Building of Memory Managing Creativity Through Action...

Building of Memory: Managing Creativity Through Action Student: Mac Sorfi Professwor: Dr. Akhtar Hussain Shah Strayer University 2014 Change Management Techniques Change management is the incorporation of a innovated structured and set of tools (new or the combination of old and new ones) utilized in leading the employees’ side of change to attain the desired results (Kloppenborg, Shriberg, Venkatraman, 2003). The Yad Vashem project was very technical (Systemtic) and required energetic and enthusiastic project team members (High Voltage Emotional Energy). There were many challenges in this project, and there was need to manage and enhance the morale of the team members working in the Yad Vashem memorial site†¦show more content†¦Steps to Ensure the Team Members Learn of any Proposed Changes Change is the constant and that is opt for opportunity or issue in the project. Therefore, there should be a mechanism in which the team members should be informed on the proposed changes (Communication). There are several steps that Shimon Komfield should have taken in ensuring the team members learn if any proposed changes in the project. The project manager should identify and keep record of the impact the change will have on the project, especially the change consequences on the project team members. That anticipate negative reactions from the project team members. Some members of the team may have legitimate negative reactions and negative actions while others would just be fear of change. This is an issue that should be addressed in ensuring the team members learn on the proposed changes. Next, then project manager should prepare a list of positive and negative outcomes of the changes and prepared a document that summarizes the changes (Web Project Analyze). This would be appropriate in addressing the positive and negative ramifications of the proposed changes (Kloppenborg, Shriberg, Venkatraman, 2003). Another critical step is to apprise supervisors who manage the employees directly (Micromanaging). The supervisors are the significant change agents. They are the ones who are involved and responsible inShow MoreRelatedManaging Complexity Of Health Care1295 Words   |  6 Pages Analysis of Health care huddles: Managing complexity to achieve high reliability Anusha Rayapati HCA 620 Introduction This article was selected as it explained and discussed the probable standardized procedure that health care organizations may have to follow for improvements in patient safety. 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Read the case study titled â€Å"A Peaceful Evacuation: Building a Multi-Project Battalion by Leading Upward.† before starting this assignment.   Write a three to four (3-4) page paper in which you: Read MoreBus 518 Week 9 Bus518 Week 92813 Words   |  12 Pagestask you have assigned. Provide at least two examples to support your rationale. BUS 518 Week 3 Assignment 1 A Peaceful Evacuation Building a Multi-Project Battalion by Leading Upward Due Week 3 and worth 240 points Read the weekly assigned chapters and view the lectures before beginning the assignment. Read the case study titled â€Å"A Peaceful Evacuation: Building a Multi-Project Battalion by Leading Upward.† before starting this assignment.   Write a three to four (3-4) page paper in which you: Read MoreInnovation, Design, Creativity, and the United States Postal Service3532 Words   |  15 PagesInnovation, Design, Creativity, and the United States Postal Service OI 361 Innovation, Design, and Creativity July 9, 2012 Benefits and Drivers Just as in nature, in business it is survival of the fittest. The key to success and longevity for businesses in the modern world is to be innovative and creative. To be innovative, it is imperativeRead MoreWorld Bank Knowledge Management2787 Words   |  12 Pagesknowledge sharing (Yoshihara, 2006). Having the characteristics of storing, searching, retrieving and re-using, just to name a few, made technologies a fundamental factor for embedding the World Bank’s organizational knowledge and sustaining a memory of values and best practices for future generations (Borhoff Parechi, 1998). In the present case the World Bank implemented a technological system, called ‘ERP’, to facilitate the process of efficient decision-making by collecting and storingRead MoreLego Case3687 Words   |  15 PagesLEGO’s post 2004 IMC programme 13 CONCLUSION 16 REFERENCES†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..............†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..17 INTRODUCTION The LEGO company corporate brand was created in 1932 and for decades it has acted as a strong umbrella brand guiding LEGO through vase international growth and product innovation. (Schultz amp;Hatch, 2003). 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Racial Profiling And High Crime - 1413 Words

It is a known fact in America that if you break the law you have a chance of being arrested and sent to prison. And automatically you would assume that people who do the same crimes would get arrested at the same rate and would receive the same sentencing because that is what’s fair. But, somehow America has found a way to arrest non- white citizens at a higher rate than white citizens even though they commit the same crimes. All throughout American history people of color have been oppressed and controlled in horrible ways, but since things such as slavery and segregation have been made illegal, America has found a different way to do this. Statistics show that people of color are arrested at a higher rate than white people, this occurs†¦show more content†¦At first, the purpose of the mass incarceration of African- Americans was to re-enslave them. The thirteenth amendment states that  ¨Neither slavery nor involuntary servitude, except as punishment for crime wher eof the party shall have been duly convicted, shall exist within the United States, or any place subject to their jurisdiction.† This means that if someone is arrested they become a slave of the state. But then as time passed, it wasn t just about enslaving African- Americans, it became about all of the stereotypes about Black people that still exist today. For a long time Black men were seen as violent, overly sexual animals. There were tons of Black men that went to jail just because someone accused them of rape or sexual harassment. But today the most common stereotype is that black men are â€Å"thugs† or drug dealers. In at least fifteen states, Black men are sent to prison for drug charges are arrested at a 20-57% higher rate than white men (Alexander 98). Yes, there are black men that are drug dealers, but there are men of all races that are drug dealers. In fact, majority of illegal drug dealers and drug users are White and this includes children. The majority o f drug users and dealers are White, but three-fourths of all people imprisoned for drug offenses are Black or Latino, (Alexander 98). And also, White youth between the ages of 12 and 17 are more likelyShow MoreRelatedRacial Profiling by Police is Not a Problem Essay1045 Words   |  5 PagesRacial profiling is a controversial topic in today’s society. Many minorities feel targeted by governmental officials such as police officers and U.S. courts. â€Å"Statistics have shown that blacks in the U.S. are arrested and imprisoned for committing crimes at higher proportions than any other racial group† (â€Å"Crime and Race†). Do African Americans in fact commit more crimes than whites? Or is there racism within the U.S. justice system? Even though minorities feel targeted by governmental officialsRead MoreRacial Profiling And The Right For Police Officers1526 Words   |  7 Pagesamongst American citizens and even top government officials. Racial profiling is a subject that has stirred up so much controversy in the past that it still hasn t been fully resolved to this day. To put into historical context, periods of American history as the Jim Crow era, segregated colored people by regarding them as second-class citizens and restricted them from access to specific public facilities. The justification of racial profiling is an important social issue that affects society as a wholeRead MoreThe Good and Bad of Racial Profiling1250 Words   |  5 Pages It has been said that racial profiling has been used more than once as a way to detain suspects that arouse suspcion according to NAACP. 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Nestle Group Free Essays

