Obamas Religious Beliefs Essay Sample free essay sample

America is in a large argument now on who will be the following campaigner of the Democrats this coming presidential election. There are three possible campaigners for the Democrats. John Edward who might non be chosen. Hillary Clinton. if of all time will be the first adult female president and Barrack Obama who could be the first Black American president. The inquiry being raised by the people right now is the america ready for a black president in the individual of Barrack Hussein Obama. Aside from his name that sounds like Saddam Hussein. it was aired in the intelligence and written magazines along with the newspapers that he is a Muslim. Now. a different inquiry. is America ready for a Muslim president? Is America ready to vote for a black American who happens to be a Muslim? Although issues sing Obama’s faith is now the talk of the town. will it be necessary to vote for a Muslim president. We will write a custom essay sample on Obamas Religious Beliefs Essay Sample or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page who for a long clip practiced Christian religion? Does his faith affairs to the American people or the people would merely accept this fact and travel on in voting for him? Will these issues affect him in his campaigning for presidential term? Barrack’s issue in his faith was supported with facts from other people. newsmans and beginnings. At this minute. the Muslim Community in America is ready to back up Obama in his journey on being the first black president while there are others who strongly oppose this thought and might every bit good trash him in the extroverted election. Barrack Obama’s male parent who was from Kenya but his parents divorced when he was two and so his female parent subsequently on married an Indonesian who was said to be a Muslim. As a kid. he stayed there for 4 old ages and studied the Koran with Muslim kids ( Kristof. 2007 ) . His gramps who was from Kenya was a Muslim but he was non able to run into his gramps. Barrack Obama may non be a existent Moslem but his roots says that his household was portion of this faith. At this point. possibly America is non yet ready for a Muslim president. It is non Obama but it’s his environment that keeps some people off from the thought of his presidential term. The treatment about his faith is truly perplexing. His party didn’t clear up anything about it and so. it is a enigma to the people of America. His ties with Islam and the Muslims are non clear plenty to do a statement ( Ward. 2008 ) . The media is now doing this information a large issue about him. It may do his failure in the election or possibly his manner in being the president. Plants Cited Kristof. Nicholas. â€Å"The New York Times† . 6 March 2007. hypertext transfer protocol: //www. basapa. com/2008Muslim Americans for Obama 08. 2007. muslimsforobama08. com World Wide Web. barrackobama. com

Social Impact of Theodore Roosevelt essays

Social Impact of Theodore Roosevelt essays The Social Impact of Theodore Roosevelt In the post-Gilded Age, America needed a strong President to carry out and embellish upon the social reform and dismantle the corruption left by trusts. Taking over for the late President McKinley, Theodore Roosevelt was the upper-class proponent of the people willing to wage the crusade against big business with a boyish vigor to be admired by the entire world. His campaign for the layperson to avoid the extremes of swollen fortunes and grinding poverty is one of Herculean proportions to be remembered for all history. To understand the political beliefs of Teddy Roosevelt, one must understand the man behind the peoples champion. Although wealthy in his youth, young Theodore quickly learned the value of hard work due to his frail body and failing eyesight; this value echoed in his every word and bled into every bill he signed. TR worked tremendously to maintain a healthy body and became quite skilled in many areas of sport, and built a titanic zest for life, which he carried through his presidency. Without adversity, Roosevelts romance with the raw wilderness and his sense of debt to the common person could never have been constructed. Beginning with his role in the Rough Riders, Theodore was a romantic and dynamic American hero for the new era. As President, TR was clever in bringing about his reform and fearless of his antagonists; for Roosevelt felt a president should lead and fight the good fight for the greater good. In May1902, he showed his political clout by arbitrating the coal dispute. TR backed the miners insisting that nobody owned them and by using the pressure of lose, TR composed a square deal for the miners and shook the age of Big Business by proving federal intervention was possible for the common man. When written, The Sherman Anti-trust Act was fruitless but in the inventive forges of R ...

Boots Marketing Strategy

Boots Marketing Strategy INTRODUCTION: Boots (UK) Ltd is also known as boots, It is the leading health and beauty retailer with around 1400 branches alongside in United Kingdom and Ireland. It has also more than 300 branches of Boots optician. Boots is previously known as The Boots Company, it has most its outlets in high streets throughout the United Kingdom and Ireland. Boots is subsidiary company of Alliance Boots. After merger of Alliance Boots and Boots Group Plc., Boots launched. Boots are dealing with 8 million customer every week. Boots develops and sells own brand products, a number of which are leaders in their respective markets. The Boots brand is founded on the trust, expertise and heritage, which comes with its longevity in the market. Boots Group operates three principal businesses: Boots The Chemists; Boots Opticians; and Boots Retail International. Pharmacy is a fundamentally important part of the brand; representing one quarter of sales, it is the foundation of Boots’ authority and credibility. Boots stores are mostly located on high streets; but, in line with modern shopping trends, its presence in edge of town retail parks is rapidly increasing. Over the last three years 48 such stores have opened, as well as a flagship London store on Oxford Street. Overseas, Boots is working closely with other major retailers in their local markets, to open Boots branded within their stores. There are currently 758 implants in 13 countries. Boots also has 96 standalone stores in Thailand. Boots has had an illustrious history. From its beginnings in 1849 as an herbalist shop, Boots has continually developed new product ranges, many of which are now household names in their own right. By the 1930s, Boots had more than 1,000 stores selling a wide range of products. Over the years Boots has successfully introduced brands such as 17 cosmetics, aimed at teenagers, which was introduced in 1968 and new business ventures such as Boots Opticians — now a major division of the business. In 1985 the Research Department received the Queen’s Award for Technological Achievement for the discovery and development of ibuprofen. The analgesic ibuprofen was introduced in 1969 as a prescription drug, but launched as the over the counter brand, Nurofen, in 1983. Boots’ internet business has become increasingly important in the new millennium and a successful part of the brand. Improvements have been made to the online customer experience making navigation easier, resulting in boots.com sales becoming bigger than those of the largest Boots store. Boots is best known for selling a wide range of products under the Boots brand name across health and beauty. The merger between Alliance UniChem plc. and Boots Group plc. was completed on July 1 2006, creating an international pharmacy-led health and beauty group operating in more than 15 countries across the world. The Alliance Boots network will include two retail formats, both under the Boots brand, ranging from approximately 1,500 smaller dispensing pharmacies to approximately 800 larger destination high street and edge of town health and beauty stores. In addition, Alliance Boots will also operate approximately 300 additional retail outlets, including freestanding Boots Opticians practices. Boots is also developing in-store â€Å"health zones† in its bigger stores, which will include extended waiting areas for customers collecting prescriptions. Consultation rooms for pharmacists are also being introduced, as part of a government initiative to alleviate the pressure on GPs’ surgeries.

