Gladitorial Combat in Ancient Rome Essay - 766 Words

Gladitorial Combat in Ancient Rome The culture of Ancient Rome had a distinct way to entertain its citizens. Besides spending times at the baths, Romans found pleasure and delight in the games held at the local coliseum. These games were among the bloodiest displays of public amusement in the history of man. Professional wrestling and boxing today, do not come close to the disgusting horrors that the people of Rome took so much pleasure in observing. Although the games were very bloody and extremely brutal, often killing many men and animals, the Romans enjoyed the scenery of life and death being very near. Watching men fight and eventually die a dreadful death, is what fascinated the Roman population in great degree as the games†¦show more content†¦The gladiators fought in various styles, depending on their background and training. Gladiatorial combat was so important to ancient Romans that they had gladiator schools to train men to be machines of slaughter for the scheduled entertainment (Johnston 28 7). These trained machines fought in festivals held for ten to twelve day periods each year and often coincided with Saturnalia, a festival celebrating the god Saturn. Professional sign makers advertised with red lettered signs; heralds also proclaimed these spectacles. Programs were also available to aid in the inevitable betting. The fights were very brutal and gruesome. The most popular fights were against a heavily armed and shielded man against a fighter with only a net and a small dagger. Depending on the emperor of the day, you might see dwarfs fighting women, Amazons or even non-human opponents (Johnston 297). Not only did people fight each other, but also bears, buffalos and other huge vicious animals. The gladiators would be forced to fight the wild beasts unarmed. In addition, many times the beast would be victorious. Beasts were also made to fight other beasts. One could watch bears fighting buffalos, buffaloes against elephants, elephants against rhinoceros. Even t he ostriches that were brought in to amuse the spectators were not spared. After dashing around the arena, they were killed by arrows from archers who were located in the stands. Fights between men and tame

Information System led Organisational Change Free Essays

string(135) " shifting of resources by appointing appropriate levels of staff responsible for the various aspects of the health information issues\." IS LED ORGANISATIONAL CHANGES INTRODUCTION The growth in computing technology has been on the rise in the last decade. This growth is specially related to the diversity of organizational activities where computer based information technology is being used. Often referred to as Information Systems (IS), the application of this wave of technology is prevalent in most modern organizations. We will write a custom essay sample on Information System led Organisational Change or any similar topic only for you Order Now Since computer systems became available to commerce in the 1960s, IS led organizational change has been the main agent for change (Lucey, 2001). The IS led organizational change is a phrase that describes a process or proprietary method where a new or revised Information system is introduced in an organization resulting in modification of the organizational structure in order to obtain maximum use and benefit from the system (Chaffey Wood, 2005). These proprietary methods may include SAP, Health Information Systems and ASAP methods among others. Regardless of their dimension and the business domain in which they operate in, Information Systems are present to support organizational activities. CHANGE DRIVERS Change is important for every organization as it reaches a stage in operations where there is need for organizations to differentiate themselves and innovate again. Managing these changes is equally vital for every organization as it affects all aspects of organizational working. The figure below shows the major change drivers and business process changes in an organization. IS LED CHANGES Over the years, the use of computers in managing information and business processes has steadily risen. Information technology is rapidly changing the business environment. In order for these organizations to survive in the global dynamic environment, they must take advantage of the enormous benefits that technology can provide in communication, business processes and marketing (Boddy, Boonstra Kennedy, 2005). Given the complexity and sophistication associated with computerization, it has become necessary to modify the procedures and structures of organizations in order to make best use of new capabilities. As a result, IS led organizational change has become the main driver of organizational change in the current modern times. IS led organizational change is extremely important in the implementation of information related strategies and enabling effective use of information systems. The figure below illustrates a diagrammatic representation of an IS led change within an organization. In order for new systems to take effect in any organization, there needs to be a change in the structure of the organization, its culture, beliefs, processes and values