Babel Essy

Pain of Loss Imagine yourself without the ability to hear anything, how would your life be compared to how it is now? The deaf are incredible people because they lack the capability of hearing and that can alter the way of communication if they also cannot speak. Even with all these disabilities, they find other ways to communicate using symbols and handwriting. Babel is an award winning movie that displays diversity. They have scenes from Morocco, Japan, Mexico and the United States. Chieko Wataya is one of the main characters in that movie.She is a deaf Japanese girl who has been issing her sense of hearing since she was a child. In Babel, Chieko shows feelings of helplessness, being inadequate and experiences the loss of control throughout the movie. First off, Chieko is missing her sense of hearing which can lead to her feeling helpless. She experiences something horrifying that no one should, by her finding her mother's dead body with a bullet straight to her cranium. Having tha t said, she is left with her with her who is always busy. She feels as if her dad does not pay much attention to her even though he is trying his best.An inattentive father can cause feelings of neglect and psychological issues in the future if she is left isolated. With her given situation, she becomes a helpless emotional person. It seems as though her disability to speak and hear has driven her life off the edge sanity. Since Chieko is not an average girl, love is hard to find to her. With her dad always working and not giving her enough attention, she seeks attention somewhere else, which is from her friends and men she does not even know. The inability to speak and hear is majorly ffecting her life and it makes her feel nothing other than helpless.Chieko's hard life can also make her feel in adequate. While trying to have fun and meeting boys, her friend and her go out to a club called â€Å"I-pop. † During her time there, she is very flirtatious to boys she finds attrac ting and they give her smiles as a reactions, as if approve of her. Eventually a boy comes and notices her while she plays an arcade game. Girls do not usually play video games, so she could have done this as a call for attention. It took Chieko a while to notice him because she is deaf. The boy is probably wondering if she can even hear him.When she finally notices him, the boy said hi to her. The only probable is that he did not know that Chieko was deaf and incapable of speaking. When he realizes this about her, he Just walks away from her uninterested. As he is walking away from her, she did not seem surprised as if she was used to those kinds of actions. Her self-esteem must be low due to the fact that she cannot speak or hear. She results in a desperate move to get other guys attention by taking off her underwear and show her private part to other boys. She is willing to do this because she thinks she cannot find love any other way.She thinks so low of herself that she offers herself as an item to men and nothing else. These impairments of her senses make her feel that she is not good enough for anybody. Chieko's lack of senses and the events happening in her life has caused her to experience a loss of control. After witnessing her friend kiss the boy she admires, she feels like she is betrayed. It seemed as though the world around her was falling apart because sne stands stil I in a club while people around ner were dancing This is one of the mains causes to lose her self-control.After she witnesses her friend betray her, Chieko decides to call detective Kenji Mamiya as an act of the loss of self-control. She started telling him a sympathetic story about how her mother died. Chieko lies about her mother's death saying that she Jumped off the thirty story balcony, but in reality, she had shot herself in the head. That lie is said was possibly the action she was going to do herself as an act of suicide. She mentions this as an attempt to make the detectiv e sorry for her. As the detective is leaving, she tells him to wait and she goes to another room.When she came back, the detective has a shocked looked on his face to see her being fully naked. Chieko tries to seduce the detective as a final attempt to make herself feel happy, but Mr. Mamiya rejects her knowing that she is too young. She eventually realizes her actionsto him and apologizes for it. The loss of control with her emotions has caused her to do these extreme actions only because of the hard life she is living. In the end, feeling helplessness and inadequate has caused Chieko to lose control f herself.As she realizes this, her dad comes home to see her at the balcony. She could have thought of Jumping off to make all her pain go away. She cries and hugs him because she knows she is not truly alone, she has her dad by her side. The absence of her senses has makes her life rough. Speech is not the only way of communication, so Chieko should realize that her life could have b een worse. She could have been blind and is not able to see anything. Being deaf may be a hard disability in life, but people can work their way around it.

Qualitative and Quantitative Research Methods Essay

There are different research methods that have been guided by different philosophy of science that were developed by philosopher, researcher and sociologist at their time of era. The well-known research methods are quantitative research methods. Quantitative are numerical methods associated with deductive approaches. Quantitative research methods are usually guided by the principles of positivism as it takes on objective reality and accepts single reality. Quantitative methods are usually used to measure size, observe numerical change over time, audience segmentation, testing hypothesis, and, quantifying attitudes, behaviors and opinions. The main importance of quantitative research is on deductive reasoning which tends to move from the general to the specific. The validity of conclusions is shown to be dependent on one or more premises being valid. For example, All students who study MBA in Kathmandu University works in a bank. Seema studies in MBA in Kathmandu University. Based on the premises, we can say that Seema works in a bank. Premises used in deductive reasoning are important because faulty premises can lead to wrong conclusions. Another popular method is qualitative method, which are usually associated with inductive approaches. Qualitative research methods are used on subjective matter, as in-depth study to explore subject matter. Qualitative research methods are guided by philosophies as post-positivism, critical theory, and constructivism. Qualitative research methods offer different kinds of ways to investigate on research problems as interview methods, focused group discussions,case studies and many others to understand the certain circumstances or culture in the society. The approach adopted by qualitative researchers tends to be inductive which means that they develop a theory or look for a pattern of meaning on the basis of the data that they have collected. This involves a move from the specific to the general and is sometimes called a bottom-up approach. However, most research projects also involve a certain degree of deductive reasoning (Trochim, 2005). Quantitative Research is more about collecting numerical data to study about certain phenomena. For example, what percentage of Nepalese student who go to US for foreign degree complete graduate course in United States? Other examples may be what percentage of Nepalese students who are studying in TU have negative attitude towards TU administrations. One usually has to use quantitative research when one wants answer in numbers. However, one has to study about complex situations and go with in-depth studies then qualitative methods should be used. For example, researcher wants to know how people view politics in Nepal? Similarly, a researcher wants to do ethnographic study of the culture of Tharus of Nepal and lives with Tharu for some years, immerse himself/herself in that environment to discover the meanings, convention of behavior, and ways of thinking important in tharu cultures. Similarly, even though the selection of research methods are based upon the problem selected, resource available, the skills of researcher and audience of the research, both the methodologies are also used together in a research which is known as mixed methods. â€Å"Mixed methods often combine nomothetic and idiographic approaches in an attempt to serve the dual purposes of generalization and in-depth understanding—to gain an overview of social regularities from a larger sample while understanding the other through detailed study of a smaller sample. Full integration of these approaches is difficult, hence the predominance of component studies†(Pat Bazeley, 2004) References (Bazeley, 2004) Social Research Methods. (n.d.). Retrieved December 12, 2012, from www.socialresearchmethods. net: http://www.socialresearchmethods.net/kb/positivism (2005). In W. M. Trochium, Research Methods (2nd ed.).

If you came back to earth as someone or something else, who or what Essay

If you came back to earth as someone or something else, who or what would it be - Essay Example The name of Bush in the political grounds of America is not new and almost everyone is aware of his status and name. Bush’s decision making power, motivational speeches, devotion and confidence are some traits which I admire personally. The position he holds in American political arena is yet another positive feature that makes him an ideal for me. I personally believe that he is a good leader with excellent communication skills. His attitude, wisdom and thoughts are all marvelous as they become a part of America’s success. His power and authority are the main factors which influence my thoughts and fascinate me towards his personality. Wealth and riches that surround George W. Bush are yet another fascination for me. I would like to be G. W. Bush as his mind, intelligent thoughts and influencing personality led him to become a successful man. I would like to have a mind and personality like him so I may rule one of the powerful nations in the world. Being G. W. Bush wo uld help me in making some necessary changes which I feel may help the poor or minority groups living in America. Lastly, the fame, reputation and reverence that G. W. Bush holds, is desirable by majority of the American population. I wish to have a name as shining in the world as he has.

The Impact of Globalisation on the European Economy Essay

The Impact of Globalisation on the European Economy - Essay Example Introduction European countries tend to view globalization as a threat rather than an opportunity. Globalization imposes subtle threat to jobs, social welfare, and way of life of Europeans. Opportunities are available for Europeans who are able to penetrate new markets with less expensive inputs. The debate on globalization continues unabated within popular and scholarly fraternity. This issue is of importance because has co-occurred with regional integration. Many European states, regions, and cities have to cope with globalization challenges. According to Jacoby and Meunier, managed globalization has played major role in key European Union (EU) policies for around one decade. There has been widespread discourse concerning managed globalization by European policy-makers and politicians. Nevertheless, this does not necessarily imply that the key stakeholders are really making efforts to ensure its implementation. There is possibility that globalization with adjectives constitute empt y rhetoric. Managed globalization could imply paradigm shifts. Through increase in interdependence between global economies in production, trade and financial markets, globalization has become an important phenomenon to the economies of most of the European countries. Despite the interruption in capital flows and global trade because of the financial crisis that rocked various economies in 2008, most European countries have continued to reap the benefits of globalization. Globalization has not only led to an increase in export competition but has also stimulated world demand and increased economic activities in the European economies. The main sectors of economy that have been significantly shaped by the advent of globalization have been market prices, the labor market and productivity. Discussion Globalization and Europeanization have occurred in tandem. These have underlain shifts in results of interest ranging from changes in institutional and policies, growth opportunities, inco me distribution, and employment opportunities. Nevertheless, Europeanization tends to prevail over globalization. Globalization has cause precipitous increase in European spending, especially in political economies of Scandinavian countries. Some European states, except Finland, tend to exhibit deglobalization patterns, with greater proximate trading agreements increasingly dominating cross-border swap. Intra-European divergence is underlain by diverse responses towards relatively terms of neo-liberalization (Jacoby & Meunier n.d.). Globalization has affected labour and capital markets, relations between central and local governments, and competition for elective posts. Both globalization and Europeanization are closely related to deregulation and negative integration of European market. Europeanization process tends to have relation with globalization, which tend to expedite or slow down globalization effects. Europeanization process may operate autonomously from globalization. The cumulative effect of Europeanization and globalization aggravates globalization effects. European level politics tend to slow down globalization process, with minus globalization results (Jacoby & Meunier n.d.). There has also been variation in density of trade unions and alternative levels at which bargain of wages are established. European states tend to employ policies that impede

The Role of Instruction in Second Language Acquisition Essay

The Role of Instruction in Second Language Acquisition - Essay Example The researches and scientific studies had probed dimensions of learning a second language and its effectiveness. It also has been an interesting field to explore for linguists. Many people contend with the stand that for the learning to be consummate, it had to be instructed the natural way; others dispute that the instruction of traditional methods in the classroom will provide a deeper understanding and comprehension of the language. The language that is the target to be learned is referred to as L2, and the acquisition; the second language acquisition is known as the L2A, or much better known as SLA. Formal instruction possesses a profound effect in the everyday endeavors of learners who are trying to gain fluency and mastery of a second language, so therefore, the rule of formal instruction in the process of learning a second language must be investigated and examined thoroughly. Moreover, it complements the best way to make instruction effective and helpful. Numerous studies have been carried out to investigate whether the ways of instruction alters the sequence of the learners’ acquisition, and also, whether the learners acquire the language in the way the naturalistic learners do. II. Instruction in Second Language Acquisition A. Theories About Second Language Acquisition One of the most emphasized concepts about second language learning is that some individuals are more inclined to learning a second language than other individuals. But there are factors to be considered before uttering such statements, such as age, motivation, ability, and socio-psychological factors.