Parameters of Ethical Decision Making Assignment

Parameters of Ethical Decision Making - Assignment Example However, a difficult choice comes in the conflict between making a decision based on morals or based on values. In this paper , an analysis of John Rawls theory of Justice as fairness will be carried out, together with analysis of other approaches that are used for ethical decision making. Fairness as Justice contains two principles that according to John Rawls, should always work as a unit and not individually in order to achieve their purpose. These include the liberty principle and the equality principle. The fair equality principle and the difference principle are part of the equality principle. The liberty principle sets the human being as the basic minimum standard for the fair and just institution. The equality principle acknowledges the difference in human being and it places that as an advantage to all. This means that the advantages are present to all and a veil of ignorance exits in front of the advantage putting everyone in the original position. Other ethical decision making approaches include utilitarian, universalism, moral rights and cost-benefit approach (Brooks and Dunn, 2010). Ethical decision making according to the utilitarian approach suggests that any action taken should always be for the good to the majority. The two major contributors of this ethical decision making approach are John Stuart Mill and Jeremy Bentham. Utilitarianism is considered a consequentialist classical approach of normative ethics that places actions as right or wrong based on the overall good and happiness. Act utilitarianism also called direct utilitarianism isolates certain actions under specific conditions while Rule utilitarianism isolates specific rules under specific conditions (Fumerton and Jeske,2010). One non-consequencialist approach to ethical decision making is based on morality. An ethical decision is one that focuses on moral principles despite the consequences. A decision can therefore be deemed ethical if it is perceived the best approach at that

Class Responses Week 9 Essay Example | Topics and Well Written Essays - 250 words

Class Responses Week 9 - Essay Example The entire world has remembered him for his struggle for the benefit of the whole nation. His beliefs were firmly glued on the concept that for an individual to be a freedom fighter one must suppress several personal feelings (O’Fallon, 2012). As a charismatic leader, Mandela showed that listening to other people’s ideas is the most vital thing for people to do rather than talking or making own decisions without consulting with others. Nelson Mandela characterised by his peaceful nature and being a man who loved peace, he fought for unity across the line of divide in South Africa (Stengel, 2008). Over the conduit of life exertion, Nelson Mandela was forced to make choices that were hard in order to realize his great dream of a democratic, as well as a unified South African country. In my conclusion, Nelson Mandela’s life and what he did to liberate South Africa makes him a transformational leader. Nelson Mandela life has impacted my performance in several dimensions. Through understanding his life, I came to understand that it is always important to listen to other people as they might be having useful ideas that can be helpful. He has also made me understand how great it is to have a peaceful and a unified collaboration among people to fulfill a course of

To See and Not See Essay Example for Free

To See and Not See Essay Have you ever been blind and then regained your sight even for a little while? Here’s another interesting question. If you have been blind and regained your sight for just a little while then, how would you think and how would you feel? It is imaginable that you might experience happiness and excitement at being able to see a world that had been hidden from you for so long; then, after a bit you might experience anger and frustration because of the difficulty adjusting to life as a sighted person. Therefore, it should come as no surprise that these and many other emotions were felt by Virgil, Amy, and his family when he regained his sight after being blind for most of his life. However, despite an operation to regain his sight Virgil loses his sight again.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Both the book To See and Not See by Oliver Sacks and the dramatic movie called Love at First Sight starring Val Kilmer as Virgil and Mira Sorvino as Amy tell Virgil’s remarkable story as his travels from darkness to light back to darkness again. The purpose of this paper is to compare and contrast the story and the movie. In addition, I will provide some personal reflection concerning how I would function in everyday life if I were blind.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The movie called At First Sight and the story To See and Not See has many differences. Some differences between the story and the movie are important to how the reader/viewer makes note of the key differences and some differences between the story and the movie aren’t important to how the reader/viewer look at the differences between the two mediums. There are many case studies of other blind people who have regained their sight for a while just like Virgil’s case. In fact, the story illustrated these other case studies such as a patient who went by the initials H.S. in order to compare and track Virgil progress and regression after the operation (Sacks, 1994, 10). The movie didn’t talk about other people who had been blind almost the entire lives and then regained their sight for a short time. This difference isn’t important to the evaluation of the two mediums.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In contrast, there is a difference between the story and the movie that does make an important difference in looking at the key points between the two genres. In the story Virgil and Amy had met and dated many years before they met again and ultimately married and in the movie Amy and Virgil had never met before they met at the spa. In addition, Amy in the movie had never been married and Amy in the story had been married before when she met Virgil. This is an important difference because some people when they have gone through life changing events such as moving and divorce would contact someone they liked and felt comfortable around. Therefore, it makes perfect sense that Amy would contact Virgil who she had dated before and felt comfortable with him. Also, the fact that in the story Amy and Virgil got married and in the movie Amy and Virgil are just dating make a huge difference because married people might stay together in times of crisis and a dating couple may decide that being together in times of crisis isn’t worth it and they may break up.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Also, I think that the fact that Amy has health problems in the story and she doesn’t have health problems in the movie provides her with different motivations for Virgil having the operation to restore his vision. In the movie At First Sight, Amy motivation for Virgil having the operation may be grounded in the fact that they are involved in a new love relationship. Also, she could wish Virgil to have the eye surgery because she is a perfectionist and if he has the operation to restore he will be perfect in her eyes (At First Sight, 1999). In the movie it seems as if Amy equates having the operation with having the â€Å"perfect† life with Virgil. In contrast, Amy in the story has health problems herself such as diabetes and asthma. In fact, Amy had to quit her job as a botanist due to her asthma (Sacks, 1994, 5). In the story, it seems as if Amy’s motivation for Virgil having the operation involves trying to help Virgil get better using the doctors that Amy uses to help her with her eye check ups due to diabetes (Sacks, 1994, 5). Due to the different motivations that prevail for Virgil having the operation the viewer of the movie might see Amy as selfish whereas the reader might feel for Amy and root for her and Virgil because of their health problems.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   I think that it is hard to give a concrete answer to the question whether operations to restore sight should be performed. It seems as if both in the movie and in the story Virgil had more problems when he could see than when he was blind. In the story when Virgil was blind he enjoyed life more because he loved going to the zoo to touch the gorillas and the giraffes. He also loved listening to baseball games when he was blind. However, when he could see and he went to the zoo he wasn’t allowed to touch any of the animals. Therefore he didn’t enjoy the zoo. Also, he lost his job due to complications from the operation (Sacks, 1994, 15, 20). Therefore, it seems that Virgil had freedom and independence when he was blind and he acted like a scared little child when he could see a bit. In fact, in the movie Virgil screams when he hears loud horns and sees bright colored cars coming at him (At First Sight, 1999). Therefore, based on these two examples it would seem that there needs to be more discussion and thought before allowing operations that restore sight. I think that people who have had their sight restored should have the option to have a Seeing Eye dog until they adjust to the world as a sighted person.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   If I were blind then, I would have to have to have much help in learning to adjust to not being able to see. I am an avid reader and I love to cook and bake. Therefore, it would be hard getting used to reading with my hands and learning a different way of cooking and baking. I would be frustrated if I regained my sight and then lost it again I feel for Virgil in both the story and as I watched the movie. However, I felt more sympathy for Amy in the story rather than Amy in the movie. I think the moral of both the story and the movie is sight doesn’t always give you the freedom or perfection that you seek.

