Non-standard English: Usage and attitudes

Non-standard English: Usage and attitudes Introduction Spoken language is a powerful method of communication that conveys more than intended referential information. Depending on the listeners attitude, a speakers accent or dialect may imply a number of characteristics such as social class and professionalism. Examples of non-standard linguistic features are discussed under Task 1; followed by summaries of two studies under Task 2, which focus on attitudes towards West Indian Patois (Edwards, 1986) and the Cockney accent (Giles Sassoon, 1982). Task 1 Thats the girl he gave the bracelet to. This sentence contains a grammatical, non-standard linguistic feature because it ends with the preposition to. In Standard English, a preposition usually proceeds a noun, hence the sentence should read: Thats the girl to whom he gave the bracelet. However, there are cases where sentences sound unnatural if they are arranged in a way that avoids a final proposition. This is usually seen in conversational English, for example: in relative clauses and questions which feature phrasal verbs, passive constructions, and short sentences which feature an infinitive or verbal noun. Nonetheless, in formal writing, it is considered better practice to avoid placing a preposition at the end of a sentence where it may seem stranded. (Preposition, 2008) Buffy the vampire slayer is dead cool. This sentence contains a lexical, non-standard linguistic feature because dead functions as an adverb of degree, such as very; the sentence should read, Buffy the vampire slayer is very cool, or of a similar effect. Dead typically functions as an adjective, meaning no longer alive, and is used in contexts such as a dead bodyor a dead issue. It has therefore undergone semantic change, and its meaning has been broadened. (Dead, 2017) My old man gave me a set of wheels for my birthday. This sentence contains lexical, non-standard linguistic features because slang is used. My old man is a colloquial, informal noun phrase meaning ones father or a womans husband or boyfriend; set of wheels is also a colloquial, informal noun phrase meaning a motor vehicle, as opposed to a literal set of wheels. According to Standard English, the sentence should read: My father gave me a motor vehicle for my birthday. The phrases have thus undergone semantic change. (Old man, 2017) The guy that works in the bar is really nice. This sentence contains a lexical, non-standard linguistic feature due to the use of the informal noun, guy, meaning man (Guy, 2017). There is also a grammatical, nonstandard linguistic feature because, in Standard English, that should not be used as a relative pronoun when the antecedent is personal. A human antecedent is typically proceeded by who in a defining clause. An inanimate antecedent or a human but representative of a class is followed by that; for example, the chair that collapsed / the baby that laughed. In Standard English, the sentence should therefore read: The man who works in the bar is really nice. (That, 1998) Who did you see? This sentence contains a grammatical, non-standard linguistic feature because who is used in place of whom. In Standard English, who is a relative pronoun or an interrogative when it refers to the subject (who is there?). Whom is the objective form, hence the sentence should read: Whom did you see? However, the use of whom is declining and is often replaced by who in modern usage. (Who and whom, 2017) Task 2 A study of West Indian Patois, conducted by Viv Edwards (1986) A study of 45 British-born black adolescents in a West Midlands community (Edwards 1997: 409) reveals the attitudes of teachers and pupils towards West Indian Patois. Attitudes to Patois in the educational world are generally negative. The Association of Teachers of English to Pupils from Overseas (ATEPO 1970) describe West Indian language as babyish and lacking proper grammar (Edwards 1986: 25); the National Association of School Masters (1969) refer to West Indian language as a plantation English which is socially unacceptable and inadequate for communication (Edwards 1986: 25). These negative attitudes reflect some of the findings of Edwards (1986) West Midlands study. Conducted in Dudley, the study consisted of a judgement sample and comprised of 3 measures which were applied to the speech of 21 women and 24 men, aged between 16 and 23: frequency of Patois features, competence in Patois, and patterns of Patois usage. (Edwards 1997: 410). The studys findings are presented in 3 sets of interactions, as summarised below: Classroom Interaction, Pupil-Pupil Interactions and Pupil-Teacher Interactions. Classroom Interaction The stereotype that Patois speakers are limited to monolingualism was opposed by recordings of Black pupils using different language patterns in the classroom. Pupil-Pupil Interactions Contrary to the beliefs of the White community, Black pupils, who reduced the frequency and range of their nonstandard linguistic features, made a marked choice not to speak Standard English (despite their competence to speak both varieties). The use of Patois in the classroom was rare but virtually all black pupils could understand it, and used features in at least some situations. Within Black peer groups, it marked solidarity and acceptance; in mixed-raced groups, it functioned to exclude the White outsider. However, a few White pupils sought acceptance from Black friendship groups by using Patois, but their degree of competence varied. Some Black pupils responded with amusement and approval; most responded negatively to the White community for using a variety of English that was distinctively Black. Pupil-Teacher Interactions Black pupils used Patois to exclude their White teacher as means of defiance. Teachers then felt threatened when Patois was used in a confrontational way. Teachers who responded punitively elicited negative attitudes towards Patois. Other reports of teacher responses included learning nonstandard linguistic features in an attempt to understand Black dialect. Edwards (1997) concludes that teachers punitive responses and the use of Patois to exclude the White community are a reflection of the issues caused by negative attitudes towards nonstandard varieties of English. A study of Cockney, conducted by Howard Giles and Caroline Sassoon (1982) A study of a speakers accent and social class reveals the attitudes of 120 undergraduate listeners towards Cockney, in comparison to Received Pronunciation (RP). Based, on Ryan Sebastians (1980) study of the attitudes of middle class listeners towards Mexican-American in the USA, both studies were reminiscent of Lamberts (1967) matched-guise test and consisted of a tape-recording, followed by a questionnaire. Ryan Sebastian (1980) found that by disconfirming the listeners assumption of the accented speakers social class, their evaluations improved. Giles Sassoon (1982) referred to this as the Ryan Sebastian effect, which they later opposed in their hypothesis: awareness of a Cockney speakers social class would not attenuate significantly the unfavourable status associations commonly levied against nonstandard speech (pp. 