Fig. 42.1 Autoimmune diseases caused
by antibody against surface or matrix
antigens. These are known as type II
autoimmune diseases. Damage by
IgE-mediated responses (type I) does no.
Case 4 JetBlue Delighting Customers Through Happy JettingIn the.docxannandleola
Case 4 JetBlue: Delighting Customers Through Happy Jetting
In the early years, JetBlue was a thriving young airline with a strong reputation for outstanding service. In fact, the low-fare airline referred to itself as a customer service company that just happened to fly planes. But on a Valentine’s Day, JetBlue was hit by the perfect storm, literally, of events that led to an operational meltdown. One of the most severe storms of the decade covered JetBlue’s main hub at New York’s John F. Kennedy International Airport with a thick layer of snow and ice. JetBlue did not have the infrastructure to deal with such a crisis. The severity of the storm, coupled with a series of poor management decisions, left JetBlue passengers stranded in planes on the runway for up to 11 hours. Worse still, the ripple effect of the storm created major JetBlue flight disruptions for six more days. Understandably, customers were livid. JetBlue’s efforts to clean up the mess following the six-day Valentine’s Day nightmare cost over $30 million in overtime, flight refunds, vouchers for future travel, and other expenses. But the blow to the company’s previously stellar customer-service reputation stung far more than the financial fallout. JetBlue became the butt of jokes by late night talk show hosts. Some industry observers even predicted that this would be the end
of JetBlue. But just three years later, the company is not only still flying, it is growing, profitable, and hotter than ever. During a serious economic downturn competing airlines were cut routes, retiring aircraft, laying off employees, and lost money. JetBlue added planes, expanded into new cities, hired thousands of new employees, and turning profits.
Truly Customer Focused What’s the secret to JetBlue’s success? Quite simply, it’s an obsession with making sure that every customer experience lives up to the company slogan, “Happy Jetting.” Lots of companies say they focus on customers. But at JetBlue, customer well-being is ingrained in the culture. From the beginning, JetBlue set out to provide features that would delight customers. For example, most air travelers expect to be squashed when flying coach. But JetBlue has configured its seats with three more inches of legroom than the average airline seat. That may not sound like much. But those three inches allow six-foot three-inch Arianne Cohen, author of The Tall Book: A Celebration of Life from on High, to stretch out and even cross her legs. If that’s not enough, for as little as $10 per flight, travelers can reserve one of JetBlue’s “Even More Legroom” seats, which offer even more space and a flatter recline position. Add the fact that every JetBlue seat is well padded and covered in leather, and you already have an air travel experience that rivals first-class accommodations (something JetBlue doesn’t offer). Food and beverage is another perk that JetBlue customers enjoy. The airline doesn’t serve meals, but it offers the best selection of free.
Case 4-2 Hardee TransportationThe Assignment Answer the four .docxannandleola
Case 4-2 Hardee Transportation
The Assignment: Answer the four (4) questions at the end of Case 4-2
Resources: Course Textbook, Appendix 4B, Table 4B-1, Attached worksheet (Word or Excel format)
Acceptable Length:
Show your work for solution to questions 1 and 2
. Well-written responses to question 3 and 4.
Formatting Requirements:
Enter your name and date
Provide well-structured solutions/answers- incomplete answers will receive partial credit
Show your work
2. Answer case questions,
using the attached word template or excel document
. Complete assignment and submit as an attachment using the assignment link when finished.
.
Case 3-8 Accountant takes on Halliburton and Wins!1. Descri.docxannandleola
Case 3-8 Accountant takes on Halliburton and Wins!
1. Describe the inadequacies in the corporate governance system at Halliburton.
2. Consider the role of KPMG in the case with respect to the accounting and auditing issues. How did the firms’ actions relate to the ethical and professional expectations for CPAs by the accounting profession?
3. The Halliburton case took place before the Dodd-Frank Financial Reform Act was adopted by Congress. Assume Dodd-Frank had been in effect and Menendez decided to inform the SEC under Dodd-Frank rather than SOX because it had been more than 180 days since the accounting violation had occurred. Given the facts of the case would Menendez have qualified for whistleblower protection? Explain.
4. Some critics claim that while Menendez’s actions may have been courageous, he harmed others along the way. His family was in limbo for many years and had to deal with the agony of being labeled a whistleblower and disloyal to Halliburton. The company’s overall revenue did not change; a small amount was merely shifted to an earlier period. Halliburton didn't steal any money, they didn't cheat the IRS, they didn't cheat their customers or their employees. In fact, they lessened their cash flows by paying out taxes earlier than they should have under the rules. How do you respond to these criticisms?
.
Case 3 Ford’s Pinto Fires The Retrospective View of Ford’s Fiel.docxannandleola
Case 3
Ford’s Pinto Fires: The Retrospective View of Ford’s Field Recall Coordinator
Brief Overview of the Ford Pinto Fires
Determined to compete with fuel- efficient Volkswagen and Japanese imports, the Ford Motor Company introduced the subcompact Pinto in the 1971 model year. Lee Iacocca, Ford’s president at the time, insisted that the Pinto weigh no more than 2,000 pounds and cost no more than $2,000. Even with these restrictions, the Pinto met federal safety standards, although some people have argued that strict adherence to the restrictions led Ford engineers to compromise safety. Some 2 million units were sold during the 10- year life of the Pinto.
The Pinto’s major design flaw— a fuel tank prone to rupturing with moderate speed rear- end collisions— surfaced not too long after the Pinto’s entrance to the market. In April 1974, the Center for Auto Safety petitioned the National Highway Traffic Safety Administration (NHTSA) to recall Ford Pintos due to the fuel tank design defect. The Center for Auto Safety’s petition was based on reports from attorneys of three deaths and four serious injuries in moderate- speed rear- end collisions involving Pintos. The NHTSA did not act on this petition until 1977. As a result of tests performed for the NHTSA, as well as the extraordinary amount of publicity generated by the problem, Ford agreed, on June 9, 1978, to recall 1.5 million 1971– 1976 Ford Pintos and 30,000 1975– 1976 Mercury Bobcat sedan and hatchback models for modifications to the fuel tank. Recall notices were mailed to the affected Pinto and Bobcat owners in September 1978. Repair parts were to be delivered to all dealers by September 15, 1978.