The Awakening: Casting Shadows :: essays research papers

The Awakening: Casting Shadows Happiness; is it essential or is it a mere unimportant simplistic virtue in life's plans? Does everyone have the right to happiness? It is stated in the Constitution that we as Americans have the right to life, liberty, and the PURSUIT OF HAPPINESS. In the novel The Awakening by Kate Chopin the main Character Edna has the â€Å"perfect life†. The sweet loving husband, the cute children, enormous amounts of money and an extremely large house. Yet with all of this Edna is partially happy, but is not fulfilled. Since having a rushed marriage to spite her parents Edna never took time to examine her life to see what she wanted out of it. Edna late in the marriage wanted the freedom to explore her mind, find herself and find what this person liked. In the following I will defend the actions Edna took to find her happiness as irrational as they may seem. This story took place in the late 1800's when women's liberation was never heard of. In this era women were supposed to find happiness in serving their husbands and taking care of the children. There were no other options within the restrictive boundaries of marriage, and divorce was never an alternative. Women's lives were austere and self enrichment or self gratification were often times cast aside relative to the more mundane tasks of daily life. Most women accepted this but Edna did not. She figured that life was more than constantly doing for someone else. She wanted time for herself in order to figure out who she was. Some may see this as selfish but everyone is entitled to â€Å"me† time and space. Although I admit she did not go about it in the best way at times; Edna still was in going in the right direction. Edna's marriage to Leonce Pontellier was to spite her father the Colonel because Leonce was of a different religious faith. Also, Leonce was unceasingly devoted to Edna which was something that had never occurred in any other relationship. Edna, who had not experienced many male relationships before this was naive when it came to men. This naivetà © affected her in such a way that she neither knew love and it's limitations nor the experience it took to make it through a relationship. This showed Edna's immaturity which was a big issue in this story. This shown as the woman inside who had been asleep all those years. Her relationship with Leonce was what she sought to find happiness in. After six years of marriage to Leonce, Edna felt an ever-growing void in her The Awakening: Casting Shadows :: essays research papers The Awakening: Casting Shadows Happiness; is it essential or is it a mere unimportant simplistic virtue in life's plans? Does everyone have the right to happiness? It is stated in the Constitution that we as Americans have the right to life, liberty, and the PURSUIT OF HAPPINESS. In the novel The Awakening by Kate Chopin the main Character Edna has the â€Å"perfect life†. The sweet loving husband, the cute children, enormous amounts of money and an extremely large house. Yet with all of this Edna is partially happy, but is not fulfilled. Since having a rushed marriage to spite her parents Edna never took time to examine her life to see what she wanted out of it. Edna late in the marriage wanted the freedom to explore her mind, find herself and find what this person liked. In the following I will defend the actions Edna took to find her happiness as irrational as they may seem. This story took place in the late 1800's when women's liberation was never heard of. In this era women were supposed to find happiness in serving their husbands and taking care of the children. There were no other options within the restrictive boundaries of marriage, and divorce was never an alternative. Women's lives were austere and self enrichment or self gratification were often times cast aside relative to the more mundane tasks of daily life. Most women accepted this but Edna did not. She figured that life was more than constantly doing for someone else. She wanted time for herself in order to figure out who she was. Some may see this as selfish but everyone is entitled to â€Å"me† time and space. Although I admit she did not go about it in the best way at times; Edna still was in going in the right direction. Edna's marriage to Leonce Pontellier was to spite her father the Colonel because Leonce was of a different religious faith. Also, Leonce was unceasingly devoted to Edna which was something that had never occurred in any other relationship. Edna, who had not experienced many male relationships before this was naive when it came to men. This naivetà © affected her in such a way that she neither knew love and it's limitations nor the experience it took to make it through a relationship. This showed Edna's immaturity which was a big issue in this story. This shown as the woman inside who had been asleep all those years. Her relationship with Leonce was what she sought to find happiness in. After six years of marriage to Leonce, Edna felt an ever-growing void in her