306). The participants of the study (Ss) consisted of 63 males and 57 females, aged between 18 and 23. Ss heard 1 combination of a male students voice and social class information who was recorded reading two stimulus passages using RP and Cockney accents. The legitimacy of his bidialectal skills was assessed in a pilot study by 24 undergraduates. The studys dependant measures involved 5 small questionnaires, each consisting of 7-point rating scales and instructions. The questionnaires were: measures of Ss perception of the speakers social class, accent and formality of speech; social evaluation scales based on the speakers intelligence, success, friendliness and trustworthiness; belief similarity items which measured the extent that Ss agree[d] with the speaker on social issues such as the legislation of marijuana; social distance items which measured how close a relationship Ss were willing to have with the speaker; and social role items which determined Ss willingness to work with the speaker as subordinate to, superior over, or colleague with them (pp. 307). Ss were recorded in groups of up to 6 other undergraduates; they were handed the 5 questionnaires in the format of a response booklet with the social class information facing upwards. Once they had completed the task, they were debriefed and engaged in discussion. The results proved Giles Sassoons hypothesis; the awareness of the speakers middle class background did not prevent Ss from perceiving him as a low status evaluation when he used Cockney. Accent influenced the ratings on only 1 of 4 social issues; listeners shared more beliefs on the legislation of marijuana with the speaker when he used an RP accent; accent had no effect on social distance items; but the findings from the social role items showed that Ss preferred an RP speaker as their superordinate, and as a subordinate too (pp. 311). Giles Sassoon conclude that the awareness of a Cockney speakers middle class background does not prevent the stereotyped negative attitudes towards low status ratings (pp. 311). Conclusion The nonstandard linguistic features in Task 1 and the studies summarised in Task 2 portray several varieties of English. The mixed attitudes towards the widespread use of nonstandard linguistic features are a clear reflection of an ever-changing language. Word count: 1500 words References Allen, R. Fowler, H. (2008). Preposition. Pocket Fowlers Modern English Usage. Oxford: Oxford University Press. Retrieved from http://www.oxfordreference.com.idpproxy.reading.ac.uk/view/10.1093/acref/9780199232581.001.0001/acref-9780199232581-e-3016?rskey=4f5JCxresult=1 Allen, R. Fowler, H. (2008). Who and whom. Pocket Fowlers Modern English Usage. Oxford: Oxford University Press. Retrieved from http://www.oxfordreference.com.idpproxy.reading.ac.uk/view/10.1093/acref/9780199232581.001.0001/acref-9780199232581-e-4155?rskey=ducoglresult=2 Dead. (2017). Oxford English Dictionary. Oxford. Retrieved from https://en.oxforddictionaries.com/definition/dead Edwards, V. (1986). Language In A Black Community. Clevedon: Multilingual Matters Edwards, V. (2007). Patois and the Politics of Protest: Black English in British Classrooms. In Coupland, N. Jaworski, A. Sociolinguistics: A Reader and Coursebook. (408-415). London: MacMillan Press. Fowler, H. Burchfield, R. (1998). That. The new Fowlers Modern English usage. Oxford: Oxford University Press. Giles, H. Sassoon, C. (1983). The effect of speakers accent, social class background and message style on British listeners social judgements. Language Communication, 3(3), 305-313. http://dx.doi.org/10.1016/0271-5309(83)90006-x Guy. (2017). Oxford English Dictionary. Oxford. Retrieved from https://en.oxforddictionaries.com/definition/guy Lambert, W. E. (1967). A social psychology of bilingualism. Journal of Social Issues. 23, 91- 109. Old man. (2017). Oxford English Dictionary. Oxford. Retrieved from https://en.oxforddictionaries.com/definition/old_man

Management Information System Questions

————————————————- MANAGEMENT INFORMATION SYSTEM Question 1(10 Marks) Discuss five (5) challenges of Management Information System (MIS). Answers Introduction A Management Information System (MIS) provides information which is needed to manage organizations effectively. Management information systems involve three primary resources such as people, technology and information or decision making. Management information systems are distinct from other information systems in that they are used to analyze operation activities in the organization.Academically, the term is commonly used to refer to the group of information management methods tied to the automation support of human decision making, e. g. decision support systems, expert systems and executive information systems. The Challenge of Management Information System (MIS) Although information technology is advancing at a bli nding pace, there is nothing easy or mechanical about building and using information systems. There are five major challenges confronting managers: 1. The information systems investment challengeIt is obvious that one of the greatest challenges facing managers today is ensuring that their companies do indeed obtain meaningful returns on the money they spend on information systems. It’s one thing to use information technology to design, produce, deliver, and maintain new products. It’s another thing to make money doing it. How can organizations obtain a sizable payoff from their investment in information systems? How can management ensure that information systems contribute to corporate value?Senior management can be expected to ask these questions: How can we evaluate our information systems investments as we do other investments? Are we receiving the return on investment from our systems that we should? Do our competitors get more? Far too many firms still cannot answ er these questions. Their executives are likely to have trouble determining how much they actually spend on technology or how to measure the returns on their technology investments. Most companies lack a clear-cut decision-making process for eciding which technology investments to pursue and for managing those investments. 2. The strategic challenge What complementary assets are needed to use information technology effectively? Despite heavy information technology investments, many organizations are not realizing significant business value from their systems, because they lack—or fail to appreciate—the complementary assets required to make their technology assets work. The power of computer hardware and software has grown much more rapidly than the ability of organizations to apply and use this technology.To benefit fully from information technology, realize genuine productivity, and become competitive and effective, many organizations actually need to be redesigned. T hey will have to make fundamental changes in employee and management behavior, develop new work models, retire obsolete work rules, and eliminate the inefficiencies of outmoded business processes and organizational structures. New technology alone will not produce meaningful business benefits. 