10 Words for Categories of Words

10 Words for Categories of Words 10 Words for Categories of Words 10 Words for Categories of Words By Mark Nichol Antonym, homonym, pseudonym. Do nyms make you numb? Here’s a handy guide to words, familiar or unfamiliar, for classes of words: Acronym: An abbreviation, pronounced as a word, consisting of the initial letters of a multiword name or expression. It can consist entirely of uppercase letters (NASA) –thought British English has adopted an initial-cap style, which is employed in American English for longer acronyms like Nasdaq or lowercase letters (radar); the latter are also known as anacronyms. Anepronym: A trademarked brand name now used generically, such as aspirin or kleenex. Antonym: A word distinguished from another with an opposite meaning, such as large, as compared to small. There’s also a class of words called autoantonyms, contranyms, or contronyms, single words with contrasting meanings, like oversight, which can mean either â€Å"responsibility for† or â€Å"failure to be responsible for.† Eponym: A proper or common name deriving from another name, as San Francisco (in honor of St. Francis) or many scientific terms, such as watt (named after James Watt) and volt (from Allesandro Volta). Heteronym: A word spelled the same way for different meanings, such as wear (to clothe oneself) as opposed to wear (to atrophy); sometimes, as in this case, however, they have the same origin. A heteronym can be pronounced differently depending on meaning, such as bass, the musical instrument, and bass, the fish; this type of word is also called a heterophone. Homonym: A word pronounced or spelled the same but different in meaning, like hi and high (also called homophones). Bass, referred to above, is both a heteronym and a homonym. (Does that make it a binym or a duonym?) The homonym sow, which can mean a female animal such as a pig or can refer to planting seeds, is also a homograph, meaning that not only its pronunciation but also its origin and definition can differ. Metonym: A term that identifies something by its association: Articles about Microsoft often used to refer to the company metonymically as Redmond, the city in Washington State where its headquarters are located, just as Washington stands in for the U.S. government. Pseudonym: A name adopted by an author, such as Charles Lutwidge Dodgson’s use of Lewis Carroll. In a literary context, this is often referred to as a nom de plume (â€Å"name of the pen†). A related term is nom de guerre (â€Å"name of war†), originally in reference to French Foreign Legion enlistees who masked their identities but since then employed by guerrilla fighters to avoid reprisals against their families. Other examples of pseudonyms include stage names (performing arts), ring names (professional wrestling), and handles (computer hacking, or CB or ham radio operation). Synonym: A word with the same meaning as another, such as small, as compared to little. Toponym: A place name, whether it retains capitalization, or is lowercased in generic usage, such as burgundy. Dozens of other -nym words exist many for, as you might imagine, obscure classes of words. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Vocabulary category, check our popular posts, or choose a related post below:Is She a "Lady" or a "Woman"?Rules for Capitalization in TitlesParticular vs. Specific

Quick Geography Facts About Mexico

Quick Geography Facts About Mexico Mexico, officially called the United Mexican States, is a country located in North America south of the  United States  and north of  Belize  and  Guatemala . It has coastline along the  Pacific Ocean, Caribbean Sea, and the  Gulf of Mexico  and it is considered the 13th largest country in the world based on area.   Mexico is also the 11th most  populous country  in the world. It is a regional power for Latin America with an economy that is strongly tied to that of the United States. Quick Facts About Mexico Population: 112,468,855 (July 2010 estimate)Capital: Mexico CityBordering Countries: Belize, Guatemala, and the United StatesLand Area: 758,450 square miles (1,964,375 square kilometers)Coastline: 5,797 miles (9,330 kilometers)Highest Point: Volcan Pico de Orizaba at 18,700 feet (5,700 meters)Lowest Point: Laguna Salada at -32 feet (-10 meters) History of Mexico The earliest settlements in Mexico were those of the Olmec, Maya, Toltec, and Aztec. These groups developed highly complex cultures prior to any European influence. From 1519-1521, Hernan Cortes took over Mexico and founded a colony belonging to Spain that lasted for almost 300 years. On September 16, 1810, Mexico proclaimed its independence from Spain after Miguel Hidalgo formed the countrys declaration of independence, Viva Mexico! However, independence did not come until 1821 after years of war. In that year, Spain and Mexico signed a treaty ending the war for independence. The treaty also laid out plans for a constitutional monarchy. The monarchy failed, and, in 1824, the independent republic of Mexico was established. During the later part of the 19th century, Mexico underwent several presidential elections and fell into a period of social and economic problems. These problems led to a revolution that lasted from 1910 to 1920. In 1917, Mexico established a new constitution, and, in 1929, the Institutional Revolutionary Party rose and controlled politics in the country until 2000. Since 