Hotel Management System Essay

The following subsections of the Software Requirements Specifications (SRS) document provide an overview of the entire SRS. 1.1 Purpose The Software Requirements Specification (SRS) will provide a detailed description of the requirements for the Hotel Management System (HMS). This SRS will allow for a complete understanding of what is to be expected of the HMS to be constructed. The clear understanding of the HMS and its’ functionality will allow for the correct software to be developed for the end user and will be used for the development of the future stages of the project. This SRS will provide the foundation for the project. From this SRS, the HMS can be designed, constructed, and finally tested. This SRS will be used by the software engineers constructing the HMS and the hotel end users. The software engineers will use the SRS to fully understand the expectations of this HMS to construct the appropriate software. The hotel end users will be able to use this SRS as a â€Å"test† to see if the software engineers will be constructing the system to their expectations. If it is not to their expectations the end users can specify how it is not to their liking and the software engineers will change the SRS to fit the end users’ needs. 1.2 Scope The software product to be produced is a Hotel Management System which will automate the major hotel operations. The first subsystem is a Reservation and Booking System to keep track of reservations and room availability. The second subsystem is the Tracking and Selling Food System that charges the current room. The third subsystem is a General Management Services and Automated Tasks System which generates reports to audit all hotel operations and allows modification of subsystem information. These three subsystems’ functionality will be described in detail in section 2-Overall Description. There are two en users for the HMS. The end users are the hotel staff (customer service representative) and hotel managers. Both user types can access the Reservation and Booking System and the Food Tracking and Selling System. The General Management System will be restricted to management users. The Hotel Management System’s objectives is to provide a system to manage a hotel that has increased in size to a total of 100 rooms. Without automation the management of the hotel has become an unwieldy task. The end users’ day-to-day jobs of managing a hotel will be simplified by a considerable amount through the automated system. The system will be able to handle many services to take care of all customers in a quick manner. The system should be user appropriate, easy to use, provide easy recovery of errors and have an overall end user high subjective satisfaction. 1.3 Definitions, Acronyms, and Abbreviations. SRS – Software Requirements Specification HMS – Hotel Management System Subjective satisfaction – The overall satisfaction of the system End users – The people who will be actually using the system 1.4 Overview The SRS is organized into two main sections. The first is The Overall Description and the second is the Specific Requirements. The Overall Description will describe the requirements of the HMS from a general high level perspective. The Specific Requirements section will describe in detail the requirements of the system. 2 The Overall Description Describes the general factors that affect the product and its requirements. This section does not state specific requirements. Instead it provides a background for those requirements, which are defined in section 3, and makes them easier to understand. 2.1 Product Perspective The HMS is an independent stand–alone system. It is totally self contained. 2.1.1 Hardware Interfaces The HMS will be placed on PC’s throughout the hotel. 2.1.2 Software Interfaces All databases for the HMS will be configured using Oracle 8i. These databases include hotel rooms and customers information. These can be modified by the end users. The room database will include the room numbers and if they are vacant or occupied. The customers information database will contain all the information of the customer such as first name, last name, number of occupants, assigned room, default room rate(may be changed), phone number, whether or not the room is guaranteed, credit card number, confirmation number, automatic cancellation date, expected check in date and time, actual check in date and time, expected check out date and time, amount owed by customer, and abbreviated customer feedback. 2.2 Product Functions Reservation and Booking System Allows for typing in customer information Has a default room rate that is adjustable Includes a description field for the changed rate When a customer checks in, the room number will be changed to occupied in the database Ability to modify a reservation When no rooms are available and a customer would like to extend their reservation their information will be placed in a database and when there are rooms available the first customer on the list will have the room When a customer checks out the amount owed is displayed If the internal clock states that is a customer’s time to have checked out and customer has not checked out, adds an extra night to amount owed and provides a report Records that room is vacant Records payment Allows for space to write customer’s feedback Tracking and Selling Food System Tracks all meals purchased Charges the current room as necessary General Management Services and Automated Tasks System Reports generated to audit hotel occupancy, future occupancy, room revenue, and food revenue Exception reports listing exceptions to the normal cost Allows addition, deletion and modification of information on rooms and rates, menu items and prices, user profiles Creation of users and assigning passwords 2.3 User Characteristics Educational level of HMS computer software – Low Experience of HMS software – None Technical Expertise – Little 2.4 Apportioning of Requirements The audio and visual alerts will be deferred because of low importance at this time. 2.5 Assumptions and Dependencies – The system is not required to save generated reports. – Credit card payments are not included 3 Specific Requirements This section contains all the software requirements at a level of detail, that when combined with the system context diagram, use cases, and use case descriptions, is sufficient to enable designers to design a system to satisfy those requirements, and testers to test that the system satisfies those requirements. 3.1 External Interfaces The Hotel Management System will use the standard input/output devices for a personal computer. This includes the following: Keyboard Mouse Monitor Printer 3.1.1 User Interfaces The User Interface Screens are described in table 1. Table 1: Hotel Management User Interface Screens Screen Name Description Login Log into the system as a CSR or Manager Reservation Retrieve button, update/save reservation, cancel reservation, modify reservation, change reservation, adjust room rate, accept payment type/credit card Check-in Modify room stay (e.g., new credit card), check-in customer (with or without a reservation), adjust room rate, special requests, accept payment type/credit card Checkout Checkout customer, generate bill Hotel Payment Accept payment for room and food Room Service/Restaurant Create order, modify order, view order, cancel order, generate meal bill Customer Record Add or update customer records Administer Rooms Availability and rates Administer User Create, modify, and delete users; change password Administer Meals Create, modify, and delete meal items and prices Reports Select, view, save, and delete reports 3.1.2 Software Interfaces The system shall interface with an Oracle or Access database. 3.1.3 Hardware Interfaces The system shall run on a Microsoft Windows based system. 3.1.4 Communication Interfaces The system shall be a standalone product that does not require any communication interfaces. 3.2 Functional Requirements Functional requirements define the fundamental actions that system must perform. The functional requirements for the system are divided into three main categories, Reservation/Booking, Food, and Management. For further details, refer to the use cases. 1. Reservation/Booking 1.1. The system shall record reservations. 1.2. The system shall record the customer’s first name. 1.3. The system shall record the customer’s last name. 1.4. The system shall record the number of occupants. 1.5. The system shall record the room number. 1.6. The system shall display the default room rate. 1.6.1. The system shall allow the default room rate to be changed. 1.6.2. The system shall require a comment to be entered, describing the reason for changing the default room rate. 1.7. The system shall record the customer’s phone number. 1.8. The system shall display whether or not the room is guaranteed. 1.9. The system shall generate a unique confirmation number for each reservation. 1.10. The system shall automatically cancel non-guaranteed reservations if the customer has not provided their credit card number by 6:00 pm on the check-in date. 1.11. The system shall record the expected check-in date and time. 1.12. The system shall record the expected checkout date and time. 1.13. The system shall check-in customers. 1.14. The system shall allow reservations to be modified without having to reenter all the customer inforamtion. 1.15. The system shall checkout customers. 1.15.1. The system shall display the amount owed by the customer. 1.15.2. To retrieve customer information the last name or room number shall be used 1.15.3. The system shall record that the room is empty. 1.15.4. The system shall record the payment. 1.15.5. The system shall record the payment type. 1.16. The system shall charge the customer for an extra night if they checkout after 11:00 a.m. 1.17. The system shall mark guaranteed rooms as â€Å"must pay† after 6:00 pm on the check-in date. 1.18. The system shall record customer feedback. 2. Food 2.1. The system shall track all meals purchased in the hotel (restaurant and room service). 2.2. The system shall record payment and payment type for meals. 2.3. The system shall bill the current room if payment is not made at time of service. 2.4. The system shall accept reservations for the restaurant and room service. 3. Management 3.1. The system shall display the hotel occupancy for a specified period of time (days; including past, present, and future dates). 3.2. The system shall display projected occupancy for a period of time (days). 3.3. The system shall display room revenue for a specified period of time (days). 3.4. The system shall display food revenue for a specified period of time (days). 3.5. The system shall display an exception report, showing where default room and food prices have been overridden. 3.6. The system shall allow for the addition of information, regarding rooms, rates, menu items, prices, and user profiles. 3.7. The system shall allow for the deletion of information, regarding rooms, rates, menu items, prices, and user profiles. 3.8. The system shall allow for the modification of information, regarding rooms, rates, menu items, prices, and user profiles. 3.9. The system shall allow managers to assign user passwords. 3.3 Nonfunctional Requirements Functional requirements define the needs in terms of performance, logical database requirements, design constraints, standards compliance, reliability, availability, security, maintainability, and portability. 3.3.1 Performance Requirements Performance requirements define acceptable response times for system functionality. The load time for user interface screens shall take no longer than two seconds. The log in information shall be verified within five seconds. Queries shall return results within five seconds. 3.3.2 Logical Database Requirements The logical database requirements include the retention of the following data elements. This list is not a complete list and is designed as a starting point for development. Booking/Reservation System Customer first name Customer last name Customer address Customer phone number Number of occupants Assigned room Default room rate Rate description Guaranteed room (yes/no) Credit card number Confirmation number Automatic cancellation date Expected check-in date Expected check-in time Actual check-in date Actual check-in time Expected check-out date Expected check-out time Actual check-out date Actual check-out time Customer feedback Payment received (yes/no) Payment type Total Bill Food Services Meal Meal type Meal item Meal order Meal payment (Bill to room/Credit/Check/Cash) 3.3.3 Design Constraints The Hotel Management System shall be a stand-alone system running in a Windows environment. The system shall be developed using Java and an Access or Oracle database. 3.3.4 Standards Compliance There shall be consistency in variable names within the system. The graphical user interface shall have a consistent look and feel. 3.3.5 Reliability Specify the factors required to establish the required reliability of the software system at time of delivery. 3.3.6 Availability The system shall be available during normal hotel operating hours. 3.3.7 Security Customer Service Representatives and Managers will be able to log in to the Hotel Management System. Customer Service Representatives will have access to the Reservation/Booking and Food subsystems. Managers will have access to the Management subsystem as well as the Reservation/Booking and Food subsystems. Access to the various subsystems will be protected by a user log in screen that requires a user name and password. 3.3.8 Maintainability The Hotel Management System is being developed in Java. Java is an object oriented programming language and shall be easy to maintain. 3.3.9 Portability The Hotel Management System shall run in any Microsoft Windows environment that contains Java Runtime and the Microsoft Access database. 4 Change Management Process Changes to this document may be made after approval from the project manager and the client approval officer. 5 Document Approvals 5.1 Team One Approval ____________________________________ Sandra Busik/Reita Sikka Date 5.2 Team Two Approval ____________________________________ Lisa Ferrett Date 6 Supporting Information A system context diagram as well as use cases and use case descriptions have been developed in separate documents.