Minimum Wage in WA Coursework Example | Topics and Well Written Essays - 750 words

Minimum Wage in WA - Coursework Example The Supreme Court in the U.S. ruled out various attempts brought forth by labor unions in the view of establishing a minimum wage that would be mandatory for all employers. The court insisted that such a move would restrict the right of the worker to create a price value for his or her own labor. As a result, the workers continued to face exploitation from their employees throughout the 1930s when the Great Depression was at its peak. The employee wages dropped lower during the same period in response to the increased demand for jobs (Rayback, 2008). Due to the increase in national poverty, President Roosevelt vowed to offer protection to the workers through the constitution during his 1936 campaigns (Rayback, 2008). The president kept his promise when he went into office by assenting to the Fair Labor Standards Act (FLSA) and signing it into law in 1938. The minimum wage had been instituted by the congress in 1938 as a component of the Fair Labour Standards Act (FLSA) with the minimum wage set at 25 cents for every hour. The last change in the national minimum wage occurred in 2007, where it was increased in steps by the congress from $5.15 to $7.25 per hour in 2009. However, different states, including Washington, have established their own local systems of minimum wage, which is higher than the rate established by the federal government. Case in point, Washington offers the highest rate of the minimum wage at $9.47 per hour. The table below shows the changes in the Washington State minimum wage since 1961 (Washington Sate Dep artment of Labor and Industries, 2015). In terms of inflation based buying power, there have been considerable variations in the minimum wage for the last over sixty years. In 2013, it averaged at $6.60 per hour in terms of purchasing power in dollars (Sherk, 2013). Nevertheless, it had ranged between $3.09 per hour as exhibited in

Motivation and Work Design Essay Example | Topics and Well Written Essays - 2000 words

Motivation and Work Design - Essay Example This paper discusses the motivators’ significance and outline ways by which employers can design job roles to take account of individual motivations. Significance of intrinsic and extrinsic motivation Many motivational theories exist that offer bases for understanding effects of motivational factors and strategies for moderating the effects as well as ways for monitoring effects of the factors. Theory X and theory Y, as McGregor offers, is one of such theories. The theory establishes assumptions on human behaviour to develop a framework for understanding people in a work environment and to influence actions and behaviour of the people towards desired outcomes. Theory X assumes that people are not willing to conform to expectations and calls for managers and organizations’ control of people for achievement of objectives. It therefore suggests guidelines that can be attained through push factors such as punitive measures for failure to comply. Theory Y however argues for responsible behaviour and actions in which people can align them to set goals in their organizations and work towards realization of the goals (Saiyadain 2009, p. 167). According to Theory X, people do not like work and this means that external influence is necessary to influence completion of desired works. The theory also assumes that people are less ambitious and do not like responsibilities. Instead, they prefer to work under control. In addition, people lack creativity into completing tasks and generating solutions into problems to support the postulate of necessity of external influence. In recognition of Maslow’s hierarchy of needs theory, Theory X assumes that people are motivated at â€Å"physiological and safety levels† (Saiyadain 2009, p. 167). Intimidation is further necessary on people in order to ensure achievement or objectives. A consideration of Theory Y assumptions however recognizes people’s willingness to work if suitable conditions exist. Co ntrary to external pressure to influencing organizational objectives, Theory Y assumes that people are able to exercise self-control in operations for achieving set goals. Creativity towards problem solution is also assumed to be evenly distributed among all members of an organization. Another difference between Theory X and Theory Y is that Theory Y assumes motivation at all levels of Maslow’s hierarchy. In addition, motivating people, under the theory, leads to self-management and creativity that can facilitate success (Saiyadain 2009, p. 167). The scopes of intrinsic and extrinsic motivators are one of the based for understanding their significance. Intrinsic motivators exist within a person and their driving force establishes their significance. One of the examples of intrinsic motivators is the desire to fulfil needs such as basic needs and establishes significance of the motivators through a push effect. Once a need is identified, a person works hard to fulfil the need for self-satisfaction and this is consistent with Maslow’s postulate that human beings are motivated to fulfil their needs. Self-utility needs such as need to feel a sense of self esteem, happiness, and pride are other factors to intrinsic motivation through change in behaviour and the intrinsic rewards establish significance of intrinsic motivators. This is because people are conscious of their needs and once the needs

Use of ijarah sukuk by Islamic banks Essay Example | Topics and Well Written Essays - 3000 words

Use of ijarah sukuk by Islamic banks - Essay Example The intention of this study is Ijarah Sukuk as a type of sukuk based on leased assets, involves securities of the same value of every issue, and stands for long lasting physical assets. These assets are attached to an ijarah contract that is based on Shari’a. On that note, there are several reasons why Ijarah Sukuk is considered a contentious financial instrument. For example, Ijarah Sukuk permits corporate customers access to other methods of Islamic refinancing. In addition it grants Islamic organizations a way of handling their liquidity. In contrast, lack of global standards on the acceptable commodities facilitates the establishment of an appropriate global interbanking market. Furthermore, there is always the problem of over taxation because Ijarah Sukuk holders possess assets that they fund such as capital gains tax, value added tax and double stamp duty land tax. This affects its growth as the minimum revenue accrued is diminished during over taxation. Similarly, Ijara h sukuk is viewed as a contentious financial instrument because it only offers securitization. Ijarah sukuk and not any other lease bond securitize this means that the revenue produced. There is also the issue of principal-agent challenges. This entails lack of financial capability by Islamic banks to manage its principal-agent challenges. Therefore, this affects long-term funding due to insufficient credit in the market. In this case, a bank may decide to use readily accessible conventional lease bonds because ijarah sukuk is not applicable for long financial projects (Ayub, 2009, p.65). Alternatively, there is the unavailability of ijarah sukuk investments in the market especially to low-earning businesspersons. It is only available to wealthy men hence it widens the space between the rich and poor. On that note, we can say that ijarah sukuk needs organizations with many assets and these assets must not be impeded by other factors. Furthermore, deals involving ijarah sukuk are oft en deficient of legal infrastructure within upcoming markets especially in relation to trusts or property. On the other perspective, less designed variants of sukuk gets disheartened by the economic likeness of ijarah sukuk and fixed-income goods of conventional lease bonds because of the ideologies of profits and loss sharing. There is also the investment law that governs ijarah sukuk whereby limitations of foreign ownership transfer taxes with large ownership may deter the genuine sales of an asset. Another contention with ijarah sukuk is its complex structure when granted in a non-Islamic nation may result to attempts to counter the problem of designing a tax proficient structure that complies with Shari’a (Lewis & Hassan 2007, p.54). Additionally, ijarah sukuk as a financial tool requires care in terms of bank considerations. This is because of the tendency of sukuk transaction to establish a shared interest of beneficial possession for the sukuk proprietor. 2. Difference s and similarities between Ijarah Sukuk and the conventional lease bond There are various similarities and disparity between Ijarah Sukuk and the conventional lease bond. In our case, we will begin with the differences. For instance, the role of sukuk in the Islamic finance perspective is sharing. Therefore, those

Adverse Impact & Business Necessity Essay Example | Topics and Well Written Essays - 500 words

Adverse Impact & Business Necessity - Essay Example This impact is more inclined on the job side, may be through selection for a job, promotion, hiring amongst others. Landy (2005) indicates that adverse treatment is different from adverse impact. Adverse treatment refers to a form of discrimination that takes place when a particular group of individuals are actually treated in a different way, as opposed to another group (Mathis & Jackson, 2008). One group in the workplace is favored. At times, the form of discrimination is intentional, at times it is not, but all in all the discrimination is palpable. Landy (2005) gives an example of adverse treatment whereby the Blacks’ rules and rights are violated, but the same does not take place in the case of the whites. The Blacks, in this case, are a discriminated lot. This, in essence can be discussed negatively in an illegal point of view. According to Mathis & Jackson (2008), business necessity refers to a move by the organizations to come up with safe and effectual operations in the organization that are geared to ensuring that the organization is run in a reasonable and free way. It is of essential nature that the employers have the required requirements to be in a position to impart the same on the employees, with a lot of legal inferences on this conception. Business necessity allows for safe and successful operations by the employers, in the case of application to equal employment prospects. With the obligatory educational credentials by the employers, Mathis & Jackson (2008) indicate that they are able to carry out the required tasks that are correlated to the job. It is probable, in this case, to make sure that there are just employment opportunities for all employees, with the emphasis of non-retaliatory job practices, and other bona fide job credentials. Business necessities and job relatedness are highly correlated. In this case, employers work in line with the stipulated rules and regulations that govern employee

Jackson Pollock as an artist Essay Example | Topics and Well Written Essays - 750 words