1920 though, Mexico has undergone a variety of reforms in the agriculture, political, and social sectors that allowed it to grow into what it is today. Following World War II, Mexicos government focused primarily on economic growth, and, in the 1970s, the country became a large producer of petroleum. In the 1980s though, falling oil prices caused Mexicos economy to decline, and, as a result, it entered into several agreements with the U.S. In 1994, Mexico joined the North American Free Trade Agreement (NAFTA) with the U.S. and Canada, and, in 1996, it joined the World Trade Organization (WTO). Government of Mexico Today, Mexico is considered a federal republic, with a chief of state and a head of government making up its executive branch of government. It should be noted, however, that both of these positions are filled by the President. Mexicos legislative branch is comprised of a bicameral National Congress which consists of the Senate and the Chamber of Deputies.The judicial branch is made up of the Supreme Court of Justice. Mexico is divided into 31 states and one federal district (Mexico City) for local administration. Economics and Land Use in Mexico Mexico currently has a free market economy that has mixed modern industry and agriculture. Its economy is still growing, and there is a large inequality in the  distribution of income. Mexicos largest trading partners are the U.S. and Canada due to NAFTA.The largest industrial products that are exported from Mexico include food and beverages, tobacco, chemicals, iron and steel, petroleum, mining, textiles, clothing, motor vehicles, consumer durables and tourism.The main agricultural products of Mexico are corn, wheat, soybeans, rice, beans, cotton, coffee, fruit, tomatoes, beef, poultry, dairy and wood products. Geography and Climate of Mexico Mexico has a highly varied topography that consists of rugged mountains with high elevations, deserts, high plateaus and low coastal plains. For example, its highest point is at 18,700 feet (5,700 m) while its lowest is -32 feet (-10 m). Mexicos climate is also variable, but it is mainly tropical or desert. Its capital, Mexico City, has its highest average temperature in April at 80ËšF (26ËšC) and its lowest in January at 42.4ËšF (5.8ËšC). More Facts about Mexico The main ethnic groups in Mexico are Indian-Spanish (Mestizo) 60%, Indian 30%, Caucasian 9%, other 1%.The only official language in Mexico is Spanish.Mexicos literacy rate is 91.4%.The largest city in Mexico is Mexico City, followed by Ecatepec, Guadalajara, Puebla, Nezahualcà ³yotl, and Monterrey. (Its important to note, however, that Ecatepec and Nezahualcà ³yotl are also suburbs of Mexico City.) Which U.S. States Border Mexico? Mexico shares its northern border with the United States, with the Texas-Mexico border formed by the Rio Grande. In total, Mexico borders four states in the southwestern U.S. ArizonaCaliforniaNew MexicoTexas Sources Central Intelligence Agency. (26 July 2010). CIA - The World Factbook - Mexico.Retrieved from: https://www.cia.gov/library/publications/the-world-factbook/geos/mx.html Infoplease.com. (n.d.). Mexico: History, Geography, Government, and Culture- Infoplease.com.Retrieved from: infoplease.com/ipa/A0107779.html United States Department of State. (14 May 2010). Mexico.Retrieved from: state.gov/r/pa/ei/bgn/35749.htm

Leadership Essay Example | Topics and Well Written Essays - 1000 words

Leadership - Essay Example This is contested by Andersen (2006) who wrote that traits alone are not enough for effective leadership and they are only prerequisite. Traits only provide people with the potential for leadership. Goleman (2008) hypothesized that great leaders are naturally inclined to show interest in others and bring about positive feelings from these people. This then allows a strong show of support. He further mentioned that learning and practice on desirable leadership style can lead to enhanced performance of a potential leader. Thus, the Great Man Theory only explains a part of a successful leader. There are various factors that influence the development of a good leader (Goleman 2008). Cawthon (1996) stated that most important leadership capabilities and proficiencies can be learned and people can be educated along these as long as there is desire to learn and there are no apparent obstacles to learning such as a learning disorder. When studying the several circumstances that play an import ant role in the lives of the great leaders, it seems hard to believe that only inherent traits contributed to their success. There are too many variables that are considered to make effective leaders. The possession of certain inherent traits does not guarantee the success of leadership. Additionally, any leadership style can be successful as long as it recognizes the path to success. Strong leadership capability goes further than genetic inheritance. House and Mitchell (1974) proposed that successful leaders have the capacity to persuade and motivate others to willingly increase their efforts to contribute to the organisation. They further stated that this can be achieved through a leader’s inimitable focus toward fulfilling the needs of their associates by providing the needed training, supervision and support. These motivate followers toward higher levels of performance. Researchers often take on the assumption that leadership comes inherently with individuals, that some