string(276) " way of doing business in all the countries where we are present a deep understanding of the local nature of nutrition, health and wellness; we know that there is no one single product for everyone – our products are tailored to suit tastes and habits wherever you are\." Management On Nestle International Ltd MGT: 141 Principal of management Prepared For: Afrins farid Assistant Professor Faculty, Business Administration Prepaid By: Km Iftakharul huq| 12310527| Nusrat jahan| 12310305| Estiaq hasan| 12310312| Israt sharmin| 12310217| Farzana sultana| 12310219| Rakib hasan| 12310532| University of Information Technology Science (UITS) Contents December, 12, 2012 To, Afrins farid Assistant Professor Faculty, Business Administration University Of Information Technology Science Subject: Submission of a report. Dear Madam, With due regards and respect we state that we are very thankful to you as you assigned us this report on ‘’Management in Nestle International Ltd’’. it is a great opportunity for us to acquire the theoretical practical knowledge about five functions of management in Nestle International Ltd which is a reputed multinational organization . We will write a custom essay sample on Nestle Group or any similar topic only for you Order Now we have tried our best to gather what we believe to be The most complete information available. Sincerely THE MANAGER 2. History Nestle – the world’s largest food group, not only in terms of its sales but also in terms of its product range and its geographical presence: Nestle covers nearly every field of nutrition: infant formula, milk products, chocolate and confectionery, instant coffee, ice-cream, culinary products, frozen ready-made meals, mineral water etc. We are also a major producer of pet food. In most of these product groups and in most markets, Nestle is the leader or at least a strong number two. We are a very focused Company, with more than 94 percent of the sales coming from the food and beverage sector. Nestle is present around the globe, on all continents, with around 230,000 people working in more in an 84 countries with 466 factories and with sales representatives in at least another 70 countries. Many of our brand names are familiar to you: Nescafe, Nido, Maggi, Polo, Smartest, Milo, Perrier, Friskies, KitKat, Crunch†¦. Some of our products have broken records: 3,000 cups of Nescafe are consumed every second. and KitKat merited an entry in the Guinness Book of World Records as the world’s best-selling chocolate bar with 418 KitKat fingers eaten every second around the world! Nestle management provided their employees functionally with good environment, they also influences their employees various facilities like Healthy Salaries, increments. We are acquired more experience to research and analysis this report, that help us future job performance. We create this by Microsoft office 2007. Finally, we thanked those people who are help through valuable information of as. Also thanks our honorable Teacher Afrins farid for her guideline 2. 1Background of the Report: Management is a phenomenon. It is a very popular and widely used term. All organization are involved in management because it helps and directs the various efforts towards a definite purpose. We are student of BBA program, our principal of management Afrins Farid Assigned as to prepare a report on ’Management in Nestle International Ltd’’. We have made a survey for required information in Nestle official site in net. We have selected our topics as ’Management in Nestle International Ltd’’. We have prepared our report on December 07, 2012 which will be submitted by December 12, 2012. . 1. 2Objective: The report aims to provide information on suggest more valuable information a report on ‘Management on Nestle International Ltd’. The objective of Nestle is to gain more market share and become the global market leader in the Food and Nutrition industry. The company has to experience a hardship in order to sustain that position especially to stay ahead of Cadbur y. It is because that Cadbury is being acquired by Kraft food which is the world leader in the chocolate business. Nestle’s business objective, and that of management and employees at all levels, is to manufacture and market the Company’s products in such a way as to create value that can be sustained over the long term for shareholders, employees, consumers, business partners and the large number of national economies in which Nestle operates; 1. 2 Management. Objectives: The report aims to provide 3Primary employee motivated effected by the Nestle International Ltd though information on suggest more valuable information to how the 1. 2. 1Scope of the study: There is a certain boundary to cover this report. Our particular report only covers on how the ‘Management on Nestle International Ltd’. we mainly focus five function of business ; managerial skills. 1. 2. 2. Limitation of the study: We are lucky enough to get change to prepare a report on ‘Management on Nestle International Ltd’. We tried heart ; soul to purpose a well-informed a report. But unfortunates we faced some difficulties’ when preparing this report. We tried to overcome the difficulties. In spite of trying our level best some difficulties that hamper our schedule report work. The employee of regional office of Bangladesh was too busy of their work. For this, they did not sufficient time to fulfill our queries and some of them neglected us to support. 1. 2. 3. Difficulty in collecting data: Many employers of the organization were not well known about all information that we asked them. Many of them also hesitated to answer the questions. These things humped the information collection. 1. INTRODUCTION Nestle with headquarters in Vevey, Switzerland was founded in 1866 by Henri Nestle and is today the world’s leading nutrition, health and wellness  Company. Sales for 2007 were CHF 107. 6 ban, with a net profit of CHF  10. 6 bn. We employ around 276  050 people and have factories or operations in almost every country in the world. The Company’s strategy is guided by several fundamental principles. Nestle’s existing products grow through innovation and renovation while maintaining a balance in geographic activities and product lines. Long-term potential is never sacrificed for short-term performance. The Company’s priority is to bring the best and most relevant products to people, wherever they are, whatever their needs, throughout their lives. The Nestle Addresses navigation at the top of this page will give you access to Nestle offices and websites around the world. We demonstrate through our way of doing business in all the countries where we are present a deep understanding of the local nature of nutrition, health and wellness; we know that there is no one single product for everyone – our products are tailored to suit tastes and habits wherever you are. You read "Nestle Group" in category "Papers" 1. 