HIV in Singapore

To extend the impact of our effort to curb the spread of HIV, we propose to continue and improve on our outreach effort targeted at the Chinese speaking Geylang crowd, and to initiate a campaign targeted at youths. The main objective of both efforts would be to encourage condom use and promote HIV testing as means to prevent the spread of HIV. On top of having both campaigns, we would like to propose making HIV testing more convenient by assisting with the implementation of a Mobile HIV Testing Van (MTV) service. Continuing and Improving Current Efforts to Reach Out to the Chinese Speaking Geylang Crowd 1. Printing more Pamphlets Having conducted an outreach event at Geylang, we found that the majority of our target audience read the educational pamphlet, and did so with a certain measure of contemplation – an indication of their rational riders being influenced by facts such as the ability to prolong one’s life if early treatment for HIV is sought, the benefits of condom usage and where the HIV test can be taken. Due to the limited number of pamphlets printed thus far, we foresee that more will be needed for future outreach events. Thus, we propose to have part of the budget allocated for this purpose. 2. Printing of Taglines Encouraging Condom Usage on Condom Covers. Redesigning the box used to contain condoms for distribution. Our group conceived a series of short, catchy taglines to encourage condom use. Condom covers with these taglines could be produced and distributed during outreach events. The taglines conceived were meant to direct our audience’s emotional elephants by evoking positive feelings about condom use – by asserting that love making can be equally pleasurable even when condoms are worn. To further engage our audience’s emotional elephants, we propose that an effort be made to conceive suitably ‘hard’ messages evoking anxiety and fear by highlighting the risks of doing away with condoms. Some of these ‘hard’ taglines could put across the message an underestimation of the one’s chances of contracting HIV is a contributing factor leading to HIV infection. By focusing attention on this ‘black swan’ in HIV being closer to home than it is often thought to be, our target audience may be encouraged to use condoms. These ‘hard’ messages could then be similarly printed on condom covers and distributed during outreach events together with those having ‘soft’ taglines, thus producing a carrot and stick effect that could further improve our effort to encourage condom usage. Also, the boxes used to store condoms could be changed to make it less obvious that it contains condoms, as it currently is. The purpose of doing so would be to encourage the taking up of these condoms, as regardless of whether those approached are seeking paid sex or not, they may nonetheless avoid accepting the condoms altogether because they do not wish to be seen in public as having done so, as evidenced when approaching some members of the public. To overcome such reluctance, the condoms (with the taglines printed on their covers) could be packed into larger rectangular top opening boxes such as those containing sweets (like how the sweet Ricola is packaged), with plain messages such ‘specially for you’ as that would serve to mask the true contents of the package. 3. Associating Condom Use and Regular HIV Testing with Responsible Behaviour In addition to distributing condoms and educational pamphlets, we propose to utilise the behaviour changing effects of social identity promotion to encourage condom usage and regular HIV testing. Posters juxtaposing images of Chinese males, representing all adult age groups, with condom use messages and them going for regular HIV testing could be printed and put up at places where our target audience often congregate – lanes leading to coffee shops and eateries along Geylang. These posters would portray these males as being socially responsible. As most would not wish to be labelled as irresponsible, the effects of projecting such an image could serve to encourage condom use and regular HIV testing. This effort to create such a social identity could be made more effective if a greater number of older volunteers (over 40s) are involved in such outreach events. These older volunteers could serve as leading lights of their age group and potentially relate better with our target audience, since both could see each other as peers. As there is a lack of volunteers belonging to this age group, we propose that an effort be made to seek such volunteers. One way we could do so would be to seek volunteers from grassroots organisations such as community clubs and public housing residents committees (RCs), since these bodies consist of people with an existing spirit of volunteerism and mainly belong to this age group. Extending our Impact to another Target Group – Youths/Young Adults Why Youths/Young Adults? It can be reasonably inferred from statistical data that youths (below 20) and young adults (20-30) are either becoming more sexually active or engaging in riskier sexual behaviour. The number of Sexually Transmitted Infections (STIs) amongst youths rocketed by 118% between 2000 and 2008, while that of young adults increased by 67% during the same period1. Given these societal trends, this group seems increasing vulnerable to contracting HIV. Thus, we propose to mount a HIV prevention effort targeted at this group through similar means such as the promotion of condom use, regular HIV testing and creating a social identity to promote responsible sexual behaviour. 1. Going to Where Youths/Young Adults Are Instead of focusing on the Geylang red-light district, we propose establishing a presence at places where there’s a higher concentration of youths/young adults who are more likely to be sexually active and or engage in regrettable sexual behaviour. Some of these places would include entertainment nightspots such as clubs and pubs where the flow of alcohol and its adverse intoxicating effects are more keenly felt. 2. Distributing Educational Pamphlets and Condoms The content of the educational pamphlets targeted at the Chinese speaking Geylang crowd could be translated into English to cater to the younger set. The pamphlets could also include information, that would otherwise be absent in the Chinese-language version targeting the older crowd, directing our audience to social media sites (such as Facebook) where Action for Aids has a presence. We also propose modifying the taglines to be printed on condom covers, to appeal to the younger crowd. These taglines could include cheeky English language ones that the young can relate to. As with the Chinese speaking Geylang crowd, we propose to craft a social identity for the young who are sexually active, that would positively associate them with condom use and having regular HIV tests, by promoting their ‘clear’ HIV status as an asset. Assisting Action for Aids with the Implementation of a Mobile HIV Testing Van (MTV) Service Action for Aids (AFA) has plans to introduce a MTV service, to make HIV testing more convenient. Otherwise, AFA only has one test site at Kelantan Lane that may be out of the way. As the operational costs of such a van are high, and that the service will have to be chargeable, we propose committing part of our $1000 budget to subsidising these tests (the ones at AFA’s Anonymous Test Site cost $30) during the initial phase of the van’s operation, so as to allow the public to first acquaint themselves with the quality and safety of the service provided.

Belief Statement

PERSONAL MISSION STATEMENT I am at my best when I am unselfish and positive about what the future brings me. When I am looking forward to benefiting myself and others. I will try to prevent times when I let the negativity and harsh conditions I have come across in the past affect me and the ones I care about. When I start losing faith in myself and my Lord. I will enjoy my work by finding employment where I can make sure that the environment is safe for the people.I will find enjoyment in my personal life through providing myself with knowledge and wisdom and enjoying the company of people no matter what the occasion is. I will find opportunities to use my natural talents and gifts such as God-given willingness to give a helping hand to those in need. I can do anything I set my mind to do. My life's journey is to travel to a land far away and protect the townspeople from a magical dragon. By defeating it, I will be praised and called Savior. I will forever stay and defend the land fr om any potential threats.I will be a person who would be remembered as a loyal friend, faithful husband and a law-abiding citizen. My tribute statement should be about how I lived by putting the ones I love and care about before myself. My charisma and kindness would be appreciated as well. My most important future contribution to others will be to love and care for the ones I love for as long as I live. Always by their side and willing making sure that everyday with me would be a gift. I will stop procrastinating and start working on time and focus in my education so that it can benefit me and bring fortune to my future.Start taking good care of my body and mind by eating, exercising and maintaining good habits. Better Decision making and surrounding myself with the right people I will strive to incorporate the following attributes into my life: Constant unconditional love, unselfishness and charisma from my mother. I will constantly renew myself by focusing on the four dimensions of my life: Taking good care of my body, Finding Enlightenment, Having Faith in God, Treating others the way I want to be treated

Cat in the Rain Essay Example for Free (#2)

Cat in the Rain Essay Cat in the Rain is a short story about an American couple on vacation to Italy. They are in their first year of marriage. The husband has a dismissive attitude towards the wife and the wife always wants more. In the story the couple has a lot of selfishness going on in their relationship. The husband ignores his wife’s needs and the wife and the wife is not satisfied with her husband. The theme of this story has a lot to do with loneliness in the couples’ relationship. In this story the American couple is trapped in their hotel room with nothing to do because of the raining weather. The husband wants to read and ignore his wife. So the wife is looking out the window and sees a cat crouched from the rain. She wants to go downstairs and get the cat. She tells her husband about it and he shrugs it off. The wife goes down herself and the story talks a lot about how she likes the inn keeper. I find that this part of the story most affected me when the husband ignored his wife’s wants and needs. She really wanted that cat because it was something for her to do and feel good about. Her husband obviously doesn’t satisfy her which makes her feel lonely and the cat would keep her company. The wife in this story wants to feel appreciated and loved like any other woman would. Being married for their first year is beginning to be hard for them. Hemingway tries to tell about a first marriage of a couple he once knew and how hard it is for some to always keep that happiness. Couples always have disagreements but should never feel alone. A husband should not ignore his wife’s needs and in this story that is what he does instead of trying to satisfy his wife. Close to the ending of this story the wife was not able to find the cat. She came back in the hotel room very sad. She tries to tell her husband but he does not listen. She starts complaining about what she wants to change about herself. She wants â€Å"her hair to be long so she can brush it† and she wants a cat. The husband can only say that he likes things the way they are. He tells her to shut up. He does not care what the wife’s needs are or what she wants. He does not want to listen and he just wants to read which is what he wishes she would do. This part of the story really interested me because I could not get as to why the husband doesn’t respond to what she asks for. The wife desperately wants attention and he is not giving it to her. The story of the American couple explains a lot about how the wife tries to get attention from the husband. Hemingway talks about a cat but behind that cat this story means more. The lack of attention her husband gives her may make her feel that she is restricted on expressing herself and keeps most of her feelings inside. The cat stays compact to stay dry outside, which is how the wife feels she has to be with her husband to make him happy. She hides herself constantly from him. In this story it relates to her as American wife and never tells her name. This kind of says that she is nothing but an American wife which is exactly how she feels. Hemingway had a unique way of telling the story but the way he told it had a lot of meaning to it. He showed the couples loneliness in a different way. Cat in the Rain. (2016, Dec 19).