o f them .possess a set of inherent traits that enable them to be recognized as great leaders. For many years, this assumption led social scientists to focus only on these traits. However, because of inconsistency in the results research, the trait theory was discarded in favor of the theory that leadership development does not espouse inherent leadership traits but only leadership styles or behaviors that may be developed and changed completely from one setting to another. There is also the notion that a person who is a leader in one setting may be a follower in another in the same way that traits which are practical in one situation may not be helpful in others. Thus, leaders are not born with any specific traits that determine effective leadership (Howard & Wilson, 1982). Even without inherent traits, a person can be an effective leader as long as he can adapt to the unique demands of ever changing organisations. According to Howard and Wilson (1982), leaders must have the aspirati on to lead. In order to be effective, a person must want to lead. However, even if a person has the ability and education to lead but has no enthusiasm, success will most likely not be achieved. History has presented the crucial roles that leaders and leadership play in the success of an organisation – these can be in the context of business ventures, educational settings and

Political Documentaries Essay Example | Topics and Well Written Essays - 1250 words

Political Documentaries - Essay Example Both films reveal that media activism is a vital tool in the political world. Burma VJ (2008) is about the Saffron Revolution in Burma, while Tsar to Lenin (1937) shows the Russian revolution. By comparing these two documentaries about the Saffron and Russian revolution; it is evident that the revolutions altered the political dimensions of the affected nations. Additionally, the two documentaries are themed on revolution with authentic footage. However, Burma VJ (2008), attempts to bring about social changes with footage filmed by amateur video journalist while Tsar to Lenin (1937) attempts to work mere compilation of video records. This is an important observation vital in the analysis of the trends of the documentary films because nowadays advanced technology enables us to have accesses to information easily, thus such a video journal documentary as Burma VJ (2008) can force modern audiences to be witnesses to real political events. Tsar to Lenin (1937) presents the extraordinary 1917 revelation of the Russians from a mass uprising which defeated the Tsarist regime to the Bolshevik-led insurrection. This film portrays the Russians under the Tsarist dictatorship of Nicholas II; who believed in autocracy system of governance. Russia experienced industrialization quickly and it led to low paying jobs and high unemployment rates. This film shows the luxurious life of the ones who resided at the Imperial court, while the citizens (peasants and working class) of Russia suffered in ignorance and extreme poverty. Moreover, Russia was losing in the World War I and the populace blamed the Tsar for happenings. The economy of the country grew weak leading to shortages of food; resulting to hunger and death. The reigning Tsar lacked proper management skills with both politics and the military. The Tsarist regime was put under severe compression by the challenges and the difficulties of the world war. Since the war began, in adequacies

Cold War Essay Example | Topics and Well Written Essays - 1250 words - 3

Cold War - Essay Example A major characteristic of the Cold War was the prevalent of a division of the world into two distinct regions trending on varying paths of â€Å"political modernity and economic development†1. Amidst this war, the Soviet Union and the United States engaged in a contest-of-power, thereby marginalizing the relation-of-domination causing complex bifurcation in the area of modernity for both nations and their communities. The origin and cause of the phrase â€Å"Cold War† cannot be oversimplified given the implications present to date. In this paper evaluates the validity of the phrase â€Å"cold war’ through the evaluation of the global perspective on the cold war, and its impacts on the first, second, and third world? Today, the Cold War, despite taking place years ago, symbolizes the establishment of conflicting political forces and powers that left the world characterized with wounds induced by war, given the violent ways used for the â€Å"manifestation of bipolar global order..†.2 Though global bipolarity could have existed prior to the Second World War, the end of this war and the end of the alliance between the Soviet Union and the United States deepened the drift between the two sides. The implication that the cold war began before the end of World War II implies that the contest for global supremacy commenced in as early as the beginning of the 19th century. In their perspective, the Soviet Union nations opposed the sole progressive and benevolent powers of the US and were not in terms with the market-oriented liberal world progressed by the United States. Conversely, opponents agree that Russia and the Soviet Union were insecure and fear that the US would cause a world that was mo re competitive, powerful, and more organized. This then led to the Union’s strategy to seek security through destruction of rival powers that is not compliant to or that compromised it. The insecurity of the Soviet Union does not cover-up America’s denial of