Unfortunately, the recall was initiated too late for six people. Between June 9 and September 15, 1978, six people died in Pinto fires after a rear impact. Three of these people were teenage girls killed in Indiana in August 1978 when their 1973 Pinto burst into flames after being rear- ended by a van. The fiery deaths of the Indiana teenagers led to criminal prosecution of the Ford Motor Company on charges of reckless homicide, marking the first time that an American corporation
was prosecuted on criminal charges. In the trial, which commenced on January 15, 1980, “Indiana state prosecutors alleged that Ford knew Pinto gasoline tanks were prone to catch fire during rear- end collisions but failed to warn the public or fix the problem out of concern for profits.” On March 13, 1980, a jury found Ford innocent of the charges. Production of the Pinto was discontinued in the fall of 1980.
Enter Ford’s Field Recall Coordinator
Dennis A. Gioia, currently a professor in the Department of Management and Organization at Pennsylvania State University, was the field recall coordinator at Ford Motor Company as the Pinto fuel tank defect began unfolding. Gioia’s responsibilities included the operational coordination of all the current recall
92 Business Ethics
campaigns, tracking incoming information.
Case 3Competition in the Craft Brewing Industry in 2017John D. Var.docxannandleola
Case 3Competition in the Craft Brewing Industry in 2017
John D. Varlaro
Johnson & Wales University
John E. Gamble
Texas A&M University–Corpus Christi
Locally produced or regional craft beers caused a seismic shift in the U.S. beer industry during the early 2010s with the gains of the small, regional newcomers coming at the expense of such well-known brands as Budweiser, Miller, Coors, and Bud Light. Craft breweries, which by definition sold fewer than 6 million barrels (bbls) per year, expanded rapidly with the deregulation of intrastate alcohol distribution and retail laws and a change in consumer preferences toward unique and high-quality beers. The growing popularity of craft beers allowed the total beer industry in the United States to increase by 6.7 percent annually between 2011 and 2016 to reach $39.5 billion. The production of U.S. craft breweries more than doubled from 11.5 million bbls per year to about 24.6 million bbls per year during that time. In addition, production by microbreweries and brewpubs accounted for 90 percent of craft brewer growth in 2016.1
The industry had begun to show signs of a slowdown going into 2017, with Boston Beer Company, the second largest craft brewery in the United States and known for its Samuel Adams brand, experiencing a 4 percent sales decline in 2016 that erased two years of of growth. The annual revenues of Anheuser-Busch InBev SA, whose portfolio included global brands Budweiser, Corona, and Stella Artois and numerous international and local brands, remained relatively consistent from 2014 to 2016. However, the sales volume of Anheuser-Busch’s flagship brands and its newly acquired and international brands such as Corona, Goose Island, Shock Top, Beck’s, and St. Pauli Girl allowed it to control 45.8 percent of the U.S. market for beer in 2016.2
Industry competition was increasing as grain price fluctuations affected cost structures and growing consolidation within the beer industry—led most notably by AB InBev’s acquisition of several craft breweries, Grupo Modelo, and its pending $104 billion acquisition of SABMiller—created a battle for market share. While the market for specialty beer was expected to gradually plateau by 2020, it appeared that the slowing growth had arrived by 2017. Nevertheless, craft breweries and microbreweries were expected to expand in number and in terms of market share as consumers sought out new pale ales, stouts, wheat beers, pilsners, and lagers with regional or local flairs.The Beer Market
The total economic impact of the beer market was estimated to be 2.0 percent of the total U.S. GDP in 2016 when variables such as jobs within beer production, sales, and distribution were included.3Exhibit 1 presents annual beer production statistics for the United States between 2006 and 2016.
Year
Barrels Produced (in millions)*
2006
198
2007
200
2008
200
2009
197
2010
195
2011
193
2012
196
2013
192
2014
193
2015
191
2016
189
*Rounded to the nearest million. .
CASE 3.2 Ethics, Schmethics-Enrons Code of EthicsIn Jul.docxannandleola
CASE 3.2 "Ethics, Schmethics"-Enron's Code of Ethics
In July 2000, Enron Corporation published an internal code of ethics docu-
ment that ran 64 pages in length (see the Appendix 1).Page 12 of the document
proudly announced the company's position on business ethics:
Employees of Enron Corp., its subsidiaries, and its affiliated companies
(collectively the "Company") are charged with conducting their business
affairs in accordance with the highest ethical standards. An employee
shall not conduct himself or herself in a manner which directly or indi-
rectly would be detrimental to the best interests of the Company or in
a manner which would bring to the employee financial gain separately
derived as a direct consequence of his or her employment with the Com-
pany. Moral as well as legal obligations will be fulfilled openly, promptly,
and in a manner which will reflect pride on the Company's name.
Products and services of the Company will be of the highest quality and
as represented. Advertising and promotion will be truthful, not exagger-
ated or misleading.
Agreements, whether contractual or verbal, will be honored. No bribes,
bonuses, kickbacks, lavish entertainment, or gifts will be given or received
. in exchange for special position, price or privilege . . . Relations with
the Company's many publics-customers, stockholders, governments,
employees, suppliers, press, and bankers-will be conducted in honesty,
candor, and fairness." .- ~ ~ ~ -
Subsequent investigations into the inner workings of Enron Corp. revealed that
the only time this code of ethics received formal attention (other than, presum-
ably,when it was created and formally accepted) was when the board of directors
voted to waive key provisions of the code in order to allow the off-balance-sheet
partnerships that Chief Financial Officer Andy Fastow ultimately used to hide
over half a billion dollars of debt from analysts and investors.
A more realistic picture of the apparent flexibility of Enron's ethical culture
can be found in the extreme conflict of interest represented in its relationship
with Arthur Andersen. Andersen provided both consulting and auditing ser-
vices for fees running into millions of dollars-money that became so critical to
Andersen's continued growth that its employees were encouraged to sign off on
off-balance-sheet transactions-transactions that were not shown on Enron's
publicly-reported balance sheet-that stretched the limits of generally accepted
accounting principles (GAAP) to their furthest edges. In addition, Enron hired
former Andersen employees to manage the affairs of their former colleagues,
which further strengthened the conflict of interest in a relationship that was
supposed, at the very least, to be at arm's length, and, at best, above reproach.