of its workforce (O’Brien, 2001). It is important to manage and control these changes so as to prevent IS failure. With increasing access to computers and their sophistication, the need to change the structure of the organization in response has increased; however, the ability to successfully effect these changes is still questionable. This essay therefore explores on the IS led organizational changes with reference to the health sector in South Africa. IS IMPACT ON ORGANIZATIONAL WORKINGS The health sector in South Africa developed a decentralized district based health system driven by integrated management information system (Braa Heywood, 1995). The Health Information Systems Programme (HISP) was a collaborative project between the health sector, non-government organizations and four universities in South Africa (Braa Heywood, 1995). This IT system enables for the collection, processing and analysis of data as well as the use of information for decision making at the district level (Heeks, Mundy Salazar, 1999). Currently, the HISP facilitates a national rollout of the District Health Information System (DHIS) in South Africa which aims at developing a culture of information use amongst health care workers (Braa Heywood, 1995). The DHIS is able to achieve this objective through the development of skills and knowledge in data handling so as to create relevant information for managing the district level health programmes. The development of this Information system took place within a framework of evolving technical infrastructure. It should however be noted that, whilst technical change may occur rapidly, the social process within the structures of organizations, central to ensuring sustainability, occur slowly, with both the internal and external changes becoming apparent after several years (Chaffey Wood, 2005). At the primary level, the DHIS routinely updates patient data. The implementation of this information system can be traced to an open-source, flexible, scalable, user-definable software application system which is based on MS Office Professional and uses pivot tables in excel for manipulating, viewing and graphing of data; and access as a relational database to input data (Williamson, 2000). Essentially, the software was developed for collecting, processing and analyzing primary health care data, but it has since been expanded to include quarterly TB data, hospital minimum data set, environmental health and emergency medical services (Williamson, 2000). Development of new modules, interfacing of existing applications and improvement to existing modules are generally ongoing in the health sector in South Africa (Williamson, 2000). The high profile given to this software application has given rise to a situation where Information Systems are changing the organizational structure. While the importance of Information systems in organizations is undisputed as seen in the health sector of South Africa, the ability to effect these changes in the organizational structure is still debated. There is an imperative need for changes in the structure of an organization in response to the new technology. ORGANIZATIONAL CHANGES In South Africa, organizational changes were made in the health care sector in order to institutionalize streamlining of the processes and systems created to implement and sustain the DHIS (Williamson, 2000). Firstly, this Information System led to the restructuring of the health sector to a decentralized primary health care oriented system from the previous fragmented and centralized service system (Braa Heywood, 1995). The restructuring of the health sector was driven by an integrated health and information management system. This kind of restructuring, an outcome of the transformation, has facilitated an equitable distribution of resources and enabled monitoring of progress towards objectives easier (Handy, 1999). Additionally, the district based system led to the decentralization of authority for decision making. Changes were also made to the human resources. Changes involved the shifting of resources by appointing appropriate levels of staff responsible for the various aspects of the health information issues. You read "Information System led Organisational Change" in category "Essay examples" Changes were made to the post structures of the staff and adjustments made in their job description. Subsequently, changes were made to the organizational technical infrastructure. The HISP required the development of appropriate computer and manual information tools, establishment of monitoring and evaluation mechanisms and the development of service training and supporting programmes (Braa Heywood, 1995). Incorporation of the generic and skill training components were vital for successful implementation of the HISP. Whilst these technical organizational changes were important, their use did not necessarily imply success in the implementation and management of the IS led changes. It is important to note that managing organizational changes driven by information systems involves focusing primarily in the development of the human and organizational components rather than the technical aspects (Hammer Champy, 1993). Successful implementation of IS led changes lie in