Jackson Pollock as an artist - Essay Example Jackson Pollock introduced a new metamorphism in the post world war two era of art because he came up with new diversification of abstract art and figurative imagery. Apparently he introduced the new concept of abstract art in which concepts of â€Å"pour† painting were introduced. As an artist he revolutionized the field of art in America due to his unique style of painting in whole body was involved. As an artist there are two phases of him in which he transformed. Firstly he was staunch advocate of representational art working like that of Picasso and his role models were mural artworks of Mexican artist but then his life took a new turn when he married a famous artist named Krasner.After marriage his thought process evolved and he worked in a new domain known as â€Å"drip painting†. Drip painting involved using of the most unconventional forms of art ever practiced. IT was later known as action painting. Jackson used to pour the paint on the canvas and let the drip pings freeze so that they can give a good look on the canvas. Literally everything could be used as brush from a simple lipstick to a hardened brush from a tree. Jackson Pollock eventually became characterized by this technique and used it at maximum optimal usage. It is because of Jackson Pollock that world of art saw the alluring forms of adroitness like sand painting and under- painting. Using of gestures, which was later became a proper field in art deployed the concept of â€Å"gestural lines† through which all the mess of three views, foreground, background and side view was vanished. Jackson said that the lines should be used in such a way the viscosity of the fluid can be used optimally. He also started a new technique in the design process which used painting the canvas horizontally rather than vertically in order to save the paint and color combinations. Jackson Pollock really did great services to art because of his ideas, people started to perceive the canvas as a workspace where they can actually â€Å"perform† some art at run time rather than just sticking to the conventional ways to follow and draw a design. Jackson Pollock was later on appreciated by many gurus of art and he is regarded as pioneer of â€Å"action painting† in the modern era. Jackson Pollock in his personal life As a man in his personal life, he can be regarded as a person exceptionally volatile. Because of his early tough life and childhood, he could never get a chance to actually settle to a routine or idea. He is said to be drunk excessively, cruise and agile personality. Drinking became the main cause of his accidental death later on and this great legend of art was no more with us to draw his talent on the canvas. â€Å"I am Nature† Jackson Pollock just used to entwine nature in his art works. Once he said to an artist on a reaction to a demand which said to work more outside the nature, â€Å"I am nature†. The meaning of this quote can be easily seen by having few glimpses of his canvas. He just used to dwell in the art work and â€Å"drip† the paint, swayed his body all around and made maximum use of nature to express what was inside him. Using of tree brushes, syringes to paint, and leaves to depict is a sign that point towards an ideology, which later on made some standards in the modern American field of art. Jackson Pollock was of the view that art work should be such painted that it does not need explanations, technical faults, unnecessary details rather the viewer can only admire the allure of the scene just like he does when he sees a bed of roses. The captivating beauty of abstract art and action painting by Jackson Pollock approves this thesis if we just have a bird’s eye view of such of his masterpieces. Pensive feathers, animal dancing, springs of long island are examples of his love for nature. Quote There are numerous and ample quotes of Jackson Pollock about abstract art because this was his primary field of interest. Choice is difficult to make among so many astute quotes but one

Case Study of Personality Theories Essay Example for Free

Case Study of Personality Theories Essay Abdul Hnnan a 12 year old boy, who has been presented with language, academic and behavior difficulties. Hnnan had a traumatic delivery and suffered from hypoxia. Hnnan’s early motor and language milestones were grossly delayed. He sat and crawled at 2.6 years of age and walked after 3 years. His language was delayed and he spoke his first words at 4.6 years to 5 years and in sentences after 5 years. His speech was unclear and could be understood by his parents at age 6 years. However, even now outsiders understood 75% of what he said. His gross motor skills and fine motor skills were poor. He started climbing stairs at 4 to 5 years and started pedaling at 5 years. He still could not pedal a bicycle, tie his shoelaces and button his shirt. Hnnan was a placid baby who did not respond, had no eye contact and had a squint. He slept for long hours and had to be force-fed. He was hyperactive, destructive and aggressive after 3 years. He banged his head. He disliked visitors and could get very distressed. He hated any object in the house being displaced and insisted on having everything in order. He was very difficult to manage. He liked to spin around and jump. At the age of 4 to 5 years, he started noticing other children and started taking interest in them. He became less hyperactive, less aggressive and was more amenable to instructions. However, presently he was still restless and jumped a lot. He could still spin around for hours. He liked being on his own but also could be talkative, over friendly and odd. He repeatedly asked the same questions and was naive. For example, during the interview he repeatedly asked â€Å"Can a cow hurt or not? What if I play with it, will it hurt me or not?† He had writing problems because of his hand tremors. He was always restless and distractible and could not sit for more than a few minutes. His memory was very good but his understanding was weak. His mother has to sit with him for hours to teach him language and concepts. He has difficulty with understanding complex or abstract concepts. He did not have problems in social interaction but had difficulties in social communication and imaginative and flexible thinking. Difficulties with self control is presenting as restlessness, inability to follow adult agenda and paying attention to other people, to what they might be saying, thinking or feeling. SOCIAL HISTORY Abdul Hnnan was born in Lahore, Pakistan by Pakistani parents. He was the first child in the family. His mother, Wajiha, had a positive family history. One of her cousins was mentally retarded. Hnnan was born at term. His mother had high blood pressure. The labour was prolonged, 11 hours and a caesarean was suggested but refused. He was born limp and blue. He had hypoxia. He was in NICU for 5 days. His birth weight was 2.54 kilos. He cried well after 15 days of life. Hnnan’s early motor and language milestones were grossly delayed. He started noticing children at 4 or 5 years and started taking interest in them. Hnnan’s younger sister, Amen, 3 years of age was very sociable and talkative. Hnnan’s father was more patient and his mother more irritable. Hnnan was very difficult till age 6 years and was aggressive, non-compliant and unreasonably demanding. As he grew older he became more co-operative and could be rationalized with. Whenever his mother asked him to do something he ignored 5 to 6 times. After that he started to argue. His mother used reprimands, bribes, threats and force to make him do things. Hnnan did not go to school. The family moved to Saudi Arabia when he was 7 years old. His parents took him to a Neuro-Developmental Pediatrician when he was 9 years old. His mother reported that he did not like to play with toys. All he did was jump on a bed or spin around. He was very restless and distracted and had a short attention span. He could be very stubborn and insisted on doing things his way. He was generally cheerful and friendly. He repeatedly asked the same questions and insisted that his parents answer them in the same way or he answered them himself. He watched the same cartoons repeatedly. He constantly jumped or spun around. He used to grab things from strangers. He ignored a child crying till age 5 years but after that he gradually became more empathetic. Hnnan avoided staying in crowds as he knew that he was different from others and that’s why people were laughing at him. After that his condition got better. Following difficulties may become apparent in early childhood: Problems performing subtle movements, such as tying shoelaces, doing up buttons and zip, using cutlery, handwriting. Many will have difficulties getting dressed. They have problems carrying out playground movements, such as jumping, playing hopscotch, catching a ball, kicking a ball, hopping and skipping. They have a higher tendency to bump into things, to fall over and to drop things. Some find it hard to go up and down stairs. Some have problems with using scissors, coloring, drawing, playing jigsaw games.