Song of Solomon

Sona Ramnani 2/15/12 EN10258 Professor Blumberg Rough Draft2 â€Å"Then she felt the magic, the African mystery. Say she rose just as free as a bird. As light as a feather† (Hamilton 3) A tale that liberates most, an African mystery, moves generations of Africans as well as other races with a sense of liberation. â€Å"The People Could Fly† gives people a wishful fulfillment. The story is a thorough fantasy of suffering and of magical powers to reach the liberation the people once had. Flying, is an escape. It leaves one in complete release. The People could fly† folktale almost makes those who hear it think that people can actually fly to freedom. However, when reaching this freedom, there are costs. Leaving ones family behind, or consequences of the escape. Nonetheless, it must have been done. In Toni Morrison’s novel Song of Solomon, she liberates us with this sense of flying and escape. The novel, Song of Solomon’s characters accept human flight as a natural occurrence, kind of like the folktale shows it, to liberation. Song of Solomon begins with a suicide attempt from an African American man.Instead of trying to get him down, people simply watch and observe rather then prevent his leap thinking that his flight to liberation may be possible. Throughout the rest of the novel, Morrison traps the reader in themes of struggle for family relationships, the importance of ones name, and independence â€Å"The fathers may soar? And the children may know their names†? This quote foreshadows Milkman, the main character’s, journey throughout the novel and his own pursuit of freedom and flight. This quote also is subject to the bond between father and son.Milkman has always been distant with his family in some ways and mostly with his father. When receiving the nickname â€Å"Milkman†, â€Å"It did nothing to improve either one’s relationship with his father† (Morrison 15). Macon Dead was a man with no depth. His cares revolved around money and material items, and showing any sign of love towards his son was uncommon. This relationship created a underlying hatred between father and son and Milkman â€Å"differed from him as much as he dared† (Morrison 63) He soon starts to look for something different, â€Å"a people† or a different nature, ones who care and weren’t that like his family.Chimamanda Adiche, African writer would say â€Å"He was looking for a different story†. Unknowingly this is where Milkman’s path to flight begins, where he soon discovers old-fashioned â€Å"southern hospitality†. On his trip to Danville, a stranger offers him a ride and a drink, when Milkman tries to pay the man he receives a reply â€Å"I ain’t got much, but I can afford a Coke and a lift now and then† (Morrison, 255). His experiences there show him the build of complete generosity and he learns of a new kind of people where he feels con nected unlike at home where he always felt like an outsider.This leads Milkman’s sudden transformation, the reader watches him grow selflessness. Helping strangers and he realizes â€Å"From the beginning his mother and Pilate had fought for his life, and he had never so much as made with of them a cup of tea† (Morrison, 331). During his journey in Danville, Milkman is on the search for the importance in names. Throughout the novel is has given him a lot of conflict because or where his name was originated from and how it had bad old pasts to it.In Danville he is on a hunt, an obsession to learn how his fathers name originated and pursued the origin of his grandfathers name as well. He had come to the realization that, â€Å"When you know your name, you should hang onto it, for unless it is remembered, it will die when you do† (Morrison, 329). This also creates a sense of caring for Milkman, towards his newfound family origin as well as the people he regretfully treated. â€Å"The fathers may soar† excerpt in the quotation really sets in at this point in the novel.Flight comes full circle from the beginning to the very last sentence of the novel. For practically his whole life Milkman did not care too much about any other human being. Then he slowly started to change in Danville. He started to care about others and the relationships he had with them â€Å"Milkman felt as awkward as he sounded. He had never had to try to make a pleasant impression on a stranger before, never needed anything from a stranger before, and did not remember ever asking anybody in the world how they were† (Morrison, 229). Milkman became a new person, he was independent nd like his great-grandfather he was ready to fly. Ever since he was little he had this determined state of mind that â€Å"only birds and airplanes could fly- and he lost all interest in himself†(Morrison, 9). His entire life was an unconscious search for his ability to take fl ight. When seeing a peacock, Milkman asks his best friend Guitar, â€Å"How come it can’t fly no better than a chicken? † â€Å"Too much tail. All that jewelry weighs it down. Like vanity. Can’t nobody fly with all that shit. Wanna fly, you got to give up the shit that weighs you down† (Morrison, 179).This directly showed milkman that he needed to give up all the materialistic wants, the hatred toward his family, the incapable lack of emotion and soon he begins to â€Å"not to notice or care about the rip at the knee or under the arm† (Morrison, 254) Soon he learns that it is in his blood to fly, that there was hope and a chance for his to feel free of all the vanities that have been bringing him down for years. At the very end of the book Milkman is in a near death situation and he is not afraid â€Å"He knew what Shalimar knew: If you surrendered to the air, you could ride it† (Morrison, 337).Works Cited The Danger of A Single Story. Perf . Chimamanda Adiche. 2009. Online. Hamilton, Virginia. â€Å"Amazon. com: The People Could Fly: American Black Folktales (9780679843368): Virginia Hamilton, Leo Dillon, Diane Dillon Ph. D. : Books. †   Morrison, Toni. Song of Solomon. New York: Knopf, 1977. Print. Acknowledgments I would like to acknowledge my classmates as well as Professor for leading me in deep discussions to further my ideas of these novels, readings, as well as videos.