the social processes of human resource development and the need for changes in the structure of the organization. WAYS OF DEALING WITH IS LED CHANGES Training programmes must be developed and designed to be sensitive to service related issues. The development of the human resources by training health managers, programme directors and other staff of the organization is necessary for successful implementation of the health information systems. Although training is an essential ingredient, it in itself doesn’t ensure successful implementation, thus there is need to link it with appropriate organizational development. These training programmes are meant to empower the staff to use locally generated information in improving the quality and coverage of health care services. These can however be realized only if training and innovation for change is supported and marketed appropriately. Therefore, a localized grassroots approach to training which is supported and actively marketed to enhance the involvement of the managers and their health workers in health information systems will be useful in facilitating the development of a culture of information use (Hammer, 1990). In order for the front line health workers to efficiently use IS as a management tool for monitoring at the local level; policy makers and health managers must develop a culture of information use where the technology is actively utilized for purposes of planning, resource allocation and policy development. Buy-in by top management is also necessary in order to ensure the sustainability of the DHIS. The lack of full commitment to this technology has been the main obstacle to effective implementation of the DHIS. To date, the DHIS has not been seen as a strategic priority and this hampers its effectiveness (Flowers, 1996). There is an imperative need for a concerted effort to convince the provincial, national and district management teams of the importance of this information system for management, the DHIS in particular. To promote buy-in, the HISP training initiatives can be revised with a clearly formulated strategy for action and marketed to the top and middle management. Across all levels, there is need for ‘DHIS champions’- those able to drive and maintain their commitment to action oriented information systems CHANGE MANAGEMENT METHODOLOGY In order to effectively manage IS led changes, it is necessary to develop a holistic change management methodology which is at the same time easy to use. An appropriate change management methodology that creates a framework in which all aspects of the change process can be fully integrated within the new system is vital. It should be noted that change management requires both an organizational and individual perspective. These changes can be managed using the ADKAR change management methodology. The acronym stands for: A- Awareness of the need for change D- Desire to engage and proactively participate whilst supporting these changes K- Knowledge on the organization as a whole and how to cope with the changes A- Ability to change and utilize the required skills in managing these changes R- Reinforcement to sustaining IS led changes. It is important to recognize that changes can only occur within an organization when the employees are aware of the organizational changes; have the desire to participate in these changes; and knowledge about the organization and how to cope with the changes. Additionally, they must have the necessary skills and training which endows them with the ability to implement these changes. Finally, reinforcement to sustaining IS led changes can only be realized by recognizing the success and failure of the IS led changes, making continuous improvement and keeping the momentum going. CONCLUSION Certainly, the IS led organizational change has been the main driver of changes in modern organizations. As shown from above, the implementation of an information system in the health sector of South Africa demands an organizational change within a framework of technical support and human resource development. Given the pervasiveness and importance of Information Systems and their close association with various aspects of contemporary organizational change, there is need for a holistic approach to managing these IS led changes. REFERENCE Braa.J. Heywood A.(1995), South Africa, Africa and Health Information Systems – The Need for a Reciprocal Collaboration. In: Health, Information Society and Developing Countries, Amsterdam: IOS Press, pp.173-184 Boddy D, Boonstra A Kennedy G (2005), Managing Information Systems: An Organisational Perspective, Harlow, Prentice Hall. Chaffey D Wood S (2005), Business Information Management: Improving Performance Using Information Systems, Harlow: Prentice-Hall. Flowers S (1996), Software Failure, Management Failure, Chichester: John Wiley Sons. Study Book: Strategic Information Systems 46 Bradford MBA Hammer M (1990), Re-engineering Work: Don’t Automate, Obliterate, Harvard Business Review, pp. 104 –111. Hammer M Champy J (1993), Re-engineering Work: A Manifesto for Business Revolution. New York: Times Warner Publishing. Handy C (1999), Understanding Organisation, London, Penguin Books Heeks R, Mundy D, Salazar A. (1999), Why Health Care Information Systems Succeed or Fail, Information Systems for Public Sector Management, Institute for Development Policy Management, Working Paper Series no. 9 Lucey, T (2001), Management Information Systems, London: Thomas Learning. O’Brien, J (2001), Introduction to Information Systems, New York: McGraw-Hill. Williamson L. (2000), Evaluation of an in-house training course for district level health workers in the Cape metropole region, University of the Western Cape. How to cite Information System led Organisational Change, Essay examples