Meaning And Definition Of Business Process Reengineering Information Technology Essay

Meaning And Definition Of Business Process Reengineering Information Technology Essay The main of preparing and presenting this report is to understand about the concept what business process engineering is, and how it benefited the companies in reduction on process time and costs. Another objective is to evaluate how business process reengineering enhances the capabilities and working capacities of companies. This Research will also involve the Research of those factors that companies use to develop business process reengineering a more profitable one. Meaning and definition of Business Process Reengineering-BPR: In business processes reengineering all the outdated processes of the business are redesigned along with the connected systems and entitys structures with an aim to reach at a remarkable performance level along with business improvements. The corporate basis for creating these changes possibly will comprise deprived performance in terms of competition, financial aspects and reduction of market share of emerging market opportunities. Business process reengineering just not mean to introduction of new technology, automation, reorganization, and downsizing of business process etc but also involve change assessment various business components such as culture, entity, technology, processes and strategies. According to M. Hammer (2003) in his book reengineering corporation defines BPR as: Fundamental rethinking and radical redesign of business processes to bring about dramatic improvements in performance. Whereas, according to Davenport and short (1990), business process reengineering is Analysis and design of workflows and processes within and between entities And according to Teng et al. (1994), business process reengineering is: Critical analysis and radical redesign of existing business processes to achieve breakthrough improvements in performance measures. M. Hammer (2003), spotlight is on radical and fundamental of business process reengineering. Similarly according to him another process improvement technique is Continuous process Improvement (CPI), that mainly gives importance to measurable and small type of modifications in an entitys existing systems and processes. Continuous process improvement includes its foundations in following six sigma and total quality management (TQM) solutions similar to those of Motorola Inc. VARIOUS MYTHS OF BPR: The most accepted management theory has produced supplementary myths than realistic tactics of business process reengineering. Business process reengineering-BPR is in the industry from 1990s, but still BPR is generally get the wrong idea and always associated with ABC, quality, client/server computing, downsizing, and numerous other management change processes in the past decades. On the basis of having conversations through interviews with higher than 20 companies, and 35 reengineering initiatives, etc Davenport Studded (1990) identify seven reengineering myths: Reengineering novelty myth: in spite of having familiar concept reengineering, but is now merged with the latest concepts and brings a synthesis in business. However these combinations of components were not seen ever before. Clean slate myth: Clean slate change is hardly ever found in reality, despite of Davenport and Stoddards (1994) black sheet of paper and M. hammers (1990) catchphrase Dont automate, obliterate!. These phrases were used in design more often than not needs a blank check for execution is completed over some phased projects. Furthermore, it is assisted by groundwork conclusions of Jarvenpaa and Stoddard (1995) that gone opposing to Michael Hammer (1990). According to Michael Hammer reengineering be capable of bringing radical besides, a innovative process of change that may not be viable under specified cost and risks of those innovative processes Information systems Leadership myth: with contrary to greatly hyped leadership role, Information system is usually seen as a co-worker inside a cross-functional group i.e. commonly leaded by a non information system plan leader and a non information system business supporter that got good command over various processes which are to be redesigned. Top-Down Design myth: project implementation and putting it to start the newly redesigned processes extremely depend on working partners. Therefore, involvement of members and further critically approval and possession, the lowland roots stage is crucial for thriving business process reengineering-BPR. Reengineering VS transformation: According to Adams (1984), Entitys transformation system or process is defined as, Profound, fundamental changes in thought and action, which create an irreversible discontinuity in experience of a system whereas, business process reengineering is a process of contributing to entitys transformation system. But any how BPR not means the same as transformation. Engineerings Permanence myth: according to the researchers Davenport and Stoddard (1994), they hypothesize that reengineering has gone high in United States during1994 and may possibly turn into integrated process with greatly broader entitys experience such as another combination of thoughts that comprise awareness of reengineering. Relationship between companies and its customers and