Reflection Essay Example | Topics and Well Written Essays - 500 words - 22

Reflection - Essay Example Todd Gish states that people may call the city ugly, call it beautiful and even call it dysfunctional but no one should call it unplanned. This statement by Todd clearly states that the city never happened by accident but by will (Scott, 1996 et. al). Its extraordinariness and prudence are the primary causes of these doubts. Despite its awesomeness, uniqueness and spontaneous evolution, the city still remains planned. How are the parks and public spaces for Angelenos divided? And are the divisions useful and advantageous? The city of Los Angeles has neighborhood-based facilities that help attract visitors and paint a great image for the city and its people. The city’s division with parks is advantageous because it has led to openness and connection between private and public life. Thoughts of how density affects people positively are now put into action. Both the attitudes on the city inhabitants on living public lives and planners’ responsibility of articulating a compelling vision are taking place positively. Los Angelenos’ love and hate relationship with nature bases on the shape, policies and working of the Los Angeles city. The Angelinos have a way of expressing their own demise and love over the intricate and wonderful things. The subway, the traffic, the parks and public places are some of the concerns facing the love and hate. The Angelinos love their city for specific things and hate them for other specific things. The density or high population of the city results in traffic jam and overcrowding in metropolitan buses and other public transport vehicles. The love results in the safety provided by the city’s security and the presence of being around people. Is the nature a love or hate for the los Angelinos? The nature is both a love and hate for the city dwellers and people of the city of Los Angeles. The weather of the Los Angeles is constantly changing and very unpredictable. It varies from slightly chilled

Marketing plan Essay Example | Topics and Well Written Essays - 750 words - 2

Marketing plan - Essay Example With a range of popular brands in the FMCG sectors including: Americana Meat, Americana Cake, Farm Frites, California Garden, Greenland, Lion, Kiko, Gulfa, Americana has a great chance to expand their presence and to reach more consumers in one of the biggest and most complicated markets in the world. In the UK market, the target market for the â€Å"HALAL† brand will be the Muslim people who immigrants whose number has greatly increased due to their settlement in the country decades ago. We will also target the Muslim business people who have been moved to the country by multinational companies that have invested in the country. Therefore, Halal will target these two groups of Muslims who still holds on to their religion and its teachings. As a result, they are willing to spend their income on foods that is stipulated in the Quran to constitute a lawful meet among the Muslim religion. In the UK, we will modify our brand positioning. The new Brand position to be adopted is the provision of a lawful meat among the Muslim religion. In addition, UK being a highly stable economy with high minimum wage, we will still adopt the pricing the product high to presage the quality of the product because consumers have high disposable income and high spending level (Cadogan, 2009). Several methods of communication will be used in relaying messages to the respective consumers informing them how the product is of high value to their religion. In short, Americana will position themselves in the UK market as a convenient, healthy, tasty, nutrient, and high-quality and high value to Muslim religion brand. In addition, the Americana meat products will be linked with indulgence and health benefits. In the UK, we will launch the product under the same brand name. This is so because such brands are well established and are therefore recognised widely by all the Muslims. Changing the

Scale-Free Brain-Wave Music from Simultaneously EEG and fMRI Research Paper - 1

Scale-Free Brain-Wave Music from Simultaneously EEG and fMRI Recordings - Research Paper Example The scientists conducted the study for the propose of improving the few methods that had been developed to translate human EEG to music by developing a new method of translating both brain EEG and FMRI signals to music for a better reflection of the internal functioning activities of the brain (Lu, Wu, Yang, Luo, Li & Yao, 2012). In this method, there was recording of the simultaneous EEG-FMRI. The subjects were a thirty year old female (subject A) and a fourteen year old female (subject B). The scanning took place when the two subjects were in a resting state (Lu, Wu, Yang, Luo, Li & Yao 2012). In the part of composing music, there was referencing of the EEG records to zero with software known as REST developed in the laboratory. They choose the EEG for the purpose of brainwave music, which is at the central region of the brain and is a channel that the body movement does not affect (Lu, et al. 2012). This is the second method of the study. Music note consists of four characters, timber, duration, pitch and intensity. There was more attention to pitch and intensity (Lu, et al. 2012). In this part, wood was fixed together with piano, and the results were that it changed according to the persons hobbies at the same time as the EEG wave determined the duration. The recording of the EEG-FMRI brain music involved the following; The intensity of a music note (IM) is relative to the logarithm of the AP which changes according to the Fechner’s law MI=klgAP+1. In this equation, K and 1 are constant. MI is partly related with pitch since both of them are defined by something related to the amplitude of EEG (Lu, et al. 2012). Intensity of the music was represented by adoption of the FMRI signal instead of the AP. The figure below shows the mapping rules used between the attributes of a music note and brain physiological signals. The FMRI reflects signal to the BOLD signal. On the other hand, the EEG

MGT501 - Management and Organizational Behavior Mod 4 Case Assignment Essay

MGT501 - Management and Organizational Behavior Mod 4 Case Assignment - Essay Example There are no things present in a corporation that are not part of the culture. All things are. Now, that may mean that they negatively affect or positively affect the culture but they are still part of it. The culture consists of attitudes, beliefs, and behaviors of social and ethnic groups as well as patterns of language, dress, eating habits, activities of daily living, and attitudes. It also includes attitudes toward other culture, health beliefs and values, spiritual beliefs or religious orientation and attitudes toward children, women, men, marriage, education, work and recreation (Chitty & Black, 2007). As one can see culture is all that we are personally as well as corporately. Organizational culture is a cross-section of all of the cultures that its employees bring with them. National culture is just that. For example, the United States has a totally different culture than Mexico but a Mexican-American organization has a culture that is part of both cultures brought by the employees and blended. Corporate culture is a" set of common understandings of meanings that are shared by a group or system of knowledge, standards and beliefs."(au.af) All employees are affected by the overall corporate culture. However, employees and managers are different subcultures of the corporate culture. The management staff have a culture of their own in which they have behaviors that are expected of them, values that they believe in and assumptions that they make. The same holds true of employees. The working staff is a combination of the two in which there is a blending of the managements beliefs and the employees beliefs. In the Culture Crash case study there were some truly important differences in the cultures of the management staff and the employees. In this case the cultures were so different that the employees did not know what to expect when the merger first happened. However, eventually they merged into the culture provided and

Real Estate Principles Essay Example | Topics and Well Written Essays - 2000 words

Real Estate Principles - Essay Example Ethics in real estate One of the greatest obstacles that affect the growth of real estate industry is lack of ethics. This is based on the fact that most of the real estate buyers are not aware of the intention and operations of the realtors. In their efforts to get adequate information regarding the problems facing the real estate industry, most governments involve real estate institutes. However, most of these institutes are made up of real estate agents who are focused at exploiting consumers in their efforts to maximize profits (William and Donald, 1995). To ensure ethics are upheld during the transaction between the realtors and the property owners or buyers, National Association of Realtors has specified code of ethics that all its members are under obligation to follow. This course has widened my knowledge on how to uphold ethics during my future assignment as a real estate agent when dealing with my clients, public as well as other members of National Association of Realtors. Duties to clients Articles 1 to 9 of the National Association of Realtors code of ethics, regulates the way the real agents relate with their clients (William and Donald, 1995). ... Duties to the public Articles 10 of the National Association of Realtors code of ethics forbids agents from discriminating their clients on the basis of color, sex, religion, race or nationality. Other key aspects that are dealt with by articles 10 to 14 depicts that agents should not provide services that they are not competent in, contacting a lawyer in cases the agency has no authority to practice law and avoiding misleading advertisements. Duties to other members National Association of Realtors code of ethics depicts that agents should not make untrue statements about their competitors. In addition, it forbids agents from transacting business with clients who are exclusively owned by other agents. Legal Aspects of Real Estate Based on the fact that real estate covers immovable properties, minerals, bushes, water among others, real estate and property law covers wide range of aspects. It is worth noting that different countries have put in place various regulation that seek to co ntrol the operations of agencies and transfer of property. As a result of the inconsistency of the property laws, initiating legal procedure has become a complex practice that calls for proper coordination among all the stakeholders. This course has exposed me to major issues that are covered by real estate and property laws include purchasing of property, landlord issues, transfer of movable and immovable property, settlements of claims, property development, foreclosures, land use and zoning, home loans among others. This section discusses major aspects of property and real estate law adopted by various countries. Property and Real Estate Law adopted by US Real Property, Trust and Estate Law Sections Real Property, Trust and Estate

Trends and Challenges in Training and Development Essay

Trends and Challenges in Training and Development - Essay Example Training them to become more transparent and accountable to their duties can be a good step in ensuring that businesses are run properly (Scott, 2014). Another current trend affecting training and development is globalization. Globalization will aim at shaping leadership programs (Scott, 2014). In the event of having a world which is able to inter-connect, various training and development practices are able to be shared from one good company to the rest hence making the existing leadership programs much better (Scott, 2014). Many businesses will adopt a global dimension in order to develop their leadership. The only challenge that will face the business if they adopt this trend will be losing ground in the competitive market place (Thacker, 2012). In training and development, the demand by workers for basic skills training is another trend currently emerging. In the event of companies trying to cut on budget after being hit by the recession in order to maximize on profits, programs aimed at impacting trainees’ basic skills will be introduced (Thacker, 2012). The basic skills program will be designed to ensure the trainees develop skills in critical thinking, communication skills, creativity and collaboration. The challenge with this trend will entail employing individuals capable of dedicating their time to impact the trainees with these basic skills (Thacker, 2012). In addition, another trend currently being adopted by companies will be offering training programs so as to build employee loyalty. In order for companies to retain some of their skilled employees, training them in various aspects can provide them a chance and the spirit of development once in the given organization (Tarique, 2014). An employee is more likely to remain in an organization which enhances his or her skills than one which does not offer. This training programs, will offer a chance to build closer relationships among worker and the