1Nestle at a glance: Nestle S. A. Industry Food processing Founded Anglo-Swiss Condensed Milk Company (1866) Ferine Lactee Henri Nestle (1867) Nestle and Anglo-Swiss Condensed Milk Company (1905) Founder(s) Henri Nestle, Charles Page, George Page * Henri Nestle endowed his company with the symbol derived from his name. His family coat of arms, the nest with a mother bird * protecting her young, became the Company’s logo and a symbol of the Company’s care * and attitude to life-long nutrition. The Nestle nest represents the nourishment, security and sense of family that are so essential to life. * Headquarters Vevey, Switzerland * Area served Worldwide * Key people Peter Brabeck-Letmathe (Chairman) Paul Bulcke (CEO) * Products Baby food, coffee, dairy products, breakfast cereals, confectionery, bottled water, ice cream, pet foods) * Revenue CHF 83. 64  billion (2011) * Operating income CHF 12. 53  billion (2011) * Profit CHF 9. 487  billion (2011) * Total assets CHF 114. 09  billion (2011) * Total equity CHF 58. 27  billion (2011) * Employees 328,000 (2012) * Website www. nestle. com 1. 1. 2 KEY DATES 1866|   | Foundation of Anglo-Swiss Condensed Milk Co. | 1867|   | Henry Nestle’s Infant cereal developed| 1905|   | Nestle and Anglo Swiss Condensed Milk Co. new name after merger)| 1929|   | Merger with Peter, Cailler, Kohler Chocolats Suisses S. A. | 1934|   | Launch of Milo| 1938|   | Launch of Nescafe| 1947|   | Nestle Alimentana S. A. (New name after merger with Maggi)| 1948|   | Launch of Nestea and Nesquik| 1969|   | Vittel (initially equity interest only)| 1971|   | Merger with Ursina-Franck| 1973|   | Stouffer (with Lean Cuisine)| 1 974|   | L’Oreal (associate)| 1977|   | Nestle S. A. (new company name)| |   | Alcon (2002: partial IPO)| | | | 1981|   | Galderma (joint venture with L’Oreal)| 1985|   | Carnation (with Coffee Mate and Friskies)| 986|   | Creation of Nestle Nespresso S. A. | 1988|   | Buitoni-Perugina, Rowntree (with Kit Kat)| 1990|   | Cereal Partners Worldwide (joint venture with General Mills)| 1991|   | Beverage Partners Worldwide (joint venture with Coca-Cola)| 1992|   | Perrier (with Poland Spring)| 1993|   | Creation of Nestle Sources Internationals (2002: Nestle Waters)| 1997|   | Creation of Nutrition Strategic Business Division (2006: Nestle Nutrition)| 1998|   | San Pellegrino and Spillers Pet foods| |   | Launch of Nestle Pure Life | 2000|   | Power Bar| 2001|   | Ralston Purina| 2002|   | Scholler and Chef America|   | Dairy Partners Americas (joint venture with Fonterra)|   |   | Laboratories inneov (joint venture with L’Ore al)| 2003|   | Move pick and Dreyer’s| 2005|   | Wagner, Proteika and Musashi| 2006|   | Acquisition of Uncle Toby’s and Jenny Craig. Creation of Foodservices Strategic Business Division|   |   | Lactalis Nestle Produits Frais (associate)| |   | Jenny Craig, Uncle Toby’s and Delta Ice Cream| 2007|   | Acquisition of Novartis Medical Nutrition, Gerber and Henniez. |   |   | Re-launch of Foodservices as Nestle Professional. |   |   | Partnership with luxury chocolate maker Pierre Marcolini. 1. 1. 3 Vision Beyond sound nutrition, the future of foods will increasingly be driven by science. Nestle scientists are looking ahead to the foods of the future. Nestle  RD  is translating nutrition and food science in two ways: * From consumer needs into research priorities * From emerging science into consumer benefits, and services. The vision of Nestle  RD  is long term. 1. 1. 4 Mission At Nestle, we believe that research can help us to make b etter food, so that people live better life. Good food is the primary source of good health, so we are trying to make good food. To provide fresh and pure products to the customers, we introduced (SHE) Safety, Health and environment policy to protect health of our employs and keep clean our surrounding environment. 3. Senior Management: The executive board, a distinct entity from the board of directors, includes: * Peter Brabeck-Letmathe, Chairman of the Board of Directors, Nestle S. A. * Paul Buckle, Chief Executive Officer, Nestle S. A. * Werner Bauer, Executive Vice President, Nestle S. A. , Chief Technology Officer, Head of Innovation, Technology, Research Development * Friz van Dijk, Executive Vice President, Nestle S. A. Asia, Oceania, Africa, Middle East * Chris Johnson, Executive Vice President, Nestle S. A. United States of America, Canada, Latin America, Caribbean * Jose Lopez, Executive Vice President, Nestle S. A. Operations, GLOBE * John J. Harris, Executive Vice President, Nestle S. A. Chairman CEO of Nestle Waters * Nandu Nandkishore, Executive Vice President, Nestle S. A. CEO of Nestle Nutrition * James Singh, Executive Vice President, Nestle S. A. Finance and Control, Legal, IP, Tax, Global Nestle Business Services * Laurent Freixe, Executive Vice President, Nestle S. A. Europe * Petraea Heynike, Executive Vice President, Nestle S. A. Strategic Business Units, Marketing, Sales and Nespresso * Marc Caira, Deputy Executive Vice President, Nestle S. A. Head of Nestle Professional Strategic Business Division * Jean-Marc Duvoisin, Deputy Executive Vice President Nestle S. A. Head of Human Resources and Centre Administration * David P. Frick, Senior Vice President and ex officio Member of the Executive Board Brazil headquarters in Brooklin Novo, Sao Paulo According to a 2006 global survey of online consumers by the Reputation Institute, Nestle has a reputation score of 70. 4 on a scale of 1–100. . 1. Management of Nestle Management of Nestle believes in an open door policy and highly discourages bureaucracy in the operational process. The Organization offers an international and multicultural working climate which is conducive to creativity, innovation and the development of personality, and which gives new employees responsibility at an early stage of their career, and opportunities of fast development of high performers. Nestle is a human company where people are the most important asset and where they can develop their personality and skills to their own and their families’ satisfaction. Nestle offers a competitive compensation package and social benefits in line with Nestle’s commitment to high standards. In addition, the organization offers progressive development through on-going training throughout your career. Training possibilities are available to all staff. Nestle recently introduced e-learning in Bangladesh, a web-based programmed for self development. When joining Nestle, your training is not over – it is only just the beginning Management is defined as the process of setting and achieving goals through the execution of 5 basic management functions that utilize human, financial and material resources. Efficiently means using resources optimally / best possible use * Effectively means getting the things done/making right decision and implementation 4. PLANNING Planning of Nestle: Planning: Deciding what needs to happen in the future (today, next week, next month, next year, over the next five years, etc. ) and generating plans for action. * Dec ision Making and the Planning Process Strategic goals Strategic plans Tactical goals Operational goals Operational plans The organization’s mission The Environmental Context †¢ Purpose †¢ Premises †¢ Values †¢ Directions Tactical plans Kinds of organization plan * Strategic Plans * A general plan outlining resource allocation, priorities, and action steps to achieve strategic goals. The plans are set by and for top management. * Tactical Plans * A plan aimed at achieving the tactical goals set by and for middle management. * Operational Plans * Plans that have a short-term focus. These plans are set by and for lower-level managers. 4. 1. 1 Time frame for planning * The Time Dimension of Planning * Is based on the principle of commitment. Planning must provide sufficient time to fulfill the managerial commitments involved. Long-range Plans * Cover present and future strategic issues; normally extend beyond five years in the future. * Intermediate Plans * Usually cover from 1 to 5 years and parallel tactical plans. * Are the principal focuses of organizational planning efforts. * Short-range Plans * Have a time frame of one year or less. * include action plans and reaction (contingency) plan 4. 