importance of business process engineering: The relationship between a company and its customers is not limited to just the buying and selling of a product or service. It has gained new dimensions and expanded from the buying and selling of products and services to a whole range of business practices form customer service, consulting and pricing to production and distribution. Customers have become increasingly selective due to the availability of a wide range of products and services. These changes in the market place have forced companies to rethink about their business processes. Business process reengineering (BPR) makes companies more customers focused and responsive to changes in the market place. These results are achieved by reshaping the corporate structure around the business processes. Business process reengineering (BPR) achieves this transformation, not by automation of the business processes, but by rethinking the companys tasks in a holistic and process oriented manner. Figure: Business as a system Money People Facilities Material Information Information Workflow Output Input Raw materials, Operations, Finished goods, Components, Processes Services Source: Vinod Kumar Garg and N.K Venkitakrishnan, (2002), Enterprise resource planning: concepts and practice, prentice hall, p.28 Business process reengineering and information technology: The increasing use of information technology in businesses has compelled organizations to go for business process reengineering because the implementation of information technology necessitates significant changes in business processes. These changes allow organizations to take full advantage of the benefits offered by information technology. The relationship between business process reengineering (BPR) and information technology cannot be underestimated. For instance, Wal-Mart would not have been able to reengineer its processes for procurement and distribution of its mass-market retail goods without information technology. Michael Hammer (1990), think information technology as main support to business process reengineering-BPR that he thinks as radical change. According to Hammer (1990) the use of Information technology to face hypothesis inborn in project processes which have been present ever since earlier than arrival of present supercomputers and telecommunications technology. Michael hammer also criticize that at the central processing unit of reengineering is idea of Discontinuous thinking or recognizing and breaking away from outdated rules and fundamental assumptions underlying operationsà ¢Ã¢â€š ¬Ã‚ ¦ se rules of work design are based on assumptions about technology, people, and entitys goals that no longer hold, Michael Hammer (1990) Michael Hammer (1990) recommended the following reengineering principles. They are: Organization may not be around tasks but it should be around outcomes Those should involve in implementation process who actually rely on the perform output of the process Consider processing of information task addicted to actual tasks which responsible for information production Take care of geographically detached resources as despite the fact that they will be centralized as they are Connect the activities that are parallel rather than integrating their outcomes Keep judgment point at actual place of work, and create control up on the process; and Gather and collect information once and at the starting place. BPR Implementation methodology: The various stages that a typical BPR implementation program goes through are: Identify the needs for the BPR package: The first stage involves the identification of the needs to be satisfied by adopting the BPR package. Once these needs are identified, organizations can evaluate how ERP implementation can help satisfy these needs. Transforming the labor and machinery based productivity into knowledge and information based productivity can be the examples of the needs that a BPR can satisfy. Evaluating the as-is situation of the business: The next stage involves the identification of various processes involved in the working of the organization. Then, the detailed processes in business activities should be listed. Process mapping can be helpful in detailing the processes. It provides information about the time taken to complete a process, the number of decision points, the number of reporting points and flow of information, etc. Decisions about the desired would-Be situations for the business: once the structure of the current processes is identified, the next stage involves the identification of the desired attributes for each of the processes. Performance standards are set for each process by using benchmarking techniques. Benchmarking ensures that the desired organizational attributes are comparable with the best business practices in the industry. Reengineering of business processes to achieve the desired results: in order to achieve these desired standards in business processes, organizations need to reengineer their current processes. The objectives of business process reengineering including reducing the process cycle time, reducing the number of decision points, optimizing the information flow between different functions and departments, etc. CASE STUDY: A Study on business process reengineering by Prosci The following are the details of a study conducted by Prosci on BPR: The areas of chosen for conducting the research? What should