Corporate Social Responsibility in the Tobacco Industry Essay

Corporate Social Responsibility in the Tobacco Industry - Essay Example This research will begin with the statement that the tobacco industry has consistently increased its corporate social responsibility presence in the society as a public relations exercise. This is with the intention of negating the ills of its operations on the society. Nevertheless, regardless of its efforts, smoking continues to cause death, deforestation, child labor and environmental degradation at a level that should be stopped by all means possible. The tobacco industry has capitalized on the health, social, economic and environmental problems its causes as a business opportunity to promote its image without sincerely addressing the problems CSR is supposed to tackle. Therefore, the industry’s CSRP is not ethical and defeat the key essence of CSR principles in the business world. The corporate social responsibility attempts by the British American Tobacco Malaysia, which involved assistance to tobacco farmers, charitable donations, scholarships grants, and anti-smuggling enforcement, succeeded in improving the company’s image in the public and negating criticism directed at its activities. The continued uncensored operations would lead to more public health and environmental problems for the world. Tobacco farming worldwide directly causes environmental degradation through soil depletion and erosion, and water table pollution. In developing countries, child laborers exposed to harmful pesticides and nicotine poisoning characterize tobacco farming. This is unethical and unacceptable. There are serious concerns for environmental sustainability as tobacco farming causes around 4 % of the world’s annual global deforestation and the company has no effective measures of dealing with these problems. Transnational tobacco companies CSR initiatives are deceptive and seek to increase smoking and tobacco farming, which Increases their profits. In my view, the transnational tobacco companies have violated various global business standards in thei r persistent effort to defeat the various strategies and regulations aimed at controlling the tobacco industry. The world health organization advances most of these schemes.

E- business Research Paper Example | Topics and Well Written Essays - 1500 words

E- business - Research Paper Example as brought in the business world, theories that govern the E- business and thereby highlighting the applications used in the computers to support E-business. The term E -business is generally used to describe any kind of business that is done on the internet, or utilizing internet technologies to improve the productivity and the profitability of a business. It is a firm which conducts most of its daily business functions over the internet and other electronic networks (BusinessDictionary, 2012). Despite E -business tracing its emergence back to 1997, it’s still on its early stages of use, especially in third world countries. The united Consensus Becan, defines it as any procedure that a business organization or company happens to conducts over a mainly computer dependent network. This process involves the production of customer satisfaction and the internal management focused on a business process. The process itself takes place online, it involves all users via internet and to specified users via extranet. The three main types of E- business include; business to customer (B2C) which is basically the exchange of information products or services that involves a business firm and a customer via internet. The other type of E- business is business to business (B2B). It involves large money transfers (Yale University, 2012). B2B is responsible for constantly changing corporate buying habits. A good example is a car company selling parts to car dealers of other companies r ather than dealing with customers directly. Business to Government (B2G) is another form of business, which is basically the online exchange of information between a business company and government agencies via electronic means as is the case where a company offering electronic task firm. Transactions that occur within the selected E business process are completed when an eventual agreement is finally reached between the two negotiating parties involved. This involves the buyer and the seller.

