Learning Styles Literary Review - 1726 Words

Theories and Principles of Learning (TPPL) Assignment Part A – Literature review analysing theories and principles of learning. Learning Styles A student’s individual learning style is their normal reaction to information or experiences. For example, Keefe (1979) defines learning styles as the composite of characteristic cognitive, affective, and physiological factors that serve as relatively stable indicators of how a learner perceives, interacts with, and responds to the learning environment., or more succinctly, Stewart and Felicetti (1992) define learning styles as those educational conditions under which a student is most likely to learn., as quoted in Clark (2004). The concept of learning styles is well publicised,†¦show more content†¦There are many critics of Gardner’s theory including Carroll (1993), Sternberg (1988), and Klein (1997), highlighting three areas of criticism, namely its objectivity, there appears to be no clear objective of his theory, its practicality, how can teaching be adapted for so many perceived differing intelligences, and there is no empirical data to support his arguments. There are many other theories surrounding learning styles, including Sternberg’s â€Å"Thinking Styles† (1997), which tries to understand why testing in school fails to identify true ability (1997) and many assessment tools including the Myers Briggs Type Indicator (1962) (MBTI). However, a more widely accepted concept are the Visual, Auditory and Kinaesthetic models (VAK) such as the VARK model developed by Fleming to include learners with a preference for reading and writing. Fleming (2001) claimed that visual learners think in pictures, welcoming teaching aids such PowerPoint, diagrams, and handouts, auditory learners learn through listening, tactile and kinaesthetic learners preferring experimentation, or a hands-on approach. Having an awareness of these traits allows teachers to provide lessons covering all these aspects. This model also allows students to identify with their own learning style and hence maximise theirShow MoreRelatedAnalysis Of Anne Beaufort s Wor ds, A Better, Product1599 Words   |  7 Pagesthe majors and beyond. In relation to the course learning outcomes, the works I have done have been majorly about Discourse, discourse communities, genres, writing expertise, research questions, and collection and analysis of qualitative data. Over the semester, I was tasked with completing several pieces of writing that would demonstrate my progress in understanding of the above mentioned topics. In order to achieve this understanding, I was to review literature from respected writing scholars, namelyRead MoreA Quantitative Style Analysis About Different English Translations Of The Captains Daughter By Alexander Pushkin1176 Words   |  5 PagesQiuying Jiang 11/03/2017 Programming for Cultural Data Analysis - Proposal A Quantitative Style Analysis about Different English Translations of the Captain’s Daughter by Alexander Pushkin Data Set The data set includes three English translations of The Captain’s Daughter (Alexander Pushkin, 1836) from Ekaterina Telfer, T. Keane and Milne Home respectively. The translation of Milne Home is downloaded from Gutenberg which is an open access project that offers free eBooks to public. The other translationsRead MoreSocial Issues And Politics : School994 Words   |  4 Pagesmind can remember the most influential sponsor in my literary development was school. Sure, my parents also influenced what I read and even taught me how to read, but school was what developed my creative literary ability. Reading is the gateway to becoming a good writer, and regardless of what the student reads, or the topic of interest, a child can apply it to their writing. My gateway was social issues and politics, I loved reading and learning more about them, therefor I also loved writing andRead MoreAnalysis Of The 17th And 17th Centuries By Ben Jonson1489 Words   |  6 PagesHis plays and his stage characters, such as Sir Fretful Plagiary, Sir Lucius O Trigger, Lydia Languish, and Mrs. Malaprop, reflect something of the scandal-ridden Anglo-Irish society of the 18th century. From that time, the word has come to mean literary theft. Plagiarism and Students With respect to student behavior, plagiarizing is a serious misdemeanor, and with the advances in data storage and retrieval, plagiarism seems to have made a student s life superficially easier. Universities allocateRead MoreSilvia Parra Dela Longa. Professor: Leslie Richardson.1404 Words   |  6 PagesLonga Professor: Leslie Richardson ENGL 2342 26 February 2017 The Style of Ernest Hemingway According to critic Robert McCrum, associate literary editor of The Observer, and writer of six novels (theguardian.com) The Sun also Rises ranks number 53 on the list of the 100 best novels of 20th century American Literature. Why does The Sun Also Rises is respected as landmark in the world of words? One of the reasons is about the writing style of Hemingway, which transformed the path of American and EnglishRead MoreReview Of Stephen King And Fast Food Nation By Eric Schlosser1334 Words   |  6 Pageseverything that we didn’t learn, or learned wrong in previous classes. While it may be only the third week of school I feel as though we have done so much in his English V honors class to help us become better readers and writers, and undo or revise our learning from previous english classes. The main focuses   in Mr. Revel’s english class so far can be split up into five different categories;   pre-course reading, grammar, vocabulary, Foster, and active reading. Our pre-course reading included On WritingRead MoreAnalysis Of The Book Keeper N Me1496 Words   |  6 PagesRichard Wagamese, the award-winning author of the novel Keeper’n Me (2006) as well as various other literary pieces such as Dream Wheels (2006), Medicine Walk (2014), and Indian Horse (2012), was born in 1955 in Northwestern Ontario and is from the Wabaseemoong First Nation. Through the combination of Wagamese’s fictional writing blended with components of his personal life in Keeper’n Me specifically, the fifty-nine year old author has been recognized for this and other phenomenal works throughRead MoreAnalysis Of Mark Bowden s Black Hawk Down1651 Words   |  7 PagesExamination of all perspectives in all situations is another essential factor to success. With Bowdenâ €™s fluent change of perspective throughout the book, students grasp the importance of understanding both sides. â€Å"Bowden may have intended this writing style to emulate the battle he is writing about, which was absolute chaos on the ground† (Anderson). Switching the point of view constantly keeps students on their toes, alert, and wondering what is to come next. Although a great source for educating childrenRead More6th Grade Language Arts Observation808 Words   |  4 Pageshad just finished a literary circle unit and would now be working on a literature focus unit. While students are engaged in SSR she writes on the board to chapter and page number of the story they will be working on today. While the students work on SSR, I tour the classroom. I notice that Mrs. Jones has a very extensive word wall. The words on the wall cover genre types, the seven types of traditional fiction, and movements in literature, types of modern fiction, literary elements, and figurativeRead MoreThe Importance Of Being Earnest By Oscar Wilde1243 Words   |  5 PagesBiography An exuberant nonconformist and controversial playwright, eminent author Oscar Wilde produced critically acclaimed literary works that defined the essence of late Victorian England. Posthumously recognized for his only novel The Picture of Dorian Gray and satiric comedy The Importance of Being Earnest, Wilde initially acquired criticism for his immoral and unconventional style of writing. Additionally, to his dismay, strife followed Wilde in his personal life as he was notoriously tried and incarcerated

Prisoners Normative Reintegration into Society Essay

Normative reintegration into society and the resocialization of released prisoners has long been a prominent problem in society. With recidivism rates in the United States upwards of 69% it is quite clear that released prisoners are having difficulty readjusting and returning to normative lives in society (Bureau of Justice Statistics, 2008). Prison aims to serve retribution, incapacitate, deter, and rehabilitate offenders, but much of the research on recidivism rates criticize the idea that â€Å"prison works† (Dhami, 2006). However, it seems with so many prisoners returning to prison within a year of being released, the prison system is not providing inmates with the rehabilitation and therapy needed to function once they return to society.†¦show more content†¦Preventing prisoners from being re-arrested and serving additional time is a true priority in the United States. The maintanace of prisons can cost taxpayers upwards of $32 billion each year. States have b een spending larger sums of money on prisons than they do on education. Within the last 20 years, the quantity of money doled out to the maintenance and management of correctional facilities has increased by 570% whereas the amount spent on elementary and secondary education was increased a mere 33% (Bureau of Justice Statistics, 2010). With close to 70% of prisoners going back to jail within 1 year of their release, it is blatantly obvious that our prison systems are not providing the therapy and rehabilitation needed to help released individuals achieve successful normative reintegration into society. The high recidivism rate in the United States is an unfathomably large financial hemorrhage that is taking vital resources away from things like education, health care, and other government funded programs. Our prison systems must seek new and innovative ways to help rehabilitate criminal offenders, and give them the skills and tools they need to be successful members of society. It is imperative to explore the effectiveness of animal based therapy programs on reducing the recidivism rate, and aiding in the normative reintegration of released prisoners. With suchShow MoreRelatedImprisonment And Its Effect On Society2527 Words   |  11 Pageseffect. There are also few reliable and valid measures of future offending that allow incapacitation of the appropriate offenders, therefore limiting the potential of incapacitation. Finally, only a handful of programs have positive effects on some prisoners, thus likewise limiting the potential rehabilitative effect of imprisonment. From an economic standpoint, imprisonment is also costly and inefficient. 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Examination Code: R12630 Module Code: 6FFLK020 Date of Submission: 28/03/2013 T he majority of democratic societies recognise the right to vote as an essential human right. Despite this, there are a number of countries where leaders believe that the disenfranchisement of prisoners, merely as a result of their imprisonment, is a justified and prerequisiteRead MoreOrganisational Theory230255 Words   |  922 Pagesmachine Level 3: ‘Get the structure and systems right so that all is in balance’ Level 4: ‘The machine is alive! – well, almost’ How modernist organization theory underpins conventional understandings of the relationship between organizations and society Is bureaucracy immoral? Form fits function: how modernist organizational theory challenges the relationship between individuals, groups and the organization through bureaucracy and hierarchy The virtuous bureaucracy Modernist themes in organizationalRead MoreExploring Corporate Strategy - Case164366 Words   |  658 PagesCentre for Research into Sport Society, Univers ity of Leicester/ Singer Friedlander. Northcroft, J. (2003) ‘The American dream’, Sunday Times, 16 November. Northcroft, J. (2004) ‘Fergie tells Glazer to back off’, Sunday Times, 21 November. Perry, B. (2001) ‘Playing fair? Vision, values and ethics: a study of the co-existence of big business and football’, in P. Murphy (ed.), Singer and Friedlander Review, 2000–01 Season, Centre for Research into Sport Society, University of Leicester/Singer