1. What is the purpose of a code of ethics?
2. Do you think the employees of Enron Corp. were told about the vote to put
aside key elements of the code of ethics? If not, why not? If they had .
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...Diana Rendina
Librarians are leading the way in creating future-ready citizens – now we need to update our spaces to match. In this session, attendees will get inspiration for transforming their library spaces. You’ll learn how to survey students and patrons, create a focus group, and use design thinking to brainstorm ideas for your space. We’ll discuss budget friendly ways to change your space as well as how to find funding. No matter where you’re at, you’ll find ideas for reimagining your space in this session.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
MIST.601 Management Information SystemsResearch Project Proposal.docx
1. MIST.601 Management Information Systems
Research Project Proposal
Name
Ryan Schwalbe
Title
Robot Lawyers – The Future of Artificial Intelligence in Law
Synopsis
(Briefly describe your research proposal with the following
criteria.)
Purpose
The purpose of this project is to discuss how artificial
intelligence (AI), also referred to as machine based learning, is
currently being used in the legal industry. Furthermore, the
project intends to discuss the benefits of this technology in
addition to the challenges clients and attorneys face both
working with and against it.
Problems & Issues
One of the various issues the industry is facing with AI
technology is the general adoption and implementation into
traditional document review models. Many clients and senior
attorneys are still hesitant to rely on computers for document
review calls without the validation by human lawyers. The
technology also requires a technical understanding of computer
science and statistical methodologies used in machine based
workflows, which many lawyers do not have experience in. AI
methods can also reduce the number of human attorneys
necessary to facilitate electronic document reviews. As the
2. technology continues to evolve this could potentially create a
drought for attorneys that would have otherwise been needed for
the review work.
Organizational Impacts
It’s already been proven that large scale document reviews
leveraging AI software can significantly reduce the legal spend
when compared to traditional search term and linear based
human review models. Courts are now more accepting of this
approach due mostly to the controversy surrounding e-discovery
related costs proportional to the financial damage merits of
many law suits. The technology has also been proven to
increase the accuracy and consistency of document reviews
which reduce the associated risks of missing key documents and
producing sensitive privilege materials inadvertently.
Suggestions
Companies, law firms and governing bodies alike need to
continue evaluating the needs and uses of this learning
technology for practical legal applications. Currently, there are
many private vendor companies with expertise in this area but
the lack of standardizations in the industry has created a
diverse range of AI software and practices which has in turn has
caused confusion through complexity. Industry standard
practices should be developed so that training can be
standardized, implemented and adopted across the legal
community more rapidly.
Future Implications & Directions
3. As the AI technology in legal review continues to develop the
need for human review and even second level validation will
continue to decrease. Courts will become more accepting of the
process and corporate clients will be less tolerant of expensive,
bloated document review costs. Attorneys will need to be armed
with both the legal and technical knowledge necessary in order
to stay relevant in next generation law firms.
Others
Litigious clients with regulatory compliance or perpetual legal
needs will also integrate this technology into there IS
infrastructure in order to monitor, mitigate and prepare for law
suits more efficiently. This will potentially reduce the amount
of outside counsel resources required to operate their businesses
annually.
Running head: Decisions based on knowledge management, and
the impact of organizational culture 1
and leadership
2
Decisions based on knowledge management, and the impact of
organizational culture and leadership
4. Decisions based on knowledge management,
and the impact of organizational culture and leadership
July 30 2011
Abstract
Purpose: The purpose of this paper is to conceptualize how
knowledge management can be implemented in to the decision-
making process, and also to investigate how organizational
culture and leadership enable effective knowledge management
practices.
Approach: A collection of journal articles and research data
was combined to support theory.
Findings: Knowledge management has a positive impact on
organizations. Effective knowledge management in the
decision-making process can lead to better decision-making,
through increased tacit knowledge and knowledge sharing. The
results also show that organizational culture plays a moderate
role in the success of knowledge management practices.
Effective leadership can be dependant on the organizational
culture of an organization. Furthermore, effective leadership
can lead to increased communication, knowledge creation and
sharing.
Key words: Knowledge management, Decision-making,
Strategy, Organizational Culture, Leadership
Table of Contents
Introduction 4
Knowledge management 4
5. Knowledge Management Defined 5
Why Knowledge Management 6
Competitive advantage 6
View of Knowledge 6
Knowledge Capture 7
Knowledge Management Systems 8
Strategy 9
Knowledge management Strategies 9
Choosing a Strategy 10
The Decision-making Process 11
Example: Decision Support Systems 13
Impact of Knowledge Management on the Decision-Making
Process 14
Organizational Impacts 14
Organizational Culture 15
Leadership 17
Personal Experience 19
Challenges 20
Opportunities 21
Conclusion 22
References 24
Appendix 26
Introduction
Knowledge management (KM) as a business model is rapidly
growing. Many businesses are adopting knowledge management
processes within their organizations. A basic KM model
involves merging together people, technology, and
organizational processes. While this is the most simplistic
form, those are the underlying elements of each model.
In order for businesses to be successful while implementing
knowledge management, there needs to be a clear vision and
strategic process in place. Most businesses have defined and
6. structured decision-making strategies; a knowledge management
process needs to evolve simultaneously along with those
organization-unique strategies to be successful. Two other
important elements that are essential for successful knowledge
management are leadership and organizational culture. These
two elements coincide in order to facilitate effective strategy
and enable an efficient work force.
The purpose of this research is to outline different knowledge
management strategies and explore which options are the most
successful in the integration of Knowledge Management
Systems (KMS) within the decision-making process. The
research goes on to define both leadership and organization
culture, and their role in knowledge management. This next
section defines knowledge and knowledge management. Then
decision-making strategies and knowledge management
strategies are explored. Finally, organizational culture and
leadership are discussed. Lastly, implications and conclusions
are presented. Knowledge Management
Picture this situation. You’re working with a strict deadline
and you need to quickly access specific information in order to
meet requirements. However, you’re unsure of where to find
the information. Who would you ask? Where would you look
first?
The situation described above is a recipe for disaster.
Knowledge management will help to avert those scenarios.
Effective knowledge management will help to ensure that your
organization is making the most of the skills, expertise and
relationships at its disposal (Anonymous, 2004).
Knowledge Management Defined. Knowledge management has
many definitions. Microsoft defines KM simply:
…managing information flow, getting the right information to
the right people so they can act it quickly (Gates, 1999).