1. 2Planning Staff * P lanning staff personnel gather information, coordinate planning activities, and take a broader view than individual managers. * Planning Task Force * Created when the organization wants special circumstance addressed. * Board of Directors * Establishes corporate mission and strategy. May engage in strategic planning * Chief Executive Officer * Usually serves as president or chair of the board of directors. Has a major role in the planning process and implements the strategy 4. 1. 3. B arrier to goal setting and planning: 4. 1. 4Policies and strategies in the planning process * They give mid and lower-level managers a good idea of the future plans for each department in an organization. * A framework is created whereby plans and decisions are made. Mid and lower-level management may add their own plans to the business’s strategies.. Organizing: (Implementation)pattern of relationships among workers, making optimum use of the resources required to enable the successful carrying out of plans. Nestle has a Board of Directors, led by our Chairman Peter Brabeck-Letmathe, who was the former Nestle CEO. There are 14 members of the Board of Directors. Full details of each member and the committees that they operate within can be found in our Board of Directors section. The day to day management of the Nestle business is taken care of by our Executive Board members. The 13 designated Board Members manage diverse parts of the global business and a full curriculum vital of each member can be found in the Executive Board section. In addition to how our managers carry out their work as leaders, Nestle pragmatically implements The following organizational principles: †¢ Being as decentralized as possible to optimally respond to the needs of consumers, within the framework defined by our fundamental policies, strategic directions and operational efficiencies †¢ Ensuring collaboration of all Nestle businesses and compliance with Nestle principles, policies And standards (Nestle in the Market approach) Building and maintaining a structure which assures operational speed, with a strong focus on results and removing unnecessary obstacles. †¢ Establishing flat and flexible organizations with minimal levels of management and broad spans of control, which also enable people development. †¢ Setting a shared vision and common goals to lever age the strength of people and organizational alignment. †¢ Defining clear levels of responsibility. Teamwork does not affect the manager’s duty towards his/her people and business results . A team must always have a leader who assumes full responsibility 4. 2. 1. A Mutual commitment: Living up to the Nestle Management and Leadership Principles is a commitment and a responsibility for everyone in our Company. To be effective, engaging and inspiring, all Nestle people must â€Å"walk the talk† and lead by example in their daily work; in this context, actions speak louder than words. Therefore, at Nestle, in addition to professional skills – and regardless of origin, nationality, religion, race, gender, sexual orientation and age – the capacity and willingness to live up to these principles are the key criteria’s for progressing within the organization 5. Staffing: Job analysis, recruitment and hiring for appropriate jobs. Staffing involves: -Manpower planning -Recruitment selection ; placement -training ; development 5. 1. Training: Process of altering employee behavior ; attitudes in a way that increases the probability of goal attainment * The most common topics covered in cultural training include: Social| history | Politics| Business| customs| Economics| | | | | Training and development is the field which is concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational  settings. It has been known by several names, including  employee development,  human resource development, and  learning and development. Major types of cross-cultural training programs Environmental Briefings Cultural Orientation Language Training Cultural Assimilators Sensitivity Training Field Experience Orientation ; Training Programs at Nestle Formal Orientation Local Training International Training Literacy Training Nestle Apprenticeship Program International Training Nestle’s success in growing local companies in each country has been highly influenced by the functioning of its international Training Centre, Switzerland. International Training: Classes are carefully composed to include people with a range of geographic and functional backgrounds. Typically a class contains 15–20 nationalities. The Centre delivers some 70 courses. Attended by about 1700 managers each year from over 80 countries. Only 25% of the teaching is done by outside professionals, as the primary faculty is the Nestle senior management. Its providing services for over 30 years. Managers from around the world to learn from senior Nestle managers and from each other. Country managers decide who attends which course. The programs can be broadly divided into two groups: 1. Management courses 2. Executive courses Training and trainer around the world: Local 1. DMBP: Distribution Management Best Practice. Trainer: Anirban Basu, Nestle India. 2. FMBP: Field Management Best Practice. Trainer: Ziaul Hafiz, Nestle Bangladesh. 3. DMBP plus: Distribution Management Best Practice. Trainer: Anirban Basu, Nestle India. Managing Partner: Good to Better. Trainer: Anirban Basu, Nestle India. International 1. SDS: SAR (South Asian Region) Distributor Solution (Distribution Management System), Chennai, India, 2009. 5. 2Findings ; Recommendation Nestle said that from the factory floor to the top management, training at Nestle is continuous. And because it is mainly given by Nestle people, it is always relevant to your professional life. Approach is unique in many ways: * It reflects the company’s decentralized nature. Whichever country you are working in, you will be given the knowledge and tools you need to respond to local needs * It encourages you to broaden your horizons, by working with people from many different countries and cultures in the course of your career For international assignment Preliminary Visits Preliminary trip of host country Accept or reject the assignment based on experience Language Training Host country language skills and adjustment: improves expatriate’s effectiveness and negotiating ability, info of host country, social support * Role of English language Knowledge of corporate language: a common company language –English Practical Assistance Adaptation to new environment, assist in relocation 6. Leading/directing: Determining what needs to be done in a situation and getting people to do it. Nestle managers at all levels are more with leading and inspiring people to add value to the Company and society rather than with exercising formal authority. This ca lls for a high personal commitment of each employee and a common mindset geared towards results. In an increasingly dynamic world, leaders face Significant challenges and opportunities. These stem from shifts to new social patterns and unprecedented worldwide competition. Achieving ongoing success requires that each Nestle leader understands the context and capitalizes on it, as described in the following principles: Lead to win †¢ Has built credibility as a result of coherent action, leadership and achievement. †¢ Is able to think from different perspectives and to create a climate of innovation. This implies openness to risk and the possibility of making mistakes, but also the willingness to correct and learn from them. †¢ Believes in the importance of alignment and management of expectations. Has broad interests, a good general Education, responsible behavior as well as a balanced lifestyle. Manage for results †¢ Embraces personal commitment and courage in