Got Milk Case Essay Example for Free

Got Milk Case Essay The case deals with milk losing its appeal among the school children and the increasing preference to soft drinks in the US during the late 1980’s and early 1990’s. California people were drinking less milk every year. Milk consumption per capita in California had dropped 6 percent between 1987 and 1992. Realizing that the dairy industry is declining and needed outside assistance, the California Department of Food and Agriculture formed the California Milk Processor Board (CMPB) in 1993. A few months later the CMPB released it’s famous ‘‘Got Milk? ’’ campaign. For this purpose they hired Jeff Manning as executive director and raised a reasonable budget for promotion. The ad agency Goodby, Silverstein and Partners (GSP) created ‘‘Got Milk? ’’ with the CMPB’s $23 million annual budget. Previous campaigns had been intended at people who did not consume milk, but the agency’s research led it to target a sundry audience: people who were already milk drinkers. The consumers of California responded the campaign quickly, embracing the ads and also started consuming more milk. In USA outside California, the milk moustache ‘Got Milk?’ campaign is jointly funded by Americas milk processors and dairy farmers: The Milk Processor Education Program (MilkPEP) and Dairy Management. The goal of the multi-faceted campaign is to educate consumers on the benefits of milk and to raise milk consumption. The campaign was founded on a milk deprivation strategy and recognized that milk is not often a stand-alone beverage. Its consumption is permanently linked to a select number of meals and food occasions. And also, perhaps, the only time anybody cares passionately about milk is when they run out. The campaign was very successful in the USA. BRIEF OVERVIEW AND FACTS * According to the Exibit#1 from 1980 to 1993 annual milk consumption in California dropped from around 29 to 24 gallons of milk per person. * Milk industry spends less than 10 percent what beer spent on media. * The change in school district policy in 1982, which increases the options for children in lunch further reduce the milk consumption. * Two major reasons for declining in milk consumption are: the modern family size was shrinking and the number of working women had increased. * Hispanic population was increasing in USA (California in particular) and they drank significantly more whole milk than the rest of the population. MAJOR ISSUES AND PROBLEMS * Got milk? Campaign was a huge success in California resulted in quick increase in milk consumption but it was not equally successful nationally or internationally. National sales continue to decline for some time and then stables up to some extent but didn’t increased like in the California. * The milk market was declining market as compared to beverages market. Consumer study revealed that there are some reasons behind the continuous decline like proliferation of other beverages, lack of portability, lack of flavor variety, not thirst quenching, lack of consumer mind share and shared nature of consumption. * High price of milk in California during 1999 as compared to the rest of the country was another major issue as compared to its competitor beverages industry. Positioning milk as cool refreshing and energy boosting drink suffered due to its increasing prices also results in declining in sales. * Mind set of consumer. Although many people drink milk everyday, but still milk suffered a complete lack of consumer mind share. Milk has always been a somewhat forgettable beverage. * Media spending in the beverage categories approached $ 2 billion with half of the total accounted for beer and soft drinks but still Milk being a commodity suffered from lack of promotion as compared to the other beverages. Budget is also very low as compared to other similar category products. * Marketing expenditures are more or less concentrated on television advertising and billboards. Lack of BTL activities, experiential marketing and social event promotion were evident which can be one of the reasons of low recall and decline in consumption. * Considering the nature and storage limitation of milk the consumer attitude towards milk was wobbly and strong reasons to change the attitude were required. * Lack of support from the farmers and local milk processor results in small budget. Considering the size of the milk industry and high promotional cost running a successful nation wide campaign in small budget is rarely possible. Where Got Milk? Went wrong? * Hispanics were the major milk consumers in California; there population was increasing at a constant rate according to the US census. Initially when the ads were made it was found that running out of milk or rice in Hispanic family is not considered funny also the translation of got milk in Spanish is quite weird. * Got milk? took a step away from its deprivation formula in October 1997 and launched a new campaign of Drysville. But research revealed that Drysville campaign was unable to effect consumer’s immediate consumption or purchase decision. ANALYSIS OF PROMOTIONAL STRATEGY The ‘Got Milk? Promotional campaign has some objectives, Manning begin a grass root campaign keeping in mind the following objectives. * To change the public’s behavior about the consumption of milk and other milk products * To create the idea of ‘‘milk occasions’’ by associating the product with certain foods, recognizing that milk is not often a stand-alone beverage. * To control the decline in sales by persuading people to buy milk more often and in larger quantities. To achieve each of the objectives Manning carefully designed strategies, like changing behavior, in addition to attitudes, was done with carefully placed media. A consumption strategy focused on organizing the appropriate food with the time of day that a commercial was telecast (for example, a cereal commercial in the morning or late at night), because most milk drinking occurred at home. Beside the TVC, in 1998 CMPB launched a gravity tour. In this tour they travelled throughout the state high schools and featured top professionals and insisted on the importance of milk to young athletes and there bone density. In 2003 the CMPB took milks health message to a new level and developed the theme: strength comes from within†. They also signify and highlight the importance of research on milk benefits including how to increase bone mass in teens and adult and prevent them from osteoporosis. PROMOTIONAL STRATEGY UPSHOTS The Got Milk campaign was very successful and worked more than the expectations. Following are some of the upshots of the campaign. * The original objectives of the campaign were exceeded. * ‘Got Milk? ’’ had overtaken the ‘‘long-running ‘Does a Body Good’ campaign in top-of-mind awareness by mid-1994. ’ * The campaign objective to change behavior and increase milk consumption was also met. * Household penetration had increased from 70 percent in 1993 to 74 percent in 1995. * Results showed that, except for the first two months of the campaign, milk consumption in California increased over the previous year, while it declined nationally * Dairy Management, Inc. ’s decided to take the California ‘‘Got Milk? ’’ campaign nationwide in 1995 * The ‘‘Got Milk? ’’ campaign made its mark in advertising by collecting nearly every industry award * The CMPB reported that the campaign had a 97 percent awareness rate in California. HOW TO INCREASE AWARENESS AND DO BETTER IN FUTURE * As we can see in many of the commercials, individuals find themselves in an uncomfortable situation with a mouth full of dry or sticky food without a glass of milk. In print advertisements, celebrities are featured with the signature white mustache and got milk? in text. For an international advertisement we must create an appeal in the advertisement and ads should also involve a family environment or give a sense of oneness so that international user should associate themselves with advertisement according to their culture. * Number of collaboration with other brands should be increased to cover the issue of low budgets. Got Milk name has itself a huge equity, CMPB can effectively use it to increase the awareness. * Social media is another cheap source of creating awareness. CMPB can also use YouTube channels, face book page and twitter to increase the awareness about milk consumption and spread the benefits of milk usage. * To increase brand recall brand persona should be created and endorsement through celebrities can be useful in communicating the awareness in advertising. * As it can be seen the increase in price results in the decline of sales. Therefore, pricing should be competitive considering the other competing beverage industries. Also the flavored milk which is sold through vending machine must be priced bearing in mind the other beverages sell through vending machines. * Currently the BTL activities are on the lower side while experiential marketing was not used to create the awareness. Experiential activities at school and college levels to create awareness and product trial for new dairy product would be useful.