be reengineered, what is going to be reengineered and why? Which alternative advancements/approaches are working? Vital do and dont activities Choosing a best team from alternatives Necessities required for approval of a project PARTICIPANTS OF RESEARCH What processes are targets for Reengineering? Client service was the major commonly reengineered process during the 1997 and 1999, except by fewer of a percentage. Services related to computers and telecommunication almost two times in rate, stirring it from 5th to 2nd mainly embattled business taken for processes reengineering. Are business process reengineering-BPR projects successful? Research members confirm to a large extent in general projected improvements as of their business process reengineering-BPR projects in 1997 or 1999 and now in 2002. More than 50% i.e. (54%) of members likely improvements of over 30% achieved. Furthermore to the anticipated greater improvements, Research members also got success in their projects after implementation of BPR. With reference to the study, 113 Research members are accomplished to compare project in opposition to preliminary set objectives. More than 73% meet up or go beyond their goals, among them almost i.e. 47% approximately of Research members got their project inside 10 percent. Why are certain teams successful? According to the Members of research there were various factors that are responsible for success of their team. Among those the above 3 factors are given below: Dedication and strong commitment towards completion of the project with 100% success Maximum support from top level management and conversion of support into actions Everyone shared a common and clear vision towards the goals and objectives. The team got a single understanding and focus point for success of the project. What did Top management do to encourage project success? Showing outcomes from report of the year 1999, those teams got heavy success which was highly supported by top management. The projects were greatly possible to end with the over and above the organizations success expectations. The failure companies senior managers failed to give sufficient visible involvement in their organizational reengineering project. à ¢Ã¢â€š ¬Ã‚ ¦ not staying involved enough after the initial phase, assuming that everyone in the entity understood their vision and strategy. An irresistible greater part of the teams had support to their teams from the senior and sponsor managers or executives in the project implementation and the majority rated that the involvement of their seniors use as excellent. What were the problems faced while implementing BPR? Poorly defined business process Rushed deadlines Many complex tasks Only one major milestone Silence from the upper management The wrong team members Unmotivated teams Communication breakdown BUSINESS PROCESS REENGINEERING AND COMPETITIVE ADVANTAGE: To gain competitive advantage, organizations should understand the scope of a particular market and identify the various inherent differences between various markets. They need to understand what is required to become qualifiers and order-winners. Qualifiers are the most basic attributes that an organization must possess before any customers will decide to deal with them. For instance, ISO standards have become on e of the key qualifiers for any organization with global markets. Qualifiers provide the initial impetus to customers to deal with an organization but, in order to close a deal, organizations must have order-winners. The order-winners could be price advantage, quality, etc. BPR enables the organizations to optimize and organize different qualifiers and order-winners by redesigning the complete processes so as to gain competitive advantage in the market. Some of the order-winners and qualifiers, which apply to most companies, are discussed below: Price: As price is one of the key order-winners in most markets, the BPR package can help identify the cost centers and assist in redesigning processes to reduce production costs. Setting up tough cost targets and putting in place a rigorous monitoring system can help a company become cost-efficient. Therefore, BPR implementation should focus on the areas in which significant costs are involved so that appropriate resource allocations can be made and management attention can be focused on them. When a company uses price reduction as an order-winner, it should also change its corporate strategy accordingly. It needs to assess changes in lead-times, investment implications and cost-reduction potential in several areas. Without assessing these factors, the changes in the strategy will be inappropriate. Delivery reliability and speed: Delivery reliability has also become one of the criteria on which customers judge an organizations competitiveness. BPR can make more efficient the procurement and distribution activities and reduce the process lead time involved in purchasing the raw materials and distribution of finished products. BPR helps to reduce the time in coordinating activities among all the entities of the supply chain through the smooth flow of information between them. With the help of BPR, the lead time required to process an order is reduced significantly. The need to provide information to customers and suppliers has forced BPR vendors to implement their applications with e-commerce also. Quality: The concept of quality no longer denotes