execution. This includes the capacity and the willingness to take initiatives and risks while maintaining composure under pressure. †¢ Values proactive cooperation in order to create sy nergies at local, regional and global levels. †¢ Embraces change and is able to implement it and manage its consequences. †¢ Believes in achieving business objectives rooted in compliance and sustainable practices. Grow talent and teams Has a passion for building and sustaining an environment where people have a sense of personal commitment to their work and give their best to promote our Company’s success. †¢ Cares for and develops the leaders of tomorrow through addressing all areas that Allow them to progress in their work and to expand their capabilities. †¢ Understands the importance of continuous learning and improvement, as well as sharing knowledge and ideas freely with others. †¢ Is committed to giving and receiving honest, accurate and timely feedback, including performance evaluation, in a climate of mutual respect . Believes in the importance of building diverse teams, and promotes the advantages of gender balance. Compete and connect exte rnally †¢ Constantly looks for ways to satisfy our consumers and customers while attracting new ones in unique and compelling ways. †¢ Displays curiosity and open-mindedness as well as a high level of interest in other cultures and lifestyles. †¢ Believes in openness and dialogue with outside stakeholders about future trends in society, technology, consumer habits, and business opportunities. Understands the external impact of our operations and, as a result, proactively seeks to engage and partner with the community, authorities, shareholders and other stakeholders. Strategic leadership To force the businesses to become more efficent To crete a regional manufacturing network To integrate the company ‘s business on a global scale 7. Controlling/monitoring: * Types of Controls 1. Areas of Control 1. Physical resources—inventory management, quality control, and equipment control. 2. Human resources—selection and placement, training and development, p erformance appraisal, and compensation. . Information resources—sales and marketing forecasts, environmental analysis, public relations, production scheduling, and economic forecasting. 4. Financial resources—managing capital funds and cash flow, collection and payment of debts. Strategic control Structural control Operations control Financial control * The Purpose of Control 2. Control is one of the four basic management functions. The control function, in turn, has four basic purposes. Adapt to environmental change Limit the accumulation of error Control helps the organization Cope with organizational complexity Minimize costs Steps of controlling process: Establish standards Measure performance Compare performance against standards Maintain the status quo Correct the deviation Change standards Determine need for corrective action 2 1 4 3 Checking progress against plans. 1. The regulation of organizational activities so that some targeted element of performance remains within acceptable limits. 2. Provides organizations with indications of how well they are performing in relation to their goals. 3. Control provides a mechanism for adjusting performance to keep organizations moving in the right direction. Basic roles Category Role Example Interpersonal Figure head Leader Liaison Representing the org. Motivating employees Coordinating activities Informational Monitor Disseminator Spokesperson Scanning industry reports Sending memos Making speech Decisional Entrepreneur Disturbance handler Resource allocator Negotiator Developing new ideas Resolving conflict Examining budgets Pursuing agreements * Interpersonal: roles that involve coordination and interaction with employees. * Informational: roles that involve handling, sharing, and analyzing information. * Decisional: roles that require decision-making. 8. Management skills: * Political: used to build a power base and establish connections. * Conceptual: used to analyze complex situations. A conceptual skill is the ability to imagine the integration and coordination of the parts of an organization – all its processes and systems. A manager needs conceptual skills to see how factors are interrelated, to understand the impact of any action on the other aspects of the organization and to plan long range. * Interpersonal: used to communicate, motivate, mentor and delegate. * Diagnostic: ability to visualize most appropriate response to a situation. Technical: Expertise in one’s particular functional area. Technical skills are the knowledge of and ability to use the processes, practices, techniques or tools of a specialty responsibility area. E. g. accountants, engineers, salespersons, etc. Implementation of policies and strategies * All policies and strategies must be discussed with all managerial personnel and staff. * Manag ers must understand where and how they can implement their policies and strategies. * A plan of action must be devised for each department. * Policies and strategies must be reviewed regularly. Contingency plans must be devised in case the environment changes. * Assessments of progress ought to be carried out regularly by top-level managers. * A good environment and team spirit is required within the business. * The missions, objectives, strengths and weaknesses of each department must be analyzed to determine their roles in achieving the business’s mission. * The forecasting method develops a reliable picture of the business’s future environment. * A planning unit must be created to ensure that all plans are consistent and that policies and strategies are aimed at achieving the same mission and objectives. . Levels of management Most organizations have three management levels: first-level, middle-level, and top-level managers. [These managers are classified in a hiera rchy of authority, and perform different tasks. In many organizations, the number of managers in every level resembles a pyramid. Each level is explained below in specifications of their different responsibilities and likely job titles. 9. 1. Top-level managers Consists of board of directors, president, vice-president, CEOs, etc. They are responsible for controlling and overseeing the entire organization. They develop goals, strategic plans, company policies, and make decisions on the direction of the business. In addition, top-level managers play a significant role in the mobilization of outside resources and are accountable to the shareholders and general public. According to Lawrence S. Kleiman, the following skills are needed at the top managerial level * Broadened understanding of how: competition, world economies, politics, and social trends effect organizational effectiveness. The role of the top management can be summarized as follows – * Top management lays down the objectives and broad policies of the enterprise. It issues necessary instructions for preparation of department budgets, procedures, schedules etc. * It prepares strategic plans ; policies for the enterprise. * It appoints the executive for middle level i. e. departmental managers. * It controls ; coordinates the activities of all the departments. * It is also responsible for maintaining a contact with the outside world. * It provides guidance and direction. * The top management is also responsible towards the shareholders for the performance of the enterprise. 9. 1. 