U.S. War on Terror-Iraq Essay Example for Free

U.S. War on Terror-Iraq Essay The U. S in the aftermath of terrorist incidents on September 11 in the mainland America embarked upon an anti-terrorist campaign in the world. In a following state of the union address by the president of the U. S. , Iraq was declared to comprise the â€Å"axis of evil†. President George W. Bush affirmed that the Iraqi regime exhibited its grave aggression toward United States, and hankered after to build up â€Å"weapons of mass destruction† for more than a decade. Bush further illustrated the Iraqi government as a grave and growing danger as it might employ â€Å"weapons of mass destruction† to blackmail or attack the US. He further showed a connection between Saddam Hussein’s government and terrorist groups. Bush declared that the United States of America will not permit the worlds most dangerous regimes to threaten us with the worlds most dangerous weapons. (U. S. Executive Office. 2002) Vice President Dick Cheney re-emaphzised the threat from Iraq and stated that we now know that Saddam has resumed his efforts to acquire nuclear weapons. He also declared that many of us are convinced that Saddam will acquire nuclear weapons fairly soon†¦containment is not possible when dictators obtain weapons of mass destruction and are prepared to share them with terrorists who intend to inflict catastrophic casualties on the United States. † Earnest preparations were set in motion to launch a military invasion against Iraq. An attempt at cobbling coalition of countries on the pattern of 1990 antedating the gulf-war 1 fell miserably short of its intended objectives, as U. K alone notably contributed towards the war plan, in addition to mere token contributions from Australia. As military mien and might were accumulated around Iraq with fanfare fro the purpose of war, a resolution was presented to the united nations security council as a product of after thought on the part of the U. S. and on the promptings of the British prime minister . The underlying in tent in the resolution was the conferment of legitimacy upon the anticipated invasion of Iraq. The UN resolution 1441 passed unanimously on November 8, 2002 sanctioned U. N. inspection teams to bring about disarmament of Iraq. (U. N. Security Council, 2002) The use of military force was not envisaged by the majority of the Security Council members to affect disarmament. The US and its allies moved another resolution in the council to sanction use of military force against Iraq. However, due to the inability to secure required number of votes for its passage in the SC, the resolution was withdrawn by the Y. S. The eagerness to rationalize its war efforts against Iraq led the U. S. to project shifting rational of war from disarmament of Iraq suspected to be in possession of the weapons of mass destruction, to the regime change, through bringing about political liberation and introduction of democracy in Iraq, to some others. Finally, the real motives underlying the military invasion of Iraq could not remain without coming to surface. The issue of the justification of Iraq war, once surveyed with the advantage of retrospection, imparts invaluable lessons. The doctrine of preemption contained in a document entitled The U. S. National Security Strategy was announced in September last, the epoch making events leading to the war against Iraq are the subject matter of the ensuing discourse. An astounding paradox, the war though as a mean to purge Iraq of its presumed stock of the WMD is proclaimed part of the U. S anti-terrorism campaign in the world, however, any established definition of terrorism is not yet recognized by the U. N. the substantive ramifications of such an omission are to be realized. The Iraq situation in the aftermath of war and U. S. military occupation bears an historic significance for the Islamic civilization. The outcome in the Iraq conflict, as in such instances of military occupation gathered from history, of course, will depend upon the response the Muslims are able to forge over a period against the extraordinary challenge that has come to emerge. The chief UN weapon inspector, Dr. Blix told the UNSC in a crucial report that no WMD were discovered in Iraq by the UN team. At the same time, the report maintained that Saddam Hussein had not accounted for any banned weapons. Dr. al-Baradei reported that inspectors found no evidence that Iraq had restated its nuclear weapons program. No Iraqi cooperation was needed for the inspection work, because in nuclear verification, particularly with an intrusive verification system, the presence ore absence of a nuclear weapons program in a state could be assessed even without the full cooperation of the inspected state. The U. S foreign secretary at that time Mr. Collin Powell addressed the UN SC and sought to make a case against Iraq of ‘denial and deception’. (U. S. Department of State, 2003) The satellite pictures from Iraq of the apparent evidences for the manufacture of rockets exceeding UN permitted dimensions an ranges , and for rocket launchers exceeding the size needed for limited range missiles, were beamed at the screens in the UNSC and around the world. Artistic renderings of the mobile laboratories for producing bio and chemical weapons were presented and a claim , on the basis of information gathered from defectors , was made that there were at least eighteen such laboratories in the possession of Iraq. Mr. Powell recounted that Iraq had failed to account for Anthrax and other lethal bio and chemical weapons, which according to the UN inspectors report in the 1998, Iraq was suspected of owning. Included in the evidence among the aerial photographs of the buildings was an â€Å"organizational chart† of supposed al-Qaeda operations in Iraq, a couple of tare recordings that lent themselves to varied interpretations and a large number of undated reports by unnamed Iraqi defectors. Further, in the report, the secretary made a case that Iraq had repeatedly tried to import sophisticated parts that could be used in a gas centrifuge to produce enriched uranium. In particular, that Iraq had sought â€Å"high-specification aluminum tubes from eleven different countries†. Mr. Powell admitted the fact that â€Å"there is controversy about what these tubes are for â€Å". Iraq explained that the tubes were for missiles, and that the UN experts agreed that the tubes were consistent with Iraq’s view point and â€Å"not directly suitable† for a centrifuge. According to Mr. Powell the debate missed the point: Iraq had no business buying the tubes for any purpose, for those are banned. The early reviews of Mr. Powell’s performance were mixed. In the U. S. audience he changed so many minds that half of all Americans were than ready to go to war immediately, compared with only a third the previous month, according to the Newsweek poll . In contrast among the member states of the UN, Mr. Powell’s case for a US –led war on Baghdad as a â€Å"smoking mirrors† and nothing to do with reality, and plain wrong. He described the presentation by Mr. Powell before the UNSC as a compelling case and sound argument only for the unknowing. Some critics suggested the entertainment of skepticism concerning Mr. Powell’s report. Previous instance s of the use of disinformation by the US government to drum up support for war was cited. These included from relatively subtle measures like the doctoring of satellite photos to convince the Saudi government that Iraq was amassing troops for an invasion of Saudi Arabia in 1990, to incredibly crude ones like the continuing claims by the U. S. officials, including Mr. Bush, that â€Å"Iraq† expelled weapons inspectors in 1998. However as covered in the press at the time, the inspectors were withdrawn at the behest of the U. S. The doctrine of preemption was declared in a document, â€Å"the National Security Strategy of the United States† on September 20 during an address by the president at the WestPoint. A law was also passed ,The USA PATRIOT Act, commonly known as the Patriot Act, is an Act of Congress that United States President George W. Bush signed into law on October 26, 2001. The acronym of USA PATRIOT ACT stands for â€Å"Uniting and Strengthening America by Providing Appropriate Tools Required to Intercept and Obstruct Terrorism Act of 2001. This act broadens the authority of US law enforcement agencies to a large extent for the sake of fighting terrorism on the soil of United States and abroad. The most important provisions of the Act includes that the law enforcement agencies has been made immensely powerful and they have been allowed to search telephone, e-mail accounts, medical records, financial records and many other things, restrictions and limitations have also been loosed on intelligence gathering related to other countries within the United State . the authority of the Secretary of Treasury has been increased greatly and now he can monitor and control the financial transactions, particularly those involving foreign individuals and entities. The â€Å"Patriot law† also enhances the discretion of law enforcement agencies and immigration authorities so that they can now detain and deport immigrants suspected of terrorism-related acts with more ease and less restrictions. This act also sheds its light on the definition of terrorism and domestic terrorism is included in its domain. The significance of the ‘doctrine of preemption’ resides in the fact that it represented a remarkable departure from the historical policy of the U. S. as followed by successive American presidents. (ALCU) Although Patriot act provides surveillance agencies with great powers to search and eavesdrop to intercept and counter any terrorist activity but critics of the Act has illustrated that Patriot Act forfeited legal and constitutional shields of liberty and privacy for American citizen. For example, Susan Herman views that Patriot Act is against the spirit of cherished American ideals of freedom and democracy. She described that Patriot act lack a balance between rights of the American citizens and the President’s initiative to curb the terrorist activities. She says that Presidential powers in Patriot act are imperative for the protection of American citizen’s from future terrorists attacks but he is also responsible to â€Å"preserve, protect and defend the constitution† that safeguards the privacy and individuals rights of the people. (Herman, 2002) The policy of deterrence and containment has been pursued by the U. S to prevent wars. The knowledgeable persons view this enunciation of the recent national security policy, to be a paradoxical approach in the historical perspective, for it envisages resorting to war in order to prevent it. The justification of the doctrine is perceived by its source to reside in the logic that, â€Å"given the goals of rogue states and terrorists, the U. S. can no longer solely rely on a reactive posture †¦we cannot let our enemies strike first. As a matter of common sense and self defense, America will act against such emerging threats before they are fully formed. † The newly conceived U. S. strategy is fraught with serious consequences , due to its unilateral appropriations of the prerogative to impose its authoritative order upon other nations in the world by the U. S. it makes no pretensions of referring to any legal or moral framework that is subscribed to in the world. the sovereignty of states , guaranteed in the UN charter as sacrosanct and forming one of the fundamental principles of international relations since the Treaty of Westphalia 1648, has been exposed to a hazard unknown in the world before. The UN sanctioned inspection process was proceeding satisfactorily as acknowledged by other veto-using members of the council. However, the U. S. and its allies presented a resolution in the SC to require its authorization for the immediate use of force against Iraq to bring about disarmament. As become evident that the proposed resolutions would not come to muster the requisite number of votes in the council for its passage, and there loomed the inevitable threat of vetoes from France and Russia, the US deemed it convenient to withdraw the proposed resolution. The new doctrine, tested on the grounds of its initial application in Iraq, is a counter to international law and a subversion to the collective security system of the UN . the essential element of the collective security system of the UN is the prohibition of arbitrary use of force under all circumstances, it is the prerogative of the UNSC to determine in each instance the nature of the conflict, the threat arising from it, and the measure to be adopted against an aggressor. The doctrine of preemption is a usurpation of the UNSC’s role as an international collective peace-keeping organization. The outcome of war in Iraq-the removal of Saddam Hussain , regime change and occupation of Iraq – is by no means a validation of the doctrine. As a matter of fact , abysmal failure to establish the discovery of WMD and the US not becoming a force of liberation for the people of Iraq , who are in agitation to restore their independence from foreign occupation, such aftermath of war on Iraq provides a censure, and not the justification, for the doctrine. The international commission of jurists (ICJ), in response to the ultimatum issued by Mr. Bush warning Saddam Hussein to leave Iraq within forty eight hours, declared that invasion of Iraq would be illegal and tantamount to a war of aggression. The Geneva-based non-governmental body, comprised of sixty eminent jurists, expressed its deep dismay for the reason that,† a small number of states are poised to launch an outright illegal invasion of Iraq which amounts to a war of aggression. † The ICJ insisted that without SC authorization, no country could use force against another country except in self-defense against an armed attack. It emphasized that â€Å"there was no other plausible legal basis for the invasion of Iraq than a UNSC resolution that sanctioned it. † A critical analysis of the facts and events related to the US war on Iraq harbors a wealth of lessons, which should be the subject matter of another discourse. In the aftermath of the terrorist incident s of September 11, the US has demonstrated a gradual yet persistent shift away from internationalism. The abandonment of the Kyoto protocol –the treaty establishing the international criminal court –the repeal of Anti-Ballistic missile Treaty, non-compliance with the UN Resolution 1441, launching of the invasion of Iraq without the sanction of the UNSC, the assassination attempt at Saddam-in strict legal sense and before the formal declaration of war- and the disinclination from the involvement of the UN in the administration of post-war Iraq, are the instances of the US international conduct, among others. The rational of war against Iraq, after undergoing changes as adjustments for the purpose of plausibility, has finally emerged to be the control of rich oil reserves in Iraq, reconstruction, contracts for the US construction conglomerates, and far wider strategic aims in the middle-east. Such aims include the building of military basis in Iraq and conversion of the middle-east into a â€Å"free trade zone,† as announced by the US president. To sum up, despite controversies related to the Iraq war, what is needed for Iraq both by U.S government and Iraqi nations is, as enunciated in the national security strategy of the US as well, to provide for the common defense. It is anticipated that with vision and valor the present and historic crises the world of crescent will be cope with by overcoming implicit dangers, and harnessing opportunities. Noteworthy it is, the word crisis in an ancient oriental language is comprised of two meanings at once, the danger and opportunity.