Other definitions include more complex descriptions including,
leveraging information, content and expertise to produce
results, which include innovation and efficiency (Anonymous,
Knowledge Management: Much more than a technology
7. exercise, 2006). Most people don’t think of knowledge as
something that can be managed, rather something that is
intangible and that individuals’ hold personally. However,
businesses that have been able to capture, organize, refine, and
distribute knowledge through their organizations, possess
knowledge management skills. To demonstrate, Figure 1,
illustrates a generalized knowledge creation cycle.
Figure 1: Knowledge Creation Cycle
Why Knowledge Management. In the Knowledge Management
text, the book refers to today’s consumers as “prosumers.”
Prosumers are defined as educated customers, who demand
more, and provide feedback to manufacturers regarding design
and services from the customer perspective (Awad & Ghaziri).
Hence, businesses today need to be smarter, faster, and
extremely proactive to keep up with demands of the “prosumer.”
Organizations need to use their human resources (employees) to
learn, improve, anticipate, interact, remember, customize, and
most importantly share information. Creating and sustaining a
competitive advantage depends on all of these attributes.
Competitive Advantage. Knowledge management is essential
for gaining a competitive advantage. It has a positive impact on
business processes. Businesses with effective knowledge
management processes value the knowledge held by all
employees and enable them to help utilize and share knowledge
effectively (Anonymous, Knowledge Management: Much more
than a technology exercise, 2006). This leads to decentralized
decision making, which allows for instant reactions from
employees when dealing with customers, suppliers and partners.
Other competitive imperatives include managing and preserving
8. expertise turnover, and shortening of the learning curve.
Businesses no longer need to worry about experts retiring or
being on leave. Knowledge capture has enabled their knowledge
to be at the hands of all the employees. Knowledge
management facilitates easily accessible and outlined best
practices, and increases performance levels.
View of Knowledge. To understand the importance of
managing knowledge it seems relevant to discuss the essence of
knowledge itself.According to Pun and Nathai-Balkissoon,
“Knowledge is complex, multidimensional and imparted in
different ways to different people. Some theorists view it as an
“object” for capture and transfer, and other think it should be
managed as a process, as it is impacted by people and systems
within organizations”(Pun & Nathai-Balkissoon, 2011).
Another way to look at knowledge is relative to the words data
and information. The words knowledge, information and data
are generally used interchangeably. However, there is
distinction between the three (See Figure 2 in Appendix). Data
is specific observations and is easily captured. Alternative
definitions of data include unsorted bits of facts, measurements,
and statements about reality (Awad & Ghaziri). Information is
data with a purpose, generally used for analysis. Alternative
definitions of information include organized, systematized data,
a statement of fact about measurements, and data that make a
difference (Awad & Ghaziri). Knowledge is information with
value; it is reflective and contextual. Alternative definitions of
knowledge include the ability to turn information and data into
effective action, information whose validity as been establish
through tests of proof, and a whole set of insights, experiences,
and procedures (Awad & Ghaziri). While all three elements
have a complicated interrelationship between them, knowledge
has the leverage to gain a competitive advantage. According to
Green and Liu, knowledge arises in the heads of individuals,
which creates significant management problems (Green, Liu, &
Qi, 2009).
Knowledge Capture. The main limitation with knowledge
9. management is initially capturing the knowledge. There are two
types of knowledge, tacit and explicit. Explicit knowledge is
objective, data found in documents, and other digital means. It
is easily transferable. Tacit knowledge is subjective, found in
people’s heads, and consists of personal experiences, beliefs
and values (Awad & Ghaziri). Tacit knowledge is more
difficult to capture. When Knowledge Management Systems are
in place, one of their key functions is to identify the tacit
knowledge, document it, and merge is with the explicit
knowledge, in order to gain more knowledge leverage (Green,
Liu, & Qi, 2009).
Although it is more difficult, there are multiple techniques
to capture tacit knowledge. A few different techniques include
interviewing experts, observation techniques, brainstorming,
protocol analysis, and concept maps. Most of these techniques
involve the use knowledge developers to capture the knowledge
of an expert. Experts are individuals that are experienced and
well educated on a specific subject. They are regarded as being
credible, creative, confident, and generally possess good
communication skills (Awad & Ghaziri). Knowledge
developers then take the captured knowledge and document it
for others to use and learn. Examples of what to look for in an
expert include stream lined procedures and different problem
solving techniques. These techniques are all involved in the
knowledge management strategies that will be discussed in more
detail below.
Knowledge Management Systems. Going back to the initial
situation presented in the beginning of this section, to answer
the question, “Where would you look first?” The answer is a
Knowledge Management System (KMS). A knowledge
management system is a system that includes all the methods,
tools, and techniques that are used to manage knowledge
(Green, Liu, & Qi, 2009). It acts as the tool that makes all the
captured knowledge accessible to the organization. Knowledge
management systems can come in multiple forums, and either
highly structured or unstructured. They can be complex systems
10. that are integrated with Enterprise Resource Planning (ERP)
systems and Management Information Systems (MIS). Yet
knowledge management systems can also be as simple as a blog
or a document management program. The intent is information
flow; sharing information, open communication, and a common
hub for organizations. Strategy
In order to gain a better understanding of the importance
of knowledge management and decision making strategies, it’s
relevant to discuss the term strategy. According to Quinn,
author of “Formulating Strategy One Step at a Time”:
“A strategy is the pattern or plan that integrates an
organization’s major goal, policies, and action sequences into a
cohesive whole. A well-formulated strategy helps marshal and
allocate an organization’s resources into a unique and viable
posture based upon its relative internal competencies and
shortcomings, anticipated changes in the environment, and
contingent moves by intelligent opponents” (Quinn, 1981).
Strategy is important as it allows business to prioritize goals,
implement actions plans and achieve success. Strategic plans
have vision, which can advance businesses in their short-term
and long-term goals. It would be a larger risk not to strategize.
Embedded in strategy should be a clear vision, an effective use
of resources, and a supportive culture. This research discusses
how knowledge management has been elevated to a higher level
in business strategy. Knowledge Management Strategies
A knowledge management strategy is how businesses implement
and employ knowledge management. It describes their
motivations and practices. This portion of research intends to
demonstrate how knowledge management strategies, when
implemented in the decision-making process, can help
businesses make successful strategic decisions. Depending on
the type of business, firms may choose different strategies, and
they may also choose different knowledge management systems.