3. The globalization challengeHow can firms understand the requirements of a global economic environment? The rapid growth in international trade and the emergence of a global economy call for information systems that can support both producing and selling goods in many different countries. In the past, each regional office of a multinational corporation focused on solving its own unique information problems. Given language, cultural, and political differences among countries, this focus frequently resulted in chaos and the failure of central management controls.To develop integrated, multinational, information systems, businesses must develop global hardware, software, and communications stan dards; create cross-cultural accounting and reporting structures; and design transnational business processes. 4. The information technology infrastructure challenge: How can organizations develop an information technology infrastructure that can support their goals when business conditions and technologies are changing so rapidly? Many companies are saddled with expensive and unwieldy information technology platforms that cannot adapt to innovation and change.Their information systems are so complex and brittle that they act as constraints on business strategy and execution. Meeting new business and technology challenges may require redesigning the organization and building a new information technology (IT) infrastructure. Creating the IT infrastructure for a digital firm is an especially formidable task. Most companies are crippled by fragmented and incompatible computer hardware, software, telecommunications networks, and information systems that prevent information from flowing freely between different parts of the organization.Although Internet standards are solving some of these connectivity problems, creating data and computing platforms that span the enterprise—and, increasingly, link the enterprise to external business partners—is rarely as seamless as promised. Many organizations are still struggling to integrate their islands of information and technology. 5. Ethics and security challenge: The responsibility and control challenge: How can organizations ensure that their information systems are used in an ethically and socially responsible manner?How can we design information systems that people can control and understand? Although information systems have provided enormous benefits and efficiencies, they have also created new ethical and social problems and challenges. A major management challenge is to make informed decisions that are sensitive to the negative consequences of information systems as well to the positive ones. Managers face an ongoing struggle to maintain security and control. Today, the threat of unauthorized penetration or disruption of information systems has never been greater.Information systems are so essential to business, government, and daily life that organizations must take special steps to ensure their security, accuracy, and reliability. A firm invites disaster if it uses systems that can be disrupted or accessed by outsiders, that do not work as intended, or that do not deliver information in a form that people can correctly use. Information systems must be designed so that they are secure, function as intended, and so that humans can control the process. QUESTION 2 (10 Marks)Explain with example (s) one (1) of the following Enterprise Applications: a) ERP b) SCM c) CRM Answers a) ERP Introduction In 1990, Gartner Group first employed the acronym ERP as an extension of material requirements planning (MRP), later manufacturing resource planning and computer-integrated manufacturing. W ithout supplanting these terms, ERP came to represent a larger whole, reflecting the evolution of application integration beyond manufacturing. Not all ERP packages were developed from a manufacturing core.Vendors variously began with accounting, maintenance and human resources. By the mid-1990s, ERP systems addressed all core functions of an enterprise. Beyond corporations, governments and non-profit organizations also began to employ ERP systems. Enterprise Resource Planning (ERP) Enterprise Resource Planning (ERP) systems integrate internal and external management information across an entire organization, embracing finance or accounting, manufacturing, sales and service, customer relationship management, etc. ERP systems automate this activity with an integrated software application.Their purpose is to facilitate then flow of information between all business functions inside the boundaries of the organization and manage the connections to outside stakeholders. ERP systems can ru n on a variety of computer hardware and network configurations, typically employing a database as a repository for information. Characteristics ERP systems typically include the following characteristics:- * An integrated systems that operates in real time (or next to real time), without relying on periodic updates. * A common database, which supports all applications. * A consistent look and feel throughout each module. Installation of the system without elaborate application/data integration by the Information Technology (IT) department. Examples: * Finance/ Accounting : General ledger, payables, cash management, fixed assets, receivables, budgeting and consolidation. * Human Resources : payroll, training, benefits, 401K, recruiting and diversity management. * Manufacturing : Engineering, bill of materials, work orders, scheduling, capacity, workflow management, quality control, cost management, manufacturing process, manufacturing projects, manufacturing flow, activity based cost ing, product lifecycle management. Supply chain management : Order to cash, inventory, order entry, purchasing, product configurator, supply chain planning, supplier scheduling, inspection of goods, claim processing, commissions. * Project management : Costing, billing, time and expense, performance units, activity management. * Customer relationship management : Sales and marketing, commissions, service, customer contact, call center support. * Data services : Various â€Å"self–service† interfaces for customers, suppliers and/or employees. * Access control : Management of user privileges for various processes. Components:- * Transactional database Management portal/dashboard * Business intelligence system * Customizable reporting * External access via technology such as web services * Search * Document management * Messaging/chat/wiki * Workflow management Connectivity to Plant Floor Information ERP systems connect to real–time data and transaction data in a v ariety of ways. These systems are typically configured by systems integrators, who bring unique knowledge on process, equipment, and vendor solutions. Direct integration—ERP systems have connectivity (communications to plant floor equipment) as part of their product offering.This requires the vendors to offer specific support for the plant floor equipment that their customers operate. ERP vendors must be expert in their own products, and connectivity to other vendor products, including competitors. Database integration—ERP systems connect to plant floor data sources through staging tables in a database. Plant floor systems deposit