Impacts of Enterprise Resource Planning (ERP)

Impacts of Enterprise Resource Planning (ERP) 1.0 Introduction This paper will labour to explicate the intricacies of enterprise resource planning (ERP), a concept that has long fascinated many in both academic and professional work environments, including the United Nations (UN). In fact, the UN has expressed the need to implement ERP. As part of their examination into this procedure, the UN has implemented ERP at the United Nations Development Program (UNDP) in Pristine, Republic of Kosovo, and other agencies of the UN. As they look into the ramifications of ERP implementation, so does this case study. This study attempts to make predictions of the impact of ERP implementation on the business processes and organisational culture of the United Nations secretariat based on results from the UNDP. 1.1 Introduction to the Problem Since the late 1990s, businesses have flocked to implement enterprise resource planning (ERP) systems, e.g., one study showed that more than sixty percent of Fortune 500 companies had adopted an ERP system (Stewart et al. 2000). The United Nations, as one of the largest organisations in the world, has lagged behind in adopting the transformation in the management of its resources. The United Nations has been seriously hampered in its ability to deliver results effectively and efficiently due to the lack of an integrated information system for managing its resources (Report of the Secretary-General, 2008). According to Davis and Olsen (1985), ERP is an integrated system that provides information to support operation management and decision-making functions in an organisation. Therefore, the goal of implementing an ERP system is to build an integrated global information system that fully supports the needs of the United Nations, enables the effective management of human, financial and physical resources, and is based on streamlined processes and better practices (Report of the Secretary-General, 2008). 1.2Background of the Study 1.2.1 Existing System Currently, the United Nations uses an in-house developed system—commonly referred to as Integrated Management Information System (IMIS)—for the management of human, financial and physical resources. The development of IMIS was a milestone in the use of information technology as a discipline that can beneficially affect many, if not all, areas of administration and management in any given organisation. IMIS was developed as a functionally integrated system, which combines all departments to support key processes such as human resources management, payroll, finance and accounting, requisitioning and funds control, budget execution and travel management. IMIS was introduced in conjunction with desktop, networked computing and office automation tools such as electronic mail in many offices. â€Å"If an organisation is not yet sure of the need for client-server networks, the state of the art in enterprise-wide computing, it has only to consider the Integrated Management Information System (IMIS) of the United Nations,† (Rowe Davis, 1996, p. 122). The launching of IMIS was subsequently affected and conditioned by major developments in the technological market, and an accelerated shift of focus in the United Nations to field activities. In short, IMIS was designed and developed at a time when the context began to change rapidly and profoundly. Yet, only a few years after the implementation of IMIS, it has become evident that the system cannot take full advantage of the advancement in technology; e.g., even though IMIS is functionally integrated, it was deployed and managed locally at each geographical location, which makes reporting and global management very difficult. The implementation in the United Nations peacekeeping operation was partial, as it is a separate department in the UN, and was not able to support the supply chain and logistical management (Report of the Secretary-General, 2008). â€Å"The IMIS was not an alternative communication technology to paper and telephones, but it involved the synchronization of multiple data sources and the linking of them to several mainframes,† (Rowe Davis, 1996, p. 122). An investment in tactical systems, which includes a stand-alone system and a modular integration into IMIS through interfaces, was able to address the functional gaps of IMIS. However, the organisation today faces challenges that demand profound transformation beyond the capabilities of IMIS and its ancillary legacy systems currently being used (Report of the Secretary-General, 2008). 1.2.2 The need for change â€Å"The United Nations struggled to get everybody in their building to connect electronically. It soon realised that it was time to connect the world with a client-server network,† (Rowe Davis, 1996, p. 122). The need for the United Nations to take on the International Public Sector Accounting Standards (IPSAS) lead to the requirement of significant change in the accounting processes and systems in order to comply with the international public sector standard for accounting. The requisite changes, indeed, were so fundamental that it is fair to say that the life of IMIS had come to an end after fourteen years; moreover, the benefits that the staff and managers expected from the information system in day-to-day operations and decision-making no longer matched the cost of maintenance and ongoing support. This is because IMIS is no longer able to cope with the fast technological development, and the cost of maintenance and ongoing support has become very expensive (Report of th e Secretary-General, 2008). â€Å"The success of your organisations quality initiative depends upon your ability to communicate the need for change throughout the organization,† (Arcaro, 1997, p. 146). The United Nations as an organisation needs to improve the value and cost-efficiency of the services it provides. They report that the existing systems are not up to the standard, not integrated, duplicative, and are inefficient (Report of the Secretary-General, 2008). According to the UN, the effective management, planning and decision-making have been hampered by the lack of integration and complete data on resources (ibid). As the organisation continues to grow in complexity in its activities, they are dissatisfied with the lack of integration and data-sharing between different departments as it has become a bigger problem, and the need for a new ICT global enterprise system for streamlining and simplifying processes has become more crucial as the nature of the organisation is changing itself (ibid). 1.2.3 Goals and objectives of implementing an Enterprise Resource Planning System The United Nations reports that the implementation of an ERP system will present the opportunity to fully combine resources and functions across the organisation by replacing the existing IMIS system (Report of the Secretary-General, 2008). Minahan (1998) reports ERP to be a multifaceted system that integrates and automates the basic processes of a business such as finance and budget management, human resources management, supply chain management, central support services, and other corporate core functions. Most importantly, the main value of an ERP system is the opportunity to streamline and improve the operations of an entire organisation through process reengineering, sharing of common data, and implementation of best practices and standards, and perform as the inter-organisation information backbone for communication and collaboration (OLeary, 2004). According to reports from the United Nations (Report of the Secretary-General, 2008), the main objectives of the ERP project can be summarised as follows: To have a global operating system that precisely captures core resource data from each department and agency at the UN while linking them together to provide better decision-making. This will minimise the time required to perform administrative processes and enable easy access to necessary reports for each department, thus increasing the efficiency of the organisation and directing the focus to high priority situations. The main functionalities sought from the new ERP system are expected to encompass functions such as programme planning, budgeting, contributions and performance; human resources management and administration; payroll, including management of benefits and contribution to pension, medical and insurance schemes; supply chain management, including procurement; assets and facilities management; general accounting, travel and other administrative flows; reporting to management and stakeholders, and more (Report of the Secretary-General, 2008, p. 8). Specific United Nations peacekeeping operations functions such as logistics, transportation, fuel and rations systems need to be supported by the new ERP system, as these functions are not held in common with other organisations of the United Nations operations. 1.3Purpose and Significance of the Study The research done in this study will attempt to answer the following question: What will be the impact of ERP implementation on the business transformation and business culture of the United Nations? Specifically, this study will attempt to establish the relationship between the business process transformation and organisational culture change offered as the result of ERP. These questions and findings are expected to provide an increased ability in evaluating the performance and standardisation of the business processes within the United Nations, as well as an increased awareness of its effect on the business culture and productivity over time in the UN. In addition, answers to these questions will subsequently enable other researchers to gain more insight into ERP implementation and business process reengineering. It will also enable the management of the United Nations to see how ERP can be a better means of technological reform, thus providing the opportunity to re-evaluate the existing business processes. 1.4 Research Questions The question that constitutes the primary point of pivot for the paper is: What will be the probable future impact of ERP on the business process transformation and business culture of the UnitedNations? The three subsidiary questions of the present work are: > How will ERP implementation make the organisation better off in the foreseeable future? > What will be the effect on the reformed business culture in terms of productivity? > How does the organisation perceive the benefit of ERP on the standardisation of business processes? 1.5Structural Approach The rest of the dissertation has been structured as follows. Chapter 2 provides a review of relevant literature including ERP, business process reengineering, and their impact on organisational culture. Chapter 3 discusses the methodologies used for the case study and describes the data and the various proxies employed for analysing ERP implementation in the United Nations. Chapter 4 provides empirical findings on the relationship between ERP implementation and its effects on business processes and organisational culture. Chapter 5 analyses the research findings. Chapter 6 concludes the research by pointing out the key impacts of ERP on the UN. Chapter 7 makes various recommendations for policy direction and potentially fruitful areas of ERP systems for further research. Chapter 8 reflects on the study as a whole. CHAPTER II 2.0 LITERATURE REVIEW The following Literature Review will focus on four main areas of evaluation regarding enterprise resource planning (ERP) on the business process transformation (BPR) in organisations, and more specifically, the United Nations. These are: 1. ERP: definition, evolution, implications 2. BPR: definition, evolution, implications 3. ERP and organisational culture 4. BPR and organisational change This review will analyse the abovementioned systems and related processes insofar as the available data in the literature will allow for a comparison of ERP and BPR and their effects on the United Nations and other large organisations. 