There are three different modes of knowledge management
strategies, the third being a combination of the first two. They
are listed below:
11. (1) Codification: This strategy (also called technological
strategy (Nicolas, 2004)) is supported by technology, systems,
and databases. The knowledge is independent of the person
who initially created it (Anonymous, Towards Effective
Knowledge Management, 2004). Its main focus is on explicit
knowledge.
(2) Personalization: This strategy is supported by human
interaction, which is facilitated by learning through shared
experiences (Nicolas, 2004). Its main focus is on tacit
knowledge, which is much more difficult to codify and capture.
(3) Socialization: This strategy is a combination of codification
and personalization. Nicolas states, socialization is represented
by knowledge communities, which he describes as, groups of
people inhabiting the same knowledge space and interacting
with each other through relationships. It is designed to
exchange and pool knowledge (Nicolas, 2004).
Choosing a Strategy. Choosing a knowledge management
strategy is largely determined by what a business provides. For
example, businesses that provide a specific product, one that is
regular, would most likely find the codification strategy
appropriate. Reason being, the product is straightforward, and
sales numbers and data may be the determining factors in their
decision-making process. While businesses that provide
services that are highly customizable, may find personalization
more appropriate, as it mainly reflects individual requirements.
However, in today’s highly competitive market even generic
goods are faced with the challenges of creating niche markets
and a competitive edge.
In a study done by Rolland Nicolas, Professor in
Management, demonstrates the evolution of Knowledge
Management Strategies in firms over a period of five years. He
took data from 92 companies, that his research team
interviewed, with the purpose of understanding how companies
develop knowledge management. Table 1, demonstrates the
trend of knowledge management strategies from 1998-2002.
Table 1: Evolution of KMS (Nicolas, 2004)
12. Knowledge Management Strategy
1998
2000
2002
Technological
92%
86%
53%
Personalization
6%
8%
12%
Socialization
12%
26%
55%
Table 1, clearly demonstrates the trend towards Socialization.
While there is no significant trend towards the personalization
strategy alone, the socialization strategy ties in the need for
human tacit knowledge sharing.
Many businesses have learned that a technological
approach alone will not build learning communities. The trend
towards socialization represents the importance of relationships
for knowledge creation and sharing. Knowledge management
systems can provide the means for individuals and groups to
interact frequently around work-related issues. Another benefit
of the socialization trend is its facilitation of building trust and
mutual commitment to the knowledge sharing process(Nicolas,
2004).
The Decision-Making Process. Businesses will either fail or be
successful based on the decisions they make. In order for
businesses to make decisions and take action, they need to
strategize. They make decisions based on the information and
knowledge they possess. Therefore, businesses need to use all
of their resources effectively, as they require constant and
13. relevant knowledge. This section describes the decision-making
process and where knowledge management fits in.
Two supporting articles that describe the decision-making
process as consisting of three phases. Nicolas describes the
phases as: intelligence, conception, and selection (Nicolas,
2004). Whereas, James Courtney, another Professor of
Management describes the phases as: intelligence, design, and
choice (Courtney, 2001). Both series of phases are similar to
each other. The phases are described below:
(1) Intelligence: The problem definition phase. According to
Nicolas, in this phase, “explicit knowledge helps to argue the
definition and to nurture the problem, but tacit knowledge is
essentially mobilized to understand the interactions between the
elements that define the complex situation.”
(2) Design or Conception: Described by both Courtney and
Nicolas, as the phase to develop alternative ways of solving a
problem or detailing multiple solutions to complex situations.
An analytical phase.
(3) Choice or Selection: This phase consists of evaluating the
alternatives and choosing one for implementation.
In all three phases, knowledge, information and data are all
used to come to a conclusive decision. However, I would like
to point out how knowledge effects stage two, the design and
conception stage. Knowledge capture techniques, which were
described above, when implemented into knowledge
management systems could be especially effective in stage two
of the decision-making process. Knowledge management
systems contain and enable the distribution of tacit knowledge,
past experiences, and successful procedures. Below is an
example of how tacit knowledge can be created and used
effectively in the decision-making process.
Example: Decision Support Systems. Courtney, in his journal
article, “Decision Making and Knowledge Management in
Inquiring Organizations: toward a new decision-making
paradigm for DSS,” outlines and defines a conventional
Decision Support System decision-making process (Shown in
14. Figure 3 of the Appendix (Courtney, 2001)). A Decision
Support System (DSS) is defined as a computer system that
deals with a problem at some stage, including examples such as
budgeting, grievances, forecasting, e-commerce, and
assignments. The conventional paradigm illustrated in Figure 3,
aligns with the three phases of the decision making process
described above. However, the new paradigm Courtney
discusses in the article incorporates more human intelligence,
such as incorporating different human perspectives.
In summary, Courtney suggests that during the design and
analytical phase of the decision-making process, a multiple
perspective approach should be taken. Again, moving away
from a strictly technological strategy (depending on databases
and systems), businesses should also focus on operational,
personal, ethical, and anesthetic perspectives. Courtney
believes different perspectives will help gain insight and
therefore, tacit knowledge will be created. Courtney suggests
the use of concept maps or cognitive maps. He states, “It has
been shown that having groups draw cognitive maps leads to
surfacing of differences in assumptions about variables and
relationships in a problem and more effective communication
during the decision-making process” (Courtney, 2001).
This article supports this research that the integration of
knowledge management strategies and decision-making
processes create knowledge that can be used as a competitive
edge. While all decision-making strategies are not generated by
computer systems, such as DSS, the concept of implementing
knowledge management systems into a decision-making
paradigm is relative to this research.
Impact of Knowledge Management on the Decision-Making
Process. In the example above, knowledge management had the
biggest impact on the design phase of the decision-making
process. However, knowledge management impacts each phase
of the decision-making process. Table 2, below is a summarized
demonstration of the Impacts of KMS on the decision-making
process.