Managing Change in Organization The Nestle Case Study

Managing Change in Organization The Nestle Case Study Executive summary Nestle is a multinational company that is involved in manufacturing products, in the nutrition, health and wellness industry. Since its establishment in 1886, it has undergone through several changes which its CEO, Brabeck-Letmathe, says are steady and well calculated. A recent change is use of GLOBE, system Codification-Based Strategy, in information use and sharing.Advertising We will write a custom report sample on Managing Change in Organization: The Nestle Case Study specifically for you for only $16.05 $11/page Learn More It was meant to improve productivity, efficiency and increase the quality of customer care services. This system changed the way information is accessed, used and shared among employees in various departments all over the world. This system called for a change in the way employees related with management and vice versa which necessitated a change in the organizational structure of the company. In this report I take a brief look at some of the changes that have occurred at Nestle over the years and the current change due to GLOBE system and the need for it. The structures of the organizational changes that occur at Nestle are discussed in detail. This process presented challenges for the implementers and Nestle in general since it was met with resistance and delay. This was countered with intensified campaigns to create awareness and lobby for the changes. Finally, an action plan of the change management activities in Nestle is outlined detailed what will be done in each program, who will do it, for how long and the cost to the company. The changing Nestle Nestle is a multinational company that is involved in manufacturing products, in the nutrition, health and wellness sector. The buzzword in nestle is ‘good food, good life’ which summarizes its mission of providing their consumers with a broad range of food and beverage products for all events that are the best tasting and most nu tritious. Another buzz word for Nestle is ‘creating a shared value’ which Broeckx, (2007) explains means that the corporation creates and pursues long term sustainable value in actions, strategies and processes to all stakeholders be it consumers, communities, shareholders, employees and business partners. Beside these, are the corporate, business principles where the company outlines its culture, which has been in use for more than 140 years, and are a manifestation of Nestlà ©Ã¢â‚¬â„¢s thoughts on fairness, honesty and long-term thinking (Nestle, 2011).Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The company was founded in 1866 by a Swiss national, Henry Nestle in Vevey, in Switzerland. During this time, marketing of products outside the country was through sales agents. This, however, changed in 1900s when the company started buying subsidiaries in foreign co untries. In America, the company launched its products after the First World War in response to increased demand for dairy products. This was done through acquisition of existing factories, and soon after the Second World War, many executives in the Vevey headquarters were transferred to the country. These moves were part of the changing strategies to increase efficiency and productivity for the company (Douglas Craig, 2009). The first major change came in 1974 when the company bought majority shares in the cosmetic giant L’Oreal. This was a well calculated move to increase the company’s growth and diversification. The company was criticized for investing in a company that was debt ridden, but soldiered ahead. The second major change was in diversifying to the pharmaceutical industry by buying a U. S company, Alcon Laboratories, who were makers of pharmaceutical and ophthalmic products. Many other changes came in the 1980s and 1990s when financial improvement through strategic acquisitions and diversifications. This necessitated the sale of non-strategic and nonperforming businesses while acquiring others such as the 1984 acquisition of Carnation (Nestle, 2011). Today the company is continually restructuring its business with an annual budget of $3000 million set aside for this. Nestle CEO, Brabeck-Letmathe says that steady and well calculated change is what Nestle implements and does not do this as a fashion thing but as a well thought long term strategy. He implemented a complete overhaul of the executive board and replaced them with 10 new executives so as to build on the company’s strength something that has guides the company’s organizational changes. Nestle managers’ commitment is what keeps the company steady with their â€Å"steeped in Nestle corporate culture† which orients them to focus on the long term goals of the company rather than short term profits.Advertising We will write a custom report samp le on Managing Change in Organization: The Nestle Case Study specifically for you for only $16.05 $11/page Learn More This corporate culture also established the company’s major strengths such management of corporate growth and its relation to technology. The executive focuses on strengthening and upholding the company’s strength, as opposed to their completed overhaul (Broeckx, 2007). The most recent change has been on using and sharing information which gave birth to the Codification-Based Strategy of which nestle chose GLOBE. This connects all Nestle departments around the world, and makes company information accessible to all its employees. This makes information available to all employees and, therefore, no one is more important than the other due to the information he has that others do not have. Information is power, as it allows communication flow between people in the company. However, in order to access specific information or data, one fill s request form. This means employees should be taught how to access and use this information. This also requires a change in the way communication is carried out in the company since the current model could not support the change in information sharing (Nestle, 2010). The nature of change As we have seen above, in order for an employee to access specific information or data, one fills request form. This means employees need to be trained on how to access and use this information. Further, the old organizational structure has to go, which in this case was the top-down approach. Top-down organizational structure used in Nestle had several limitations; professional development followed a vertical manner within a function which does not encourage networking, communication is done through the ranks which do not encourage contribution from employees, cooperation was shadowed by competition and the obedience orientation which discourages initiative (Broeckx, 2007). This change in the organ izational structure will need management strategies to allow employees to cope with change and contribute to the organization’s goals as they are now empowered.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The organizational structure changes that were implemented in Nestles the structurally changing processes approach that involved making substantial changes to the existing organizational structure. This meant that every employee will be oriented to focus on the changes introduced by GLOBE. This is in line with the corporate ‘Untouchables’ or strong points of the company that focuses on strengthening its strengths and the role of technology in the company. The GLOBE system was meant to improve productivity, efficiency and increase the quality of customer care services, therefore, need to position the organizational structure to meet these needs (Chaudron, 2006). The structural approach to managing change was implemented by forming steering committees of senior managers to appoint a multidisciplinary team that will design which actions to be taken in order to realize the goal of the company using this new change in information access. The team assessed the culture of the company, the system used, and the conditions prevailing in the company and came up with recommendations for action which were reported to the committee of senior managers. The recommendations focused on things such as self-directed work teams, pay for information and restructuring the company away from traditional roles to focus more on the products, customers and geographical point of reference (Management Decisions and Research Center, 2000). The advantages with this structure as explained by Chaudron, (2006) are that major issues arising in the company are dealt with upfront as opposed to being postponed to the next meeting or such, some aspects of the company such as direct communication flow from marketers to production and finance department improved the productivity of the company and showing the employees that the company really wanted to change the way the company is run. The disadvantage is that too much information was being revealed to employees and managers felt as if t hey were losing their bearing or that their power was being taken away from them (Durant, 2008). Change structures A traditional hierarchical, pyramidal organizational structure is what existed in Nestle before the GLOBE system was introduced. This system cannot function effectively and efficiently in such a structure. In order for