Effect of Organisational Culture on Information Technology

Effect of Organisational Culture on Information Technology The Effect of Organizational Culture on Information Technology/Business Strategic alignment in Saudi Firms Abstract This research effort is intended to study the dynamic relationship between the IT Strategy and the overall Business Strategy in Saudi Firms. IT strategies perceived to be developed in isolation, meaning that such strategies are put forward by IT managers without any involvement of top business managers. The IT manager may be oblivious or he/she may not have a clear idea of the business strategy leading to a strategic diversion where all important technical investments decisions are made by the IT director alone. The researcher recognized some major factors that influence alignment including Organizational Culture; therefore the researcher investigated the current organizational Culture at large selected Saudi firms. In addition, perceptions of Information Technology Value and utilization in the targeted companies was identified and analyzed through set of questionnaires and interviews in order to help the researcher to establish the relationship between Information Technology and Organizational Culture, since it would be a valuable part of forming the proposed strategic alignment model. The Saudi firms, where questionnaires have been distributed, and interviews have been conducted are SABB (Saudi British Bank), Saudi Airlines, AL-Marai, and AlTawniah. The researcher is aiming to collect further data from previous Strategic Alignment Models, and collect more information through additional interviews and questionnaires in order to interpret and validate the findings of the first stage that will lead to the design of the final stage of the Strategic Alignment Model. All data will be combined to give the base for a Strategic Alignment Model. This new model will be a practical one that should fit the Saudi environment. 1. Introduction Strategic alignment has become one of the most important topics for researchers in all industries. Its main objective is to establish and arrange a relationship between business and IT strategies. From a competitive advantage point of view, organizations with such alignment will have edge over others. 2. Context of the Research In the last few decades, the gap between business strategy of organizations and their IT strategy has been noticed by researchers and practitioners across the globe. Numerous research articles have been written to indicate this fact and to highlight the importance of bridging the gap between IT strategy and business strategy of organizations, to achieve coordinated results and efficiency for the enterprise. MIS professional, researchers have understood the significance of the issue which exists at global level [1]. Figure (1) summarizes the Information System/Business relationship which can be described as ‘Interdependent; where any changes in the IS (Software, Hardware, Database and Telecommunication devices will have an impact on the Business and vice versa; any change in the business (Strategy, Rules and Procedures) will have its impact on the Information Systems function of the organization [2]. FIG01-07Since Information systems and organizations influence each another. On the one hand, information systems must be aligned with the organization to provide information that is important to different groups according to the organization need. On the other hand, the organization must be aware of and open itself to the influences of information systems in order to benefit from new technologies [3]. Figure 1: The interdependence between organizations and information systems (Laudon Laudon, 2006) The interaction between information technology and organizations is very complex and is influenced by a great many mediating factors, including the organizations structure, standard operating procedures, politics, culture, surrounding environment, and management decisions as shown in figure (2). One mediating factor was selected by the researcher, which is the organizational culture, and the purpose of this selection will be discussed in a later section. Managers must be aware that information systems can markedly alter life in the organization. They cannot successfully design new systems or understand existing systems without understanding organizations. Managers decide what systems will be built, what they will do, how they will be implemented. Sometimes, however, the outcomes are the result of pure chance and of both good and bad luck [2]. 3. Original Work in Strategic Alignment Strategic Alignment is defined as the process of creating and managing a business driven IT organization, for which the main focus is implementing information oriented Solutions, that is most important to meeting the business goals, objectives, and strategies of the enterprise [4]. In order to make organizations successful, it is important for all parts of the organization to move in the same strategic direction. Of particular importance is that the business strategy and the IT strategy are complementary. If they are trying to move the organization in different directions the risk of failure may increase. Given the high level of resources invested in IT by most organizations it is important for it to be used as a strategic resource to contribute towards the achievement of business objectives. The strategic alignment would measure the relationship between an organizations IT function and its business objectives. The degree to which alignment is present in an organization will depend o n many factors. These factors will include the knowledge of the subject by management, the organizational infrastructure and culture, the nature of the business, the technology in use, and the ability of the organization to manage change. It is very important to realize that Strategic alignment is a process and not a project. Also Alignment issues should be considered at all levels of the organization, meaning that the occurrence of alignment at one level does not guarantee alignment at another [5]. 3.1 Strategic Alignment Models Alignment models show the relationship between the various domains (Business: mission, vision, objectives and tactics and Technical: processes, skills and knowledge) that influence alignment, which is dynamic with a strategy or technology decision impacting on one or more of the other domains. The alignment model within an organization must be continually reviewed due to the ongoing change in the internal and external environments. Corrective action must be taken to realign the organization when necessary. Many managers do not realize that a decision imposed on one domain may impact on one or more of the other domains [6]. Different people depending on their experience and background will have different strengths in each domain. An IT professional would likely have strengths in IT strategy or infrastructure while a business manager would likely have strengths in business strategy or organizational infrastructure. This could lead to problems if communication channels are not strong an d management processes are not in place to facilitate alignment. There are number of models which were designed to attempt to come up with such an alignment. Some of the most important models are the following: A. Strategic Alignment Model (Henderson and Venkatramon, 1993) The model has four domains or variables: business strategy, IT strategy, organizational infrastructure and IT infrastructure [7]. Butler and Fitzgerlad defined the context of the business strategy domain as business scope which refers to â€Å"the decisions that determine where the enterprise will compete†; distinctive competencies which â€Å"pertains to the areas that determine how the business will compete in delivering its products and services† and business governance which concerns â€Å"the choices that enterprises make when competing in the market place, e.g., whether alliances are entered into or not†. While administrative infrastructure refers to â€Å"the roles, responsibilities, and authority structure†; the business processes are â€Å"the manner in which key business functions are carried out† and skills refer to â€Å"the knowledge and competencies of organizational actors. In the context of IT strategy define technology scope as â€Å"the specific types of technology that are considered to be critical to the organization†; systemic competencies refer to â€Å"the salient characteristics and technological strengths of the IT systems† and IT governance as â€Å"issues refers to the manner in which IT systems are developed†. On the other hand, The IT architecture as â€Å"the policies and decisions made in regard to the integration of application systems, systems software, and hardware into cohesive platforms that are captured by the IT architecture dimension†; The processes are referred to as â€Å" how IT systems are planned, developed, implemented, and operated† and the skills dimension is captured by â€Å"the experience, competencies, commitments, values, and norms of the participants in the planning, development, implementation, and operation processes† [8]. B. Top-Down Alignment Model The theory consist of an input-process-output model, seven constructs, six Causal relationships and six hypotheses as shown in figure 4 The input-output-process model provides the initial bases for the theory. The Seven constructs are: the external environment, the internal environment, Planning resources, the planning process, the strategic information systems plan, the implementation of the strategic information systems plan, and the alignment of the strategic information systems plan with the organizations Business plan. These seven constructs exhibit causal relationships among each other illustrated through hypotheses [9]. 4. Knowledge Gap Based on the above, and through screening some of the existing strategic alignment models in the literature review, the researcher figured out that to achieve such an alignment there is a need to consider and integrate the following points: 1. Most of staff, if not all, is unaware of business goals, especially in the environment of Saudi Arabia [10]. 2. Important technical investments decisions are made by the IT manager alone [11]. 3. No relationship exists (Gap) between Business strategy and IT strategy [12]. 4. A lot of factors are not taken into consideration when forming strategic alignment, such as Structure, Culture, politics, and others [13]. 5. Strategic alignment models discussed only top management level and discarded other levels [14]. 6. Previous strategic alignment models are hard to be understood and implemented in reality [15]. The models discussed in the literature review may have achieved one or two of the above six points, however, there is no existing model that has achieved the above six points altogether. Based on the above, I have selected Strategic Alignment as a starting and a centre area of my research that the researcher is building on to fulfill the other points mentioned. The model that the researcher is aiming to establish, differs from the existing ones in that it will meet the requirements and challenges of the Saudi environment taking into consideration the 6 above points. 5. Research Aims Significance * To bridge the gap between Business Strategy and Information Technology Strategy through developing and designing a simple Strategic Alignment Model, that includes the essence of the major research works in addition to other strategic alignment theories available * To highlight the role of socio-cultural aspects as a critical success factor for successful IT implementation, which were not taken into consideration in the past * To measure the contribution of such a model to business performance. * To encourage Saudi Firms to use such a model to gain competitive competition. * To reduce the associated costs of implementing Information Systems in Organization 6. Research methods The researcher has used the mixed research methodology. Mixed research involves the mixing of quantitative and qualitative methods or paradigm characteristics within a stage of the study or across two of the stages of the research process. It collects data either sequentially of simultaneously to best understand research problems [16]. Advantages of using mixed research includes: the major goal for researcher who design and conduct mixed research is to follow the fundamental principle of mixed research, in other words, the researcher should mix quantitative and qualitative research methods, procedures, and paradigm characteristics in a way that the resulting mixture or combination has complementary strengths and non-overlapping weaknesses. When different approaches are used to focus on the same phenomenon, while providing the same result, is a strong evidence for the result. Other important reason for doing mixed research are to complement one set of results with another, to expand a set of results, or to discover something that would have been missed if only a quantitative or a qualitative approach had been used[17]. Questionnaire One of the most widely used research techniques can be defined as collecting data through written questions [17]. There are a number of different ways in which questionnaires can be administered; for example: posted to the intended respondents or administered over the telephone or face-to-face. A questionnaire design provides a quantitative description of trends, attitudes, or opinions of a population by studying a sample of that population. From sample results, the researcher generalizes or makes claims about a population [18]. Interviews Interviews are considered to be the main tool of the qualitative researcher for data collection [18]. Additionally, since the interpretive stance is also being followed, interviews are viewed to be the main and appropriate source from where data has been collected. According to Walsham, interviews allow the best access to the interpretations that the participants have regarding the actions and events, which have or are taking place and the views and aspirations of themselves and other participants. An added benefit is that it allows researchers to step back and examine the interpretations of their fellow participants in some detail, and this is an advantage that other methods may not allow [18]. Data analysis Data gathered will be analyzed through frequency distributions. These will give way to reviewing the data categories and the number of referrals in each category. With relation to data analysis, the indicators that will be used in evaluating the study include the age of the respondent; the social status; the educational attainment of the respondents; the occupation of the respondents and their length of stay in the company they belong to [19]. The research has involved 4 large organizations, SABB (Saudi British Bank), Saudi Airlines, AL-Marai, and AlTawniah, where interviews have been conducted with CIOs and CEOs to have a clear idea about the companys business strategy. Also, other interviews will take place with IT directors to investigate about the Information Technology (IT) strategy and its relationship with the business strategy. In addition,2 sets of questionnaires were distributed among different levels of the organizations to come up with the types of organizational culture and the use of Information technology in those organizations. At the end, data were collected and analyzed through using SPSS software. 