Taylors Scientific management Theory

Taylors Scientific management Theory CRITICALLY ASSESS THE WAYS IN WHICH F.W.TAYLORS SCIENTIFIC MANAGEMENT THEORY HAS INFLUENCED HOW CONTEMPORARY ORGANISAYIONS ARE MANAGED. Introduction (250 words) (Write after written the main body) Brief explanation of scientific management Briefly say how this links to contemporary management * Father of scientific management (Pollard, 1982, page 3) * Scientific management was developed as Taylor realised workers never worked anywhere near the speed possible due to the lack of knowledge and control from the managers; this was known as systematic soldiering. (Pollard, 1982, page 4) * Although Taylor had many followers that also influenced scientific management this essay will just focus on Taylor and his contributions as these were the most significant. Section 1 Explanation of scientific management and Taylor and his principles. (short section) (300 words) During the nineteenth century production started to change, these changes meant that new management techniques were needed. Taylor began as an apprentice in manufacturing and quickly became a consultant where he conducted time and motion studies to find the most efficient way of completing a task; this became known as the one best way. Tasks were standardised and divided up in to small repetitive tasks workers were then assigned to a task that they were most suited to. These methods are known as division of labour and job specialisation. Taylor had five main principles that scientific management is based around. Roberts (2009) summarised these as: 1. A clear division of task and responsibilities 2. Use scientific methods to determine the one best way of doing a job 3. Scientific selection of best person for the newly designed job. 4. Ensure workers are trained to perform the job the one best way 5. Strict surveillance of workers using a hierarchy of authority and close supervision. Taylor saw people as lazy and motivated by money and consequently used piece rates to increase productivity. This view caused almost all responsibility of the workers to be removed. Taylors principles increased productivity, cut costs and increased wages. They allowed unskilled workers to be employed. Taylor gave managers their control back and this was a very important part of scientific management. Linking sentence many of these principles are still used, some have been modified and others have been turned on their head. So in one way or another all parts of scientific management have influenced contemporary management. Section 2 Advantages of scientific management and what this has led to in contemporary management. (400 words) When the advantages of scientific management are analysed it can be seen that many of these methods are used today in one way or another. This is because the same basic contradictions and pressures face managers at the start of the twenty-first century as they did at the beginning of the twentieth. (Stoney, 2001, page ) Increasing efficiency and productivity links to the aim of profit maximization today (Peaucelle, 2000). Piece rates are still used today but usually alongside some other form of remuneration. This is because piece rates alone lead to poor quality and more waste as workers work too quickly. It can be seen that piece rates solved the problem of soldiering but in the twenty-first century have caused the opposite problem. The principles of standardization and having clearly defined rules are a common theme within many contemporary organisations. Clear rules are a necessity today especially where delegation and decentralisation exist. This shows how this principle has developed. Taylor had a more autocratic style of management where workers were just told what to do through these clear rules; now in many organisations a democratic style is used to empower and motivate employees and so clear rules are necessary for a different reason for employees to see what individual responsibilities they hold. Division of labour and job specialisation have formed the basis of other concepts, for example Ritzers Mcdonaldization. Mcondaldization is the process by which the principles of the fast-food industry are coming to dominate more and more sectors. (Ritzer, 2004, page 1). The four main principles are efficiency, calculability, predictability and control; these align with Taylors principles. In the fast food industry it is necessary to have clear rules and standardization as tasks are dependent on each other and without these principles the fast service predicted by consumers would not be received. This proves that scientific management is still very much alive today. Within contemporary management there are many types of control, scientific management focused on what is now known as efficiency control. Taylor sought control over every aspect of an employees job, right from its manner of execution to the final outcomes desired. (Parker, L, D. Lewis, N, R, 1995, p 218). This total control was due to Taylors view of employees which is similar to McGregors theory X style of management where workers are passive, self centred and dislike responsibility (Roberts and Corbett, 2009, page 249). From this it can be seen that Taylors ideas on control are still relevant today as theory X views are still used in some contemporary organisations such as McDonalds and other fast-food restaurants. Linking sentence into disadvantages and back to the question. Section 3: (Disadvantages of scientific management and what this has led to in contemporary management. (400 words) Scientific management received a lot of criticism especially from trade unions in the United Kingdom. Despite these criticisms being bad for scientific management and Taylor himself they have helped other concepts of management to develop and avoid the problems that these principles created for scientific management. One of the major problems with scientific management was that many managers were selective in the principles that they employed. Scientific management became a tool for driving