nestle employees to match their goals with that of the company, share ideas with the management, act proactively and collaborate in making the goals of the company realistic, this structure had to change. Furthermore, the new system of sharing information required highly skilled and informed employees who will no longer need to be supervised. An organizational structure named ‘Nestle for the future’ was implemented (Chaudron, 2010). This structure focused on addressing four things that were identified as an impediment to organizational management; align employees’ goals with those of the company, utilizing employees’ insight and action, enhancing cooperation and encouraging employees to be proactive. To divert the employees towards a performance way of life, a program with five parts was then formulated. These programs were implemented simultaneously (Cummings Worley, 2008). The flat and flexible structures This involved dismantling the pyramidal structure and replacing it with a non-pyramidal structure that focused on networking between management and employees. This reviewed structures and retained fewer hierarchical levels worldwide that allowed flexibility and quickness in responding to issues while still sustaining its growth (Cummings Worley, 2008). Inspiring management A review of how management related with its staff showed that action was needed to encourage contributions and cooperation from the staff. This had to start from the way management saw the staff and in regard to this two programs were developed; Nestle leadership program and the grow people program. Nestle leadership program The lea dership program was done on four bases. These include change had to start with leadership at the top level managers needed to accept they can improve, outsourcing for the program providers and program to be based on feedback from those working close to the managers, colleagues, superiors and subordinates (Carley Hill, 2009). Grow people initiative This involved changing how people were assessed. These new developments were on the basis of cooperation, promotion of personal development and sharing of the information. This changed the way managers assessed by people by just ‘judging’ them as if they are not involved themselves to making them committed developers of people. A progress and development was introduced for this purpose. The traditional rating model, which focuses on the past rather than the future, was abandoned (Pries-Heje, 2005). Long-term development This was aimed at developing long-term careers not in the previous silo thinking model but in developing ta lents, and skill in a structure which is flexible and responsive to specific talents of skills. Previously careers moved in a vertical manner within one function which was not sensitive to talents and geographical integration. This was made possible by the network structure, and a talent pool was established which has more than 2000 names from across the globe (Broeckx, 2007). Dynamic compensation The new career paths were important, to achieve this, the flattened organization was structured through creation of a new remuneration model. This model allows staff to raise their salaries without the need for promotion. This involved laying down concrete measures for measuring pays and compensations which encompass not only past achievements but also long term incentives. In addition to this, a long-term incentive plan was introduced (Broeckx, 2007). Lifelong learning program This program involved ensuring continuous education and learning experiences for employees which is very importan t in the ‘Nestle for the future’ strategy. This is in line with nestles philosophy of continuous learning (Cummings Worley, 2008). Challenges in initiating changes and how they were managed Resistance to change by some managers was a major challenge the ‘nestle for the future encountered where some managers had problems with various aspects of the program. The elimination of the rating system for staff to be replaced by the progress and development guide was too much for them. They argued that, rating employees drive performance, but Nestle is for long term growth not short tern profits. Those that were unable to cope with this quit, while others were given early retirement. It, however, slowed down implementation of the program in some regions. The program was eventually embraced wholly when it benefits were understood and working become more exciting (Broeckx, 2007). Delay in program implementation was experienced. This was caused by the managers resisting the changes that were introduced. Though various aspects of this program were meant to run simultaneously, this was delayed for close to two years as the program was viewed with a lot of skepticism and others felt threatened by the changes. The steering committee composed of the senior managers and the team of employees carried out a vast campaign which included visiting different regions and affiliates and giving presentations on the changes and the benefits to be accrued besides other forms of communication. The Progress and Development Guide, which had brought a lot of issues was put on the website and operated there so as to aid its implementation (Cummings Worley, 2008). The unwillingness of the management to share their skills and gifts with other regions, functions and businesses was an impediment that was encountered in the process of implementing the process. In the flat and more flexible model, networking is the core word which means increased communication and sharing of inf ormation between the above. This took three years to see anything substantial which delayed the long-term learning aspect of the program. Communication was intensified through various channels until people were comfortable with the program (Carley Hill, 2009). Action Plan Program aspect Activities Actors Timeframe Cost in US dollars Designing and implementing flat and flexible structures Design fewer management level Seeking contributions from various actors Senior steering committee Multidisciplinary team Employees and managers 1 year $10 million Inspiring management Nestle Leadership programNestle grows people initiatives Carrying out self assessment program for managers Interviewing a section of subordinates, colleagues and superiors of managers in the self assessment programDeveloping Progress and Development guide activities for employees Organizing seminars, workshops for employees Managers A training and development company Steering committee Multidisciplinary team Ma nagers Employees Training and development consultant Long-term (5 years) Long-term (5 years) $125 million $250 million Longlife development Establishing horizontal career paths Establishing levels of networking Mentoring programs Identifying talent and developing it Training and development consultant Human resources department Steering committee Multidisciplinary team Employees managers Long-term $100 million per year Dynamic compensation Developing a new remuneration model Carrying out various communication activities Human resources department Steering committee Multidisciplinary team Finance department Nestle Workers union Short term (1 year) $50 million Lifelong learning Establishing the learning and education needs for the company Compiling and maintaining a database for Nestle talent pool Mentoring program for young talent to be included in the talent pool Identifying talents need for Nestle Identifying and establishing horizontal career paths Establishing review criter ia for talent pool and succession plans Training and development consultant Human resources department Steering committee Multidisciplinary team Employees managers Long term $70 million per year Reference List Broeckx, P., 2007. Perspectives for Managers. In R. Hooijberg, J. Hunt, J. Antonakis, K. Boal, Being There Even When You Are Not:Leading Through Strategy, Strctures and Systems (pp. 96-106). United States of America: IMD International. Carley, K., Hill, V., 2009. Structural Change and Learning Within Organisations.  United States of America: Carnegie Mellon University. Chaudron, D., 2010. Begin at the beginning in organizational change. Organized Change Consultancy. Web. Chaudron, D., 2006. Organized Change: A Tale of Three Vilages: Approoaches to Implementing Organisational Change. The Business Forum, 43-48. Cummings, T., Worley, C., 2008. Institutionalizing Structural Change at Hewlett Packard. In T. Cummings, C. Worley, Organisational Development and Change (pp. 20 8-216). United States of America: Cengage Learning. Douglas, S., Craig, S., 2009. International Brand Architecture: Development, Driver  and Design. New York: New York University. Durant, M., 2008. Managing Organisational Change. United States of America: CCE, CPA. Kezar, A., 2001. Understanding and Facilitating Organizational Change in the 21st  Centuary: Recent Research and Conceptualizations. United States of America: john Wiley Sons. Management Decisions and Research Center., 2000. Organisational Change.  Washington, DC: Department of Veteran Affairs. Nestle., 2010. Current Situation. Web. Nestle., 2011. History. Web. Pries-Heje, J., 2005. eGovernment and Structural Reform on Bornholm: A Case Study.  Electronic Government: 4th International Conference (pp. 124-145). Coppenhagen: university of Coppenhagen.