the necessary information into the database. The ERP system reads the information in the table. The benefit of staging is that ERP vendors do not need to master the complexities of equipment integration. Connectivity becomes the responsibility of the systems integrator.Enterprise appliance transaction modules (EATM)—These devices commu nicate directly with plant floor equipment and with the ERP system via methods supported by the ERP system. EATM can employ a staging table, Web Services, or system–specific program interfaces (APIs). The benefit of an EATM is that it offers an off–the–shelf solution. Custom–integration solutions—Many system integrators offer custom solutions. These systems tend to have the highest level of initial integration cost, and can have a higher long term maintenance and reliability costs. Long term costs can be minimized through careful system testing and thorough documentation.Custom–integrated solutions typically run on workstation or server class computers. Implementation ERP's scope usually implies significant changes to staff work processes and practices. Generally, three types of services are available to help implement such changes—consulting, customization, and support. Implementation time depends on business size, number of modules, customization, the scope of process changes, and the readiness of the customer to take ownership for the project. Modular ERP systems can be implemented in stages. The typical project for a large enterprise consumes about 14 months and requires around 150 consultants.Small projects can require months; multinational and other large implementations can take years. Customization can substantially increase implementation times. Process preparation Implementing ERP typically requires changes in existing business processes. Poor understanding of needed process changes prior to starting implementation is a main reason for project failure. It is therefore crucial that organizations thoroughly analyze business processes before implementation. This analysis can identify opportunities for process modernization. It also enables an assessment of the alignment of current processes with those provided by the ERP system.Research indicates that the risk of business process mismatch is decreased by: * linking current processes to the organization's strategy; * analyzing the effectiveness of each process; * understanding existing automated solutions. ERP implementation is considerably more difficult (and politically charged) in decentralized organizations, because they often have different processes, business rules, data semantics, authorization hierarchies and decision centers. This may require migrating some business units before others, delaying implementation to work through the necessary changes for each unit, possibly reducing integration (e. . linking via Master data management) or customizing the system to meet specific needs. A potential disadvantage is that adopting â€Å"standard† processes can lead to a loss of competitive advantage. While this has happened, losses in one area are often offset by gains in other areas, increasing overall competitive advantage. Configuration Configuring an ERP system is largely a matter of balancing the way the customer wants t he system to work with the way it was designed to work. ERP systems typically build many changeable parameters that modify system operation.For example, an organization can select the type of inventory accounting—FIFO or LIFO—to employ, whether to recognize revenue by geographical unit, product line, or distribution channel and whether to pay for shipping costs when a customer returns a purchase. Customization ERP systems are theoretically based on industry best practices and are intended to be deployed â€Å"as is†. ERP vendors do offer customers configuration options that allow organizations to incorporate their own business rules but there are often functionality gaps remaining even after the configuration is complete.ERP customers have several options to reconcile functionality gaps, each with their own pros/cons. Technical solutions include rewriting part of the delivered functionality, writing a homegrown bolt-on/add-on module within the ERP system, or int erfacing to an external system. All three of these options are varying degrees of system customization, with the first being the most invasive and costly to maintain. Alternatively, there are non-technical options such as changing business practices and/or organizational policies to better match the delivered ERP functionality.Key differences between customization and configuration include: * Customization is always optional, whereas the software must always be configured before use (e. g. , setting up cost/profit center structures, organizational trees, purchase approval rules, etc. ) * The software was designed to handle various configurations, and behaves predictably in any allowed configuration. * The effect of configuration changes on system behavior and performance is predictable and is the responsibility of the ERP vendor. The effect of customization is less predictable, is the customer's responsibility and increases testing activities. Configuration changes survive upgrades to new software versions. Some customizations (e. g. code that uses pre–defined â€Å"hooks† that are called before/after displaying data screens) survive upgrades, though they require retesting. Other customizations (e. g. those involving changes to fundamental data structures) are overwritten during upgrades and must be re-implemented. Customization Advantages: * Improves user acceptance * Offers the potential to obtain competitive advantage vis-a-vis companies using only standard features. Customization Disadvantages: * Increases time and resources required to both implement and maintain. Inhibits seamless communication between suppliers and customers who use the same ERP system un-customized. * Over reliance on customization undermines the principles of ERP as a standardizing software platform Extensions ERP systems can be extended with third–party software. ERP vendors typically provide access to data and functionality through published interfaces. Extensio ns offer features such as:- * archiving, reporting and republishing; * capturing transactional data, e. g. using scanners, tills or RFID * access to specialized data/capabilities, such as syndicated marketing data and associated trend analytics. advanced planning and scheduling (APS) Data migration Data migration is the process of moving/copying and restructuring data from an existing system to the ERP system. Migration is critical to implementation success and requires significant planning. Unfortunately, since migration is one of the final activities before the production phase, it often receives insufficient attention. The following steps can structure migration planning: * Identify the data to be migrated * Determine migration timing * Generate the data templates * Freeze the toolset Decide on migration-related setups * Define data archiving policies and procedures. Comparison to special–purpose applications Advantages The fundamental advantage of ERP is that integrating the myriad