Management Information System ERP

Question: Discuss about theManagement Information Systemfor ERP. Answer: Introduction This report is elaborating various advantages, risks, ERP models, supply chain management for Li Fung organization. This organization was founded in 1906, this organization is one trading company in Southern China (Young Mcafarlan, 2005). In addition to this, various approaches related to supply chain management and ERP model for this organization is elaborated in this report. Advantages and Risks Advantages: Advantages of the organization were involved within their supply chain management policies within the organization. The supply chain customization helped Li Fung to fulfill the orders within short timing (Young Mcafarlan, 2005). This aspect increased the reputation of the organization within the competitive market. In addition to this aspect, Li Fung started reducing risks within the organizational culture and improvised the economic scale with respect to the competitive marketplace of Li Fung. Risks: In accordance with various segments of business process of Li Fung. Among all of these risks, the main risk identified in this report is disintermediation. Li Fung was facing various issues while contacting with third parties for continuing their business processes (Young Mcafarlan, 2005). The organization started implementing E-Commerce policies within their organizational culture and organizational structure. Old economy involved within the system architecture of Li Fung increased their risks related to making the system architecture of their business process improvised and advanced. ERP Enterprise Resource Planning is one of the most effective solutions to Li Fung. In addition to this, Li Fung wanted to implement the E-Commerce applications within their organization for managing their various applications all over their target market. Figure 1: Enterprise Resource Planning Model (Source: Villa-Real, 2014) One model is being proposed in this part of the report for matching the demands and needs of Li Fung with various ERP applications all over their business target market. This model includes the following stages and functionalities within it. This model includes following aspects within it: Customer relationship management system, Sales management system, HR system, Accounting system, purchase management system, production and planning system, engineering segment and business intelligence etc (Fang et al., 2014). Supply Chain Management The supply chain management system within Hong Kong was advanced and improvised supply chain within their business segment. In addition to this, there are various important and effective business aspects that Li Fung considered while managing their business application all over their business processes and target markets. The organization wanted to omit the third party involvement within their business process. This aspect involved the E-Commerce applications within their organizational structure (Chiu et al., 2014). This aspect makes the organization competitive enough with respect to various critical challenges faced by the competitive business strategies of Li Fung. In addition to this, the organization wanted to implement the E-Commerce application for improvising their business policies within the competitive target market. Li Fung started to include the western business architecture within their business processes in order to manage the effective business processes within th eir organization. Recommendations Content based recommendations: Content based recommendations are concentrated on the improvisation of user policies and other important policies within the organization that will be helpful in solving various issues involved during the E-Commerce implementation process. Collaborative filtering systems: Collaborative filtering systems are one guideline for purchasing and communication measures important for making the customer and organization relationships better and improvised within the business processes of Li Fung. References Chiu, C. M., Wang, E. T., Fang, Y. H., Huang, H. Y. (2014). Understanding customers' repeat purchase intentions in B2C e?commerce: the roles of utilitarian value, hedonic value and perceived risk.Information Systems Journal,24(1), 85-114. Fang, Y., Qureshi, I., Sun, H., McCole, P., Ramsey, E., Lim, K. H. (2014). Trust, Satisfaction, and Online Repurchase Intention: The Moderating Role of Perceived Effectiveness of E-Commerce Institutional Mechanisms.Mis Quarterly,38(2), 407-427. Villa-Real, A. E. C. (2014).U.S. Patent No. 8,831,677. Washington, DC: U.S. Patent and Trademark Office. Young, F. Mcafarlan, F. (2005). Li Fung (A): Internet Issue, 301-009.