just a state of being free from defects. Today, quality encapsulates many dimensions like performance, features, reliability, conformance, durability, serviceability and aesthetics. BPR by its redesigning capabilities can bridge the gap between the existing process and the implementation of the best process can help an organization achieve its quality objectives. Product range: In todays competitive world, organizations need to provide products in different shapes and sizes that satisfy the requirements of the different segments of the markets. They need a variety of products in their product line. But as the product range increase, the cost and time of production increases due to the modification of production process to accommodate the changes required for each product range. BPR, through reducing the process defects and be making the old labor and machinery system to knowledge and information systems, help in integrating the functionalities and a common database, enhances the capabilities that assists organizations in this direction. KEY GUIDE LINES TO BE FOLLOWED: Important guidelines that an organization must follow in Business Process Reengineering to make it more efficient and profitable: Business process reengineering is different from other IT systems/models in that its implementation is not restricted to a single functional domain. In order to take full advantage of the profitable benefits of the BPR package, organizations may/need to follow the guidelines given below: Define corporate needs and culture: In order to implement a BPR system successfully, a complete overhaul of the business organization is needed. Organizations should assess their readiness for change and the possibility of the implementing change in the organization. The level of difficulty in bringing about change depends on the amount of change involved. Project leaders should assess the level of difficulty they are likely to face. The top management should provide complete support for the implementation of the BPR package. Implementing a BPR package may also involves the redefinition of the roles of different functional departments, and the authority and responsibility of individuals throughout the organization. Complete business process change: The organization should be aware of the required changes in business process and skills and attitudes for BPR implementation. It may have the willingness to adopt changes but may not be able to assess the implications of the changes. Therefore, the organization should undergo a brief business process redesigns exercise before the actual implementation. The redesigning exercise should be carried out on the basis of the structure of the BPR package, so that there is no mismatch between the required functionalities and the functionalities provided by the BPR package. Communicate across the organization: Communication allows different entities involved or affected by BPR implementation to be aware of its effects on their jobs. Proper communication optimizes the implementation process, as the employees are aware of what is required of them. Besides, feedback provides the management with information needed to allay the concerns of the employees. Communication should not overstate or understate the functionalities of the new system. Overstating the functionalities would raise employees expectations unrealistically, while understating them may leave employees unprepared for the changes required for BPR implementation. Provide strong leadership: Strong leadership is an important success factor in implementing a BPR package. The difference between and informal support and active leadership can be the difference between the success and the failure. Therefore, the members of the steering committee members should be able to understand the business redesign and integration. Though these may be complicated processes, the right modeling tools can help them make simpler to follow. The steering team should be trained in process mapping and reengineering methodology and it should be fully involved in the process redesign so that it can guide the team members (implementation team) properly. Select a balanced team: The size and complexity of BPR implementation and maintenance necessitates a balanced team of professionals. In general, the BPR implementation team consists of personnel from IT, finance, marketing, sales and production. Most companies hire external BPR consultants who provide information about the operational aspects of the new BPR system and assist the internal team. Select a good method of implementation: As the implementation of a BPR package involves the participation of all the departments, a proper sequence of steps should be identified to define the implementation process. Project leader should set the milestones to be achieved in the various phases of the implementation and review progress continuously against the milestones. They should define clearly the scope of the project and develop the work breakdown structure (WBS), and estimate the time required to complete each activity identified in the WBS. This will help them reach a realistic project plan. They need to ensure that there is no compromise with the quality of the new process/system. Organization-wide training: BPR is a complex and organization wide system that requires some amount of training so that full advantage of the capabilities of the new process can be taken. The