7. Expected Research Outcomes The results from this research are anticipated to be of great help to top managers, strategic planners, IT managers, and other work force in Saudi environment, and will contribute to the following factors: * Increasing the awareness of the importance of Strategic Alignment Model Concept. * Selling the quick wins, by having strategic alignment achieved effectively. * Showing the importance of the use of Information Technology in organizations * Identifying the organizational culture as a major factor of achieving strategic alignment. * Encouraging decision makers and top management to apply and implement strategic alignment throughout the organization. * Highlighting the weaknesses of previous strategic alignment models and the lessons learned, which would help other researchers for future work 8. Indicative Thesis Structure The thesis will contain seven chapters (tentative): Chapter 1: Introduction: Presents an overview about the research subject. It shows the importance of strategic alignment in all sectors, followed by bridging the gap between business strategy and IT strategy, and the factors that affect strategic alignment. The research aims and significance then was explained followed by a brief discussion of the research methodology, research framework, then prospected research contribution was mentioned. Chapter 2: Literature Review: Provides the literature review for this research. It begins with explaining Business strategy, Business planning and its tools, followed by a discussion of IT strategy, IT planning, and its tools. Then a discussion of strategic alignment was presented. And ended with an overview of previous strategic alignment models. Chapter 3: Research design and methodology: Describes the research design and methodology conducted in this study. It starts with discussing the research general strategy, methodology and the reasons for selecting the methods of data collection. Followed that is a detailed explanation of the quantitative and qualitative methods, were a detailed description of the design of the research instruments was presented. Chapter 4: Developing the Parameters of the Strategic Alignment Model: Presents the need for a strategic alignment Model that can bridge the gap through identifying 3 parameters: Organizational Culture, Business strategy and its domains, and IT strategy and its domains Chapter 5: Questionnaires Analysis: Discusses and examines the data collected through the questionnaires for both, identifying the organizational culture, and the use of IT in the 4 Saudi firms Chapter 6: Interviews Analysis: Talks about and analyses the data collected through the interviews in the 4 Saudi firms. Chapter 7: Conclusion and Recommendations: Proposes the new strategic alignment model, and concludes the study and gives recommendations and future directions. 9. Training Undertaken * Using electronic library resources in Sep-2006. * Stage I part A on 30/Aug/2006. * Stage I part B on 31/Aug/2006. * Stage II Part A (presentation) on 26/Jul/2007. * Stage II Part B (Academic writing) on 26/Jul/2007. 10. Review of the research Undertaken * Wrote 2 chapters of the thesis (Introduction, Overview and Background about Business Strategy, IT Strategy, and Previous Strategic Alignment Models). * Completed of first level of data gathering (questionnaires Interviews). * Passed the ITIL (Information Technology Infrastructure Library) Foundation Certificate. * Published two conference papers. * Presented posters at the ARU 1st 2nd Annual Research Student Conference 11. Action Plan The necessary steps for completion of the research are as follows: 1. Type of organizational culture and Information Technology use was investigated by the researcher through questionnaires(phase 1) 2. Interviews with CEOs and IT managers were conducted in terms of Business strategy and IT strategy existence(phase 1) 3. Data analysis was carried out, which involved performing statistical analysis (SPSS) into the gathered data. 4. Distributing mores questionnaires and conducting further interviews to in order to establish a relationship between Organization Culture and Strategic alignment and show its important effect on the selected Saudi firms 5. All data from the (phase1) and (phase 2) will be combined and linked together to give the base for designing the Strategic Alignment Model. 6. Design the proposed Strategic Alignment Model 7. Writing up of the PhD thesis and preparation for the oral exam. 8. The plan of work also includes writing and submitting papers, attending conferences related to the study and presenting the work. Gantt chart The following chart depicts the action plan of the project and the time expectations for each step in details and it is as follows: Years 2007 2008 2009 2010 Tasks 2 4 6 8 10 12 2 4 6 8 10 12 2 4 6 8 10 12 2 4 6 1 2 3 4 5 6 7 8 References [1] David W. Nickles, IT-BUSINESS ALIGNMENT: WHAT WE KNOW THAT WE STILL DONT KNOW, Proceedings of the 7th Annual Conference of the Southern Association for Information Systems, 2005 [2] Kenneth C. Laudon and Jane P. Laudon, Management Information Systems: Managing the Digital Firm, 9th Edition, Prentice Hall, 2006 [3] McNurlin, B.C., and Spargue, R.S., Information Systems Management in Practice, 6th Edition, Prentice Hall, 2002 [4] Raymond Pap, Introduction to Strategic Alignment, Idea Group Inc, 2001 [5] Yolanda E. Chan, Why havent we mastered Alignment? The importance of the informal organization structure, MIS Quarterly Excusive, 2002 [6] Allen, D. and Wilson, T., â€Å"Vertical trust/mistrust during information strategy formation, International Journal of Information Management, 2003 [7] Henderson, J.C. and Venkatraman, N., â€Å"Aligning business and IT strategies†, in Luftman, J.F. (Ed.), Competing in the Information Age: Strategic Alignment in Practice, Oxford University Press, New York, NY, 1996 [8] Butler, T. and Fitzgerlad, B., â€Å"Enterprise Transformation and the Alignment of Business and Information Technology Strategies: Lessons from Practice, 1998 [9] Ruohoueu Parnisto, Proceedings of the First European Doctoral Seminar on Strategic Information Management, Turku centre for computer Science, 1996 [10] Hatem Tamimi, Ala M. Abu-Samaha Sufian Yousef ,Perceptions of Information Technology/Information Systems Value/ Utilisation in Saudi Organisations Proceedings of the ECIME conference, France, pp 1 12, September 20 21, 2007 [11] Bassellier, G. and Benbasat, I. (Business Competence of Information Technology Professionals: Conceptual development and influence on IT-business partnerships), MIS Quarterly 28(4): 673-694, 2004. [13] Baker, E.H. Leading Alignment, CIO Insight 1(45) 19-20, October 15, 2004. [14] Benbya, H. and McKelvey, B. (2006). Using Coevolutionary and Complexity Theories to Improve IS Alignment: A multi-level approach, Journal of Information Technology 21(4): 284-298 [15] Chan, Y.E., Sabherwal, R. and Thatcher, J.B. Antecedents and Outcomes of Strategic IS Alignment: An Empirical Investigation, IEEE Transactions on Engineering Management 51(3): 27-47, 2006. [16] Creswell, JW, Research design: qualitative and quantitative approaches, Sage, Thousand Oaks, California, 1994 [17] Tashakkori and Teddlie, Mixed methods in social behavioral Research, Sage Publications, Inc, 2002 [18] Denzin and Lincoln, the Landscape of Qualitative Research, Sage Publications, Inc, 2003 [19] Walsham, Interpretive case studies in IS Research: Nature and Method, European Journal of Information Systems, 1995 Publications 1. Hatem Tamimi, The Effect of Organizational Culture on Information Technology/Business Strategic alignment in Saudi Firms, 1st Annual Research Student Conference, ARU, Cambridge,2006 2. Hatem Tamimi, Ala M. Abu-Samaha Sufian Yousef ,Perceptions of Information Technology/Information Systems Value/ Utilisation in Saudi Organisations Proceedings of the ECIME conference, France, pp 1 12, September 20 21, 2007 3. Hatem Tamimi, The status of IS Planning in Saudi Firms, 2nd Annual Research Student Conference, ARU, Cambridge,2007 4. Hatem Tamimi, Strategic IS Plans; do they exist in Saudi Firms?, IACeT2008,The International Arab Conference on e-Technology, Arab Open University, Amman-Jordan, October 15-16, 2008 Appendix A The Designed Questionnaire Survey On Strategic Information System Planning Assessment in Saudi companies. The objective of this survey is to investigate how Saudi managers use Information Technology (computer-based information, software, database, networks, communication, and other devices) to support their Strategic Planning. Your assistance in providing information regarding how often you use IT systems, the reasons for using these systems, and whether these systems satisfy your informational needs will be greatly appreciated. This survey is conducted under the direction of Mr Mike Smith, Department of Information Technology, Anglia Ruskin University, Chelmsford, UK. All responses are confidential and will remain anonymous. The success of this study depends on the completeness and the quality of information you provide. We ask you to be as thorough and free as possible in answering the questions in this. Thank you for your time and cooperation! NOTE: Please answer this questionnaire only if you are a user of Information Technology (computer-based information, software, database, networks, communication, and other devices). If you are not a user of Information Technology would you ask a manager in your corporation who is to complete this questionnaire. I. PERSONAL BACKGROUND 1. Organisation name: 2.Sex (M/F): 3. Age: 4. Education: Please choice highest degree attained (Please choice one): A. High school graduate or less B. Baccalaureate Degree C. Masters Degree D. Doctorate 5. Please indicate (how many) college (University) level courses you have completed in Information Technology (Information Systems, Computer Science, Programming, Networks or Communication). (Please choice one): 0 1 2 3 4 ≠¥5 II. PRESENT JOB RESPONSIBILITIES 6. Functional area (Please choice one) : A. Accounting B. Finance C. Marketing D. Manufacturing E. Research and Development F. Personnel G. Corporate Administration H. Information Systems I. Other (Please specify): 7. A. Management Level (Please choice One): 1. First Line Supervisor or Manager 2. Mid-level Manager (Supervising other managers) 3. Executive (Top) Level Manager (Vice president, President, Chairman of the Board of Directors etc. B. Job Title: III. USE OF INFORMATION TECHNOLOGY (PC, Software, Databases, Networks, Internet, and other devices): 8. Managers perform a number of Planning roles. For each of the following roles, please indicate the value of IT. (Please choice a number for each role): Decision roles Of Great Value Of Moderate Value No Value At All Does Not Apply Choice A. Capitalist (Identifies and initiates changes) 5 4 3 2 1 0 B. Trouble Handler (Handles important and unexpected troubles) 5 4 3 2 1 0 C. Resource Allocation (Approves and allocates all organisational resources 5 4 3 2 1 0 D. Negotiator (Represents the organisation at major negotiations 5 4 3 2 1 0 1. Planning consists of several steps. For each of the following steps, please indicate the value of IT. (Please choice a number for each step) : Decision steps Of Great Value Of Moderate Value No Value At All Choice A. Identifying problems or issues 5 4 3 2 1 B. Generating alternative courses of action 5 4 3 2 1 C. Evaluating the out comes of each alternative 5 4 3 2 1 D. Ranking the alternatives and choosing one 5 4 3 2 1 E. Implementing the chosen alternative 5 4 3 2 1 2. As a Planner you may use both IT-based and non IT-based in decision making. The percent of IT you use for supporting the following Planning tasks is: (Please choice a number) Decisions >80% 61% to 80% 41% to 60% 21% to 40% None Choice A. Long Term (Strategic) Planning 5 4 3 2 1 0 B. Mid-Term (Tactical) Planning 5 4 3 2 1 0 C. Short Term (Operational) Planning 5 4 3 2 1 0 3. Managers have a mental model (i.e., an image, idea, or conceptualization of the organisation) which they use for planning, controlling and operating purposes. How helpful is the Information Technology Systems (IT) you are presently using in forming or revising the mental model of your corporation? (Please choice a number): Very Helpful Moderately Not Helpful Helpful At All 5 4 3 2 1 12. How valuable is the information the existing IT provides to your mental model in guiding your planning, controlling and operating decisions? (Please choice a number): Of Great Value Of Moderate Value Of No Value At All 5 4 3 2 1 13. Overall, how important is IT for Planning that are critical to the success and effectiveness of your managerial duties? (Please choice a number): Very Important Moderately Important Not Important At All 5 4 3 2 1 Iv. SOURCES AND TOOLS USED TO OBTAIN IT-BASED INFORMATION 14. You obtain the IT-based you use for Planning mainly (Please choice one): A. By yourself B. Through a designated person C. Through a request to an information systems group D. Other (Please specify): 15. Please indicate, on the average, how many hours per week you actually use a personal computer (PC) or a terminal to obtain computer-based information which is essential for the performance of your duties. (Please choice one): A. >16 hours B. 9 -16 hours C. 5 -8 hours D. 1 -4 hours E. 16. Please indicate the average number of hours per week use each of the following hardware pieces: A. I dont use any hardware pieces. Yes/No? Hours/week hours B. 1. Stand-alone personal computer (PC) hours 2. PC or other terminal connected to an internet hours 3. PC or other terminal connected to an â€Å"On-line† distributed computer system hours 4. PC or other terminal connected to a Local Area Network (LAN) hours 5. Other (Please specify) : hours 17. Please indi Effect of Organisational Culture on Information Technology Effect of Organisational Culture on Information Technology The Effect of Organizational Culture on Information Technology/Business Strategic alignment in Saudi Firms Abstract This research effort is intended to study the dynamic relationship between the IT Strategy and the overall Business Strategy in Saudi Firms. IT strategies perceived to be developed in isolation, meaning that such strategies are put forward by IT managers without any involvement of top business managers. The IT manager may be oblivious or he/she may not have a clear idea of the business strategy leading to a strategic diversion where all important technical investments decisions are made by the IT director alone. The researcher recognized some major factors that influence alignment including Organizational Culture; therefore the researcher investigated the current organizational Culture at large selected Saudi firms. In addition, perceptions of Information Technology Value and utilization in the targeted companies was identified and analyzed through set of questionnaires and interviews in order to help the researcher to establish the relationship between Information Technology and Organizational Culture, since it would be a valuable part of forming the proposed strategic alignment model. The Saudi firms, where questionnaires have been distributed, and interviews have been conducted are SABB (Saudi British Bank), Saudi Airlines, AL-Marai, and AlTawniah. The researcher is aiming to collect further data from previous Strategic Alignment Models, and collect more information through additional interviews and questionnaires in order to interpret and validate the findings of the first stage that will lead to the design of the final stage of the Strategic Alignment Model. All data will be combined to give the base for a Strategic Alignment Model. This new model will be a practical one that should fit the Saudi environment. 