15. Table 2: Impact of KMS on decision-making process (Nicolas,
2004)
Technological
Socialization
Personalization
Strategy
Structure the organizational knowledge base
Develop a collective intelligence
Create emergent strategies
Accumulate knowledge in order to legitimate the strategic
choice and support the action
Develop innovation
Develop share cognition
Gain of time
Create generative divergences
Construct a collective intuition
Impact
The Selection Phase
The Phase of Conception
The Intelligent Phase
Face with Uncertainty
Influence the bounded rationality
Build a sense of trust and mutual obligation
Influence the emotional part of the decision making
processOrganizational Impacts
Knowledge Management can have a significant impact on an
organization. KM impacts an organizations people, processes,
products, and overall performance. It can facilitate and enhance
employee learning and flexibility, improve effectiveness,
efficiency, and innovation, and introduce value added and
knowledge based products (Awad & Ghaziri).
However, the implementation of knowledge management does
not come without difficulty. First, the purpose of the
16. knowledge management system has to be defined. Then the
tools have to be established and put into place. Third, the
content has to be added and organized, allowing procedures to
be set. Finally, the next issue is getting the users to play an
active role. The users, or employees of an organization, need to
participate in the knowledge sharing process. It takes the
participation of an entire organization to bring a knowledge
management system to its full potential. Huge drivers of
participation and knowledge sharing are organizational culture
and leadership.
Two pre-conditions for the effective and successful knowledge
management are organizational culture and leadership. These
elements can have significant positive impacts on an
organization. However, they can also hinder and place a huge
barrier on knowledge leverage. If the culture of an organization
is unstable it may hinder the performance of the employees and
the knowledge management system, while weighing on the
success of the organization. Bad culture and leadership can
destroy good workmanship, create frustration, decrease trust
and security, and inhibit growth.
The next two sections define organizational culture and
leadership. Each section has an example from an article of how
organizational culture or leadership can impact an organization.
Organizational Culture. Organizational culture is a key element
in managing organizational change and renewal. In the article,
“Knowledge Management Practices,” the authors, Saeed,
Tayaab, M, Ahmad, and Chaudhry state, “many believe that an
organizational culture that is supportive and or adaptive can
enable the successful implementation of knowledge management
technologies as well as practices”(Saeed, Tayyab, M, Ahmad, &
Chaudhry, 2010). Organizational Culture consists of behaviors,
actions, and values that people in an organization are expected
to share and follow (Saeed, Tayyab, M, Ahmad, & Chaudhry,
2010). The article also lists four main attributes of
organizational culture, which include trust, learning,
collaboration and formalization, in regard to knowledge
17. creation. The four main attributes are defined below:
(1) Formalization: Formalization refers to rules, procedure,
regulations, and policy. It can have both a positive and
negative effect relative on knowledge creation and
dissemination. It can positively effect knowledge creation
through rules and directives to help problem solve, and through
structured processes. However, the article states it has also
been proven to inhibit innovation and creativity.
(2) Trust: The article defines trust as, “an expectation that
arises within a community of regular, honest and cooperative
behaviors, based on commonly shared norms, on the part of the
other members of that community.” Trust is essential to
organizational culture, as it facilitates an atmosphere of
security. Security enables individuals to feel free of risk,
encouraging innovation and knowledge sharing.
(3) Learning: Learning broadens the entire knowledge base.
The article defines learning as, “the degree of opportunity,
variety, satisfaction and encouragement for development in an
organization.” Learning can be linked positively to knowledge
creation, acquisition, and open communication.
(4) Collaboration: The article defines collaboration as, “the
degree of active support and help in the organization.”
Collaboration is knowledge sharing. It is working with others
to achieve a mutual goal.
In the research performed by Saeed, Tayyab, M, Ahmad, and
Chaudhry, their hypothesis was; Formalization, Trust, Learning
and Collaboration would have a positive predicting impact on
Knowledge Creation. Their method required sampling 1,500
managers in different organizations and sections, with
questionnaires. The results mainly proved their hypothesis to be
true. Collaborative, learning, and trusting cultures increased
knowledge exchange, and facilitated increased open
participation. Their research also states that formalization is
needed to a degree, in order to enhance the effectiveness of
organizational communication, but organizations should allow
some flexibility to enable creativity.
18. Leadership. Leaders play multiple roles in an organization;
therefore they have a huge impact on the knowledge
management practices and culture of their organization. Hai
Nguyen and Sherif Mohamed, in their journal article,
“Leadership Behaviors, Organizational Culture and Knowledge
Management Practices,” define leaders as individuals that create
the conditions that allow (or otherwise) participants to exercise
and cultivate their knowledge manipulation skills, to contribute
their own individual knowledge resources to the organization’s
pool of knowledge, and to have easy access to relevant
knowledge (Nguyen & Mohamed, 2011). Leaders are the
individuals of the organization that need to facilitate the four
attributes of organizational culture we discussed above,
formalization, trust, learning and collaboration. Leaders need
to empower their employees, help build trust, and facilitate
learning through experimentation, questions, and experiences.
In the article, Nguyen and Mohamed described two different
components to leadership approaches, transactional and
transformational. Transactional leadership is defined as a
process that builds upon exchange. Leaders offer rewards or
punishments based on performance of expected behaviors.
“Transactional leaders also provide organizational members
with formal systems and training programs that disseminate
existing learning to guide future actions and decisions” (Nguyen
& Mohamed, 2011). On the contrary, transformational
leadership is defined as, “the leaders ability to inspire trust,
loyalty, and admiration in followers, who then subordinate their
individual interest to the interests of the group” (Nguyen &
Mohamed, 2011). It differs from transactional leadership as if
focuses more intangible qualities, like visions, ideas, and
relationships.
I found this example to be similar to the article “Knowledge
Management Practices” in regard to the need for balance of
formality. Nguyen and Mohamed discuss the balance of
transactional and transformational leadership styles relative to
organizational culture and their effect on knowledge
19. management practices. The article goes on to state that both
forms of leadership, transactional and transformational, have
positive effects on organizations. However, transformational
leadership has a more positive effect on the encouragement and
emphasis of teamwork and collaboration.
Their research required mailing surveys and questionnaires to
1,000 middle managers to assess how frequently knowledge
management processes and tools are used within their respective
organizations, and describe the indentifying leadership
behaviors. To analyze the data they used the multiple
regression analysis.
The results of the study suggested their initial beliefs; that both
transformational and transactional leadership approaches are
positively related to knowledge management practices. The
results further revealed that transformational leadership has a
greater influence on all the dimensions of knowledge
management practices. Nguyen and Mohamed stated, “These
studies generally suggest that charismatic leadership and
contingent reward behaviors contribute to the creation of
organizational knowledge and a managerial mindset that
promote the flow of knowledge through organization.”