I.T and E Commerce of Hospitality Industry Free Essays

string(84) " the latest technology at their fingertips, from fax machines to Internet services\." Introduction Here is an attempt to understand and explain the information systems which are been used and how they are useful to the company and what are the drawbacks of those systems, and also how they can try to solve those problems. Hospitality Industry is a very fast growing industry. Every organisation wants to retain and also attract new customers. We will write a custom essay sample on I.T and E Commerce of Hospitality Industry or any similar topic only for you Order Now Information technology used by the hotel is very much important and plays a major role in providing a competitive edge over the competitors. Information Technology Trends in Hospitality Hotel Industry places a great emphasis on the provision of quality service to their customers/guest. There is a great demand for information from customers and hospitality service provider so hotel industry stared adopting computer based IT facilities to enhance its operational efficiency, control and reduce costs, and improve service quality (Camison, 2000; Cobanoglu et al., 2001; Siguaw and Enz, 1999; van Hoof et al., 1996). By investing in the IT benefits the hotel by enabling the guest to have a better experience, and also the hotel staff to work more efficiently and effectively to better assist customers. Hospitality Organizations the Internet Many prime hospitality organizations such as IHG group, Marriott International, Royal Caribbean, Jurys Inn, Hyatt International, Ritz Carlton, Hilton Hotel are using internet facilities over the years and have been taking advantage of the Internet opportunity by fully implementing the latest technological systems within their organisations. A new Internet-based procurement system which is considered flexible and user friendly has been implemented by IHG group. According to the Vice President of purchasing, Steve Shamion, it is important that the system is user friendly for a chief engineer, chef, housekeeper, etc. As soon as IHG succeeded 500 hotels, it was necessary to get rid of the manual system. Their main aim was to provide a new Intranet system with a web-based provider. The goal was to implement an Intranet system with a new web-based provider. The e-mail system is currently functioning efficiently as it alerts purchasing agents to contact suppliers in every case where corporate revises a product. The new system has enabled the IHG group for excellent quality control. In this respect, IHG claims that they are able to obtain high quality products at low costs via the Internet. Marriott Hotel and resort has chosen the same Internet provider for its new procurement system. They are analyzing the mechanics of the system as well as the concept of electronic purchasing and the advantages that could be realized by Hotel. One of the key elements of this research involves the â€Å"user friendliness† of the system. Another concern is the connection factor. The system must be reliable in connecting without failure. The content is another very important requirement. The suppliers must be able to easily find products on the site. As for the overall costs involved in the implementation of such a system, it is still unclear. On a positive note, both IHG and Marriott believe that they will be able to quantify the new system’s effects right away. By tracking every purchase over the web, this will allow them to record their progress. In the long-term, as one of the first movers in the hospitality industry, the prediction is that the overall impact w ill be positive. Leicester Marriott Marriott’s operations can be grouped into the following five business segments: Full-service lodging – 65% Select-service lodging – 11% Extended-stay lodging – 5% Timeshare – 15% Synthetic fuel – 4% Marriott operates under various different brand of hotel like Full Service Lodging Marriott Hotels Resorts JW Marriott Hotels Resorts Renaissance Hotels Ritz-Carlton BULGARI Hotels Resorts Autograph Collection Hotels Resorts Edition Hotels Resorts Marriott Conference Centres Courtyard by Marriott Fairfield Inn by Marriott Spring Hill Suites by Marriott Marriott Executive Stay Residence Inn by Marriott Towne Place Suites by Marriott Marriott Executive Apartments Marriott Vacation Club International (MVCI) Marriott Grand Residence Club The Residences at the Ritz-Carlton The Ritz-Carlton Destination Club Select Service Lodging Extended Stay Lodging Timeshare Leicester Marriott Hotel Overview 227 Bedrooms Mixx Restaurant Tanners Bar Atrium Lounge 21 dedicated meeting rooms Leisure Club facilities Wireless LAN in public areas Car park – 280 onsite spaces Marriott International, Inc. is a leading global lodging company that shapes and enables its business through an ambitious program of improvements in technology. In the beginning of late 1990s, Marriott realized that to be competitive and lead the future lodging market, it had to upgrade and fully integrate two of its most crucial systems: the Marriott automated Reservation system for Hotel accommodations (MaRsHa) and Marriott’s Internet technology platform, Marriott.com. These systems, combined with Marriott’s key business and inventory applications and marketing and loyalty programs, comprise a global technology infrastructure that facilitated more than 69.5 million new reservations in 2005, averaging over 190,000 per day, while maintaining availability of better than 99.99 percent. The updated infrastructure enabled 100 percent growth in Marriott.com sales from 2003 to 2005, logged single-day sales records of nearly $14 million, and led the industry in online hot el room’s sales. In fact, Marriott’s seamless multi-brand, multi-channel integration enables the company to offer the industry’s only global rate guarantee, the Look No Further ® Best Rate Guarantee, stating that Marriott guests will always get the lowest available rate when booking through any Marriott channel worldwide. It is a remarkable success story, demonstrating how aligning investments in technology infrastructure with business vision and strategy can enable extraordinary business results and how Marriott leveraged its early investment in ecommerce to set new standards for the global lodging industry Technologies used at Marriott Hotel Company website Point Of Sale-Micros Property Management System-Opera Central Reservation System-Marsha SAP for accounting and Payroll Fire Panel Door locks CCTV Blue Cube -Time Clock (Employee attendance) Cetral Reservation System In today’s fast-paced environment, business travellers have enough to be concerned about, without worrying about hotel accommodations. And, it takes more than just hotel rooms to win in the highly competitive lodging business. Professionals want the latest technology at their fingertips, from fax machines to Internet services. You read "I.T and E Commerce of Hospitality Industry" in category "Essay examples" Central Reservation System is used to connect to the different hotels of the same group. Currently at Marriott a software called MARSHA is used. MARSHA (Marriott’s Automated Reservation System for Hotel Accommodations), according to Rinaldi. â€Å"MARSHA allows guests to call in at any property and have a reservation agent allocate and book reservations,† he explains. â€Å"The Marriott Rewards System [a point-accumulation program to earn special savings] is also kept on this system so that guests can tabulate their points.† All major airlines and trav el agencies link into MARSHA by T1 and 56-Kbps connections as well. Micros-Opera Micros-Opera is one of the famous providers of property based system in today’s hospitality industry. Its PMS interface has become a common one within the hotel industry and is used by many as a de facto standard. Consequently, many software vendors use this interface because it makes it more likely that their software will be able to connect to other vendors’ applications. Micros: MICROS 9700 HMS It is the most widely used point-of-sale solution system in the leisure and entertainment marketplace. Built on years of industry experience, the entire 9700 HMS product suite is technology independent, running on MS SQL, Oracle, and Multiple Windows platforms. All 9700 HMS modules are web-delivered and enterprise enabled, making them easy to use while reducing total cost of ownership. 9700 HMS has proven installations ranging from small, specialized operations to large enterprise configurations spanning multiple properties in large geographic areas. Whether you operate one restaurant or hundreds, 9700 HMS has the functionality to meet your needs. Problems with Micros 1) When the systems crashes down then the checks has to be manually posted which is like duplication of work and time, there are even discrepancies sometimes and in that the company loses the revenue. 2)If there is a crash, it needs to be done by the help of a main server computer. But if the problem prevails there is a need to contact the vendor for his service. 3)The micros system sometimes get frozen which affect the overall performance of the server and the team. Difficulty Because Marriott involves representatives from every part of the company in all new initiatives from the very beginning, the company is spared many of the â€Å"growing pains† typically found when implementing large, global infrastructure projects. The company’s business and marketing managers are technologically fluent and worked closely with the Information Resources and ecommerce departments throughout the process of upgrading and integrating the reservations system and Web presence. There were, however, two key challenges Marriott faced in its MaRsHa and Marriott.com implementations: availability and scalability. Knowing that Marriott solutions have to be developed, implemented and rolled-out in a 24/7 global business environment, extra attention was paid to maintaining the reliability and availability of ongoing operations. This was a critical factor in the MaRsHa upgrade, since the reservations system is literally the life’s blood of the company. Marrio tt also upgraded both MaRsHa and Marriott.com with leading-edge scalability to support both current and future transaction volumes, and the systems have performed without data loss even as transactions have grown 400 percent over five years. Marriott’s early commitment to high-performance processing, scalable storage and business continuity made the transition to an integrated reservations/Web solution error-free.Marriott also took great care in test and development before moving new functionality into the global production environment. eMc’s advanced business continuity software supports the company’s robust testing capabilities, providing an up-to-date replicated copy of the MaRsHa production environment, which facilitates quality assurance, testing and development, without introducing any production performance degradation. Marriott also creates business continuance volumes (BcVs) from the replicated production data, which are used by developers, for examp le, to test database applications without affecting either the production or main test systems. The BcVs enable the creation of more robust development environments, better developer throughput, and the ability to go beyond normal functional testing to bring complex test environments to production and ultimately to market more quickly Conclusions Recommendations Now is the time for hospitality companies to take advantage of the opportunities available in creating a new value added customized online travel shopping experience for customers. The ultimate trend calls for something comparable to the shopping-bot. For those who are not familiar with the shop-bot concept, it is meant exclusively for online clothing shoppers who prefer to have a personal agent. Similar to the shop-bot, the future of the Internet in the travel industry will provide a travel bot who will play the hand-holding travel agent for those that require the most guidance in arranging their travel plans.This travel bot will create a custom experience that suits the particular customer needs offering a range of services including hotel rooms, restaurant tables, airline seats, and rental cars. The travel bot will provide advice and recommendations as currently found on GDSs. It is important to take a look at how Internet technology will affect the future of the tourism industry. Most IT tools are being utilized. However, there is still much room for improvement in speed, reliability, and adaptation to new technologies. It is crucial for companies to take advantage of the Internet before the competition. A solid RD function is one of the elements in this process. It is pertinent to study the customers and their businesses by encouraging them to fill out a customer’s profile form on the web. It is important to consider how technological drivers will influence changes. Many traditional small and large players in the industry are having a difficult time adjusting to the changes involved in switching to a full IT based strategy.This is mainly due to the extent to which the Internet changes how hospitality services and amenities are delivered. It further alters the organizational structures within hospitality companies and modifies the interaction of the customer and service provider. The hospitality tourism internet future suggests a universal system where property management systems will eliminate the need for expensive on-site computer hardware/software. The maintenance problems relating to breakdowns, backups, and upgrades will be resolved in an easy efficient manner. The Internet will control all transactions involving credit card authorization, travel agent commissions, and point of sale transactions. This will result in fewer problems, a decrease in staff and an increase in profits. The typical hotel guest will have the option of selecting movies, games, software, shopping and information through voice communication and data/video, all available at a low cost. Future success for hospitality tourism companies depends upon their abilities to identify a target market and the strategic opportunities available for survival and growth. If data is managed properly, the technology can assist hoteliers and restaurateurs in projecting the lifetime value of guests, creating increased loyalty, resulting in an increase in market share. The process of mass production has never been accepted in the tourism industry; therefore customized services are a must for survival. Today’s computer world allows for mass customization in pricing, location, and amenities to a more knowledge-based format. In this case, marketing and IT departments must work closely toward a merger of core competencies.The drive toward e-commerce success includes a plan to track surfing and consumption habits such as the buyers, payers, and the return visitors. Independent consultants are available to provide this data efficiently and confidentially. It is crucial for hospitality tourism organizations to stay on top of the roles of the major online players that are posing a serious threat to the industry such as Travelocity, Priceline, Expedia, Yahoo, etc. Their role in the future of hospitality tourism marketing is crucial to the survival of Hoteliers. Hospitality tourism organizations might want to look into the potential of becoming one of the first movers to join the dot com craze. The already established loyal customer base will allow hospitality tourism organizations to have an upper-hand over general online threats. The customized travel bot could provide the ultimate travel experience of a lifetime for customers in adding the most value, thus allowing first movers in the industry to gain an overall competitive advantage. Bibliography E-Commerce in Hospitality Tourism. 2011. E-Commerce in Hospitality Tourism. [ONLINE] Available at: http://gonzales.com.sg/techno.html. [Accessed 12 Feb 2011]. Marriott International’s Accommodating Network – Network Computing. 2011. Marriott International’s Accommodating Network – Network Computing. [ONLINE] Available at:http://www.networkcomputing.com/909/909centerfoldtext.html. [Accessed 21 Feb 2011] Point of Sale Software Enterprise Information System. 2011. Point of Sale Software Enterprise Information System. [ONLINE] Available at: http://www.micros.com/. [Accessed 18 Feb 2011] Technology Jargon Buster – 8/31/2005 – Caterer Search. 2011. Technology Jargon Buster – 8/31/2005-CatererSearch .[ONLINE]Available at :http://www.caterersearch.com/Articles/2005/08/31/302345/Technology-Jargon-Buster.htm. [Accessed 12 Feb 2011]http://www.marriot.com/ Marriott Global Source. 2011. Marriott Global Source. [ONLINE] Available at:http://mgs.marriott.com/index.html. [Accessed 16 Feb 2011] How to cite I.T and E Commerce of Hospitality Industry, Essay examples