1. Introduction Strategic alignment has become one of the most important topics for researchers in all industries. Its main objective is to establish and arrange a relationship between business and IT strategies. From a competitive advantage point of view, organizations with such alignment will have edge over others. 2. Context of the Research In the last few decades, the gap between business strategy of organizations and their IT strategy has been noticed by researchers and practitioners across the globe. Numerous research articles have been written to indicate this fact and to highlight the importance of bridging the gap between IT strategy and business strategy of organizations, to achieve coordinated results and efficiency for the enterprise. MIS professional, researchers have understood the significance of the issue which exists at global level [1]. Figure (1) summarizes the Information System/Business relationship which can be described as ‘Interdependent; where any changes in the IS (Software, Hardware, Database and Telecommunication devices will have an impact on the Business and vice versa; any change in the business (Strategy, Rules and Procedures) will have its impact on the Information Systems function of the organization [2]. FIG01-07Since Information systems and organizations influence each another. On the one hand, information systems must be aligned with the organization to provide information that is important to different groups according to the organization need. On the other hand, the organization must be aware of and open itself to the influences of information systems in order to benefit from new technologies [3]. Figure 1: The interdependence between organizations and information systems (Laudon Laudon, 2006) The interaction between information technology and organizations is very complex and is influenced by a great many mediating factors, including the organizations structure, standard operating procedures, politics, culture, surrounding environment, and management decisions as shown in figure (2). One mediating factor was selected by the researcher, which is the organizational culture, and the purpose of this selection will be discussed in a later section. Managers must be aware that information systems can markedly alter life in the organization. They cannot successfully design new systems or understand existing systems without understanding organizations. Managers decide what systems will be built, what they will do, how they will be implemented. Sometimes, however, the outcomes are the result of pure chance and of both good and bad luck [2]. 3. Original Work in Strategic Alignment Strategic Alignment is defined as the process of creating and managing a business driven IT organization, for which the main focus is implementing information oriented Solutions, that is most important to meeting the business goals, objectives, and strategies of the enterprise [4]. In order to make organizations successful, it is important for all parts of the organization to move in the same strategic direction. Of particular importance is that the business strategy and the IT strategy are complementary. If they are trying to move the organization in different directions the risk of failure may increase. Given the high level of resources invested in IT by most organizations it is important for it to be used as a strategic resource to contribute towards the achievement of business objectives. The strategic alignment would measure the relationship between an organizations IT function and its business objectives. The degree to which alignment is present in an organization will depend o n many factors. These factors will include the knowledge of the subject by management, the organizational infrastructure and culture, the nature of the business, the technology in use, and the ability of the organization to manage change. It is very important to realize that Strategic alignment is a process and not a project. Also Alignment issues should be considered at all levels of the organization, meaning that the occurrence of alignment at one level does not guarantee alignment at another [5]. 3.1 Strategic Alignment Models Alignment models show the relationship between the various domains (Business: mission, vision, objectives and tactics and Technical: processes, skills and knowledge) that influence alignment, which is dynamic with a strategy or technology decision impacting on one or more of the other domains. The alignment model within an organization must be continually reviewed due to the ongoing change in the internal and external environments. Corrective action must be taken to realign the organization when necessary. Many managers do not realize that a decision imposed on one domain may impact on one or more of the other domains [6]. Different people depending on their experience and background will have different strengths in each domain. An IT professional would likely have strengths in IT strategy or infrastructure while a business manager would likely have strengths in business strategy or organizational infrastructure. This could lead to problems if communication channels are not strong an d management processes are not in place to facilitate alignment. There are number of models which were designed to attempt to come up with such an alignment. Some of the most important models are the following: A. Strategic Alignment Model (Henderson and Venkatramon, 1993) The model has four domains or variables: business strategy, IT strategy, organizational infrastructure and IT infrastructure [7]. Butler and Fitzgerlad defined the context of the business strategy domain as business scope which refers to â€Å"the decisions that determine where the enterprise will compete†; distinctive competencies which â€Å"pertains to the areas that determine how the business will compete in delivering its products and services† and business governance which concerns â€Å"the choices that enterprises make when competing in the market place, e.g., whether alliances are entered into or not†. While administrative infrastructure refers to â€Å"the roles, responsibilities, and authority structure†; the business processes are â€Å"the manner in which key business functions are carried out† and skills refer to â€Å"the knowledge and competencies of organizational actors. In the context of IT strategy define technology scope as â€Å"the specific types of technology that are considered to be critical to the organization†; systemic competencies refer to â€Å"the salient characteristics and technological strengths of the IT systems† and IT governance as â€Å"issues refers to the manner in which IT systems are developed†. On the other hand, The IT architecture as â€Å"the policies and decisions made in regard to the integration of application systems, systems software, and hardware into cohesive platforms that are captured by the IT architecture dimension†; The processes are referred to as â€Å" how IT systems are planned, developed, implemented, and operated† and the skills dimension is captured by â€Å"the experience, competencies, commitments, values, and norms of the participants in the planning, development, implementation, and operation processes† [8]. B. Top-Down Alignment Model The theory consist of an input-process-output model, seven constructs, six Causal relationships and six hypotheses as shown in figure 4 The input-output-process model provides the initial bases for the theory. The Seven constructs are: the external environment, the internal environment, Planning resources, the planning process, the strategic information systems plan, the implementation of the strategic information systems plan, and the alignment of the strategic information systems plan with the organizations Business plan. These seven constructs exhibit causal relationships among each other illustrated through hypotheses [9]. 4. Knowledge Gap Based on the above, and through screening some of the existing strategic alignment models in the literature review, the researcher figured out that to achieve such an alignment there is a need to consider and integrate the following points: 1. Most of staff, if not all, is unaware of business goals, especially in the environment of Saudi Arabia [10]. 2. Important technical investments decisions are made by the IT manager alone [11]. 3. No relationship exists (Gap) between Business strategy and IT strategy [12]. 4. A lot of factors are not taken into consideration when forming strategic alignment, such as Structure, Culture, politics, and others [13]. 5. Strategic alignment models discussed only top management level and discarded other levels [14]. 6. Previous strategic alignment models are hard to be understood and implemented in reality [15]. The models discussed in the literature review may have achieved one or two of the above six points, however, there is no existing model that has achieved the above six points altogether. Based on the above, I have selected Strategic Alignment as a starting and a centre area of my research that the researcher is building on to fulfill the other points mentioned. The model that the researcher is aiming to establish, differs from the existing ones in that it will meet the requirements and challenges of the Saudi environment taking into consideration the 6 above points. 5. Research Aims Significance * To bridge the gap between Business Strategy and Information Technology Strategy through developing and designing a simple Strategic Alignment Model, that includes the essence of the major research works in addition to other strategic alignment theories available * To highlight the role of socio-cultural aspects as a critical success factor for successful IT implementation, which were not taken into consideration in the past * To measure the contribution of such a model to business performance. * To encourage Saudi Firms to use such a model to gain competitive competition. * To reduce the associated costs of implementing Information Systems in Organization 6. Research methods The researcher has used the mixed research methodology. Mixed research involves the mixing of quantitative and qualitative methods or paradigm characteristics within a stage of the study or across two of the stages of the research process. It collects data either sequentially of simultaneously to best understand research problems [16]. Advantages of using mixed research includes: the major goal for researcher who design and conduct mixed research is to follow the fundamental principle of mixed research, in other words, the researcher should mix quantitative and qualitative research methods, procedures, and paradigm characteristics in a way that the resulting mixture or combination has complementary strengths and non-overlapping weaknesses. When different approaches are used to focus on the same phenomenon, while providing the same result, is a strong evidence for the result. Other important reason for doing mixed research are to complement one set of results with another, to expand a set of results, or to discover something that would have been missed if only a quantitative or a qualitative approach had been used[17]. Questionnaire One of the most widely used research techniques can be defined as collecting data through written questions [17]. There are a number of different ways in which questionnaires can be administered; for example: posted to the intended respondents or administered over the telephone or face-to-face. A questionnaire design provides a quantitative description of trends, attitudes, or opinions of a population by studying a sample of that population. From sample results, the researcher generalizes or makes claims about a population [18]. Interviews Interviews are considered to be the main tool of the qualitative researcher for data collection [18]. Additionally, since the interpretive stance is also being followed, interviews are viewed to be the main and appropriate source from where data has been collected. According to Walsham, interviews allow the best access to the interpretations that the participants have regarding the actions and events, which have or are taking place and the views and aspirations of themselves and other participants. An added benefit is that it allows researchers to step back and examine the interpretations of their fellow participants in some detail, and this is an advantage that other methods may not allow [18]. Data analysis Data gathered will be analyzed through frequency distributions. These will give way to reviewing the data categories and the number of referrals in each category. With relation to data analysis, the indicators that will be used in evaluating the study include the age of the respondent; the social status; the educational attainment of the respondents; the occupation of the respondents and their length of stay in the company they belong to [19]. The research has involved 4 large organizations, SABB (Saudi British Bank), Saudi Airlines, AL-Marai, and AlTawniah, where interviews have been conducted with CIOs and CEOs to have a clear idea about the companys business strategy. Also, other interviews will take place with IT directors to investigate about the Information Technology (IT) strategy and its relationship with the business strategy. In addition,2 sets of questionnaires were distributed among different levels of the organizations to come up with the types of organizational culture and the use of Information technology in those organizations. At the end, data were collected and analyzed through using SPSS software. 