2.1 Enterprise Resource Planning (ERP): Definition, Evolution, and Implications Enterprise resource planning (ERP) systems are commonly described as commercial software packages that allow the assimilation of data and processes throughout an organisation (Markus Tanis, 2000, cited in Kim et al. 2005). ERP enables the flow of information among all business areas such as â€Å"finance, human resources, manufacturing, sales and marketing,† (Tan Theodorou, 2009, p. 52). Basically, it allows data from all departments to exist in one computer system (Pang, 2001), making the managerial dream of unification of all information systems into one computer system come true (Adam ODoherty, 2003, cited in Revia, 2007). This unification should offer many benefits to the UN and other large organisations. Large organisations may have a more difficult time relaying information from one sector to another as they have many different departments and even multiple locations. The combination of all departments in one system, presents benefits of relaying data in a timely mann er. Rather than sending files through inter-office mail or needing to track down one particular staff member, each employee will have access to the information required for their job by simply logging into the system. The researcher will attempt to discover whether this unification does indeed allow for more time-efficiency as well as making simple operations tasks easier to accomplish in the UN. The start of ERP systems came about in the 1960-1970s with the invention of Inventory Control (IC) and Materials Requirement Planning (MPR) systems, which managed inventory in manufacturing. In the 1980s, Manufacturing Resources Planning (MRP II) systems came into use to manage both inventory and production requirements together. In 1973, the first ERP system was created with the goal of supporting all business needs. Since then, ERP systems have become much more popular. In fact, by the year 2000, enterprise resource planning systems were estimated to have serviced $23 billion USD in profits for the various organisations that have been implementing them (Pang, 2001). ERP systems are larger, more influential and faster growing than any other systems in the industry (Finney Corbett, 2007). This is probably why the UN has shown such interest in ERP. The increase in ERP implementation does not seem surprising as ERP allows corporations to update to a new integrated system cutting out the previous legacy systems known for their difficulties in maintenance, large size, and old age, as they are segregated systems (Martin, 1998; cited in Boudreau, 1999). This appears to be helpful for the UN as they reported difficulty with their current legacy system (Report of the Secretary-General, 2008). It is likely that employees of the UN will be satisfied with the replacement of the legacy system due to the reported problems it has. However, there is a chance that employees may be intimidated by this change as they will have to learn an entirely new system. Advantages of ERP systems for organisations include overcoming fragmentation by streamlining activities and processes, which provides direct access to real-time information by supplying a group of software modules that encase all departments of a business (Koch, 2003, cited in Finney Corbett, 2007). This implies that all information accessed through the new system will be current as it is constantly being updated by various employees based on the tasks they complete. Rather than there being pieces of information in various places, all information regarding the same issue will be together implying that employees can look in one place and have all the information they need rather than searching through various documents or consulting multiple co-workers. However, it provokes the question as to how employees can be sure the information entered is accurate. This aspect of ERP systems will be investigated at the UNDP in Kosovo in order to determine whether this feature is beneficial. Furthermore, ERP systems are said to provide cost-reduction in addition to increased flexibility (Siriginidi, 2000 cited in Al-Fawaz et al. 2008). Since the initial costs of implementation are so high, it doesnt seem like cost-reduction can be achieved anytime close to implementation. However, Rowe and Davis (1996) reported, the IMIS system which is the current system being used in many UN agencies does not cut down the amount of paper needed in order to do processes. Switching to an ERP system should reduce costs related to this amongst other things, as suggested by the literature. For the UN, this would mean more money to use for their peacekeeping missions or other operations. The reduction of costs and flexibility appear to be linked in some way as decreasing operation costs would imply having more flexibility to perform other processes. Then again, its possible for the availability of data to imply flexibility in making decisions, or flexibility could result from rearranging t he organisations processes and being better equipped to perform certain tasks. ERP systems have been reported to enhance business performance by accelerating the merger of organisational resources as well as strengthening the operational efficiency of the company through minimising human error (Shin Knapp, 2001, cited in Wang, 2006). The implication that ERP reduces human error seems to be correct as there is less opportunity to make a mistake for employees because there is generally only one time they need to input information for data-sharing as opposed to the multiple steps needed to take before but how can employees be sure that the initial information entered was accurate? One may argue that if multiple people are doing the same step there is increased accuracy as there are that many more people assessing the situation. Aside from that, it seems these benefits should assist the UN in accomplishing some of their proposed goals, such as linking all departments within one operations system, which decreases the time required for administrative processes. The UN hopes implementation will increase their operational efficiency by allowing valuable time to be spent focusing on high priority situations rather than simple operations tasks (Report of the Secretary-General, 2008). More advertised benefits include improved information accuracy and decision-making capacity (Siriginidi, 2000 cited in Al-Fawaz et al. 2008). The UN wants to make use of these proposed advantages (Report of the Secretary-General, 2008). Decision-making is a large part of the UN as they have to make difficult decisions everyday that effect large numbers of people; making a bad decision is not necessarily easily corrected in this case. Furthermore, many situations the UN deals with are time-sensitive; if its easier to access data, and the accuracy of that data is improved, officials can rest assured that they are making decisions with proper knowledge. In implementing ERP, organisations no longer have to create their own applications that are then unique to their company. They now have standard software available for their business processes, referred to as Best Business Practices (BBPs), which came into existence around the same time as ERPs. BBPs are general guidelines to assist companies in the way of handling certain business processes, meaning that each company can now improve itself on the basis of the experience of other corporations that share similar functional processes (SAP, 2007, cited in Revia, 2007). It seems any organisation would be hesitant to implement a system that has not proved to benefit other large organisations as the risk of failure is not unlikely (Moon, 2007). However, each organisation is unique so BBPs may not work for every organisation. .Some of the disadvantages of ERP are that the implementation requires time, costs and risks (Boudreau, 1999), as they tend to be â€Å"large, complicated, and expensive† (Mabert et al. 2001, cited in Al-Fawaz et al. 2008, p. 3). ERP implementation calls for serious time commitment from all involved as it is often the biggest project that an organisation will ever face (Moon, 2007). ERP execution requires new procedures, employee training and managerial and technical support (Shang Seddon, 2002, cited in Al-Fawaz et al. 2008), which can be accomplished through good communication of the corporate strategy to all employees (Umble et al. 2003, cited in Al-Fawaz et al. 2008). Consequently, the biggest problem is not actually the implementation itself but the expectations of board members and senior staff as well as not having a clear plan or realistic projections (Somers Nelson 2004, cited in Al-Fawaz et al. 2008). However, the UN has already proposed clear goals and plans for t heir implementation. The question is whether or not they will be able to successfully translate these goals/plans to all employees of the organisation and whether or not they will be successful. Finally, the importance of selecting the appropriate ERP package is stressed. Corporations must make sure they select the appropriate ERP package that will match their organisation as well as its business processes (Chen, 2001, cited in Finney Corbett, 2007). This seems obvious as every organisation is different. Some corporations strategise around providing excellent customer service while others focus on decreasing costs to customers as a way to attract more business. However, there are studies that show that customising ERP packages beyond minimal adjustments is discouraged; these studies show that organisations should adjust their processes to fit the package rather than adjust the package to fit the processes (Murray Coffin, 2001 cited in Al-Fawaz et al. 2008). 2.2 Business Process Transformation (BPR): Definition, Evolution, and Implications Business process reengineering (BPR) was not very popular until the release of the book Re-engineering the Corporation by Michael Hammer and James Champy (Barker, 1995). Hammer and Champy introduced the term â€Å"Business process reengineering† in 1990 and defined it as a â€Å"fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed† (Grover Kettinger, 2000, p. 151). Business process reengineering is also defined as a strategic redesign of important business processes, including the systems and policies that support them, in order to achieve maximum productivity of an organisation (Manganelli Klein, 1994). This would suggest a link between ERP and BPR as they are both structured around the redesign of core business processes. In fact, some goals of BPR are the reduction of cost, cycle-time, defects, and the increase of worker producti vity (Hales Savoie, 1994), very much the same as ERP. The aim of BPR is to change current business processes in order to make them more efficient overall, again mimicking ERP. In fact, Some researchers suggest that ERP systems â€Å"are the major tools for making business processes better, leaner and faster through associated business process reengineering,† (Shang Seddon, 2003, cited in Revia, 2007, p. 25). It is not yet known whether or not BPR will be performed at the UN. It is assumed that it will as it is so closely related to ERP. Additionally, reports have shown that ERP often causes BPR to occur due to its very nature (Seebacher Juszczyk, 2002). It seems that in order for ERP to be most successful, BPR should be performed (Sumner, 2000 cited in Law Ngai, 2007), otherwise the UN may not recognise exactly which processes are most important for their operations. Or, they may not be fully aware of the exact way in which ERP should be performed in relation to the core business processes, which is vital to understand for the selection of the proper ERP package. BPR has its origins in the private sectors as a management tool for companies to deal with change and reorganise their work to â€Å"improve customer service, cut operational costs, and become world-class competitors,† (Hamid, 2004, cited in Wang, 2006, p. 5). Generally, business process transformation takes business processes and allows them to be done routinely through a computer system. It incorporates peoples perspectives and input to make sure that the processes fit needs specific to each corporation (Wang, 2006). This suggests benefits for ERP implementation in any organisation as the systems are supposed to be designed around core processes specific to each company. It would be helpful for the UN to determine which processes are vital to their operations. Furthermore, cutting operational costs should prove to be very valuable for the UN as many of the services it provides are non-profit. Of course, whether or not this will be achieved is a question of interest. Here is a further look into what a core business process is: A core business process is one that gives value to the customers or stakeholders of the company. These are the most important processes within the organisation and are the ones that will set a company above their competitors if done well. In order to figure out what processes are core, one may ask the following questions. 1) Does the process make valued contributions to the customer? Does it improve customer service, increase response-time, decrease customers costs? 2) Is it important for the production/operation of the company? 