1Middle-level managers Consist of general managers, branch managers and department managers. They are accountable to the top management for their department’s function. They devote more time to organizational and directional functions. Their roles can be emphasized as executing organizational plans in conformance with the company’s policies and the objectives of the top management, they define and discuss information and policies from top management to lower management, and most importantly they inspire and provide guidance to lower level managers towards better performance. Some of their functions are as follows: * Designing and implementing effective group and intergroup work and information systems. Defining and monitoring group-level performance indicators. * Diagnosing and resolving problems within and among work groups. * Designing and implementing reward systems supporting cooperative behavior. 9. 1. 2. First-level managers Consist of supervisors, section leads, foremen, etc. They focus on controlling and directing. They usually have the responsibility o f assigning employees tasks, guiding and supervising employees on day-to-day activities, ensuring quality and quantity production, making recommendations, suggestions, and up channeling employee problems, etc. First-level managers are role models for employees that provide: * Basic supervision. * Motivation. * Career planning. * Performance feedback. Factors that influence a manager to fit in one of the style: * The task that is being undertaken * The traditions of the organization * The type of Labor Force * The size of the group * The personality of the Leader * Personalities * Time 10. The Nestle factories are operating in the region of: 1. Africa 2. America 3. Asia 4. Europe 5. Oceania Being a company dedicated to food from the beginning, Nestle remains ensitive to culinary and eating habits, and responds to specific nutritional problems, whilst also setting and matching new trends such as growing out-of-home consumption and caring about the wellbeing of its consumers. * Zone Asia, Oceania and Africa ; 6. 6% organic growth, strong performance in most emerging markets ; Japan continued to suffer deflation but achieved positive RIG, With good performances in Soluble coffee and Chocolate ; China slow due to product exchange in Dairy, but on improving trend ; South Asia, Africa and Middle East amongst the highlights 0. 1Nestle Focus in Bangladesh Nestle is the world’s leading Nutrition, Health and Wellness Company. In Bangladesh we have Maggi noodles and soups, breakfast cereal, Nescafe, coffee mate, baby food, milk and a seasoning. However, worldwide we have more than 10000 products in different variants. As of today, we employ over 276,000 people across more than 500 state-of-the-art facilities around the world. But it was never our ambition to be the biggest at what we do – it was our ambition to be the best. That sums up what we mean by Nestle Focus. It means we also appreciate that size and success are nothing without the finer details – such as genuine care for our consumers, a commitment to our people and a wider sense of responsibility towards our customers, suppliers and our communities. When you work for us, you’ll see the difference that makes at every stage. It will mean becoming part of an organization which can offer you subsidiary of Nestle S. A. whatever you want from your career. Nestle Bangladesh Limited started its first commercial production in Bangladesh in 1994. In 1998. Nestle S. A. ook over the remaining 40% share from our local partner when Nestle Bangladesh became a fully owned Nestle Bangladesh’s vision is to be recognized as the most successful food and drink Company in Bangladesh, generating sustainable, profitable growth and continuously improving results to the benefit of shareholders and employees. Our factory is situated at Sripur, 55 km north of Dhaka, the factory produces instan t noodles, cereals and repacks milks, soups, beverages and infant nutrition products. Today Nestle Bangladesh Ltd. is a strongly positioned organization. The Company will continue to grow through our policy of constant innovation and renovation, concentrating on our core competencies and our commitment to high quality, with the aim of providing the best quality food to the people of Bangladesh. In Bangladesh, Nestle started its operation in 1994 and its factory is situated in Sreepur, Gazipur. Nestle Bangladesh directly employs more than 650 people and more than 1000 people are employed by suppliers and distributors in connection to Nestle. Our products in Bangladesh are Nido, Nescafe, Maggi noodles and soup, breakfast Cereals, Coffee-Mate, Nestea, Nesfruta ,Nesfrappe and many more. Nestle is present around the globe, on all continents, with around 230,000 people working in more in an 84 countries with 466 factories and with sales representatives in at least another 70 countries. Nestle is the world’s largest food group, not only in terms of its sales but also in terms of its product range and its geographical presence. Nestle covers nearly every field of nutrition: infant formula, milk products, chocolate and confectionery, instant coffee, ice-cream, culinary products, frozen ready-made meals, mineral water etc. Nestle is a focused company, with more than 94 percent of the sales coming from the food and beverage sector. Did you know 3,000 cups of Nescafe are consumed every second? KitKat merited an entry in the Guinness Book of World Records as the world’s best-selling chocolate bar with 418 KitKat fingers eaten every second around the world! 10. 2 Selected awards, certifications and rankings * In May 2006, Nestle’s executive board decided to adapt the existing Nestle management systems to full conformity with the international standards ISO 14001 (Environmental Management Systems) and OHSAS 18001 (Occupational Health and Safety Management Systems), and to certify all Nestle factories against these standards by 2010. In the meanwhile a lot of the Nestle factories have obtained these certifications. For instance, Nestle’s three factories in Japan (Himeji factory: Hyogo Prefecture, Shimada factory: Shizuoka Prefecture and Kasumigaura factory: Ibaraki Prefecture) have each obtained ISO standard certifications: ISO14001, ISO 22000 (Food Safety Management Systems) and OHSAS 18001 as of the end of December, 2008. * In 2009, Nestle Waters earned a sixth LEED certification. The certification was given by the U. S. Green Building Council’s Leadership in Energy and Environmental Design which the company become its first recipient. It highlights the environmentally conscious elements of the facility which enables them to receive the certification. * Nestle Purina received in 2010 the Malcolm Balding National Quality Award for their excellence in the areas of leadership, customer and market focus, strategic planning, process management, measurement, analysis and knowledge management, workforce focus and results * In September 2011, Nestle occupied 19th position in the Universal’s global ranking of Best Employers Worldwide. According to a survey by Universal Communications Nestle was in 2011 the best employer to work for in Switzerland. Based on independent research by the Corporate Research Foundation Institute, Nestle (South Africa) has been certified in 2011 as a Best Employer in South Africa. * Nestle USA has been recognized by Business Week magazine as one of the â€Å"Best Places to Launch a Career. † Business Week ranked Nestle USA #25 on their annual list of the best companies for new colleg e graduates to launch their careers. * For the twelfth consecutive year, Fortune Magazine included in 2011 Nestle in their list of The 10 Most Admired Companies in the World. Nestle won in 2011 the Stockholm Industry Water Award for its leadership and performance to improve water management in its internal operations and throughout its supply chain. * The International Union of Food Science and Technology (IUFoST) honored Nestle in 2010 with the Global Food Industry Award. * In May 2011, Nestle won the 27th World Environment Center (WEC) Gold Medal award for its commitment to environmental sustainability. * In 2011, Nestle Malaysia won an award of the Association of Chartered Certified Accountants for their Sustainability Reporting. On 19 April 2012, The