Images of Life in 1984 Essay Example For Students

Images of Life in 1984 Essay Pictures and posters on every corner, reminding citizens of Oceania that Big Brother is always watching them. (p4) A cold, dark world. I.e.) Down in the street little eddies of wind were whirling dust and torn paper into spirals, and though the sun was shining and the sun a harsh blue, there seemed to be no colour in anything, except the posters that were plastered everywhere. (p4) Helicopters skimming down between the roofs, a sign of the police patrol, snooping into peoples windows. (p4) Rocket bombs exploding in London with dull, reverberating roars. (p28) Horrible living conditions. I.e.) Never quite enough to eat, one never had socks or underclothes that were not full of holes, furniture had always been bad and rickety, rooms underheated, tube trains crowded, houses falling to pieces, bread dark-coloured nothing cheap and plentiful. (p63) Decaying, dingy cities where underfed people shuffled to and fro in leaky shoes, in patched-up nineteenth-century houses that smelt always of cabbage and bad lavatories. (p77) Bombs dropped on playgrounds with several dozen children blown to pieces. (p156) Amid the decaying buildings in London, during Hate Week, there is singing, banners, dancing, speeches, drums, trumpets, marching, posters, and films. The world today is a bare, hungry, dilapidated place (p196) Each Party member has a telescreen within their home that monitors and scrutinizes each and every move they make. It cannot be turned off. Forced to wear an expression of quiet optimism when facing the telescreen. Had to wear blue overalls, the uniform of the Party. Given a small amount of coupons to trade in for clothing, food, etc. They are constantly under the watch of the Thought Police. Not much food to eat in their homes. Forbidden to enter ordinary shops, however they were forced to do so due to a lack of necessities such as razor blades and shoelaces. Forced to participate in the Two Minutes Hate (p13): Began with a hideous, grinding screech Face of Emmanuel Goldstein, the Enemy of the People, flashed onto the screen Goldstein then delivered usual venomous attack upon the doctrine of the Party, denouncing the dictatorship of the Party (p14). Party members then broke out in rages and leap up and down, ending by chanting B- B,B- B. They were always being watched for symptoms of unorthodoxy (p26). Each morning, they awoke to an ear- piercing whistle (p33) from the telescreen. They were then prompted to take part in various exercises from an instructor on the telescreen. When doing these exercises, known as Physical Jerks, they could never show any dismay or resentment (p39). Party members worked in one of the four ministries: Minitrue, Minipax, Miniluv, or Miniplenty. Main character in 1984, Winston Smith, worked in Minitrue. His job was to rectify (p40) history. Other co- workers did not speak with each other. The Party members were brainwashed into believing anything that the Party told them to believe. This was achieved through doublethink. They believed what the Party told them even though they knew that the opposite of what was being told to them was true as well. The result of the use of doublethink on Party members caused their quality of life to decrease. The Party lied to them, telling them that the quality of life was increasing, even though they knew it was decreasing. Although they knew the truth, they were forced to believe what the Party told them (p62). .u3c74ac750cade7ca57fb76692dcaffcf , .u3c74ac750cade7ca57fb76692dcaffcf .postImageUrl , .u3c74ac750cade7ca57fb76692dcaffcf .centered-text-area { min-height: 80px; position: relative; } .u3c74ac750cade7ca57fb76692dcaffcf , .u3c74ac750cade7ca57fb76692dcaffcf:hover , .u3c74ac750cade7ca57fb76692dcaffcf:visited , .u3c74ac750cade7ca57fb76692dcaffcf:active { border:0!important; } .u3c74ac750cade7ca57fb76692dcaffcf .clearfix:after { content: ""; display: table; clear: both; } .u3c74ac750cade7ca57fb76692dcaffcf { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u3c74ac750cade7ca57fb76692dcaffcf:active , .u3c74ac750cade7ca57fb76692dcaffcf:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u3c74ac750cade7ca57fb76692dcaffcf .centered-text-area { width: 100%; position: relative ; } .u3c74ac750cade7ca57fb76692dcaffcf .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u3c74ac750cade7ca57fb76692dcaffcf .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u3c74ac750cade7ca57fb76692dcaffcf .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u3c74ac750cade7ca57fb76692dcaffcf:hover .ctaButton { background-color: #34495E!important; } .u3c74ac750cade7ca57fb76692dcaffcf .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u3c74ac750cade7ca57fb76692dcaffcf .u3c74ac750cade7ca57fb76692dcaffcf-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u3c74ac750cade7ca57fb76692dcaffcf:after { content: ""; display: block; clear: both; } READ: Teen suicide - Essay Party members could not possess memories (p62). Everyone lived in horrible conditions (p62). Could not trust anybody in fear that they would report you to the Thought Police and have you vaporized (p65). This held true within families as well. Could not let your thoughts wander in public places or in front of telescreens because facial features may not be perfectly under control (p65). Women who worked for the Party never painted their faces and never used scent (p67). Winston described his daily life as slogging through dreary jobs, fighting for a place on the Tube, darning a worn-out sock, cadging a saccharine tablet, and saving a cigarette end (p77). Day and night the telescreens bruised your ears with statistics that people today were better off than the filthy people of fifty years ago (p77). The Party told its members to reject the evidence of their eyes and ears (p84). Party members could not do anything that suggested a liking for solitude (p85). They were expected to be at the Community Center or participating in some kind of communal recreation (p85) in their spare time. It was dangerous to have an ownlife which, in Newspeak, referred to individualism and eccentricity. Winston constantly escaped the horrible world he was living in through his Victory Cigarettes and his Victory Gin (p107). Bibliography:

Abortion Essays (701 words) - Fertility, Gender Studies,

Abortion Abortion Abortion is defined as the termination of pregnancy before the fetus is capable of independent life. Abortions must be conducted before the end off six months, or the fetus will leave the womb and it would be considered a premature birth. There are two types of abortions. One is spontaneous and the other is induced. If the fetus ways less than 18oz or is less than 20 weeks into the pregnancy, it is usually considered an abortion. Spontaneous abortions are known by another name, miscarriages. These usually occur during the first three months of pregnancy. It is estimated that 25% of all pregnancies end in spontaneous abortion. The second form of abortion is induced abortion. This is the deliberate termination of the fetus. There are four main types of induced abortions. The first takes place up to 12 weeks. It is called vacuum aspiration. This is where a tube attached to a vacuum is inserted into the uterus and sucks out the embryo and all other material. The second type takes place after the 15th week and is called saline infusion. Here, the doctors replace a little fluid with a salt solution. This causes the uterus to contract. The fetus is then expelled. The third type is a hysterotomy. This is a similar procedure to a cesarean section. The only difference is, in this operation, is that the cut is smaller and lower. The fourth type is available in the first fifty days. It is a drug called RU-486. It was developed in France and approved for sale there in 1988. Clinical trials in the United States began in 1994. When performed under proper conditions, the sooner the person has the baby, the less risk she is at. The likelihood of complications increase as the woman gets farther into the pregnancy. Although, an abortion has less of a risk of injury than does actually delivering the baby. Abortion is one topic that has been heavily debated. Many cases have gone to court over an abortion. Perhaps the most famous case was Roe vs. Wade. It was a case that was settled in 1973 under Justice Blackman. The Supreme Court ruled that they could not ban abortions in the first six months of the pregnancy. After six months, the states can ban an abortion except in cases in which the woman's health is at risk. I think that there is a lot that can be done. First of all, I think that some kind of law needs to be created that will be supported by many. Secondly, we have to let the public be aware of all the things that are going on around them. Lastly, we have to keep the children's future in mind. Here is what I think should be done. A law should be passed that says: A woman does not have the right to an abortion, except in the case of rape or when the birth may endanger the life of the mother. If a woman is not eligible for an abortion, but does not want the baby, the state should find someone to adopt the baby. An additional fund should be given to the mother for delivering the baby. The one's chosen to adopt should be well picked and capable of supporting the child well. I feel this way because I am pro-life. I feel that every baby should be given the right to live. A baby should not be denied life because the mother does not want to care for it. That is why I feel that the unwanted children should always be set for adoption before the birth of the child. I also feel that the fund should be given to the mother because she had to take care of the baby in her womb for nine months. I feel that women should be able to get an abortion in the event of rape because it is not with a person that she planned to have a child with. It is also obvious why I feel that women should be eligible for an abortion if her health is in danger. I have told you the way I feel, now it is time that we all make a decision on this topic. This is not some issue that will just die. We have to make a ruling on this topic that people won't regret. Bibliography "Abortion." Microsoft Encarta 96 Encyclopedia. 1995. "Abortion." Concise Columbia Electronic Encyclopedia. 1994. "Abortion." Grolier's Multimedia Encyclopedia. 1993.