steering team should be trained in process analysis and redesign. The staff in the information technology department should be made aware of the package architecture, design and configuration. Functional managers should learn how the new process performs and how it can be useful in the decision-making process. The training varies across the different levels, and is based on the requirements of the persons using the new system or process. CONCLUSIONS: The term Business process reengineering-BPR, has an imperfect records in the past. But became popular in 1990s beginning, conversely, tactics and advancements was not completely be aware or nor valued. A lot of time, upgrading projects tagged with the name Business Process Reengineering-BPR be inadequately designed and implemented. Organizations and their employees get embarrassed at consideration of an additional Business process reengineering-BPR familiarity. The concept BPR is less utilized, and modified lot of times from the actual business process reengineering-BPR that was earlier exists. An organization operating in a competitive environment needs to have competitive advantage over others to attract and retain business. This can happen when different organizational functions develop strategies that complement the corporate strategy. An organizations competitive advantage can be defined by service quality, responsiveness and ability to satisfy customers needs and wants. In spite of this mistreatment of put into practice and imperfect name, applications of business process redesigning, connected technology and entitys structure is further accepted these days than past. Organizations go on with to reconsider and basically transform system they conduct operations. Cutthroat competitive force and a slow-moving market offer efficient techniques for entities motivated to work as efficiently and professionally as feasible.

The Civil War Essay -- essays research papers

The Civil War During both the civil war and civil war reconstruction time periods, there were many changes going on in the Union. The Emancipation Proclamation, as well as legislation such as the thirteenth, fourteenth and fifteenth amendments, was causing a new awakening of democracy; while the renouncing of secession by the South marked a definite triumph for Nationalism. As well, the government was involved in altercations of its own. During reconstruction, the legislative and executive branches eventually came to blows over the use of power. The nation was being altered by forces which caused, and later repaired, a broken Union. The first of these "forces", was the expansion of democracy. As early as 1862, Lincoln was taking a major step in that direction. On September 22, Lincoln announced the freeing of all slaves in areas not in Union control. Although the proclamation did not free all slaves everywhere, it was the action that would push Congress to pass the thirteenth amendment in 1865. The amendment, ratified later in 1865, stated that "Neither slavery nor involuntary servitude . . . shall exist within the United States, or any place subject to their jurisdiction." It seemed democracy had triumphed by giving freedom to slaves, but the amendment was not complete. It only stopped slavery, and made no provisions for citizenship; therefore, blacks were still not considered United States citizens. The fourteenth amendment was the democratic expansion that fixed that problem. Originally passed to "put a number of matters beyond the control or discretion of the president," the ame ndment also made "All persons born or naturalized in the United States . . . citizens of the United States." It also provided that, "No State shall abridge the privileges or immunities of citizens of the United States." This not only gave new meaning to black men's freedom, but it also gave a new and broader meaning to citizenship. Those drafting the amendment hoped that the broadness of would cover "unanticipated abuses", yet, the general phrasing was only an advantage to abusers. There is no listing of the "privileges or immunities" offered to U.S. citizens. In fact, there is not even a clarification of what rights a "citizen" has. These generalities, and the abuses that went with them, prompted ... ...civil rights bill. The bill would have given blacks a considerable new amount of freedom from discriminatory southern actions. Johnson took his stand against the radical Republicans in congress when the fourteenth amendment was first passed. While Congress required ratification of the amendment as part of reconstruction, Johnson denounced the amendment and advised states not to ratify it. "the battle between the executive and legislative branches settled into a predictable rhythm: Congress would pass a bill, the president would veto it, Congress would override it." This "rhythm" continued until Johnson violated the Tenure of office act, which required senate approval to remove presidential cabinet members. Johnson violated the act by removing Secretary of War Edwin Stanton. The House of Representatives approved articles of impeachment and in May 1868, Johnson was impeached by the House. The senate, by one vote, did not remove him from the office of president. Neither side had won that battle for power; Johnson had lost his ability to be an effective president, yet it had been established that impeachment could not be used as a congressional political weapon.