workers harder rather than a means of rewarding them for efficiency gains (Witzel, 2005, page 91). Management in organisations today realise the importance of motivation. Many theorist of motivation, for example Stacey Adams and the equity theory (Roberts and Corbett ,2009), have recognised that employees are motivated be perceiving remuneration as fair. It is quite common for organisations that have the aim of increasing productivity will set targets that entail a bonus for the employees if it is reached. Scientific management removed the control from the employees and so innovation was scarce; one of the reasons for this was the fact that managers perceived conflict as a bad thing. This view is consistent with the unitarist perspective where there are common goals and no conflict (Roberts and Corbett, 2009). However even in industries where scientific management is implemented heavily, such as Toyota, use concepts such as continuous improvement (where employees views are discussed and considered). This shows a more pluralist view where conflict is seen as inevitable which leads to more employee involvement. This shift in management style was due to the high labour turnover and absenteeism that could have been due to dissatisfied employees. Scientific management is dehumanizing, employees become cogs in a machine (Roberts 2009, slide 10) which is demotivating. Taylor fell for a too mechanistic, too inhumane image of human nature (Tsukamoto, 2008, p.349). To overcome this contemporary organisations use concepts such as job rotation to ensure that employees dont get bored, also social factors are taken into consideration as Mayo found in some of the Hawthorne studies that these factors play an important part in motivation which in turn increases efficiency. However it can be argued that by training the employees to become first class men (Wren, 1994, page 220) motivation was considered and so this principle could just have been extended rather than modified. Section 4: how scientific management is used within industries today. (400 words) The main industries today that make use of scientific management principles are fast food restaurants and call centres. Call centre work is a modern form of Taylorism. (Dieter et al,2003, p.311). Call centres employee unskilled workers who have a low level of control; due to the standardisation and monotonous tasks that have to be completed they have high labour turnover and absenteeism. From this it can be seen that it may well be necessary to use Taylors principles despite the disadvantages that they bring. Mangers of call centres will be well aware of the other concepts of management that exist but they may have decided that scientific management is well suited to the aims of the organisation. As mentioned earlier the Mcdonaldization of society explains the influence of the fast food industry on other sectors in the global market. It could be perceived that this is the industry that implements scientific management the most; however some modifications to Taylors main principles have been made. For example there is more flexibility now due to the fast moving pace of the global economy, without this change this industry may not have been able to keep up with the changes that are necessary to staying competitive. With the slight modification of the main principles the influence of scientific management can be seen in many firms that form part of our everyday lives. For example retailers such as Ikea and Starbucks use these principles to a greater or lesser extent. As well as this universities and health care also implement these principles to help to improve their efficiency. Section 5: Conclusion (250 words) Although ideas such as standardisation and job specialisation are used less the newer objectives such as diversification and flexibility are only possible through increasing efficiency which is one of Taylors main aims. (Peaucelle 2000) The management style that is implemented within an organisation depends a lot on the managers styles of leadership which to some degree is influence by the industry. Scientific management was a product of its environment in the sense that it grew out of the pressing needs of industry for efficiency. (Wren, 1994, p.221). This need was due to an increase in machinery which required different management techniques. Today technology is developing very quickly and so Taylors principles are relevant now as they enable managers to cope with the fast pace of these changes effectively and efficiently. Scientific management was a significant force, however, and it continued to evolve as individuals and ideas come forth in an ever-changing cultural environment. (Wren, 1994, p.217). It will continue to influence future concepts of management through its advantages and disadvantages that cause modifications to be made and new styles to evolve. Taylors Scientific Management Theory Taylors Scientific Management Theory Introduction The purpose of this essay is to identify the principles and various criticisms of Taylors scientific management and to discuss whether Frederick Taylors principles and ideas can be used successfully in todays contemporary organizations. Fredrick Winslow Taylor (1856 1915), was a leading pioneer in the studies of management, and was often known as the father of scientific management. Taylor (1915) revolutionized management in the twentieth century by focusing on mass production of inexpensive products, resulting in economy stability and a standardization of major industrial processes. The publication of his book titled ‘Principles of Scientific Management was influential in its contribution to management studies around the world (Bedelan and Wren, 2001). Principles of Scientific Management Taylor (1911) reported that managers, in his time, relied on the personal initiative of workers for achieving productivity, although high levels of productivity were rarely attained. In contending that workers performed at levels beneath their true capacities, he came up with four principles of scientific management