How to Form Compound Nouns in Italian

How to Form Compound Nouns in Italian Where does the word â€Å"autostrada - highway† come from? It comes from two words: auto (car) and strada (street), giving it a literal meaning of â€Å"a street for cars.† This is just one example of a compound noun in Italian, or a word that is combined of two other words. In Italian linguistics, this is called a â€Å"composto - compound† or a â€Å"parola composta - compound word.† Other examples include: fermare carte  » fermacarte - paperweightpasta asciutta  » pastasciutta - dried pastacassa panca  » cassapanca - dresser Creating compound nouns is one of the primary ways, after adding suffixes, to increase the amount of vocabulary in the language. The formation of new words is particularly useful to the development of terminologie tecnico-scientifiche (scientific and technical terminology). Consider, for example, the numerous compound nouns with Greek elements in the language of medicine: elettrocardiogramma - electrocardiogramcancerogeno - carcinogenic What Makes Up a Compound Noun A compound need not be two (or more) forme libere, such as â€Å"asciuga(re)† and â€Å"mano† in â€Å"asciugamano.† They can also be two (or more) forme non libere, such as antropo- (from the Greek nthrÃ… pos man) and -fago (from the Greek phaghà ªin to eat) in antropofago he who eats human flesh. The Greek elements antropo- and -fago, unlike asciuga(re) and mano, do not exist as stand-alone words, but are found only in compound nouns. Aside from this difference, another should be noted: in compound nouns, such as â€Å"asciugamano,† there is the sequence verb (asciugare) noun (mano) while those such as antropofago have an inverse sequence: noun (antropo- man) verb (-fago to eat). In any event, there is a fundamental property common to these two compounds: the implied, underlying phrase of both has a verbal predicate: (qualcosa) asciuga (la) mano  » asciugamano - (something) dries (the) hand  » hand towel(qualcosa) mangia (l) uomo  » antropofago - (something) eats (the) man  » cannibal In other cases, however, the implied phrase of the compound has a nominal predicate. In other words, it is a sentence containing the verb essere: (il) filo (à ¨) spinato  » filo spinato - (the) wire (is) barbed  » barbed wire(la) cassa (à ¨) forte  » cassaforte - (the) box (is) strong  » strongbox, safe    EXAMPLES OF ITALIAN COMPOUND NOUNS Noun Noun / Nome Nome capo stazione  » capostazione - stationmastercapo giro  » capogiro - dizzinesscassa panca  » cassapanca - dressermadre perla  » madreperla - mother-of-pearl Noun Adjective / Nome Aggettivo cassa forte  » cassaforte - strongbox, safe Adjective Noun / Aggettivo Nome franco bollo  » francobollo - stampmezza luna  » mezzaluna - half-moon Adjective Adjective / Aggettivo Aggettivo piano forte  » pianoforte - pianosordo muto  » sordomuto - deaf-mute Verb Verb / Verbo Verbo dormi veglia  » dormiveglia - stupor, lethargysali scendi  » saliscendi - latch Verb Noun / Verbo Nome apri scatole  » apriscatole - can openerlava piatti  » lavapiatti - dishwasherspazza neve  » spazzaneve - snowplow Verb Adverb / Verbo Avverbio posa piano  » posapiano - slowpokebutta fuori  » buttafuori - bouncer Adverb Verb / Avverbo Verbio bene stare  » benestare - approval, blessing, consentmale essere  » malessere - unease, discomfort Adverb Adjective / Avverbo Aggettivo sempre verde  » sempreverde - evergreen Preposition or Adverb Noun / Preposizione o Avverbio Nome sotto passaggio  » sottopassaggio - underpassanti pasto  » antipasto - appetizersopra nome  » soprannome - nicknamedopo scuola  » doposcuola - after-school    Compound Nouns with â€Å"Capo† Among the compounds formed using the term capo (head), in the figurative sense, a distinction must be made between: those in which the term capo indicates one who commands, the manager: capo scuola  » caposcuola - deancapo stazione  » capostazione - stationmastercapo classe  » capoclasse - class president and those in which the element capo indicates either excellence or beginning of something: capo lavoro  » capolavoro - masterpiececapo verso  » capo verso - paragraph, indent There are also other types of compounds, formed in more diverse ways: capodanno capo dellanno (noun preposition noun) - New Year, end of the yearpomodoro pomo doro (noun preposition noun) - tomatobuono-sconto buono per ottenere uno sconto - discount ticketfantascienza scienza del fantastico - science fiction

Leadership Development Paper Essay Example | Topics and Well Written Essays - 1500 words

Leadership Development Paper - Essay Example After all, the ideal score for MA should be within the range of 2.5 to 3.5. The ideal score for TA should be equal to 4.0 to 4.5. On the other hand, the idea score for MP and PA should be less than 2.5 and 2.0, respectively. This means that the sub-averages at some point and in general have failed to reach the ideal limit required for the ideal scores. Based on Figure 2, my scores are not actually far from the others. However, it is remarkably obvious that I almost follow the same pattern with Sub#3. We both have higher scores when it comes to MP and PA, which is quite the reverse case of Sub#1 and Sub#2. In order to define my consistency across others, it is important to include the ideal scores in the actual comparison. As noticed in Figure 3, it follows that I might have become one of the other samples with remarkable pattern when it comes to the actual result and the standing with reference to the ideal scores. I remarkably have closer resemblance of my result to Sub#3, whereas, Sub#1 and Sub#2 have closer consistency with the ideal scores somewhere in MA, MP and PA. However, when it comes to II, IM, IS, IC, and TA, I have the same consistency with others because of my scores on these factors that are somewhere at least one unit below the limit, like any of the other samples. Based on the illustrations shown from Figures 1, 2 and 3, I can say that I got higher scores in MP and PA, which are higher than the ideal scores. For this reason, among the important weaknesses that I may have to work on in my leadership is the thing about being too passive. I scored higher in passive leadership, which means that I have to improve my ability to become more active, or at some point, eliminate the possibility of being too passive. On the other hand, my important strength lies on the point that I am somewhere good to become inspirational motivator, because of the strong association to ignite influence, intellectual stimulation and so

Peer review journal article Essay Example | Topics and Well Written Essays - 500 words

Peer review journal article - Essay Example The data showing welfare fraud states that 43.6 million people are in poverty line in USA, while 9.2% were unemployed and is the place where the governments as allocated a huge budget share. Due to this, government came up with Electronic Benefit Transfer where people are given debit cards which they can use to buy food staffs and other basic commodities, this idea also resulted to more fraudulent activities as the debit cards were in the hands of irresponsible people who could not even take care of their own families. Deterrence theory is one in particular which makes assumptions about human behavior in order to reduce crime. Humans are normally assumed to be hedonistic, rational and calculate prior steps to committing crime. To some extent these assumption are true because human being are thinking machines and usually beliefs and prefer pleasure than pain. He or she must calculate and weigh carefully the option or cost of doing a crime and being caught in it or committing a crime successfully. The cost benefit analysis is a pre-requisite which always in human mind. Punishment or the consequences involve in committing a crime if outweigh the benefits then punishment will deter a person from committing the crime. In actual sense, for these sanction threats to work and deter a person from committing a crime, he must perceive and believe that the punishment would be most likely to be imposed that is to say there must be high chances of being caught up in the crime then sanction being imposed quickly after detection, and that the sanction will be more severe. In short, if the assumptions of deterrence theory are to be correct then it must be seen that cost of committing crime is higher than the benefits. The government has several alternatives to use in order to curb the fraudulent activities and they include; increasing the number of fraud investigation officers which will help in crime detection

Violence towards mental health nurses Research Paper

Violence towards mental health nurses - Research Paper Example In fact, the Australian Institute of Criminology has identified the health industry to be the most violent industry in the country, with registered nurses (RNs) recording the second highest number of violence-related workers compensation claims in year 1995 and 1996, ranking even higher than prison and police officers (Deans, 2004, p. 14). Patient violence on mental health care professionals not only leads to staff sickness and absenteeism but also to various psychological and mental distresses. Specific psychological problems include depression, anxiety, isolation, trauma (LeFlore & Bell, 2007, p. 147), post-traumatic stress disorders, loss of confidence, anger, fear, loss, distrust, and guilt (Whittington & Wykes, 1992; Doughty, 2005, p. 1). Understandably, these problems would adversely affect the therapeutic alliance between patients and HCPs (Watts & Morgan, 1994, p. 14; LeFlore & Bell, 2007, p. 147). In addition, this will also prevent optimal staff recruiting and retention of employees within the hospital (Doughty, 2005, p. 1). In a survey conducted by Duxbury & Whittington (2005, p. 469) on 80 mentally ill patients and 82 HCPs in three inpatient mental healthcare wards, it was found that that the patients regarded the poor facilities and communication as the two significant factors behind violence, whereas the nurses identified that the patients’ mental illness was the root cause for the violence. On the other hand, according to Glick and Fishkind (2008, p.117), the risk of violence in psychiatric care facilities include lower staff-to-patient ratio, higher percentage of female HCPs, and presence of staff without specific training in psychiatry or agression. The United States Department of Labor (2004, p. 7) also recognizes the lack of staff training as partly causing hostile and assaultive behavior of patients. Currently, the intervention strategies used to curb violence include stress management, rehabilitation of staff victims and providing th em a work environment that is not conducive to violent behavior (Warshaw & Messite, 1996, p. 993). Stathopoulou (2003, p. 4) suggested that the preventive measures on violence towards health care professionals should focus on three areas: hospital organization, arrangement of the physical environment, and staff training and development. Significance of the study With the increasing number of psychiatric patients, the potential for occupational violence for HCPs in psychiatric facilities is on the rise as well. The adverse effects of these incidents on work performance and retention of employees make it imperative for health institutions to provide effective means to prevent and manage aggression from psychiatric patients. Theoretical framework for the research methodology Figure 1. Theoretical framework for this research study This research proposal predicts that providing appropriate knowledge regarding the management and prevention of violent behavior from psychiatric patients thr ough training equips the HCPs the ability to protect themselves from the potential physical and psychological effects of aggressive behavior from their patients, and subsequently allows them to perform to the best of their abilities. Ultimately, the health institutions with trained HCPs benefit from increased work performance