The results also suggest that knowledge management may be
hindered by organizational culture that is highly formalized and
heavily dependent on standard operating procedures, rules and
regulations (Nguyen & Mohamed, 2011). Which is similar to the
research performed by Saeed, Tayyab, M, Ahmad, and
Chaudhry. However, transformational leadership effectiveness
is also dependent on overall organizational structure formal
arrangement of works and the degree of power sharing (Nguyen
& Mohamed, 2011). Therefore, Nguyen and Mohamed came to
the conclusion that the effectiveness of leadership behaviors
was contingent upon the type of organizational culture.
Personal Experience
This section outlines my own personal experience with the
implementation of a knowledge management system, relative to
the organizational culture and leadership within my
20. organization.
The Air Force mission includes Information Superiority. A few
years ago, the Air Force implemented Microsoft SharePoint as a
document management tool and central hub for different
organizations throughout the all the bases. Hanscom Air Force
Base in particular is an Electronic Systems Center, under the
Air Force Material Command. Their specific mission is to
“Deliver technology, acquisition, test, sustainment,
expeditionary capabilities to the war fighter.” Due to their
mission SharePoint was viewed as a great tool to share
knowledge and gain accessibility to different organizations
throughout the Air Force.
SharePoint is a Microsoft software knowledge management
system, which helps people work and collaborate together.
Organizations and users can set up Web sites, for both public
and private use. The sites allow users to share information with
others, manage documents, create versions of documents, and
publish reports. There are multiple benefits to SharePoint,
which include cuts to training and maintenance costs, custom
built applications, knowledge sharing and expertise,
collaboration with team members on document versioning,
blogging, discussion boards, and permission capabilities.
I met with the Enterprise Information Management (EIM) Chief
on Hanscom AFB to discuss issues of organizational culture and
leadership during the SharePoint implementation. Mr. Murphy,
EIM Chief, is considered an expert within the Information
Management field. He gave me some great examples of specific
challenges and opportunities at Hanscom.
Challenges. Currently, all employees at Hanscom AFB have
access to SharePoint. However, according to Mr. Murphy, it is
underutilized. Air Force management or the decision-makers
that initially chose SharePoint did so because it came on
contract with a negotiation to procure Windows 7. The
underutilization of SharePoint could be due to the fact that the
system was never defined specifically for users at Hanscom.
Users did not initially know the purpose of SharePoint and
21. management never defined it. The first issue Mr. Murphy and I
discussed was the lack of commitment by senior leadership. He
stated the initial implementation needed to be a top-down
approach in order for the end users to realize the importance of
the technology. Leadership at Hanscom needed to facilitate
learning and training on SharePoint.
The second issue discussed was organizational culture. The
lack of commitment by senior leadership could be a direct result
of the structure of organizational culture throughout areas at
Hanscom. This is similar to the leadership article by Nguyen
and Mohamed, discussed in the last section. According to Mr.
Murphy, through the past few decades, the Air Force has seen
multiple software systems come and go. He believes the lack of
commitment by the end users could also be due to a feeling of
resentment and lack of consistency. Generational differences
could also play a role. People generally do no want to move
from old to new once they are familiar and comfortable with a
technology. Switching could create feelings of fear and
uncertainty. The lack of commitment by the end user could also
be due to the fact that they do not see the advantages of the new
system, which could ultimately be tied back to leadership not
taking a larger role in encouraging and supporting use of the
system.
Another element to organizational culture could be the degree
of power. Some users view knowledge sharing as a loss of
power. They view it as a possible risk or loss of job security.
Mr. Murphy stated that, culturally this is not always easy to
overcome. However, leadership could play a strong role in
encouraging and facilitating knowledge sharing to overcome
those situations. As discussed in the leadership article by
Nguyen and Mohamed, transformational leadership could lead
to knowledge sharing.
Opportunities. If the utilization of SharePoint increases there
are many opportunities for success in knowledge management,
such as knowledge capture. Mr. Murphy stated that SharePoint
could be a great tool for Hanscom to document lessons learned,
22. share ideas, discuss issues, and increased communication flow.
Mr. Murphy used military culture, as a specific example on why
knowledge capture is important. He used the example of
permanent change of station (PCS) and deployment. The
military are continually permanently changing one’s stations
every couple years or deploying. Those vacant positions are
also continually filled with new, promoted, or other “PCSed”
employees, both military and civilian. However, because of the
nature of their military position and urgent needs of the Air
Force, transition periods are rare. Since there is rarely a
transition period, knowledge capture is essential to the Air
Force. Employees could use SharePoint to leave lessons
learned. This would mean less playing catch up and more
learning from experience in a new position. SharePoint allows
users to keep records, document experiences, and leave lessons
learned. It is a centralized location with readily available
resources.
Overall, my experience at Hanscom AFB has assisted my
understanding of knowledge management practices,
organizational culture and leadership, as it is relevant to my
research. This in itself has been a learning experience for me.
Now, if I take my newfound knowledge of knowledge
management and the benefits of SharePoint in particular, and I
share it with my peers, I will be demonstrating knowledge
sharing. I could do this by engaging as an active user on
SharePoint and posting my experience for others to see and
learn. Conclusion
There are several implications from this research on
knowledge management. In the section on knowledge
management and the decision-making process, we learned that
knowledge management has evolved over the years.
Organizations are making the move from solely technological
strategies to more socialization strategy. The need for human
resources to be the drivers of technology is being sought at a
higher level. This research also demonstrated that knowledge
management has a substantial role in the decision-making
23. process. However, we also learned that each strategy is
impacted differently by knowledge management practices.
Overall, incorporating knowledge management into decision-
making strategies leads to decisions being made more
efficiently and effectively.
The implications we can take from the sections on
organizational culture and leadership are that each element is
contingent upon each other. The results of the research
demonstrated, “The creation of a successful knowledge
management system, depends on how well leaders can balance
transaction and transformational behaviors, authoritarian and
participative systems, and task and relationship orientations”
(Nguyen & Mohamed, 2011). Effective leaders need to take
into account the culture of the entire organization, and establish
forms of thinking and levels of motivations and behaviors that
are relative and important for that specific organization.