3) Can it be used for other businesses? If the answer is yes to one of these questions, then the process under consideration can be considered core (McHugh et al. 1995). The UN may consider any process involving cash flow to be core as that is a huge component to many of the services they provide. Furthermore, any documentation of information from one department to another is probably considered core as this organisation relies on data-sharing for its decision-making capabilities. Therefore, it seems that these types of processes will be affected by ERP implementation and will most likely be reengineered. The three most basic strategies that increase a business success are lowering prices, offering more value in products, or focusing on less diversity in commodities and specialising in a certain area (Berrington Oblich, 1995). This suggests that BPR would be structured around these strategies when reorganising core business processes. If the UN is restructuring using BPR, they are likely to focus on a combination of strategies. As already mentioned, the cost of operations is a huge factor for the United Nations to consider as they provide aid to many countries without expecting any favours in return. This implies they would focus on reduction of costs. However, the main reason they are an organisation is to provide services to those in need. That would suggest they would reorganise their business processes around the strategy of offering more value in their services. In implementing BPR, organisations are asked to choose five or six of the processes that are central to the operation of the company and focus on those to see the ways in which they can make them more efficient (McHugh et al. 1995). Concentrating on making sure core processes are completed to the best of the companys ability only ensures the organisation will do better. In the case of the UN, focusing on data-sharing and managing cash flow suggests an increase in the organisations efficiency as those components are vital to their operation. These changes would suggest benefits for both the cost-reduction strategy as well as providing better service to â€Å"customers.† 2.3 Enterprise Resource Planning (ERP) and Organisational Culture Organisational culture is a set of core beliefs, values, and behaviours shared by all members of one company, thereby affecting the productivity of the business. It is often described as â€Å"a pattern of shared assumptions produced and manipulated by top management† (Schein, 1992 cited in Boersma Kingma, 2005, p. 131). Organisational culture is influenced through many aspects, including leadership, personal characteristics, interactions of members, as well as tradition. Culture has visible signs and hidden insinuations. Visible signs include behaviour while the hidden insinuations entail morals and beliefs (Rousseau, 1990 cited in Cooper, 1994). The culture of an organisation is even displayed in the way certain processes are done as well as the outcomes of these processes, which will be examined at the UNDP in Kosovo. Because ERP systems involve most departments in a company, they change many business processes and thereby affect the more deep-seated organisational culture of a corporation. Companies that focus on incorporating their cultures into organisational efforts are said to have an edge in accordance with their productivity. Organisations can focus on culture and work with the people to shape new values, morals and work ethics. If employees are happy to be working for the organisation, they will be more apt to want to work, implying there will be an increase in productivity (Farbrother Marc, 2003). Enterprise resource planning can lead to changes in organisational culture e.g., ERP is implemented in order to increase productivity by changing current business processes (Deal Kennedy, 1982 cited in Cooper, 1994). These changes are maximal and cannot be simply brushed aside. When a company implements ERP, if the organisational culture is ready for the changes it will bring, the employees can work with the system to increase productivity. Consequently, the culture within the business must be one that can be made amenable for change (Nah et al. 2001 cited in Finney Corbett, 2007). There is the belief that positive and supportive attitudes of those embarking on implementation of ERP will actually bring about a successful transition (Chatterjee et al. 2002 cited in Law Ngai, 2007). However, if the culture has not been made ready for change or the employees are unwilling to change, the system will be less likely to succeed. A system cannot work if there are no users. â€Å"System implementation represents a threat to users perceptions of control over their work and a period of transition during which users must cope with differences between old and new work systems,† (Sternad Bobek, 2006, p. 285). The social setting of a company and its technology most definitely shape each other; they are hardly independent of one another (Boersma Kingma, 2005). A mistake companies frequently make is to presume that people can change their habits easily when in actuality such changes are considerably taxing for many people. These companies underestimate the effect ERP implementation will have on their employees. Many employees panic when nothing looks the way it used to, nothing works the way it used to, and they can no longer go through their workday with the previously earned sense of familiarity and assurance (Koch, 2007 cited in Revia, 2007). One study showed that it took over two years for users of the new system to forget the process problems they found initially and to gain new knowledge of the system (Seddon Shang, 2003 cited in Revia, 2007). A Chief Information Officer from Nestle sums up this concept very well—she says, â€Å"‘No major software implementation is really about the software. Its about change management†¦You are changing the way people work[†¦]You are challenging their principles, their beliefs and the way they have done things for many, many years† (Boersma Kingma, 2005, p. 123). It seems the best way to ensure that employees are on board with proposed changes is to make them aware of these changes. It is important for them to feel that they are included in the decision to create new values and procedures for the company. Otherwise, they will be clinging to the old culture and ways of doing things. The change will be stressful and forced rather than welcomed with ease. They should feel that the change is happ Impacts of Enterprise Resource Planning (ERP) Impacts of Enterprise Resource Planning (ERP) 1.0 Introduction This paper will labour to explicate the intricacies of enterprise resource planning (ERP), a concept that has long fascinated many in both academic and professional work environments, including the United Nations (UN). In fact, the UN has expressed the need to implement ERP. As part of their examination into this procedure, the UN has implemented ERP at the United Nations Development Program (UNDP) in Pristine, Republic of Kosovo, and other agencies of the UN. As they look into the ramifications of ERP implementation, so does this case study. This study attempts to make predictions of the impact of ERP implementation on the business processes and organisational culture of the United Nations secretariat based on results from the UNDP. 1.1 Introduction to the Problem Since the late 1990s, businesses have flocked to implement enterprise resource planning (ERP) systems, e.g., one study showed that more than sixty percent of Fortune 500 companies had adopted an ERP system (Stewart et al. 2000). The United Nations, as one of the largest organisations in the world, has lagged behind in adopting the transformation in the management of its resources. The United Nations has been seriously hampered in its ability to deliver results effectively and efficiently due to the lack of an integrated information system for managing its resources (Report of the Secretary-General, 2008). According to Davis and Olsen (1985), ERP is an integrated system that provides information to support operation management and decision-making functions in an organisation. Therefore, the goal of implementing an ERP system is to build an integrated global information system that fully supports the needs of the United Nations, enables the effective management of human, financial and physical resources, and is based on streamlined processes and better practices (Report of the Secretary-General, 2008). 1.2Background of the Study 1.2.1 Existing System Currently, the United Nations uses an in-house developed system—commonly referred to as Integrated Management Information System (IMIS)—for the management of human, financial and physical resources. The development of IMIS was a milestone in the use of information technology as a discipline that can beneficially affect many, if not all, areas of administration and management in any given organisation. IMIS was developed as a functionally integrated system, which combines all departments to support key processes such as human resources management, payroll, finance and accounting, requisitioning and funds control, budget execution and travel management. IMIS was introduced in conjunction with desktop, networked computing and office automation tools such as electronic mail in many offices. â€Å"If an organisation is not yet sure of the need for client-server networks, the state of the art in enterprise-wide computing, it has only to consider the Integrated Management Information System (IMIS) of the United Nations,† (Rowe Davis, 1996, p. 122). The launching of IMIS was subsequently affected and conditioned by major developments in the technological market, and an accelerated shift of focus in the United Nations to field activities. In short, IMIS was designed and developed at a time when the context began to change rapidly and profoundly. Yet, only a few years after the implementation of IMIS, it has become evident that the system cannot take full advantage of the advancement in technology; e.g., even though IMIS is functionally integrated, it was deployed and managed locally at each geographical location, which makes reporting and global management very difficult. The implementation in the United Nations peacekeeping operation was partial, as it is a separate department in the UN, and was not able to support the supply chain and logistical management (Report of the Secretary-General, 2008). â€Å"The IMIS was not an alternative communication technology to paper and telephones, but it involved the synchronization of multiple data sources and the linking of them to several mainframes,† (Rowe Davis, 1996, p. 122). An investment in tactical systems, which includes a stand-alone system and a modular integration into IMIS through interfaces, was able to address the functional gaps of IMIS. However, the organisation today faces challenges that demand profound transformation beyond the capabilities of IMIS and its ancillary legacy systems currently being used (Report of the Secretary-General, 2008). 1.2.2 The need for change â€Å"The United Nations struggled to get everybody in their building to connect electronically. It soon realised that it was time to connect the world with a client-server network,† (Rowe Davis, 1996, p. 122). The need for the United Nations to take on the International Public Sector Accounting Standards (IPSAS) lead to the requirement of significant change in the accounting processes and systems in order to comply with the international public sector standard for accounting. The requisite changes, indeed, were so fundamental that it is fair to say that the life of IMIS had come to an end after fourteen years; moreover, the benefits that the staff and managers expected from the information system in day-to-day operations and decision-making no longer matched the cost of maintenance and ongoing support. This is because IMIS is no longer able to cope with the fast technological development, and the cost of maintenance and ongoing support has become very expensive (Report of th e Secretary-General, 2008). â€Å"The success of your organisations quality initiative depends upon your ability to communicate the need for change throughout the organization,† (Arcaro, 1997, p. 146). The United Nations as an organisation needs to improve the value and cost-efficiency of the services it provides. They report that the existing systems are not up to the standard, not integrated, duplicative, and are inefficient (Report of the Secretary-General, 2008). According to the UN, the effective management, planning and decision-making have been hampered by the lack of integration and complete data on resources (ibid). As the organisation continues to grow in complexity in its activities, they are dissatisfied with the lack of integration and data-sharing between different departments as it has become a bigger problem, and the need for a new ICT global enterprise system for streamlining and simplifying processes has become more crucial as the nature of the organisation is changing itself (ibid). 