Relationship between Business Strategy and IT Strategy

Relationship between Business Strategy and IT Strategy BUSINESS-IT ALIGNMENT (BITA) The relationship between Business strategy and IT strategy and the influence of organisation culture on this strategic alignment in Saudi firms will form the basis of the research in this research. As such, the literature reviewed here will survey major research and practice in the business-IT strategic alignment domain for the purpose of deriving a research framework, or model, of business-IT strategic alignment that will unite the key principles contained within the literature. The intention is to develop a model simple enough for application that will provide a practical tool both for management and IT practitioners. 2.1 BITA A CHRONLOGICAL HISTORY Study on the strategic alignment concept will soon be reaching a quarter of a decades worth of knowledge. Henderson Sifonis (1988) began studying this notion during the late 80s when alignment emerged from a focus on strategic business planning and long-range IT planning where IT plans were created in support of corporate strategies Chan Reich (2007, p. 298). Nevertheless, strategic alignment has retained its interest and value in the business and IT communities and is still a popular topic today for organisations; perhaps even more so as technological advancement continues to dominate the exchange of information. Not surprisingly, its evolution has followed closely the developmental progress of IT itself which began with the operational era continuing through the re-engineering viewpoint and the new economy as figure 2.1 illustrates: The initial phase, the operational era, was concerned primarily with the operations that an organisation performed and focused on setting up mainframes, managing networks of PCs, and backing up organisational data. IT provided the nuts and bolts to facilitate automation of back-office functions through the development of software and had only a supportive role. Strategic alignment was thus viewed merely as a supporting act for every-day operations with its software applications. The second phase, re-engineering, arose from the increasing trend toward dependency on the automation of business processes by IT which not only offered back-office functions support but the promise of total automation within an organization as a whole through IT software applications. At this stage, IT was still viewed only as a supportive tool with no representation in the business end of an organisation. For example, business managers expressed their system needs which the IT department embraced and went on to develop and deploy a new software application in isolation. These early strategic alignment projects were not always successful. It was discovered that the development of software (with embedded processes) for automation of a business function was no guarantee of improvement over its earlier manual operation, indeed it could end up being more time-consuming and therefore less efficient as operators were not necessarily au fait with the application. There was not a full unde rstanding of what IT could do and how it could enhance a companys position beyond speeding up communications and thereby creating more ‘time for production or interfacing. A ‘Them and Us atmosphere prevailed with the ‘techies in a separate world to the mangers or drivers of the business, neither fully understanding the others needs [elements that are also considered further in the organisation culture aspect of this research and dealt with in the next chapter]. In the 1990s, Baets study of European banks (Baets, 1996) supported the findings of Vitale and colleagues ten years earlier (Vitale et al., 1986) that knowledge of IT had to be on a par with expert business knowledge for the two to create any comprehension and thereby effective application of strategic alignment in organisations. The third phase, new economy, saw IT commanding greater importance and status as organisations began to emerge that were embracing e-commerce. The demands of the new e-business projects required involvement of IT representatives in their management and strategic planning. The implementation of Internet technologies to augment business processes for productivity or profitability improvements brought the role of IT into the spotlight, according it recognition and strategic responsibility. Along with the newly elevated status of the old IT department there was a greater familiarity with technology and its capabilities and the prejudice that had previously scorned the ‘nerds dissipated somewhat as managers and personnel became more knowledgeable and the IT personnel more essential beyond a lab coat and a screwdriver [cf: artifacts causing division, Schein (1992) and Trompenaars (1997) in chapter 3]. Despite the current global economic crisis and the demise of the new economy IT con tinues to assume new responsibilities and organisations have even more need for strategic alignment projects. An IT department in 2010 must manage relations with partners and bear business responsibilities concerned with the development and customisation of software that will improve how a business functions; practice effective project management to control costs and maximise efficiency and ensure that the introduction of any new hardware or software support operations and infrastructure, â€Å" maintaining the crucial corporate data that helps managers throughout the enterprise to make intelligent and informed decisions Hoque (2002, p. 31). Kearns Lederer, (2003) and Seggie et al. (2006) agree that strategic alignment is a means to gain competitive advantage and Sabherwal Chan (2001), Wagner et al. (2005) and Zhou et al. (2008) further add that it improves organisational performance. 2.2 DEFINING BITA Determining a conclusive definition for alignment is as challenging as its function and application. There are many perspectives and multiple definitions including in chronological order: strategic alignment (Henderson and Venkatraman, 1993); harmony (Luftman, 1996); fit (Porter, 1996); bridge (Ciborra, 1997); integration (Weill and Broadbend, 1988); fusion (Smaczny, 2001); IS alignment (Chan et al., 2006; Benbya and McKelvey, 2006) business-IT alignment (Luftman, 2007); and IT alignment (Chan, 2007). It is understandable that there is such diversity as definitions depend on our understanding of language. The semantics involved are precarious because the new technologies are often described in technical terms and applying simplistic synonyms to explain the intention of alignment in the context of business IT in terminology that is understood without associated jargon is very difficult. Overall, the definitions offered, though they have nuances of difference between them, do relate to the improvement of organisational capability through technology. Broadbent and Weills (1993) early definition, purports that it is the degree to which information strategies support, stimulate and/or enable any business strategies. A later definition offered by Reich and Benbasat (1996) asserts much the same but frames it in terms of the missions of the IT and business objectives and plans on both sides. Luftman (2000) was the first to introduce the element of evolution into the definition and argued that it required strength [as the key element] from leadership, senior management and working relationships, combined with a complete understanding of the business and technical environments, fitting prioritisation, mutual trust, and of course, effective communication. Hirschheim and Sabherwals (2001) definition included the idea of a reciprocal arrangement as fundamental to its meaning and stated that alignment was the achieved between strategy and supporting structures that allowed both IS (information systems) and business to function and communica te responsively each way to one another. Most accepted definitions do highlight the alignment dichotomy described by Kearns and Lederer, (2000), where the argument is that the IS plan ought to align with the business plan (ISP-BP) and vice versa (BP-ISP) the business plan ought to align with the IS plan. Each perspective serves to increase the understanding of IT at organisational level and assist the prioritisation of IT projects. Reich and Benbasat (1996) were protagonists of the ISP-BP model, which they declared signified, IS managements comprehension of the business strategy. Whereas Bensaou and Earl (1998) contrarily preferred the BP-ISP alignment model as they believed it assumed a greater understanding on the part of the business comprehension of the IT aspects and thus the plan and the resources would ally more effectively together as a result of this knowledge, understanding and commitment. These elements are believed to be enablers of alignment (Luftman et al., 1999). In the definitions offered some view alignment as a specific happening or event and others regard it is an ongoing process. Duffy (2001) saw BITA as a process of achieving competitive advantage through a developed and sustained business and IT symbiosis. Maes et al. (2000) claimed BITA to be a continuous and continual process that involved management and design sub-processes with conscious and coherent interrelation of all elements and mechanisms within the business/IT relationship offering contribution to the ongoing performance of the organisation. Moodys (2003) definition saw BITA as a form of comprehensive resources management (people/ technology/ outside resources) that provides a set of IT services and capabilities that are in line with the business needs and priorities. And Senn (2003) was assured that each action executed by IT individuals was to focus on the creation and delivery of shareholder/stakeholder value through supporting business operations and/or achieving business goals. 2.3 BITA PERSPECTIVES AND DIMENSIONS With the diversity of definitions offered to explain the meaning of the strategic alignment concept, as outlined in the previous section, there is a need to further explore the differences to discover why there is such variety. Part of the explanation may be that as the concept has evolved it has been closely linked to the evolution of technological capabilities. Attitudes have changed as organisations have adopted new technologies and personnel have become more familiar with their potential and their operation. These dynamics and the evolution of strategic alignment are reflected in the number of conceptualisations and their definitions will be analysed in the context of the differing perspectives afforded to them. BITA with regard to its perception as a strategy, an event, a continuous process, a performance indicator, an assessment tool, a social influence and as an operation will be briefly outlined below to expand on the definitions in the literature from their different dimensi ons. 2.3.1 BITA AS A STRATEGY It has been a tradition for literature to refer to Business-IT alignment as ‘strategic alignment. Considering it in these terms frames it as an intellectual notion rather than something more concrete or practical and as such it can be high-jacked to represent whatever strategy suits the organisation that is considering alignment. There is no harm in referencing alignment in this manner for it allows debate and therefore change, essential for evolution and adopting a ‘strategy suitable to the structure, culture and level of alignment required. By referring to it in this way however, the literature suggests that strategic alignment is dependent on the fit between IT strategy and business strategy, and on how the IS plans are established to support such a fit (Teo and King, 1997). Many authors in the strategic alignment field approach alignment purely at the strategic level, e.g. Baets (1992), Broadbent and Weill (1993), Chan et al. (1997), and Luftman (2003). At the core of their conceptualisations is the notion that business strategy itself must first be analysed and only thereafter be used to determine a complementary IT strategy. In this scenario the business strategy is paramount and the IT strategy contribution secondary, it is a means to an end rather than a means in its own right. However, despite the alignment between business strategy and IT strategy where emphasis is laid on defining IS strategy plans (Benbya and Mckelvey, 2006) strategic alignment continues to be problematical in many organisations. Thus, reaching an agreed definition that details IS strategic plans is important for strategic alignment; however, is it not enough on its own for the achievement of such alignment (van der Zee and de Jong, 1999). 2.3.2 STRUCTURAL TOPOLOGY AFFECTING BITA The literature often takes for granted the strategic element of the concept and delves further into its implications for organisations, concentrating on the behaviour and nature of BITA what it does when you introduce it [and also is a strong feature of the organisational culture types discussed in the following chapter]. This depends largely on what type of a structure into which it is introduced. A formal structure, an informal structure or a hybrid structure, each having its own merits and each being capable of effective function when the circumstances and environment are conducive to the choice made (Brown and Magill, 1994). Against their three identified structures, Earl (1989) identified five potentially suitable structures: centralized, business unit, business venture, decentralised, and federal. Tavakolian (1989) found a direct correlation between competitive and conservative strategies within an environment and the corresponding decentralised or centralised IT structures ev ident in an organisation and this finding is supported to some extent by Bergeron et al. (2001) with the caveat that it is not solely the complexity of structure that impacts performance but that other factors are influential too. Chans (2001) view is that informal structure, â€Å"†¦relationship-based structures that transcend the formal division of labour and coordination of tasks†¦Ã¢â‚¬  (Chan, 2001, p67) can be just as effective as formal structure with the human element rather than intellectualised models and processes driving alignment, often with more impact and success than a formal arrangement. Structure, therefore can add a new dimension to the perspective of alignment as it places it in a setting that will impose its own constraints on the practice and execution of alignment exercises and ideals. 2.3.3 BITA AS AN END IN ITSELF For some authors it alignment doesnt seem to ‘do anything rather it is a business unit that lacks the dynamics others see in it. The implication is that it is something that is ‘brought in like an object concrete and physical and recognised by its static end state where some sort of equilibrium is achieved between the IT and business sides in an organisation. In the previous section, some of the definitions only present strategic alignment as an outcome achieved through the employment and adoption of different models, techniques and processes (Ortiz, 2003). Broadbent and Weill (1993), Chan et al. (1997), Luftman (2003) and Reich and Benbasat (1996), also see strategic alignment as something to be arrived at, a destination that is terminated when an optimal situation has been achieved. This may be a misunderstanding of the full meaning as the attitude that having strategic alignment the business married with the technology required for effective fulfillment of objectives cannot stand alone and it would be naà ¯ve to believe that BITA was a panacea for all business problems so perhaps the authors see it as an optimal achievement when all the other factors, or perspectives, also come into play to make BITA a worthwhile ‘thing in itself. 