Overall, organizational culture and effective leadership are pre-
conditions for the successful implementation of knowledge
management practices.
REFERENCES
Anonymous. (2006). Knowledge Management: Much more than
a technology exercise. Strategic Direction , 22 (1), 16-18.
Anonymous. (2004). Towards Effective Knowledge
Management. Strategic Direction , 20 (11), 14-16.
Awad, E. M., & Ghaziri, H. M. Knowledge Management. Upper
Saddle River: Pearson Education.
Courtney, J. F. (2001). Decision Making and Knowledge
Management in Inquiring Organizations: Toward a New
Decision-Making Paradigm for DSS. Decision Support System ,
31, 17-38.
24. Gates, B. (1999). Business @ The Speed of Thought. Kirtland,
WA: Grand Central Publishing.
Green, G., Liu, L., & Qi, B. (2009). Knowledge-Based
Management Information Systems for Effective Business
Performance of SMEs. Journal of International Technology and
Information Management , 18 (2), 201-222.
Nguyen, H. N., & Mohamed, S. (2011). Leadership Behaviors,
Organizational Culture and Knowledge Management practices.
Journal of Management Development , 30 (2), 206-221.
Nicolas, R. (2004). Knowledge Management Impacts on
Decision Making Process. Journal of Knowledge Management ,
8 (1), 20-31.
Pearlson, K. E., & Saunders, C. S. (2010). Managing and Using
Information Systems (Fourth Edition ed.). Danvers: John Wiley
& Sons, Inc.
Pun, K. F., & Nathai-Balkissoon, M. (2011). Integrating
Knowledge Management into Organizational Learning. The
Learning Organization , 18 (3), 203-223.
Quinn, J. B. (1981). Formulating Strategy One Step At A Time.
Journal of Business Strategy , 1, 42-62.
Saeed, T., Tayyab, B., M, A.-U.-H., Ahmad, M. H., &
Chaudhry, A. U. (2010). Knowledge Management Practices:
Role of Organizational Culture. American Society of Business
and Behavioral Sciences , 17 (1), 1027-1036.
APPENDIX
25. Figure 2: The relationship between data, information, and
knowledge (Pearlson & Saunders, 2010)
Data
Information
Knowledge
Simple observations of states of the world
· Easily captured
· Easily structured
· Easily transferred
· Compact, quantifiable
Data endowed with relevance and purpose
· Requires unit of analysis
· Needs consensus on meaning
· Human mediation necessary
· Often garbled in transmission
Valuable information from the human mind; includes reflection,
synthesis, context
· Hard to capture electronically
· Hard to structure
· Often tacit
· Hard to transfer
· Highly personal to the source
More human contribution
Greater value
Figure 3: The conventional DSS decision-making process
(Courtney, 2001)
26. Instructions of Preparing MIS Research Report:
Students are required to demonstrate research skill by
conducting an individual graduate-level
research project. The purpose of the project is to equip students
with independent academic
research capability. Each student is expected to carry out an in-
depth investigation on the current
MIS issues such as innovations, strategies, regulations, policies,
best practices, and impacts of
management information systems on the organization. The final
project paper will be a formal
report within the range of 20 to 40 double-spaced pages
(excluding appendix) in the APA style.
Specific Note on Proposal from the Professor - IMPORTANT
2. Conduct a thorough literature review on your research
topic and its current issues mentioned in your proposal and
other areas such as user acceptance, user training, culture shift,
security, regulations, and PAPA (i.e., privacy, accuracy,
property, and accessibility) mentioned in the textbook.
Website with info on PAPA:
http://andreasinica.blogspot.com/2008/04/article-review-
richard-o.html
3. For technical and implementation issues, you can refer to
Figures 6.3, 6.4 and 6.7 (pp. 174, 175 & 181, respectively).
Address some principles of implementing robot lawyers
in organization. In addition to SWOT analysis, you may also
extend your research to other managerial considerations such as
adaptability, standardization, scalability, ROI, green concept,
etc. (pp. 185-191 and 356-371).
**I will scan these pages and send them to you tomorrow
morning.**
27. 4. Tabulate and summarize possible impacts of robot lawyers
on user satisfaction, employee productivity, and business
performance.
**I will do #4.**
5. Draw implications and conclusions from your research results
such as observations, cases of best practice, failures, and
lessons learned.
1. Prepare a cover page with the title of your research project,
your name, and report date.
2. Provide an abstract to summarize your research purpose,
research method and results.
Following by 4 to 6 keywords.
3. List headings and subheadings in a table of contents with
associated page numbers.
4. Keep direct quotes to a minimum level or avoid them.
Turnitin may treat them as a potential
plagiarism. Turnitin score MUST be 15% or lower.
5. Refer and cite at least ten (10) scholarly journal articles
and/or books.
You can use corporate white papers and trade magazine reports
in addition to
those ten required scholarly articles. Give appropriate citations
in your report following APA
style. Cited articles shall be listed in alphabetical order of
author’s last name in the
“References” section. Un-cited articles shall not be listed or
submitted.
28. 6. Provide implications, lessons learned if any, and possible
future research directions.
7. Draw conclusion from your research results and summarize
contributions to the literature.
8. Check your margins (1 inch all sides), spacing (Spacing-
Before: 0 pt, After: 0 pt; Line
Spacing: Double), spelling and typographical errors (grammar,
punctuation, titles of figure
NY Times – Supporting
http://www.nytimes.com/2011/03/05/science/05legal.html?_r=0
Hacked – Supporting
https://hacked.com/legal-consulting-firm-believes-artificial-
intelligence-replace-lawyers-2030/
Dataconomy – Suporting
http://dataconomy.com/lawyers-at-risk-of-losing-their-jobs-to-
ai-by-2030-reveals-recent-study/
BOL
https://bol.bna.com/as-data-streams-grow-lawyers-look-for-
new-ways-to-find-facts/
http://www.corpcounsel.com/id=1202726879749/Is-the-Debate-
on-Predictive-Coding-Ending
BOL – Counter Argument
https://bol.bna.com/lawyers-with-real-intelligence-will-defeat-
artificial-intelligence/
Pitfalls of Predictive Coding
http://www.shapirosher.com/uploads/cke_documents/EsworthyS
idebarWinter2013.pdf