1.2.3 Goals and objectives of implementing an Enterprise Resource Planning System The United Nations reports that the implementation of an ERP system will present the opportunity to fully combine resources and functions across the organisation by replacing the existing IMIS system (Report of the Secretary-General, 2008). Minahan (1998) reports ERP to be a multifaceted system that integrates and automates the basic processes of a business such as finance and budget management, human resources management, supply chain management, central support services, and other corporate core functions. Most importantly, the main value of an ERP system is the opportunity to streamline and improve the operations of an entire organisation through process reengineering, sharing of common data, and implementation of best practices and standards, and perform as the inter-organisation information backbone for communication and collaboration (OLeary, 2004). According to reports from the United Nations (Report of the Secretary-General, 2008), the main objectives of the ERP project can be summarised as follows: To have a global operating system that precisely captures core resource data from each department and agency at the UN while linking them together to provide better decision-making. This will minimise the time required to perform administrative processes and enable easy access to necessary reports for each department, thus increasing the efficiency of the organisation and directing the focus to high priority situations. The main functionalities sought from the new ERP system are expected to encompass functions such as programme planning, budgeting, contributions and performance; human resources management and administration; payroll, including management of benefits and contribution to pension, medical and insurance schemes; supply chain management, including procurement; assets and facilities management; general accounting, travel and other administrative flows; reporting to management and stakeholders, and more (Report of the Secretary-General, 2008, p. 8). Specific United Nations peacekeeping operations functions such as logistics, transportation, fuel and rations systems need to be supported by the new ERP system, as these functions are not held in common with other organisations of the United Nations operations. 1.3Purpose and Significance of the Study The research done in this study will attempt to answer the following question: What will be the impact of ERP implementation on the business transformation and business culture of the United Nations? Specifically, this study will attempt to establish the relationship between the business process transformation and organisational culture change offered as the result of ERP. These questions and findings are expected to provide an increased ability in evaluating the performance and standardisation of the business processes within the United Nations, as well as an increased awareness of its effect on the business culture and productivity over time in the UN. In addition, answers to these questions will subsequently enable other researchers to gain more insight into ERP implementation and business process reengineering. It will also enable the management of the United Nations to see how ERP can be a better means of technological reform, thus providing the opportunity to re-evaluate the existing business processes. 1.4 Research Questions The question that constitutes the primary point of pivot for the paper is: What will be the probable future impact of ERP on the business process transformation and business culture of the UnitedNations? The three subsidiary questions of the present work are: > How will ERP implementation make the organisation better off in the foreseeable future? > What will be the effect on the reformed business culture in terms of productivity? > How does the organisation perceive the benefit of ERP on the standardisation of business processes? 1.5Structural Approach The rest of the dissertation has been structured as follows. Chapter 2 provides a review of relevant literature including ERP, business process reengineering, and their impact on organisational culture. Chapter 3 discusses the methodologies used for the case study and describes the data and the various proxies employed for analysing ERP implementation in the United Nations. Chapter 4 provides empirical findings on the relationship between ERP implementation and its effects on business processes and organisational culture. Chapter 5 analyses the research findings. Chapter 6 concludes the research by pointing out the key impacts of ERP on the UN. Chapter 7 makes various recommendations for policy direction and potentially fruitful areas of ERP systems for further research. Chapter 8 reflects on the study as a whole. CHAPTER II 2.0 LITERATURE REVIEW The following Literature Review will focus on four main areas of evaluation regarding enterprise resource planning (ERP) on the business process transformation (BPR) in organisations, and more specifically, the United Nations. These are: 1. ERP: definition, evolution, implications 2. BPR: definition, evolution, implications 3. ERP and organisational culture 4. BPR and organisational change This review will analyse the abovementioned systems and related processes insofar as the available data in the literature will allow for a comparison of ERP and BPR and their effects on the United Nations and other large organisations. 2.1 Enterprise Resource Planning (ERP): Definition, Evolution, and Implications Enterprise resource planning (ERP) systems are commonly described as commercial software packages that allow the assimilation of data and processes throughout an organisation (Markus Tanis, 2000, cited in Kim et al. 2005). ERP enables the flow of information among all business areas such as â€Å"finance, human resources, manufacturing, sales and marketing,† (Tan Theodorou, 2009, p. 52). Basically, it allows data from all departments to exist in one computer system (Pang, 2001), making the managerial dream of unification of all information systems into one computer system come true (Adam ODoherty, 2003, cited in Revia, 2007). This unification should offer many benefits to the UN and other large organisations. Large organisations may have a more difficult time relaying information from one sector to another as they have many different departments and even multiple locations. The combination of all departments in one system, presents benefits of relaying data in a timely mann er. Rather than sending files through inter-office mail or needing to track down one particular staff member, each employee will have access to the information required for their job by simply logging into the system. The researcher will attempt to discover whether this unification does indeed allow for more time-efficiency as well as making simple operations tasks easier to accomplish in the UN. The start of ERP systems came about in the 1960-1970s with the invention of Inventory Control (IC) and Materials Requirement Planning (MPR) systems, which managed inventory in manufacturing. In the 1980s, Manufacturing Resources Planning (MRP II) systems came into use to manage both inventory and production requirements together. In 1973, the first ERP system was created with the goal of supporting all business needs. Since then, ERP systems have become much more popular. In fact, by the year 2000, enterprise resource planning systems were estimated to have serviced $23 billion USD in profits for the various organisations that have been implementing them (Pang, 2001). ERP systems are larger, more influential and faster growing than any other systems in the industry (Finney Corbett, 2007). This is probably why the UN has shown such interest in ERP. The increase in ERP implementation does not seem surprising as ERP allows corporations to update to a new integrated system cutting out the previous legacy systems known for their difficulties in maintenance, large size, and old age, as they are segregated systems (Martin, 1998; cited in Boudreau, 1999). This appears to be helpful for the UN as they reported difficulty with their current legacy system (Report of the Secretary-General, 2008). It is likely that employees of the UN will be satisfied with the replacement of the legacy system due to the reported problems it has. However, there is a chance that employees may be intimidated by this change as they will have to learn an entirely new system. Advantages of ERP systems for organisations include overcoming fragmentation by streamlining activities and processes, which provides direct access to real-time information by supplying a group of software modules that encase all departments of a business (Koch, 2003, cited in Finney Corbett, 2007). This implies that all information accessed through the new system will be current as it is constantly being updated by various employees based on the tasks they complete. Rather than there being pieces of information in various places, all information regarding the same issue will be together implying that employees can look in one place and have all the information they need rather than searching through various documents or consulting multiple co-workers. However, it provokes the question as to how employees can be sure the information entered is accurate. This aspect of ERP systems will be investigated at the UNDP in Kosovo in order to determine whether this feature is beneficial. Furthermore, ERP systems are said to provide cost-reduction in addition to increased flexibility (Siriginidi, 2000 cited in Al-Fawaz et al. 2008). Since the initial costs of implementation are so high, it doesnt seem like cost-reduction can be achieved anytime close to implementation. However, Rowe and Davis (1996) reported, the IMIS system which is the current system being used in many UN agencies does not cut down the amount of paper needed in order to do processes. Switching to an ERP system should reduce costs related to this amongst other things, as suggested by the literature. For the UN, this would mean more money to use for their peacekeeping missions or other operations. The reduction of costs and flexibility appear to be linked in some way as decreasing operation costs would imply having more flexibility to perform other processes. Then again, its possible for the availability of data to imply flexibility in making decisions, or flexibility could result from rearranging t he organisations processes and being better equipped to perform certain tasks. ERP systems have been reported to enhance business performance by accelerating the merger of organisational resources as well as strengthening the operational efficiency of the company through minimising human error (Shin Knapp, 2001, cited in Wang, 2006). The implication that ERP reduces human error seems to be correct as there is less opportunity to make a mistake for employees because there is generally only one time they need to input information for data-sharing as opposed to the multiple steps needed to take before but how can employees be sure that the initial information entered was accurate? One may argue that if multiple people are doing the same step there is increased accuracy as there are that many more people assessing the situation. Aside from that, it seems these benefits should assist the UN in accomplishing some of their proposed goals, such as linking all departments within one operations system, which decreases the time required for administrative processes. The UN hopes implementation will increase their operational efficiency by allowing valuable time to be spent focusing on high priority situations rather than simple operations tasks (Report of the Secretary-General, 2008). More advertised benefits include improved information accuracy and decision-making capacity (Siriginidi, 2000 cited in Al-Fawaz et al. 2008). The UN wants to make use of these proposed advantages (Report of the Secretary-General, 2008). Decision-making is a large part of the UN as they have to make difficult decisions everyday that effect large numbers of people; making a bad decision is not necessarily easily corrected in this case. Furthermore, many situations the UN deals with are time-sensitive; if its easier to access data, and the accuracy of that data is improved, officials can rest assured that they are making decisions with proper knowledge. In implementing ERP, organisations no longer have to create their own applications that are then unique to their