2.3.4 BITA AS A CONTINUING PROCESS If a business is static it will stagnate and if a business wishes to grow, like IT, it must always continue to evolve through a naturally occurring dynamics that are integral to the implementation of policies such as strategic alignment. Baets (1996), Luftman et al. (1999), and Rondinelli (2001) agree that these dynamics require constant monitoring and appropriate adjustment. Therefore, strategic alignment is not something attainable but something constantly in development, as it is variously described by Henderson and Venkatraman (1993), Baets 1996, Maes et al. (2000), Duffy (2001), Moody (2003), and Senn (2004). â€Å"An issue that has remained relatively unchallenged and unquestioned is how to align IT that is relatively fixed once implemented in an organization, with a business strategy and associated information requirements that are constantly in need of adjustment Galliers (2007, p. 228). Even within this perspective there are two schools of thought; the classical school of thought with emphasis on contingency adaptations and the ‘processual approach (Whittington, 1993) that emphasises the importance of addressing internal and power issues, particularly how cultural elements influence the formal elements of rationality and the decision process in strategic alignment and rejects IT as merely an adaptation but gives it greater weight as a resource. Furthermore, practitioners are being advised to adopt a view of strategic alignment as a continual process. In Pearlmans (2004) article advice to CIOs, in summary, is that they should communicate, demonstrate, lead, collaborate, govern and build if they wish to achieve alignment. 2.3.5 BITA FOR PERFORMANCE INDICATION It is the consideration of several authors that strategic alignment is not only a process but also a tool whereby they can reflect on the business value that organisations might possess, or not. In studies analysed the relationship between strategic alignment and competitive advantage or organisational performance were tracked, (Venkatraman, 1989; Sabherwal and Chan, 2001; Kearns and Lederer, 2003; Wagner, 2005; Seggie et al., 2006; Zhou, 2008). Tallon and Kraemer (2003) were responsible for the additional concept of business value being included as an element to the performance indication point of view of strategic alignment and analyse business value by relating it to organisational IT goals and measuring the IT return of investment from a strategic alignment viewpoint. 2.3.6 ASSESSMENT USING BITA In response to the question: `how do organisations know how good their strategic alignment is? different authors have developed Maturity Models (MMs) (de Koning and der Mark, 2002; Duffy, 2001; Luftman, 2003; van der Raadt et al., 2005). MMs describe the development of a specific domain over time. This perspective is in itself a more mature outlook than other perspectives as it has to consider many of the dynamics before being able to construct an effective strategic alignment. Because of the in-built review and evaluation required for this perspective it has to look at all aspects that the alignment may affect. Researchwork and systems are subject to assessment and revision through these maturity models and their monitoring. On the basis of the assessments of those MMs, organisations can fine tune and calibrate their strategic alignment: Identify any alignment-related aspects/processes improvements required to obtain a higher level of strategic alignment maturity. Initiate any change processes to ensure that the identified improvements eventuate. In much the same way, acceptance of the cyclical nature of strategic alignment as posited by Burns (1996) ‘lead-lag model implies assessment in response to intermittent predictable and unpredictable changes as does the ‘punctuated equilibrium model of Sabherwal et al. (2001) where interruptions to stability demand a fresh look at the long term plan and goals of strategic alignment. 2.3.7 BITA AS A SOCIAL INFLUENCE If an organisation intends to work toward achieving strategic alignment it will necessitate communication that will involve negotiation, collaboration and mutual understanding elements not always present a specific organisational structure or culture. This communication can blur the boundaries of traditional or conventional approaches and therefore becomes a driving force behind social attitudes and perceptions. Chan (2002) and Huang and Hu (2007) uphold this view that maintaining effective communication in an organisation will impact on corporate strategic alignment culture. Concord must be developed for effective channels of communication, transparency in the exchange of knowledge and sharing of learning (Hoque, 2002; Daneva and Hu, 2007), and the use of informal communication is just as important a factor for adjustment and control (Mintzberg, 1993; Chan, 2002; vander Raadt et al., 2005), to generate an atmosphere of trust and an effective response to business needs from an IT pe rspective. Reich and Benbasats (2000) study further confirms that strategic alignment is more likely to succeed when business and IT executives have an [importantly] expressed and [understood] shared common vision of ITs contribution. 2.3.8 BITA AND OPERATIONS Strategic alignment [when it is all-encompassing and embraced by all as part of an organisational culture] necessarily involves organisational issues of communication, structure and, particularly, coordination processes that are operational to the business in specifically performed actions (Wieringa, 2008). Operational strategic alignment consists of aligning the operational activities of IT and business people with each other so that optimal IT support for business requirements is achieved. In this context, Peak and Guynes (2003) put the onus of success on the IT side of the equation, though it does imply some reciprocity in the initial communication of ‘quality requirements and they state that strategic alignment will only be attained when an organisations IT staff can deliver quality information and quality IT products and services to the business side. 2.4 BITA MODELS 2.4.1 MIT90S FRAMEWORK (1991) During the 1980s, research conducted at the world renowned MIT (Massachusetts Institute of Technology) initiated interest in the academic community to the potential of the strategic power of IT. In the attempt to exploit the possibilities revealed in the model from the research it was suggested that radical innovation involving IT investment could carry substantial reward if key elements of strategy, structure, technology, management processes and individuals and their roles were kept in alignment (Morton, 1991). Organisation can be visualised as a set of five forces in dynamic equilibrium subject to external influences from the technological environment and the socio-economic environment. In this view, a core task of general management is to ensure that all five ‘forces (represented by the boxes), can flow without restriction or impediment in order to achieve the organisations goals and objectives. With management at the centre of the model its role is central too. Though some areas might not necessarily be in direct contact with each other they are connected via the management process which plays the principal role and ensures organisational response to shifts in demands from the external variables. 2.4.2 THE HENDERSON AND VENKATRAMAN STRATEGIC ALIGNMENT MODEL (1993) Henderson Venkatramans (1993) strategic model (Figure 2.3) is a widely used four-part illustration favoured by many researchers and organisations for the assessment of the level of alignment in a company. Each of the four parts [quarters] contain three distinct and individuals elements which, when collectively analysed, can be used to define each quarter operationally. These twelve elements- further expanded in Table 1 are used to establish the level and type of alignment within a corporation (Henderson Venkatraman, 1993; Papp, 1995). Table 1 Components of the Strategic Alignment Model Within the model it can be seen how external influences may affect change on either processes [lower sectors] or strategies [upper sectors]. A vertical link couples the upper and lowers sectors and shows the relationship between strategic fit to accommodate strategy with infrastructure. A horizontal link for functional integration shows how IT strategies must adapt as business strategies change, and displays the dependence and required response of each sector upon anothers adaptations particularly in relation to skills and operation. Giving focus to three of the four quarters of the model at a given time can permit a simultaneous address to both strategic fit and functional integration (Papp, 1995; Luftman et al., 1999). The SAM (Strategic Alignment Model) model has proven empirical authenticity and has provided valid conceptual and practical value (Goedvolk et al,. 1997; Avison et al., 2004). Nevertheless, it is subject to confines, eg, the applicability of the SAM model may vary depending on the IT-intensity of an industry and the assumptions expounded might not be relevant to the circumstances (Burn and Szeto, 2000). As mentioned, the model does have recognition and a number of scholars have further elaborated on it (e.g., Luftman et al., 1993). Goedvolk et al.s (1997) extension of the SAM model gave greater focus to technical and architectural attributes. Avison et al.s (2004) addition to the SAM model was able to provide practitioners and academics with further practical ways to attain alignment in their advocacy of examining projects retrospectively to determine alignment. This form of alignment monitoring, can allow pre-emption in a change in strategy and implementation of a new alignment perspective by re-allocation of project resources. The SAM model inspired Maes et al. (2000) to produce a framework that incorporates even more layers pertinent to function and strategy where information providers are separated from the systems providing information in a new information domain representing knowledge, [and exchange of information through] communication and coordination. Their third dimension addresses specific sub-architecture areas. 2.4.3 IS CAPABILITY AND ORGANISATIONAL PERFORMANCE MODEL (2004) Peppard and Wards model (2004) shows IS capability at the core of everything, inherently affecting competencies and emanating an influence on all areas that interrelate [business strategy/business operations/IT operations and services/IS/IT strategy] and impact upon the organisational performance. Such focus on the importance of this core element demonstrates the value IS capabilities can create and is therefore an organisation-wide responsibility that cannot be delegated to the IS function alone (Peppard et al., 2000). Peppard and Ward (2004) later asserted that though an organisation might envisage an IT based innovative strategy, it will be their IS capabilities that permit such a vision to come to fruition. 2.4.4 CO-EVOLUTIONARY IS ALIGNMENT (2006) By 2006 the model suggested by Benbya and McKelvey (2006) through its graphic presentation appears a more fluid representation suggesting, even visually, that there is more of a flow between relationships in alignment. It still addresses the need to analyse relationships between business and IT (horizontal IS alignment) but introduces a need to merge the views at different levels [strategic/operational/individual] of analysis (vertical IS alignment) through shared understanding and communication. The co-evolutionary IS alignment perspective conveys the necessity for mutual adaptation within a dynamic interplay of co-evolving elements. Co-evolution does not necessarily seek harmony between the elements but a respect for their position and the innovation that may result from the circumstances and environments in which they function. 2.5 ASSESSMENT APPROACHES OF BITA In this section MMs (maturity models) are referred to that have been developed for the assessment of BITA. 2.5.1 DUFFYS MM (2001) Duffys (2001) MM is founded on the principle that a dependable, mutually compatible partnership between IT and business executives is elementary in order to achieve a worthwhile BITA. Without this premise there cannot be a successful desired outcome. Accepting that there is a level of interdependence between IT and business objectives, any schism or division between IT and non-IT areas would sabotage any efforts to establish alignment. This model is arranged about a series of key success drivers (the domains: human resources organisation and management/innovation and renewal strategy/IT/business architecture/IT/business partnership/operational excellence/ROI strategy management) which are operationalised in KPIs (key performance indicators) that each contain five contributory factors aspects designed to address explicit and significant questions within the KPI where it is included. The six domains are briefly explained below: Human resources organisation and management. In this domain reference is made to an organisations personnel and emphasis is given to the importance of workforce recruitment, retention and management by an organisation. Innovation and renewal strategy. The focus here is how innovative an organisation is with an emphasis on currency and validity having a bearing upon understanding when renewal is required to processes and capabilities in an organisation. IT/business architecture. This domain is concerned with the relationship and interaction of entities involved in the information and applications in the business environment of an organisation. IT/business partnership. This domain reflects how the recent upgrading of the role of the IT function affects an organisation â€Å"Technology is critical to business success and this co-dependency drives the need for the IT and non-IT executives to pursue a win/win relationship Duffy (2003, p. 4). Operational excellence. This domain deals with the performance outcomes of the organisation. Duffy recognises that operational excellence can only be achieved if an organisation can recognise the value of ideals embedded in learning and partnerships, and can respond to market demands promptly. ROI strategy and management. This domain investigates the importance of the metrics and processes required for efficient and effective financial management within organisations and accepting IT costs and benefits as having parity with business ones. Duffys six domains address the â€Å"IT and non-IT assertion as well as certain strategic elements within an organisation but there are no explicitly stated maturity levels for them. Instead, Duffy merges the six domains of the model into four BITA scenarios where organisations fall into the following categories: â€Å"uneasy alliance†, â€Å"supplier/consumer relationship†, â€Å"co-dependence/grudging respect†, and â€Å"united we succeed, divided we fail†. These laymans terms are loose at best and though intended to be descriptive only serve to confuse in their interpretation. Such scenarios are the maturity levels in the model. 2.5.2 LUFTMANS MM (2003) Luftmans model (2003) was constructed on the basis of practical experience and research into enablers and inhibitors of alignment (Luftman et al, 1999), incorporating reference to various other models [here listed chronologically and not in order of importance or influence]: Nolans stages of growth model (Nolan, 1979), SAM (Henderson and Venkatraman, 1993) and CMMs (Capability Maturity Model) reach and range concept of (Keen, 1996). Luftmans MM is an endeavour based in six domains (skills/technology scope/partnership/governance/competency measurements/communications) to discover a specific organisations BITA profile. A brief description of each domain follows: Skills: addresses practical human resources issues such as cross-training in IT and business issues regarding the cultural environment and its impact on innovation and organisational change. Technology scope: refers to how much provision of comprehensible and flexible infrastructure comes from IT, the implementation of emergent technol Relationship between Business Strategy and IT Strategy Relationship between Business Strategy and IT Strategy BUSINESS-IT ALIGNMENT (BITA) The relationship between Business strategy and IT strategy and the influence of organisation culture on this strategic alignment in Saudi firms will form the basis of the research in this research. As such, the literature reviewed here will survey major research and practice in the business-IT strategic alignment domain for the purpose of deriving a research framework, or model, of business-IT strategic alignment that will unite the key principles contained within the literature. The intention is to develop a model simple enough for application that will provide a practical tool both for management and IT practitioners. 