Great Place to Work ® Institute Canada mentioned Nestle Canada Inc. as one of the ’50 Best Large and Multinational Workplaces’ in Canada (with more than 1,000 employees working in Canada and/or worldwide). * In April 2012, Nestle obtained an A+ rating from the Global Reporting Initiative (GRI) for their global annual report on Creating Shared Value. To reach A+ the company provided new data in their annual report on a number of criteria such as human rights, diversity and gender, climate change, biodiversity and corruption. Nestle was the first food and Beverage Company to achieve an A+ rating from the GRI for a global sustainability report. * On 21 May 2012, Gartner published their annual Supply Chain Top 25, a list with global supply chain leaders. Nestle ranks 18th in the list. Address: Nestle Bangladesh Ltd. Address: Gulshan Tower, Plot # 31, Road # 53, Gulshan North C/A City:Dhaka Location:Gulshan Phone:+880-2-9882759 Ext-255 Category: Milk Products Produce: For tetra Ltd 9, Prince Street P. O. Box-92032 Oakland, Newlands Nestle consumer service Post box no-11037, Uttra,Dhaka Care line number: 01730637853 0800217777 e-mail:concumer. service@bd. nestle. com How to cite Nestle Group, Papers

Accounting Information System for Systems Development Life Cycle

Question: Discuss about theAccounting Information Systemfor Systems Development Life Cycle. Answer: Introduction The SDLC (Systems Development Life Cycle), also referred as application development life cycle, is a term employed in the information systems, systems engineering, and software engineering to narrate a procedure for creating, planning, deploying, and testing an information system. It implies a series of steps that are usable in the development of an application, whether hardware or software or both. The goal behind this is to finish the transformation to a fresh application and disregard the traditional system. In other words, the traditional methods are not very effective and hence, a variation is highly required. Such a variation can be very effective in producing the desired outcomes but it must complete within an appropriate duration in order to obtain such desired outcomes (Alwan, 2016). Factors that Contribute to Failed System of Payroll The Healthcare industry comprises of several people, procedures, and other services offered by the pharmacies, hospitals, and diagnosis centers etc. Due to such reasons, Healthcare industries are significantly different in comparison to other industries notwithstanding the fact that whether it is a private or public sector. Furthermore, it not only relies on the nature of the industry but size and concentration of industries are also the reason behind the differences. The fact that a healthcare industry comprises of huge procedures and activities, the comparison with other industries becomes very simple. In the Southern Hemisphere, the project disintegration of the Queensland Health Implementation was one of the most expensive. It costed approximately AU$1.25 billion due to such disintegration. The key reason behind this failure is attributable to several factors. Besides, the major stakeholders associated with the project involved CorpTech, IBM, and Queensland Health. The first factor was the selection of IBM as the major contractor of the project. An agreement that information regarding the project to be disposable to every project bidders on an equal basis, was for some uncertain reasons, not efficiently obeyed. The Director of the project passed on few extra details to IBM, thereby assisting it to obtain a competitive advantage over other stakeholders and hence, receiving the allotment of project. The passing on of extra information was clearly immoral in nature because it violates the policies established by the government. For an effective implementation of a project, the roles and responsibilities of the associated team must be clear so that it does not result in an effective operation (Sheilds, 2005). However, it is notable that even though the project initiated, the responsibilities and roles were understandable. The healthcare industry serves people in a variety of ways ranging from their safety to their well-being. Moreover, it purposes to appropriately look after the people and offer hospitality (Coker, 2014). These necessities are not adequately complied by the implementation of system development life cycle. The complications involved within the project can be attributable to factors like complication of system, complication of the industry, and complication of client-consultant connections. Besides, as there are varied systems, they pursue their own characteristics and hence, such complications arise as a result (Mehdi, 2006). Defects and Risks Queensland adopted the arrangement utilized by the Department of Justice in relation to SAP HR and based on this the target goals were set. When IBM got the project allotment, further planning in the October 2008 depicted an underrating of the complications and hence led towards excess time consumption and increment in expenses. In short, from the beginning stage, the necessary requirements of the business did not match up to the expectations and hence created a negative effect. The risk associated with the implementation of Payroll software in Queensland was devastating because trials were not appropriate and proper testing in bigger government agencies with more complications were also missing. As a result, various problems occurred because testing on a very small scale held. Moreover, it is notable that the pilot program is necessary to operate on a massive scale. However, this requirement failed in the case of Queensland, thereby generating huge risks (Peter et. al, 2013). After the first test, inconsistencies of worth AU$1.2 million arose and the second test that followed also resulted in an inconsistency of worth AU$30000. Even though these inconsistencies prevailed, Queensland neglected these and decided to Go Live without the full completion of other test modules. In relation to Go Live, it is further notable that several of the employees did not receive their entire payment or received inadequate payments. As the structure of wages and number of employees varied, utilization of WorkBrain could have assisted in the simplification of interface between a fresh system of Payroll and SAP but Queensland failed to adopt such measures. These were only the technical complications faced by Queensland. Apart from these, many other factors created further complications. Firstly, an industrial strike that led towards the resignation of several employees because of extreme chaos within the project activities. Secondly, the layoff by Queensland of a significant number of employees resulted in various issues and played a role in the facilitation of industrial strike (KPMG, 2012). Classification of Factors As mentioned-above, various factors create complications even in the beginning stages. Therefore, the classification of these is as follows: The matter of selection of IBM as the major contractor falls in the classification of preliminary analysis where descriptions of the requirements of an organization are available and analysis and classification of the suggested alternative answers are did through a cost benefit analysis. Prejudices in the process of tendering are also a key complication (KPMG, 2012). The definition of Requirements must be in such a way that information of difficulties and opportunities of adopting companies and operative areas are crucial not only for the assurance of system performance but also for briefing the implementation scope. There has to prevail an appropriate documentation of the necessary requirements that Queensland failed to adopt, thereby facing failures (Chugh Gandhi, 2013). Since each project is rare, it must be understandable from their particular viewpoints. Furthermore, each