processes by which businesses operate saves time and expense. Decisions can be made more quickly and with fewer errors. Data becomes visible across the organization. Tasks that benefit from this integration include: * Sales forecasting, which allows inventory optimization * Chronological history of every transaction through relevant data compilation in every area of operation. Order tracking, from acceptance through fulfillment * Revenue tracking, from invoice through cash receipt * Matching purchase orders (what was ordered), inventory receipts (what arrived), and costing (what the vendor invoiced) ERP systems centralize business data, bringing the following benefits: * They eliminate the need to synchronize changes between multiple systems—consolidation of finance, marketing and sales, human resource, and manufacturing applications * They bring legitimacy and transparency in each bit of statistical data. They enable standard product naming/coding. * They provide a comprehensive enterprise view (no â€Å"islands of information†). They make real–time information available to management anywhere, any time to make proper decisions. * They protect sensitive data by consolidating multiple security systems into a single structure. Disadvantages * Customization is problematic. * Re–engineering business processes to fit the ERP system may damage competitiveness and/or divert focus from other critical activities * ERP can cost more than less integrated and or less comprehensive solutions. High switching costs associated with ERP can increase the ERP vendor's negotiating power which can result in higher support, maintenance, and upgrade expenses. * Overcoming resistance to sharing sensitive information between departments can divert management attention. * Integration of truly independent businesses can create unnecessary dependencies. * Extensive training requirements take resources from daily operations. Due to ERP's architectur e (OLTP, On-Line Transaction Processing) ERP systems are not well suited for production planning and supply chain management (SCM) The limitations of ERP have been recognized sparking new trends in ERP application development, the four significant developments being made in ERP are, creating a more flexible ERP, Web-Enable ERP, Enterprise ERP and e-Business Suites, each of which will potentially address the failings of the current ERP. QUESTION 3 (18 Marks) Describe with example all stages of System Development Lifecycle.Answers Introduction The Systems development life cycle (SDLC), or Software development process in systems engineering, information systems and software engineering, is a process of creating or altering information systems, and the models and methodologies that people use to develop these systems. In software engineering the SDLC concept underpins many kinds of software development methodologies. These methodologies form the framework for planning and controlling th e creation of an information system: the software development process.Software development contains set of activities which when performed in coordination and in accordance with one another result in the desired result. Software development methodologies are used for the computer based information systems. The growth of the information’s has to pass through various phases or stages these stages are known as System Development Life Cycle (SDLC). The SDLC follows a well defined process by which the system is conceived, developed and implemented. To understand system development, we need to recognize that a candidate system has a life cycle, much like a living system or a new product.Systems analysis and design are based to the system life cycle. The stages are described below. The analyst must progress from one stage to another methodically, answering key questions and achieving results in each stage. Figure 1 : System Development Life Cycle (SDLC) Stages Step 1: Recognition of Need – What is the Problem? One must know what the problem is before it can be solved. The basis for a candidate system is recognition of a need for improving an information system or a procedure. For example, a supervisor may want to investigate the system flow in purchasing.Or a bank president has been getting complaints about the long lines in the drive – in. This need leads to a preliminary survey or an initial investigation to determine whether an alternative system can solve the problem. It entails looking into the duplication of effort bottlenecks, inefficient existing procedures, or whether parts of the existing system would be candidates for computerization. If the problem is serious enough, management may want to have an analyst look at it, such an assignment implies a commitment, especially if the analyst hired from the utside. In larger environments, where formal procedures are the norm, the analyst’s first task is to prepare a statement specifying the scope and objective of the problem. He/she then reviews it with the user for accuracy at this stage, only a rough â€Å"ball parle† estimate of the development cost of the project may be reached. However, an accurate cost of the next phase – the feasibility study – can be produced. Step 2: Feasibility Study Depending on the results of the initial investigation, the survey is expanded to a more detailed feasibility study.As we shall learn, a feasibility study is a test of a system proposal according to its workability impact on the organization, ability to meet user needs, and effective use of resources. It focuses on their major questions: * What are the user’s demonstrable needs and how does a candidate system meet them? * What resources are available for given candidate systems? Is the problem worth solving? * What are the likely impact of the candidate system on the organization? How will it fit within the organization’s master MIS plan?Each of these questions must be answered carefully. They revolve around investigation and evaluation of the problem, identification and description of candidate systems, specification of performance and the cost of each system, and final selection of the best system. The objective of a feasibility study is not to solve the problem but to acquire a sense of its scope. During the study, the problem definition is crystallized and aspects of the problem to be included in the system are determined. Consequently, costs and benefits are estimated with greater accuracy at this stage.The result of the feasibility study is a formal proposal. This is simply a report – a formal document detailing the nature and scope of the proposed solution. The proposal summarizes what is known and what is going to be done. It consists of the following. 1. Statement of the Problem – a carefully worded statement of the problem that led to analysis. 2. Summary of Findings and Recommendations – a list of the major findings and recommendations of the study. It is ideal for the user who required quick access to the results of the analysis of the system under study.Conclusions are stated, followed by a list of the recommendations and a justification for them. 3. Details of Findings – An outline of the methods and procedures undertaken by the existing system, followed by coverage of objectives ; procedures of the candidate system. Included are also discussions of output reports, file structures, and costs and benefits of the candidate system. 