2.1 BITA A CHRONLOGICAL HISTORY Study on the strategic alignment concept will soon be reaching a quarter of a decades worth of knowledge. Henderson Sifonis (1988) began studying this notion during the late 80s when alignment emerged from a focus on strategic business planning and long-range IT planning where IT plans were created in support of corporate strategies Chan Reich (2007, p. 298). Nevertheless, strategic alignment has retained its interest and value in the business and IT communities and is still a popular topic today for organisations; perhaps even more so as technological advancement continues to dominate the exchange of information. Not surprisingly, its evolution has followed closely the developmental progress of IT itself which began with the operational era continuing through the re-engineering viewpoint and the new economy as figure 2.1 illustrates: The initial phase, the operational era, was concerned primarily with the operations that an organisation performed and focused on setting up mainframes, managing networks of PCs, and backing up organisational data. IT provided the nuts and bolts to facilitate automation of back-office functions through the development of software and had only a supportive role. Strategic alignment was thus viewed merely as a supporting act for every-day operations with its software applications. The second phase, re-engineering, arose from the increasing trend toward dependency on the automation of business processes by IT which not only offered back-office functions support but the promise of total automation within an organization as a whole through IT software applications. At this stage, IT was still viewed only as a supportive tool with no representation in the business end of an organisation. For example, business managers expressed their system needs which the IT department embraced and went on to develop and deploy a new software application in isolation. These early strategic alignment projects were not always successful. It was discovered that the development of software (with embedded processes) for automation of a business function was no guarantee of improvement over its earlier manual operation, indeed it could end up being more time-consuming and therefore less efficient as operators were not necessarily au fait with the application. There was not a full unde rstanding of what IT could do and how it could enhance a companys position beyond speeding up communications and thereby creating more ‘time for production or interfacing. A ‘Them and Us atmosphere prevailed with the ‘techies in a separate world to the mangers or drivers of the business, neither fully understanding the others needs [elements that are also considered further in the organisation culture aspect of this research and dealt with in the next chapter]. In the 1990s, Baets study of European banks (Baets, 1996) supported the findings of Vitale and colleagues ten years earlier (Vitale et al., 1986) that knowledge of IT had to be on a par with expert business knowledge for the two to create any comprehension and thereby effective application of strategic alignment in organisations. The third phase, new economy, saw IT commanding greater importance and status as organisations began to emerge that were embracing e-commerce. The demands of the new e-business projects required involvement of IT representatives in their management and strategic planning. The implementation of Internet technologies to augment business processes for productivity or profitability improvements brought the role of IT into the spotlight, according it recognition and strategic responsibility. Along with the newly elevated status of the old IT department there was a greater familiarity with technology and its capabilities and the prejudice that had previously scorned the ‘nerds dissipated somewhat as managers and personnel became more knowledgeable and the IT personnel more essential beyond a lab coat and a screwdriver [cf: artifacts causing division, Schein (1992) and Trompenaars (1997) in chapter 3]. Despite the current global economic crisis and the demise of the new economy IT con tinues to assume new responsibilities and organisations have even more need for strategic alignment projects. An IT department in 2010 must manage relations with partners and bear business responsibilities concerned with the development and customisation of software that will improve how a business functions; practice effective project management to control costs and maximise efficiency and ensure that the introduction of any new hardware or software support operations and infrastructure, â€Å" maintaining the crucial corporate data that helps managers throughout the enterprise to make intelligent and informed decisions Hoque (2002, p. 31). Kearns Lederer, (2003) and Seggie et al. (2006) agree that strategic alignment is a means to gain competitive advantage and Sabherwal Chan (2001), Wagner et al. (2005) and Zhou et al. (2008) further add that it improves organisational performance. 2.2 DEFINING BITA Determining a conclusive definition for alignment is as challenging as its function and application. There are many perspectives and multiple definitions including in chronological order: strategic alignment (Henderson and Venkatraman, 1993); harmony (Luftman, 1996); fit (Porter, 1996); bridge (Ciborra, 1997); integration (Weill and Broadbend, 1988); fusion (Smaczny, 2001); IS alignment (Chan et al., 2006; Benbya and McKelvey, 2006) business-IT alignment (Luftman, 2007); and IT alignment (Chan, 2007). It is understandable that there is such diversity as definitions depend on our understanding of language. The semantics involved are precarious because the new technologies are often described in technical terms and applying simplistic synonyms to explain the intention of alignment in the context of business IT in terminology that is understood without associated jargon is very difficult. Overall, the definitions offered, though they have nuances of difference between them, do relate to the improvement of organisational capability through technology. Broadbent and Weills (1993) early definition, purports that it is the degree to which information strategies support, stimulate and/or enable any business strategies. A later definition offered by Reich and Benbasat (1996) asserts much the same but frames it in terms of the missions of the IT and business objectives and plans on both sides. Luftman (2000) was the first to introduce the element of evolution into the definition and argued that it required strength [as the key element] from leadership, senior management and working relationships, combined with a complete understanding of the business and technical environments, fitting prioritisation, mutual trust, and of course, effective communication. Hirschheim and Sabherwals (2001) definition included the idea of a reciprocal arrangement as fundamental to its meaning and stated that alignment was the achieved between strategy and supporting structures that allowed both IS (information systems) and business to function and communica te responsively each way to one another. Most accepted definitions do highlight the alignment dichotomy described by Kearns and Lederer, (2000), where the argument is that the IS plan ought to align with the business plan (ISP-BP) and vice versa (BP-ISP) the business plan ought to align with the IS plan. Each perspective serves to increase the understanding of IT at organisational level and assist the prioritisation of IT projects. Reich and Benbasat (1996) were protagonists of the ISP-BP model, which they declared signified, IS managements comprehension of the business strategy. Whereas Bensaou and Earl (1998) contrarily preferred the BP-ISP alignment model as they believed it assumed a greater understanding on the part of the business comprehension of the IT aspects and thus the plan and the resources would ally more effectively together as a result of this knowledge, understanding and commitment. These elements are believed to be enablers of alignment (Luftman et al., 1999). In the definitions offered some view alignment as a specific happening or event and others regard it is an ongoing process. Duffy (2001) saw BITA as a process of achieving competitive advantage through a developed and sustained business and IT symbiosis. Maes et al. (2000) claimed BITA to be a continuous and continual process that involved management and design sub-processes with conscious and coherent interrelation of all elements and mechanisms within the business/IT relationship offering contribution to the ongoing performance of the organisation. Moodys (2003) definition saw BITA as a form of comprehensive resources management (people/ technology/ outside resources) that provides a set of IT services and capabilities that are in line with the business needs and priorities. And Senn (2003) was assured that each action executed by IT individuals was to focus on the creation and delivery of shareholder/stakeholder value through supporting business operations and/or achieving business goals. 2.3 BITA PERSPECTIVES AND DIMENSIONS With the diversity of definitions offered to explain the meaning of the strategic alignment concept, as outlined in the previous section, there is a need to further explore the differences to discover why there is such variety. Part of the explanation may be that as the concept has evolved it has been closely linked to the evolution of technological capabilities. Attitudes have changed as organisations have adopted new technologies and personnel have become more familiar with their potential and their operation. These dynamics and the evolution of strategic alignment are reflected in the number of conceptualisations and their definitions will be analysed in the context of the differing perspectives afforded to them. BITA with regard to its perception as a strategy, an event, a continuous process, a performance indicator, an assessment tool, a social influence and as an operation will be briefly outlined below to expand on the definitions in the literature from their different dimensi ons. 2.3.1 BITA AS A STRATEGY It has been a tradition for literature to refer to Business-IT alignment as ‘strategic alignment. Considering it in these terms frames it as an intellectual notion rather than something more concrete or practical and as such it can be high-jacked to represent whatever strategy suits the organisation that is considering alignment. There is no harm in referencing alignment in this manner for it allows debate and therefore change, essential for evolution and adopting a ‘strategy suitable to the structure, culture and level of alignment required. By referring to it in this way however, the literature suggests that strategic alignment is dependent on the fit between IT strategy and business strategy, and on how the IS plans are established to support such a fit (Teo and King, 1997). Many authors in the strategic alignment field approach alignment purely at the strategic level, e.g. Baets (1992), Broadbent and Weill (1993), Chan et al. (1997), and Luftman (2003). At the core of their conceptualisations is the notion that business strategy itself must first be analysed and only thereafter be used to determine a complementary IT strategy. In this scenario the business strategy is paramount and the IT strategy contribution secondary, it is a means to an end rather than a means in its own right. However, despite the alignment between business strategy and IT strategy where emphasis is laid on defining IS strategy plans (Benbya and Mckelvey, 2006) strategic alignment continues to be problematical in many organisations. Thus, reaching an agreed definition that details IS strategic plans is important for strategic alignment; however, is it not enough on its own for the achievement of such alignment (van der Zee and de Jong, 1999). 2.3.2 STRUCTURAL TOPOLOGY AFFECTING BITA The literature often takes for granted the strategic element of the concept and delves further into its implications for organisations, concentrating on the behaviour and nature of BITA what it does when you introduce it [and also is a strong feature of the organisational culture types discussed in the following chapter]. This depends largely on what type of a structure into which it is introduced. A formal structure, an informal structure or a hybrid structure, each having its own merits and each being capable of effective function when the circumstances and environment are conducive to the choice made (Brown and Magill, 1994). Against their three identified structures, Earl (1989) identified five potentially suitable structures: centralized, business unit, business venture, decentralised, and federal. Tavakolian (1989) found a direct correlation between competitive and conservative strategies within an environment and the corresponding decentralised or centralised IT structures ev ident in an organisation and this finding is supported to some extent by Bergeron et al. (2001) with the caveat that it is not solely the complexity of structure that impacts performance but that other factors are influential too. Chans (2001) view is that informal structure, â€Å"†¦relationship-based structures that transcend the formal division of labour and coordination of tasks†¦Ã¢â‚¬  (Chan, 2001, p67) can be just as effective as formal structure with the human element rather than intellectualised models and processes driving alignment, often with more impact and success than a formal arrangement. Structure, therefore can add a new dimension to the perspective of alignment as it places it in a setting that will impose its own constraints on the practice and execution of alignment exercises and ideals. 2.3.3 BITA AS AN END IN ITSELF For some authors it alignment doesnt seem to ‘do anything rather it is a business unit that lacks the dynamics others see in it. The implication is that it is something that is ‘brought in like an object concrete and physical and recognised by its static end state where some sort of equilibrium is achieved between the IT and business sides in an organisation. In the previous section, some of the definitions only present strategic alignment as an outcome achieved through the employment and adoption of different models, techniques and processes (Ortiz, 2003). Broadbent and Weill (1993), Chan et al. (1997), Luftman (2003) and Reich and Benbasat (1996), also see strategic alignment as something to be arrived at, a destination that is terminated when an optimal situation has been achieved. This may be a misunderstanding of the full meaning as the attitude that having strategic alignment the business married with the technology required for effective fulfillment of objectives cannot stand alone and it would be naà ¯ve to believe that BITA was a panacea for all business problems so perhaps the authors see it as an optimal achievement when all the other factors, or perspectives, also come into play to make BITA a worthwhile ‘thing in itself. 