Plesae read the atricle and answer Assignment Example | Topics and Well Written Essays - 250 words

Plesae read the atricle and answer - Assignment Example Subsequently, the author details how during the post war years different actors helped to re-define the shrines in terms of pre-Imperial power and greatness of Japanese tradition. Likewise the article details the historical meanings and religious connotations that the shrine has had on various groups throughout Japanese history to include: Buddhist monks, Yamato dynasty, Imperial Japan, and Post-World War II Japanese culture and society. In a sense, by analyzing the way that this shrine has had such a profound effect on the determination of the society and the different factions within it, the author is able to emphasize how locations and images have a profound effect on the identify of given groups and how they in turn relate to the rest of the world around them. The greater understanding that the reader is about to walk away from this piece with is that humanity ascribes its own unique values and belief systems to historic relics or shrines that exist in contemporary society. This truism is especially helpful in understanding how religious movements and radical political movements are able to gain such a great deal of influence and form a clear (albeit oftentimes patently false) connection to some point in history. Naturally one immediately recalls the Nazi’s attempts to bend history and various shrines to their own distinct interpretation of

The Factors before Implementing Economic Value Added Essay

The Factors before Implementing Economic Value Added - Essay Example One of the most crucial factors that are likely to have significant influence over the implementation process of EVA is the support and commitment from top management of the organization. Since the concept of EVA involves the change in attitude and behavior, it is very important to have acceptance from the top level. Researchers show that EVA and all other aspects that are associated with it will be completely accepted by the employees when they will identify that the top management of the firm has already accepted it. Often it is found that the senior executives are actually half-heartedly committed to the concepts like EVA as their understanding regarding value creation is vague. As a consequence entire implementation process gets affected and this, in turn, affects the company’s performance in the long run. However, according to Stephen F. OByrne and S. David Young, making the senior management, as well as the board, understand regarding the value-based management and EVA i s just a start of the entire implementation process (Young & OByrne, 2001). They have also opined that the executives and consultants have to take additional responsibilities and convince the top management and board of the company regarding the importance of value creation and the role of EVA (Young & OByrne, 2001). Once, this starting phase is completed, key strategic decisions regarding program design have to be taken. It is very important to consider the factors like EVA centers. It is crucial to define the EVA centers for a particular organization. In other words, organizations need to identify how far down the organizational hierarchy the EVA concept will be implemented. In order to define the EVA centers, existing profit centers can be taken into consideration.      In addition to this, there are two other important factors that have to be taken care in the process of implementing EVA in an organization.