4. Recommendations and Conclusions – special recommendations regarding the candidate system, including the personal assignments costs, project schedules, and target dates.Three key considerations are involved in the feasibility analysis: economic, technical, behavioral. Let’s briefly review each consideration and how it relates to the systems effort. * Economic Feasibility: Economic analysis is the most frequently use d method for evaluating the effectiveness of a candidate system. More commonly known as cost/benefit analysis, the procedure is to determine the benefits and savings that are expected from a candidate system and compare them with costs. If benefits outweigh costs, then the decision is made to design and implement the system.Otherwise, further justification or alterations in the proposed system will have to be made if it is to have a chance of being approved. This is an ongoing effort that improves in accuracy at each phase of the system life cycle. * Technical Feasibility: Technical feasibility centers around the existing computer system (hardware, software etc. ) and to what extent it can support the proposed addition. For example, if the current computer is operating at 80 per cent capacity – an arbitrary ceiling – then running another application could overload the system or require additional hardware.This involves financial considerations to accommodate technical enhancements. If the budget is a serious constraint, then the project is judged not feasible. * Behavioral Feasibility: People are inherently resistant to change, and computers have been known to facilitate change. An estimate should be made of how strong a reaction the user staff is likely to have towards the development of a computerized system. It is common knowledge that computer installations have something to do with turnover, transfers, retraining, and changes in employee job status.Therefore, it is understandable that the introduction of a candidate system requires special effort to educate, sell, and train the staff on new ways of conducting business. After the proposal is viewed by management it becomes a formal agreement that paves the way for actual design and implementation. This is a crucial decision point in the life cycle. Many projects die here, whereas the more promising ones continue through implementation. Changes in the proposal are made in writing, depending on the complexity, size, and cost of the project. It is simply common sense to verify changes before committing the project to design.Step 3: Analysis It is a detailed study of the various operations performed by the system and their relationship within and outside of the system. A key question is – what must be done to solve the problem? One aspect of analysis is defining the boundaries of the system and determining whether or not a candidate system should consider other related systems. During analysis, data are collected on available files, decision points, and transactions handled by the present system. We shall learn about some logical system models and tools that are used in analysis.It requires special skills and sensitivity to the subjects being interviewed. Bias in data collection and interpretation can be problem. Training, experience and common sense are required for collection of the information needed to do the analysis. Once analysis is completed the analyst has a firm understanding of what is to be done. The next step is to decide how the problem might be solved. Thus, in the systems design, we move from the logical to the physical aspects of the life cycle. Step 4: Design The most creative and challenging phase of the system life cycle is system design.The term design describes both a final system and a process by which it is developed. It refers to the technical specifications (analogous to the engineer’s blueprints) that will be applied in implementing the candidate system. It also includes the constructions of programs and programme testing. The key question here is – How should the problem be solved?. The first step is to determine how the output is to be produced and in what format. Samples of the output (and input) are also available. Second, input data and master files (data base) have to be designed to meet the requirements of the proposed output.The operational (processing) phase are handled through programme constru ction and testing, including a list of the programmes needed to meet the system’s objectives and complete documentation. Finally, details related to justification of the system and an estimate of   the impact of the candidate system on the user and the organization are documented and evaluated by management as a step toward implementation. The final report prior to the implementation phase includes procedural flowcharts, record layouts, report layouts, and a workable plan for implementing the candidate system.Information on personnel, money, hardware, facilities and their estimated cost must also be available. At this point, projected costs must be close to actual costs of implementation. In some firms, separate groups of programmer do the programming whereas other firms employ analyst programmers who do analysis and design as well as code programs. For this discussion, we assume that analysis and programming is carried out by two separate persons. There are certain functio ns, though, that the analyst must perform while programs are being written operating procedures and documentation must be completed.Security and auditing procedures must also be developed. Step 5: Testing No system design is ever perfect. Communication problems, programmers negligence or time constraints create errors that most be eliminated before the system is ready for user acceptance testing. A system is tested for online response, volume of transactions, stress, recovery form failure and usability. Then comes system testing, which verifies that the whole set of programs hangs together, following system testing is acceptance testing or running the system with live   data by the actual use.System testing requires a test plan that consists of several key activities and steps for programs, string, system and user acceptance testing. The system performance criteria deal with turnaround time, backup, file protection, and the human factor. Step 6: Implementation This phase is less c reative than system design. It is primarily concerned with user training, site preparation, and file conversion. When the candidate system is linked to terminals and remote sites the telecommunication network and tests of the network along with the system are also included under implementation.During the final testing, user acceptance is tested, followed by user training. Depending on the nature of the system, extensive user training may be required, conversion usually takes place at about the same time the user is being trained or later. In the extreme, the programmer is falsely viewed as someone who ought to be isolated from other aspects of system development. Programming is