7. Expected Research Outcomes The results from this research are anticipated to be of great help to top managers, strategic planners, IT managers, and other work force in Saudi environment, and will contribute to the following factors: * Increasing the awareness of the importance of Strategic Alignment Model Concept. * Selling the quick wins, by having strategic alignment achieved effectively. * Showing the importance of the use of Information Technology in organizations * Identifying the organizational culture as a major factor of achieving strategic alignment. * Encouraging decision makers and top management to apply and implement strategic alignment throughout the organization. * Highlighting the weaknesses of previous strategic alignment models and the lessons learned, which would help other researchers for future work 8. Indicative Thesis Structure The thesis will contain seven chapters (tentative): Chapter 1: Introduction: Presents an overview about the research subject. It shows the importance of strategic alignment in all sectors, followed by bridging the gap between business strategy and IT strategy, and the factors that affect strategic alignment. The research aims and significance then was explained followed by a brief discussion of the research methodology, research framework, then prospected research contribution was mentioned. Chapter 2: Literature Review: Provides the literature review for this research. It begins with explaining Business strategy, Business planning and its tools, followed by a discussion of IT strategy, IT planning, and its tools. Then a discussion of strategic alignment was presented. And ended with an overview of previous strategic alignment models. Chapter 3: Research design and methodology: Describes the research design and methodology conducted in this study. It starts with discussing the research general strategy, methodology and the reasons for selecting the methods of data collection. Followed that is a detailed explanation of the quantitative and qualitative methods, were a detailed description of the design of the research instruments was presented. Chapter 4: Developing the Parameters of the Strategic Alignment Model: Presents the need for a strategic alignment Model that can bridge the gap through identifying 3 parameters: Organizational Culture, Business strategy and its domains, and IT strategy and its domains Chapter 5: Questionnaires Analysis: Discusses and examines the data collected through the questionnaires for both, identifying the organizational culture, and the use of IT in the 4 Saudi firms Chapter 6: Interviews Analysis: Talks about and analyses the data collected through the interviews in the 4 Saudi firms. Chapter 7: Conclusion and Recommendations: Proposes the new strategic alignment model, and concludes the study and gives recommendations and future directions. 9. Training Undertaken * Using electronic library resources in Sep-2006. * Stage I part A on 30/Aug/2006. * Stage I part B on 31/Aug/2006. * Stage II Part A (presentation) on 26/Jul/2007. * Stage II Part B (Academic writing) on 26/Jul/2007. 10. Review of the research Undertaken * Wrote 2 chapters of the thesis (Introduction, Overview and Background about Business Strategy, IT Strategy, and Previous Strategic Alignment Models). * Completed of first level of data gathering (questionnaires Interviews). * Passed the ITIL (Information Technology Infrastructure Library) Foundation Certificate. * Published two conference papers. * Presented posters at the ARU 1st 2nd Annual Research Student Conference 11. Action Plan The necessary steps for completion of the research are as follows: 1. Type of organizational culture and Information Technology use was investigated by the researcher through questionnaires(phase 1) 2. Interviews with CEOs and IT managers were conducted in terms of Business strategy and IT strategy existence(phase 1) 3. Data analysis was carried out, which involved performing statistical analysis (SPSS) into the gathered data. 4. Distributing mores questionnaires and conducting further interviews to in order to establish a relationship between Organization Culture and Strategic alignment and show its important effect on the selected Saudi firms 5. All data from the (phase1) and (phase 2) will be combined and linked together to give the base for designing the Strategic Alignment Model. 6. Design the proposed Strategic Alignment Model 7. Writing up of the PhD thesis and preparation for the oral exam. 8. The plan of work also includes writing and submitting papers, attending conferences related to the study and presenting the work. Gantt chart The following chart depicts the action plan of the project and the time expectations for each step in details and it is as follows: Years 2007 2008 2009 2010 Tasks 2 4 6 8 10 12 2 4 6 8 10 12 2 4 6 8 10 12 2 4 6 1 2 3 4 5 6 7 8 References [1] David W. Nickles, IT-BUSINESS ALIGNMENT: WHAT WE KNOW THAT WE STILL DONT KNOW, Proceedings of the 7th Annual Conference of the Southern Association for Information Systems, 2005 [2] Kenneth C. Laudon and Jane P. Laudon, Management Information Systems: Managing the Digital Firm, 9th Edition, Prentice Hall, 2006 [3] McNurlin, B.C., and Spargue, R.S., Information Systems Management in Practice, 6th Edition, Prentice Hall, 2002 [4] Raymond Pap, Introduction to Strategic Alignment, Idea Group Inc, 2001 [5] Yolanda E. Chan, Why havent we mastered Alignment? The importance of the informal organization structure, MIS Quarterly Excusive, 2002 [6] Allen, D. and Wilson, T., â€Å"Vertical trust/mistrust during information strategy formation, International Journal of Information Management, 2003 [7] Henderson, J.C. and Venkatraman, N., â€Å"Aligning business and IT strategies†, in Luftman, J.F. (Ed.), Competing in the Information Age: Strategic Alignment in Practice, Oxford University Press, New York, NY, 1996 [8] Butler, T. and Fitzgerlad, B., â€Å"Enterprise Transformation and the Alignment of Business and Information Technology Strategies: Lessons from Practice, 1998 [9] Ruohoueu Parnisto, Proceedings of the First European Doctoral Seminar on Strategic Information Management, Turku centre for computer Science, 1996 [10] Hatem Tamimi, Ala M. Abu-Samaha Sufian Yousef ,Perceptions of Information Technology/Information Systems Value/ Utilisation in Saudi Organisations Proceedings of the ECIME conference, France, pp 1 12, September 20 21, 2007 [11] Bassellier, G. and Benbasat, I. (Business Competence of Information Technology Professionals: Conceptual development and influence on IT-business partnerships), MIS Quarterly 28(4): 673-694, 2004. [13] Baker, E.H. Leading Alignment, CIO Insight 1(45) 19-20, October 15, 2004. [14] Benbya, H. and McKelvey, B. (2006). Using Coevolutionary and Complexity Theories to Improve IS Alignment: A multi-level approach, Journal of Information Technology 21(4): 284-298 [15] Chan, Y.E., Sabherwal, R. and Thatcher, J.B. Antecedents and Outcomes of Strategic IS Alignment: An Empirical Investigation, IEEE Transactions on Engineering Management 51(3): 27-47, 2006. [16] Creswell, JW, Research design: qualitative and quantitative approaches, Sage, Thousand Oaks, California, 1994 [17] Tashakkori and Teddlie, Mixed methods in social behavioral Research, Sage Publications, Inc, 2002 [18] Denzin and Lincoln, the Landscape of Qualitative Research, Sage Publications, Inc, 2003 [19] Walsham, Interpretive case studies in IS Research: Nature and Method, European Journal of Information Systems, 1995 Publications 1. Hatem Tamimi, The Effect of Organizational Culture on Information Technology/Business Strategic alignment in Saudi Firms, 1st Annual Research Student Conference, ARU, Cambridge,2006 2. Hatem Tamimi, Ala M. Abu-Samaha Sufian Yousef ,Perceptions of Information Technology/Information Systems Value/ Utilisation in Saudi Organisations Proceedings of the ECIME conference, France, pp 1 12, September 20 21, 2007 3. Hatem Tamimi, The status of IS Planning in Saudi Firms, 2nd Annual Research Student Conference, ARU, Cambridge,2007 4. Hatem Tamimi, Strategic IS Plans; do they exist in Saudi Firms?, IACeT2008,The International Arab Conference on e-Technology, Arab Open University, Amman-Jordan, October 15-16, 2008 Appendix A The Designed Questionnaire Survey On Strategic Information System Planning Assessment in Saudi companies. The objective of this survey is to investigate how Saudi managers use Information Technology (computer-based information, software, database, networks, communication, and other devices) to support their Strategic Planning. Your assistance in providing information regarding how often you use IT systems, the reasons for using these systems, and whether these systems satisfy your informational needs will be greatly appreciated. This survey is conducted under the direction of Mr Mike Smith, Department of Information Technology, Anglia Ruskin University, Chelmsford, UK. All responses are confidential and will remain anonymous. The success of this study depends on the completeness and the quality of information you provide. We ask you to be as thorough and free as possible in answering the questions in this. Thank you for your time and cooperation! NOTE: Please answer this questionnaire only if you are a user of Information Technology (computer-based information, software, database, networks, communication, and other devices). If you are not a user of Information Technology would you ask a manager in your corporation who is to complete this questionnaire. I. PERSONAL BACKGROUND 1. Organisation name: 2.Sex (M/F): 3. Age: 4. Education: Please choice highest degree attained (Please choice one): A. High school graduate or less B. Baccalaureate Degree C. Masters Degree D. Doctorate 5. Please indicate (how many) college (University) level courses you have completed in Information Technology (Information Systems, Computer Science, Programming, Networks or Communication). (Please choice one): 0 1 2 3 4 ≠¥5 II. PRESENT JOB RESPONSIBILITIES 6. Functional area (Please choice one) : A. Accounting B. Finance C. Marketing D. Manufacturing E. Research and Development F. Personnel G. Corporate Administration H. Information Systems I. Other (Please specify): 7. A. Management Level (Please choice One): 1. First Line Supervisor or Manager 2. Mid-level Manager (Supervising other managers) 3. Executive (Top) Level Manager (Vice president, President, Chairman of the Board of Directors etc. B. Job Title: III. USE OF INFORMATION TECHNOLOGY (PC, Software, Databases, Networks, Internet, and other devices): 8. Managers perform a number of Planning roles. For each of the following roles, please indicate the value of IT. (Please choice a number for each role): Decision roles Of Great Value Of Moderate Value No Value At All Does Not Apply Choice A. Capitalist (Identifies and initiates changes) 5 4 3 2 1 0 B. Trouble Handler (Handles important and unexpected troubles) 5 4 3 2 1 0 C. Resource Allocation (Approves and allocates all organisational resources 5 4 3 2 1 0 D. Negotiator (Represents the organisation at major negotiations 5 4 3 2 1 0 1. Planning consists of several steps. For each of the following steps, please indicate the value of IT. (Please choice a number for each step) : Decision steps Of Great Value Of Moderate Value No Value At All Choice A. Identifying problems or issues 5 4 3 2 1 B. Generating alternative courses of action 5 4 3 2 1 C. Evaluating the out comes of each alternative 5 4 3 2 1 D. Ranking the alternatives and choosing one 5 4 3 2 1 E. Implementing the chosen alternative 5 4 3 2 1 2. As a Planner you may use both IT-based and non IT-based in decision making. The percent of IT you use for supporting the following Planning tasks is: (Please choice a number) Decisions >80% 61% to 80% 41% to 60% 21% to 40% None Choice A. Long Term (Strategic) Planning 5 4 3 2 1 0 B. Mid-Term (Tactical) Planning 5 4 3 2 1 0 C. Short Term (Operational) Planning 5 4 3 2 1 0 3. Managers have a mental model (i.e., an image, idea, or conceptualization of the organisation) which they use for planning, controlling and operating purposes. How helpful is the Information Technology Systems (IT) you are presently using in forming or revising the mental model of your corporation? (Please choice a number): Very Helpful Moderately Not Helpful Helpful At All 5 4 3 2 1 12. How valuable is the information the existing IT provides to your mental model in guiding your planning, controlling and operating decisions? (Please choice a number): Of Great Value Of Moderate Value Of No Value At All 5 4 3 2 1 13. Overall, how important is IT for Planning that are critical to the success and effectiveness of your managerial duties? (Please choice a number): Very Important Moderately Important Not Important At All 5 4 3 2 1 Iv. SOURCES AND TOOLS USED TO OBTAIN IT-BASED INFORMATION 14. You obtain the IT-based you use for Planning mainly (Please choice one): A. By yourself B. Through a designated person C. Through a request to an information systems group D. Other (Please specify): 15. Please indicate, on the average, how many hours per week you actually use a personal computer (PC) or a terminal to obtain computer-based information which is essential for the performance of your duties. (Please choice one): A. >16 hours B. 9 -16 hours C. 5 -8 hours D. 1 -4 hours E. 16. Please indicate the average number of hours per week use each of the following hardware pieces: A. I dont use any hardware pieces. Yes/No? Hours/week hours B. 1. Stand-alone personal computer (PC) hours 2. PC or other terminal connected to an internet hours 3. PC or other terminal connected to an â€Å"On-line† distributed computer system hours 4. PC or other terminal connected to a Local Area Network (LAN) hours 5. Other (Please specify) : hours 17. Please indi