2.3.4 BITA AS A CONTINUING PROCESS If a business is static it will stagnate and if a business wishes to grow, like IT, it must always continue to evolve through a naturally occurring dynamics that are integral to the implementation of policies such as strategic alignment. Baets (1996), Luftman et al. (1999), and Rondinelli (2001) agree that these dynamics require constant monitoring and appropriate adjustment. Therefore, strategic alignment is not something attainable but something constantly in development, as it is variously described by Henderson and Venkatraman (1993), Baets 1996, Maes et al. (2000), Duffy (2001), Moody (2003), and Senn (2004). â€Å"An issue that has remained relatively unchallenged and unquestioned is how to align IT that is relatively fixed once implemented in an organization, with a business strategy and associated information requirements that are constantly in need of adjustment Galliers (2007, p. 228). Even within this perspective there are two schools of thought; the classical school of thought with emphasis on contingency adaptations and the ‘processual approach (Whittington, 1993) that emphasises the importance of addressing internal and power issues, particularly how cultural elements influence the formal elements of rationality and the decision process in strategic alignment and rejects IT as merely an adaptation but gives it greater weight as a resource. Furthermore, practitioners are being advised to adopt a view of strategic alignment as a continual process. In Pearlmans (2004) article advice to CIOs, in summary, is that they should communicate, demonstrate, lead, collaborate, govern and build if they wish to achieve alignment. 2.3.5 BITA FOR PERFORMANCE INDICATION It is the consideration of several authors that strategic alignment is not only a process but also a tool whereby they can reflect on the business value that organisations might possess, or not. In studies analysed the relationship between strategic alignment and competitive advantage or organisational performance were tracked, (Venkatraman, 1989; Sabherwal and Chan, 2001; Kearns and Lederer, 2003; Wagner, 2005; Seggie et al., 2006; Zhou, 2008). Tallon and Kraemer (2003) were responsible for the additional concept of business value being included as an element to the performance indication point of view of strategic alignment and analyse business value by relating it to organisational IT goals and measuring the IT return of investment from a strategic alignment viewpoint. 2.3.6 ASSESSMENT USING BITA In response to the question: `how do organisations know how good their strategic alignment is? different authors have developed Maturity Models (MMs) (de Koning and der Mark, 2002; Duffy, 2001; Luftman, 2003; van der Raadt et al., 2005). MMs describe the development of a specific domain over time. This perspective is in itself a more mature outlook than other perspectives as it has to consider many of the dynamics before being able to construct an effective strategic alignment. Because of the in-built review and evaluation required for this perspective it has to look at all aspects that the alignment may affect. Researchwork and systems are subject to assessment and revision through these maturity models and their monitoring. On the basis of the assessments of those MMs, organisations can fine tune and calibrate their strategic alignment: Identify any alignment-related aspects/processes improvements required to obtain a higher level of strategic alignment maturity. Initiate any change processes to ensure that the identified improvements eventuate. In much the same way, acceptance of the cyclical nature of strategic alignment as posited by Burns (1996) ‘lead-lag model implies assessment in response to intermittent predictable and unpredictable changes as does the ‘punctuated equilibrium model of Sabherwal et al. (2001) where interruptions to stability demand a fresh look at the long term plan and goals of strategic alignment. 2.3.7 BITA AS A SOCIAL INFLUENCE If an organisation intends to work toward achieving strategic alignment it will necessitate communication that will involve negotiation, collaboration and mutual understanding elements not always present a specific organisational structure or culture. This communication can blur the boundaries of traditional or conventional approaches and therefore becomes a driving force behind social attitudes and perceptions. Chan (2002) and Huang and Hu (2007) uphold this view that maintaining effective communication in an organisation will impact on corporate strategic alignment culture. Concord must be developed for effective channels of communication, transparency in the exchange of knowledge and sharing of learning (Hoque, 2002; Daneva and Hu, 2007), and the use of informal communication is just as important a factor for adjustment and control (Mintzberg, 1993; Chan, 2002; vander Raadt et al., 2005), to generate an atmosphere of trust and an effective response to business needs from an IT pe rspective. Reich and Benbasats (2000) study further confirms that strategic alignment is more likely to succeed when business and IT executives have an [importantly] expressed and [understood] shared common vision of ITs contribution. 2.3.8 BITA AND OPERATIONS Strategic alignment [when it is all-encompassing and embraced by all as part of an organisational culture] necessarily involves organisational issues of communication, structure and, particularly, coordination processes that are operational to the business in specifically performed actions (Wieringa, 2008). Operational strategic alignment consists of aligning the operational activities of IT and business people with each other so that optimal IT support for business requirements is achieved. In this context, Peak and Guynes (2003) put the onus of success on the IT side of the equation, though it does imply some reciprocity in the initial communication of ‘quality requirements and they state that strategic alignment will only be attained when an organisations IT staff can deliver quality information and quality IT products and services to the business side. 2.4 BITA MODELS 2.4.1 MIT90S FRAMEWORK (1991) During the 1980s, research conducted at the world renowned MIT (Massachusetts Institute of Technology) initiated interest in the academic community to the potential of the strategic power of IT. In the attempt to exploit the possibilities revealed in the model from the research it was suggested that radical innovation involving IT investment could carry substantial reward if key elements of strategy, structure, technology, management processes and individuals and their roles were kept in alignment (Morton, 1991). Organisation can be visualised as a set of five forces in dynamic equilibrium subject to external influences from the technological environment and the socio-economic environment. In this view, a core task of general management is to ensure that all five ‘forces (represented by the boxes), can flow without restriction or impediment in order to achieve the organisations goals and objectives. With management at the centre of the model its role is central too. Though some areas might not necessarily be in direct contact with each other they are connected via the management process which plays the principal role and ensures organisational response to shifts in demands from the external variables. 2.4.2 THE HENDERSON AND VENKATRAMAN STRATEGIC ALIGNMENT MODEL (1993) Henderson Venkatramans (1993) strategic model (Figure 2.3) is a widely used four-part illustration favoured by many researchers and organisations for the assessment of the level of alignment in a company. Each of the four parts [quarters] contain three distinct and individuals elements which, when collectively analysed, can be used to define each quarter operationally. These twelve elements- further expanded in Table 1 are used to establish the level and type of alignment within a corporation (Henderson Venkatraman, 1993; Papp, 1995). Table 1 Components of the Strategic Alignment Model Within the model it can be seen how external influences may affect change on either processes [lower sectors] or strategies [upper sectors]. A vertical link couples the upper and lowers sectors and shows the relationship between strategic fit to accommodate strategy with infrastructure. A horizontal link for functional integration shows how IT strategies must adapt as business strategies change, and displays the dependence and required response of each sector upon anothers adaptations particularly in relation to skills and operation. Giving focus to three of the four quarters of the model at a given time can permit a simultaneous address to both strategic fit and functional integration (Papp, 1995; Luftman et al., 1999). The SAM (Strategic Alignment Model) model has proven empirical authenticity and has provided valid conceptual and practical value (Goedvolk et al,. 1997; Avison et al., 2004). Nevertheless, it is subject to confines, eg, the applicability of the SAM model may vary depending on the IT-intensity of an industry and the assumptions expounded might not be relevant to the circumstances (Burn and Szeto, 2000). As mentioned, the model does have recognition and a number of scholars have further elaborated on it (e.g., Luftman et al., 1993). Goedvolk et al.s (1997) extension of the SAM model gave greater focus to technical and architectural attributes. Avison et al.s (2004) addition to the SAM model was able to provide practitioners and academics with further practical ways to attain alignment in their advocacy of examining projects retrospectively to determine alignment. This form of alignment monitoring, can allow pre-emption in a change in strategy and implementation of a new alignment perspective by re-allocation of project resources. The SAM model inspired Maes et al. (2000) to produce a framework that incorporates even more layers pertinent to function and strategy where information providers are separated from the systems providing information in a new information domain representing knowledge, [and exchange of information through] communication and coordination. Their third dimension addresses specific sub-architecture areas. 2.4.3 IS CAPABILITY AND ORGANISATIONAL PERFORMANCE MODEL (2004) Peppard and Wards model (2004) shows IS capability at the core of everything, inherently affecting competencies and emanating an influence on all areas that interrelate [business strategy/business operations/IT operations and services/IS/IT strategy] and impact upon the organisational performance. Such focus on the importance of this core element demonstrates the value IS capabilities can create and is therefore an organisation-wide responsibility that cannot be delegated to the IS function alone (Peppard et al., 2000). Peppard and Ward (2004) later asserted that though an organisation might envisage an IT based innovative strategy, it will be their IS capabilities that permit such a vision to come to fruition. 2.4.4 CO-EVOLUTIONARY IS ALIGNMENT (2006) By 2006 the model suggested by Benbya and McKelvey (2006) through its graphic presentation appears a more fluid representation suggesting, even visually, that there is more of a flow between relationships in alignment. It still addresses the need to analyse relationships between business and IT (horizontal IS alignment) but introduces a need to merge the views at different levels [strategic/operational/individual] of analysis (vertical IS alignment) through shared understanding and communication. The co-evolutionary IS alignment perspective conveys the necessity for mutual adaptation within a dynamic interplay of co-evolving elements. Co-evolution does not necessarily seek harmony between the elements but a respect for their position and the innovation that may result from the circumstances and environments in which they function. 2.5 ASSESSMENT APPROACHES OF BITA In this section MMs (maturity models) are referred to that have been developed for the assessment of BITA. 2.5.1 DUFFYS MM (2001) Duffys (2001) MM is founded on the principle that a dependable, mutually compatible partnership between IT and business executives is elementary in order to achieve a worthwhile BITA. Without this premise there cannot be a successful desired outcome. Accepting that there is a level of interdependence between IT and business objectives, any schism or division between IT and non-IT areas would sabotage any efforts to establish alignment. This model is arranged about a series of key success drivers (the domains: human resources organisation and management/innovation and renewal strategy/IT/business architecture/IT/business partnership/operational excellence/ROI strategy management) which are operationalised in KPIs (key performance indicators) that each contain five contributory factors aspects designed to address explicit and significant questions within the KPI where it is included. The six domains are briefly explained below: Human resources organisation and management. In this domain reference is made to an organisations personnel and emphasis is given to the importance of workforce recruitment, retention and management by an organisation. Innovation and renewal strategy. The focus here is how innovative an organisation is with an emphasis on currency and validity having a bearing upon understanding when renewal is required to processes and capabilities in an organisation. IT/business architecture. This domain is concerned with the relationship and interaction of entities involved in the information and applications in the business environment of an organisation. IT/business partnership. This domain reflects how the recent upgrading of the role of the IT function affects an organisation â€Å"Technology is critical to business success and this co-dependency drives the need for the IT and non-IT executives to pursue a win/win relationship Duffy (2003, p. 4). Operational excellence. This domain deals with the performance outcomes of the organisation. Duffy recognises that operational excellence can only be achieved if an organisation can recognise the value of ideals embedded in learning and partnerships, and can respond to market demands promptly. ROI strategy and management. This domain investigates the importance of the metrics and processes required for efficient and effective financial management within organisations and accepting IT costs and benefits as having parity with business ones. Duffys six domains address the â€Å"IT and non-IT assertion as well as certain strategic elements within an organisation but there are no explicitly stated maturity levels for them. Instead, Duffy merges the six domains of the model into four BITA scenarios where organisations fall into the following categories: â€Å"uneasy alliance†, â€Å"supplier/consumer relationship†, â€Å"co-dependence/grudging respect†, and â€Å"united we succeed, divided we fail†. These laymans terms are loose at best and though intended to be descriptive only serve to confuse in their interpretation. Such scenarios are the maturity levels in the model. 2.5.2 LUFTMANS MM (2003) Luftmans model (2003) was constructed on the basis of practical experience and research into enablers and inhibitors of alignment (Luftman et al, 1999), incorporating reference to various other models [here listed chronologically and not in order of importance or influence]: Nolans stages of growth model (Nolan, 1979), SAM (Henderson and Venkatraman, 1993) and CMMs (Capability Maturity Model) reach and range concept of (Keen, 1996). Luftmans MM is an endeavour based in six domains (skills/technology scope/partnership/governance/competency measurements/communications) to discover a specific organisations BITA profile. A brief description of each domain follows: Skills: addresses practical human resources issues such as cross-training in IT and business issues regarding the cultural environment and its impact on innovation and organisational change. Technology scope: refers to how much provision of comprehensible and flexible infrastructure comes from IT, the implementation of emergent technol