itself design work, however. The initial parameter of the candidate system should be modified as a result of programming efforts. Programming provides a â€Å"reality test† for the assumptions made by the analyst.It is therefore a mistake to exclude programmers from the initial system design. System te sting checks the readiness and accuracy of the system to access, update and retrieve data from new files. Once the programmes become available, test data are read into the computer and processed against the file(s) provided for testing. If successful, the program(s) is then run with â€Å"live† data. Otherwise, a diagnostic procedure is used to local and correct errors in the program. In most programs, a parallel run is conducted where the new system runs simultaneously with the ‘old’ systems.This method, though costly, provides added assurance against errors in the candidate system and also gives the user-staff an opportunity to gain experience through operation. In some cases, however, parallel processing is not practical. For example, it is not plausible to run two parallel online point-to-sale (POS) systems for a retail chain. In any case, after the candidate system proves itself, the old system is phased out. Step 7: Evaluation During systems testing, the sy stem is used experimentally to ensure that the software does not fail.In other words, we can say that it will run according to its specifications and in the way users expect. Special test data are input for processing, and the results examined. A limited number of users may be allowed to use the system so that analyst can see whether to use it in unforeseen ways. It is desirable to discover any surprises before the organization implements the system and depends on it. Implementation is the process of having systems personnel check out and put new equipment into use, train users, install the new application and construct any files of data needed to use it.This phase is less creative than system design. Depending on the size of the organisation that will be involved in using the application and the risk involved in its use, systems developers may choose to test the operation in only one area of the Firm with only one or two persons. Sometimes, they will run both old and new system in parallel way to compare the results. In still other situations, system developers stop using the old system one day and start using the new one the next.Evaluation of the system is performed to identify its strengths and weaknesses. The actual evaluation can occur along any one of the following dimensions: * Operational Evaluation: Assessment of the manner in which the system functions, impact. * Organizational Impact: Identification and measurement of benefits to the organisation in such areas as financial concerns, operational efficiency and competitive impact. * User Manager Assessment: Evaluation of the attitudes of senior and user manager within the organization, as well as end-users. Development Performance: Evaluation of the development process in accordance with such yardsticks as overall development time and effort, conformance to budgets and standards and other project management criteria. Step 8: Post – Implementation and Maintenance Maintenance is necessary to eli minate errors in the working system during its working life and to tune the system to any variations in its working environment. Often small system deficiencies are found as a system is brought into operation and changes are made to remove them. System planners must always plan for resource availability to carry out these maintenance functions.The importance of maintenance is to continue to bring the new system to standards. After the installation phase is completed and the user staff is adjusted to changes created by the candidate system, evaluation and maintenance being. Like any system there is an ageing process the requires periodic maintenance of hardware ; software. If the new information is inconsistent with the design specifications, then changes have to be made. Hardware also requires periodic maintenance to keep in time with design specification. The importance of maintenance is to continue to bring the new system to standards. BIBLIOGRAFIGordon b. Davis ; Margrethe H. Ols on. (1985). Management Information Systems : Conceptual Foundations, Structure and Development. New York : McGraw-Hill. Lucey. T. (1987). Management Information Systems. 5th Ed. Eastleigh, Hants : D. P Pubns. O’Brien, James A. (2002). Management Information Systems : Managing Information Technology in the E-Business Enterprise. Boston : McGraw-Hill. Robert C. Nickerson, Saravanan Muthaiyah. (2004). Introduction to Information Systems. Petaling Jaya : Prentice Hall. McLeod Raymond, P. Shell George. (2004). Management Information Systems. N. J. : Pearson Prentice Hall.

Impact of Eve Teasing in the Society of Bangladesh

Impact of Eve teasing in the society of Bangladesh: By: S. khan joy Email: [email  protected] com Now Eve teasing is one of the main threats for Bangladesh because it is destroying the social balance. Eve teasing might seem harmless ‘fun' to some, but gets the nerve of the victims. The severe impact of eve teasing is taking away the lives of young girls as Bangladesh has witnessed recently.Based on empirical study (2008) the Hunger Project has identified some impacts of eve teasing in the society of rural Bangladesh. These are: a) Curtailed education: Sexual harassment increases girls' drop-out rate from school. Parents concerned about their daughter's honour or safety sometimes keep their daughters home and/or marry them off at an early age. b) Early marriage: Girls who are teased or harassed are also pushed into marriage, before they are physically or mentally prepared. ) Hindered development: Eve teasing contributes to maintaining the low status of women. It also hinders w omen in participating in the formal employment sector. As nearly half of the population of the country are women, for the economic development of the country their participation in employment is a must. d) Eve teasing† leads to young woman’s suicide in Bangladesh: RVEYING the newspapers over the last few months we must have to be shocked realising the unprecedented rate of suicide cases among the young girls due to eve teasing.As reported in the newspapers in the recent past Nurina, Elora, Simi, Trisha, Tonni, Swapna, Tithi, Rumi committed suicide to escape the cruelty of stalkers' repression. Over the last four months, as reported in The Daily Star, fourteen girls, due to repression of stalkers, opted for ultimate destiny of their lives finding no other alternatives. Apart from suicide, one statistics has revealed that during January-July 2008 period only, about 13,000 women became victims of eve teasing of different forms across the country.This figure counted only th e reported cases. Many occurrences remain unreported as the majority of the victims of eve teasing prefer to ignore this out of fear or not to be ‘disgraced' or part of a social ‘gossip'. The situation has become so alarming that, in general, it can be argued that at present no girl has been spared from being a victim of eve teasing in one form or another.