company. They now have standard software available for their business processes, referred to as Best Business Practices (BBPs), which came into existence around the same time as ERPs. BBPs are general guidelines to assist companies in the way of handling certain business processes, meaning that each company can now improve itself on the basis of the experience of other corporations that share similar functional processes (SAP, 2007, cited in Revia, 2007). It seems any organisation would be hesitant to implement a system that has not proved to benefit other large organisations as the risk of failure is not unlikely (Moon, 2007). However, each organisation is unique so BBPs may not work for every organisation. .Some of the disadvantages of ERP are that the implementation requires time, costs and risks (Boudreau, 1999), as they tend to be â€Å"large, complicated, and expensive† (Mabert et al. 2001, cited in Al-Fawaz et al. 2008, p. 3). ERP implementation calls for serious time commitment from all involved as it is often the biggest project that an organisation will ever face (Moon, 2007). ERP execution requires new procedures, employee training and managerial and technical support (Shang Seddon, 2002, cited in Al-Fawaz et al. 2008), which can be accomplished through good communication of the corporate strategy to all employees (Umble et al. 2003, cited in Al-Fawaz et al. 2008). Consequently, the biggest problem is not actually the implementation itself but the expectations of board members and senior staff as well as not having a clear plan or realistic projections (Somers Nelson 2004, cited in Al-Fawaz et al. 2008). However, the UN has already proposed clear goals and plans for t heir implementation. The question is whether or not they will be able to successfully translate these goals/plans to all employees of the organisation and whether or not they will be successful. Finally, the importance of selecting the appropriate ERP package is stressed. Corporations must make sure they select the appropriate ERP package that will match their organisation as well as its business processes (Chen, 2001, cited in Finney Corbett, 2007). This seems obvious as every organisation is different. Some corporations strategise around providing excellent customer service while others focus on decreasing costs to customers as a way to attract more business. However, there are studies that show that customising ERP packages beyond minimal adjustments is discouraged; these studies show that organisations should adjust their processes to fit the package rather than adjust the package to fit the processes (Murray Coffin, 2001 cited in Al-Fawaz et al. 2008). 2.2 Business Process Transformation (BPR): Definition, Evolution, and Implications Business process reengineering (BPR) was not very popular until the release of the book Re-engineering the Corporation by Michael Hammer and James Champy (Barker, 1995). Hammer and Champy introduced the term â€Å"Business process reengineering† in 1990 and defined it as a â€Å"fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed† (Grover Kettinger, 2000, p. 151). Business process reengineering is also defined as a strategic redesign of important business processes, including the systems and policies that support them, in order to achieve maximum productivity of an organisation (Manganelli Klein, 1994). This would suggest a link between ERP and BPR as they are both structured around the redesign of core business processes. In fact, some goals of BPR are the reduction of cost, cycle-time, defects, and the increase of worker producti vity (Hales Savoie, 1994), very much the same as ERP. The aim of BPR is to change current business processes in order to make them more efficient overall, again mimicking ERP. In fact, Some researchers suggest that ERP systems â€Å"are the major tools for making business processes better, leaner and faster through associated business process reengineering,† (Shang Seddon, 2003, cited in Revia, 2007, p. 25). It is not yet known whether or not BPR will be performed at the UN. It is assumed that it will as it is so closely related to ERP. Additionally, reports have shown that ERP often causes BPR to occur due to its very nature (Seebacher Juszczyk, 2002). It seems that in order for ERP to be most successful, BPR should be performed (Sumner, 2000 cited in Law Ngai, 2007), otherwise the UN may not recognise exactly which processes are most important for their operations. Or, they may not be fully aware of the exact way in which ERP should be performed in relation to the core business processes, which is vital to understand for the selection of the proper ERP package. BPR has its origins in the private sectors as a management tool for companies to deal with change and reorganise their work to â€Å"improve customer service, cut operational costs, and become world-class competitors,† (Hamid, 2004, cited in Wang, 2006, p. 5). Generally, business process transformation takes business processes and allows them to be done routinely through a computer system. It incorporates peoples perspectives and input to make sure that the processes fit needs specific to each corporation (Wang, 2006). This suggests benefits for ERP implementation in any organisation as the systems are supposed to be designed around core processes specific to each company. It would be helpful for the UN to determine which processes are vital to their operations. Furthermore, cutting operational costs should prove to be very valuable for the UN as many of the services it provides are non-profit. Of course, whether or not this will be achieved is a question of interest. Here is a further look into what a core business process is: A core business process is one that gives value to the customers or stakeholders of the company. These are the most important processes within the organisation and are the ones that will set a company above their competitors if done well. In order to figure out what processes are core, one may ask the following questions. 1) Does the process make valued contributions to the customer? Does it improve customer service, increase response-time, decrease customers costs? 2) Is it important for the production/operation of the company? 3) Can it be used for other businesses? If the answer is yes to one of these questions, then the process under consideration can be considered core (McHugh et al. 1995). The UN may consider any process involving cash flow to be core as that is a huge component to many of the services they provide. Furthermore, any documentation of information from one department to another is probably considered core as this organisation relies on data-sharing for its decision-making capabilities. Therefore, it seems that these types of processes will be affected by ERP implementation and will most likely be reengineered. The three most basic strategies that increase a business success are lowering prices, offering more value in products, or focusing on less diversity in commodities and specialising in a certain area (Berrington Oblich, 1995). This suggests that BPR would be structured around these strategies when reorganising core business processes. If the UN is restructuring using BPR, they are likely to focus on a combination of strategies. As already mentioned, the cost of operations is a huge factor for the United Nations to consider as they provide aid to many countries without expecting any favours in return. This implies they would focus on reduction of costs. However, the main reason they are an organisation is to provide services to those in need. That would suggest they would reorganise their business processes around the strategy of offering more value in their services. In implementing BPR, organisations are asked to choose five or six of the processes that are central to the operation of the company and focus on those to see the ways in which they can make them more efficient (McHugh et al. 1995). Concentrating on making sure core processes are completed to the best of the companys ability only ensures the organisation will do better. In the case of the UN, focusing on data-sharing and managing cash flow suggests an increase in the organisations efficiency as those components are vital to their operation. These changes would suggest benefits for both the cost-reduction strategy as well as providing better service to â€Å"customers.† 2.3 Enterprise Resource Planning (ERP) and Organisational Culture Organisational culture is a set of core beliefs, values, and behaviours shared by all members of one company, thereby affecting the productivity of the business. It is often described as â€Å"a pattern of shared assumptions produced and manipulated by top management† (Schein, 1992 cited in Boersma Kingma, 2005, p. 131). Organisational culture is influenced through many aspects, including leadership, personal characteristics, interactions of members, as well as tradition. Culture has visible signs and hidden insinuations. Visible signs include behaviour while the hidden insinuations entail morals and beliefs (Rousseau, 1990 cited in Cooper, 1994). The culture of an organisation is even displayed in the way certain processes are done as well as the outcomes of these processes, which will be examined at the UNDP in Kosovo. Because ERP systems involve most departments in a company, they change many business processes and thereby affect the more deep-seated organisational culture of a corporation. Companies that focus on incorporating their cultures into organisational efforts are said to have an edge in accordance with their productivity. Organisations can focus on culture and work with the people to shape new values, morals and work ethics. If employees are happy to be working for the organisation, they will be more apt to want to work, implying there will be an increase in productivity (Farbrother Marc, 2003). Enterprise resource planning can lead to changes in organisational culture e.g., ERP is implemented in order to increase productivity by changing current business processes (Deal Kennedy, 1982 cited in Cooper, 1994). These changes are maximal and cannot be simply brushed aside. When a company implements ERP, if the organisational culture is ready for the changes it will bring, the employees can work with the system to increase productivity. Consequently, the culture within the business must be one that can be made amenable for change (Nah et al. 2001 cited in Finney Corbett, 2007). There is the belief that positive and supportive attitudes of those embarking on implementation of ERP will actually bring about a successful transition (Chatterjee et al. 2002 cited in Law Ngai, 2007). However, if the culture has not been made ready for change or the employees are unwilling to change, the system will be less likely to succeed. A system cannot work if there are no users. â€Å"System implementation represents a threat to users perceptions of control over their work and a period of transition during which users must cope with differences between old and new work systems,† (Sternad Bobek, 2006, p. 285). The social setting of a company and its technology most definitely shape each other; they are hardly independent of one another (Boersma Kingma, 2005). A mistake companies frequently make is to presume that people can change their habits easily when in actuality such changes are considerably taxing for many people. These companies underestimate the effect ERP implementation will have on their employees. Many employees panic when nothing looks the way it used to, nothing works the way it used to, and they can no longer go through their workday with the previously earned sense of familiarity and assurance (Koch, 2007 cited in Revia, 2007). One study showed that it took over two years for users of the new system to forget the process problems they found initially and to gain new knowledge of the system (Seddon Shang, 2003 cited in Revia, 2007). A Chief Information Officer from Nestle sums up this concept very well—she says, â€Å"‘No major software implementation is really about the software. Its about change management†¦You are changing the way people work[†¦]You are challenging their principles, their beliefs and the way they have done things for many, many years† (Boersma Kingma, 2005, p. 123). It seems the best way to ensure that employees are on board with proposed changes is to make them aware of these changes. It is important for them to feel that they are included in the decision to create new values and procedures for the company. Otherwise, they will be clinging to the old culture and ways of doing things. The change will be stressful and forced rather than welcomed with ease. They should feel that the change is happ