of these viewpoints has their own advantages and disadvantages and therefore, a logical or proper functioning must prevail. Utilization of arrangements of one project over the other creates a failure in phase two that is definition of Requirements and System Analysis. The consistent sequence of steps that one must follow in this phase consists of inspection of already existing systems, collection of facts and evaluation of the suggested system. Over-crossing of the proposed budget and over schedule are also few examples of massive failures in the planning processes (Weistroffer et. al, 2010). In relation to this, the strategy adopted by the Department of Public Housing is not so complicated when compared to the ones adopted by Queensland. This is because the pay structures in the strategy of Department of Public Housing are very flexible and simple. Furthermore, the strategy adop ted by Queensland included 24000 kinds of combinations of the pay structures that indicates complication in the wage structures, thereby resulting into devastating results. The prevalence of infinite awards also played a role in creation of various complexities and therefore, it is impossible to determine (KPMG, 2012). The Testing and integration stages are not complete because testing of the overtime and casual claims are incomplete for the appropriate requirements definition. As a result, the existence of bugs, errors, and other inefficacies are unable to eliminate (Siraj et. al 2011). The allotment of project to IBM is attributable to the key configuration of WorkBrain but even the actual implementation of this configuration was missing and as a result, a significant failure generated. The main responsibility of the WorkBrain was to deport and process timesheets from the requirements of SAP into requirements of a format acceptable by the financial institutions. Moreover, as WorkBrain did not employ complications like system maintenance, testing, up gradation etc, it resulted in an enhancement of data quality (KPMG, 2012). The absence of such an effective system in Queensland created infinite difficulties. Despite huge inefficacies in the Go Live payments, abandoning of the systems did not occur. This clearly signifies that the systems of installation, acceptance, and movement were also a major failure and in a very topsy-turvy situation. The exertion of pressure upon Go Live eliminated the likelihoods of a collateral testing procedure. Although the categorization of the complications or flaws was initially at four, yet there was a reclassification because of the variation in the requirements and these flaws were not fixable due to the decision of Go Live that resulted in a messy situation. Therefore, it is observable that various complications existed because of faulty planning, poor management, and improper understanding of complications. Recommendations Although overruns of expenses and time are representative in the healthcare industries, insufficiencies in the processing of orientation and complications resulted in the failure of the Payroll system of Queensland, thereby becoming the worst illustration in relation to the same. The requirements of an effective methodology of the projects are highly in need so that the complications are easily avoidable (Dezdar Ainin, 2011). Until the year June 2009, proper structures of governance were missing and as a result, the roles and responsibilities of each of the team were unknown. In order to achieve efficient and smooth outcomes, compliance of SDLC (Systems Development Life Cycle) is very necessary (Rud, 2009). Organizations must be eloquent enough to employ an accurate measure of implementation, conduct a significant level of testing prior to the reaching of Go Lives decision, employ a perfect methodology of project management, and regularly communicate with each of the groups of stake holders for better outcomes (Chugh Gandhi, 2013). In relation to this, it is notable that communication is very crucial because attaining of project governance is possible if and only if there is proper communication level between consultant, client, and vendors. When information is provided in a transparent manner it leads to better projection of the information and helps in attaining better position. Furthermore, the absence of appropriate documentation strategy also results in operative issues and acceptance issues that pave ways for complications to enhance (KPMG, 2012). In relation to healthcare industries, it must be observable that every patient is special and unforeseeable and therefore, approximately more than half of the healthcare organizations have boycotted the IS systems in their organization as it leads towards complete failures. But, it is notable that maximum proportion of such failures are attributable to the absence of appropriate management measures, weak project management, ineffective communication betwixt the group of shareholders and other technical flaws like absence of proper requirements definition and weak testing of systems (Olsen, 2012). Queensland accommodated all of these flaws and therefore suffered massive difficulties. Moreover, the system of WorkBrain would have been more appropriate. Conclusion From the above-mentioned discussion, the relevance of planning, collateral testing, and communication policies are clearly understandable. In addition, lessons regarding implementation, Go Live, and testing of the project is also very important. Besides, a proper methodology must be in place so that complications are avoidable (Kimball, 2008). Furthermore, because of the requirements of numerous ranking and numerous sub-projects, a massive problem faced by Queensland in relation to inappropriate implementation of payroll project. Recognition of prime areas of reform and addition of numerous layers of governance policy took place. Hence, apart from economical and technical flaws, the failure of this project also connects with the entire nation and industry. References Alwan, M. (2016). What is System Development Life Cycle? Accessed September 22, 2016 from https://airbrake.io/blog/insight/what-is-system-development-life-cycle Chugh, R Gandhi, S. (2013). Why Business Intelligence? Significance of Business Intelligence tools and integrating BI governance with corporate governance. International Journal of E-Entrepreneurship and Innovation, 4(2), 1-14. Coker, F. (2014).Pulse: Understanding the Vital Signs of Your Business. Ambient Light Publishing, 4(3), 4142. Dezdar, S., Ainin, S. (2011). The Influence of Organizational Factors on Successful ERP Implementation. Management Decisions 49(6), 911-926 Kannampallil, T.G., Schauer, G.F., Cohen, T., Patel, V.L. (2011). Considering Complexity in Healthcare Systems. Journal of Biomedical Informatics 44(6), 943-947. Kimball, R. (2008).The Data Warehouse Lifecycle Toolkit. Wiley. KPMG. (2012). Queensland Health: Review of the Queensland Health Payroll System. Retrieved September 22, 2016 from https://delimiter.com.au/wp-content/uploads/2012/06/KPMG_audit.pdf Mehdi, K.P. (2006). Emerging Trends and Challenges in Information Technology. Management. Idea Group. Olsen, E. (2012). Strategic Planning Kit for Dummies. John Wiley Sons. Peter R, Alaa S, Aladdin A. (2013). Business Intelligence and Performance Management: Theory, Systems, and Industrial Applications, Springer Verlag U.K Rud, O. (2009).Business Intelligence Success Factors: Tools for Aligning Your Business in the Global Economy. Hoboken, N.J: Wiley Sons. Sheilds, M.G. (2005). E-Business and ERP: Rapid Implementation and Project Planning. John Wiley and Sons. Siraj, S., Mikhailov, L. and Keane, J. A. (2011). Priests: an interactive decision support tool to estimate priorities from pairwise comparison judgments. Research, 12(4), 45-61 Weistroffer, HR, Smith, CH Narula, SC. (2010). Multiple criteria decision support software. Oxford University Press