The Texas Revolution And The Mexican Cession - 738 Words

The Texas Revolution and The Mexican Cession are both significant events in our Nation’s history because it increased the size of the United States by about 500,000 square miles. It also united two different cultures and people into one unified nation. The causes of the Texas Revolution were that Texas wanted to be able to have slaves as well as representatives in the Mexican government. The Texas Revolution otherwise known as The War of Texas Independence occurred between October 1835 to April 1836, between Mexico and Texas. The first shots were fired in Gonzales and the last shots were fired in the battle of San Jacinto. The key people involved in the Texas Revolution consisted of Stephen F. Austin, Sam Houston, and Santa Anna. Austin†¦show more content†¦Houston’s army grew and Texas won many following battles which included the Battle of Concepcià ³n, and the Grass Fight. By December the Texans had gotten General Martin Perfecto de Cos to surrender. Once S anta Anna learned of his brother in laws surrender he marched to San Antonio with 7,000 men to take San Antonio back. When Sam Houston heard of this he ordered that San Antonio be abandoned. One hundred and fifty Texan rebels decided to stay and defend the city; they made their stand at an abandoned Spanish mission, The Alamo. For twelve days, Mexican troops attacked the Alamo. The battle of the Alamo was a military defeat but â€Å"Remember the Alamo† became the battle cry of the Texas War of Independence. The Texas Revolution came to an end during the Battle of San Jacinto. Houston and his army of about 900 men surprised Santa Anna and his resting army of about 1,200 to 1,300 men. The battle was over in eighteen minutes. About 630 Mexicans were killed and 730 were taken prisoner, compared with 9 Texans killed. Santa Anna was captured and forced to make his army retreat. Once he was a prisoner he signed the Treaties of Velasco, which was supposed to recognize Texas and end t he war. Texas had just won its independence when it decided to become a part of the United States. The annexation of Texas caused aShow MoreRelatedExpansionism Under James K. Polk1276 Words   |  6 PagesRepublic of Texas, the Oregon Territory, and the states of California, Nevada, Utah, Arizona, and New Mexico under the Mexican Cession. Just before Polks presidency Texas had freed itself from Mexican rule and desired American annexation. This desire came from thousands of former American citizens that settled in Texas in the 1820s. This was due to the Mexican government supplying huge land grants to entice new settlers to Texas and secure its northern border from America. The Mexican governmentRead MoreExpansionism Under James K. 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O’Sullivan was written to encourage the â€Å"reception of Texas...for the free development of our yearly multiplying millions.† Notice, in this excerpt,Read MoreAnglo Expansion : B. A Frontier State Of Mexico1222 Words   |  5 Pages SECTION TWO: Anglo Expansion: B. In less than thirty-year’s time, Texas was a province in New Spain, a frontier state of Mexico, its own independent republic, and ultimately the twenty-eighth state admitted into the United States. Explain how this transformation occurred. Was there one key event that signaled the transformation, or was it due to a combination of forces and if so, what were they? Back to history, Texas was inhabitant by indigenous people and domination of their cultures lived inRead MoreMexican American War And The Mexican War1380 Words   |  6 PagesThe Mexican American war better known as the Mexican war, was a conflict between The united states of America and Mexico. from 1846 to 1848. It followed in the wake of the 1845 US annexation of Texas, which Mexico considered part of its territory, despite the 1836 Texas revolution. After its independence in 1821 and brief experiment with monarchy, Mexico became a republic in 1824, characterized by considerable instability, so that when war broke out in 1846, Mexico was ill-prepared for this conflictRead MoreChapter 13 Learning Objectives (Ap American History, Apush)1792 Words   |  8 Pagesresults of the Texas revolution. During the early 1820’s, Mexican officials were encouraging settlers from the United States to settle in Texas. About 300 families from the U.S. had settled on the Austin Grant by 1823, and within a year the population grew to 2021. This constant migration created trouble between the Mexican government and the American colonists over the status of slavery and the authority of the Catholic Church. Also, all people who lived in Texas had to become Mexican citizens andRead MoreAmerica s Responsibility For Global Tensions With The United Soviet Socialist Republics6122 Words   |  25 Pagesattempt to observe American responsibility for the Cold War using war information, data, and patterns.  The first major period of American foreign policy began in 1756, with the outbreak of the French and Indian war, and ends with the start of the Mexican-American war in 1846. This period has been chosen because it constitutes the formation of the American nation and identity. Many military actions and wars helped shape American identity prior to independence. However, the French and Indian War was