to be followed by managers: The First Principle focused on how the workers would perform their daily tasks. To find out the most efficient method of performing specific tasks, Taylor studied them in great detail and considered the ways different workers went about performing their everyday jobs. Once Taylor understood the existing way of performing a task, he then experimented to increase specialization (Taylor 1911). The reason for the success of this principle is that it made jobs simple for workers and reduce unnecessary movements. Taylor also wanted to find ways to improve each workers ability to perform a particular task. The Second Principle was to arrange the new techniques of performing tasks into written rules and standard operating procedures. Once the best method of performance task was determined, it would be communicated to all workers. The Third Principle required the selection of workers who possessed skills and abilities to match the needs of the tasks, and to train them to perform the task against established procedures. To increase specialization, Taylor believed workers had to understand the task that were required and be trained to perform them at the required level. Workers who could not be trained to do this level were to be transferred to a job where they were able to reach the minimum required level of proficiency. The Fourth Principle was to set a fair level of performance for a task, and then develop a pay system that provides a reward for performance above the acceptable level. To encourage workers to perform at a high level of efficiency, and to provide them with an incentive to reveal the most efficient techniques for performing a task, Taylor advocated that workers should be paid a bonus and receive some percentage of the performance gains achieved through the more efficient work process. According to Taylor, as cited in Butler (1991), greater results achieved through scientific management were attained, not through a marked superiority in the mechanism of one type of management over the mechanism of another, but rather by the substitution of one philosophy for another philosophy in industrial management. It is instructive to review Taylors philosophy of scientific management with its emphasis upon the human element, not generally associated with Taylor. This philosophy is perhaps more important and appropriate for today than individual principles of scientific management. Human resource developments should be a matter of national concerns at all levels. As technology changes, so do skill sets and other worker requirements (Butler, 1991). Criticisms of Scientific Management Over the years there have been some key criticisms against Taylors Scientific Management. One of these critics has charged Taylors system as having viewed man as a machine -a cog in a wheel- and programmed every important motion a workman had to execute to complete an assigned task (Halpern, Osofsky, Peskin, 1989). Those critics believed that that would leave workers with no discretion at all and it is tedious for all, but the most apathetic workers. Another critic added that scientific management mandates an extremely high division of labor which requires minimum skills. This left workers with no incentive to grow and develop on the job. Also, Taylors systems were criticized for not examining the sentiments of workers nor were they briefed on the purpose for Taylors time study methods. Taylors system also failed to identify the social and psychological needs of the worker, and the complaints of unsatisfactory working conditions and humiliating treatment (Halpern, Osofsky, Peskin, 1989). Employees in contemporary organizations were more highly educated and would have a better knowledge of their job scope therefore they are more actively involved in decision making. Taylors principles seem to assume that the employees of the past era would only perform simple work tasks and do not need much knowledge to complete their work. Another criticism about Taylors system was that its reward structure was bound by how an individual performed. However, it stands to reason that modifying the original reward structure to extend to a team or workgroup, the result would be applicable to todays organization (Halpern, Osofsky, Peskin, 1989). Can scientific management be used successfully in contemporary organizations? In todays organizations, many companies still use Frederick Taylors basic theories of scientific management in organizing and designing their jobs despite the fact that many managers and production engineers may not necessarily subscribe to the hypothesis behind Taylors theory (Pruijt, 2000). Many big companies have taken up Taylors ideas and applied them very effectively, even transforming the process. (Peaucelle, 2000). An example of a reputable company using Taylorism is General Motors (GM). GM has publicly acknowledged the importance of employee performance and team performance (Butler, 1991). In one of its programmes, GM ranked employees against each other, essentially grading the employees individual performance. Based on the performance, bosses had to enforce pay differences between the tiers. On top of that, GM also set up a recognition award fund to be doled out in lump sums to high performers, regardless of the competitiveness of their salaries. This encouraged better cooperation among co-workers, enabling better efficiency within the company. This is a successful implementation of Taylors Fourth Principle which rewards the individual for their specific task performance, There are a number of points that make the theories of scientific management attractive to todays managers. One of the core attractions is the promise that the best possible method, the one best way will be used. However, Taylors strong belief that â€Å"a one best way† to work might be a matter of idealistic debate. When we compare todays organizations, another core attraction of Taylorism is: it promises to be a means against what Taylor called systematic soldiering. This concern is as relevant to todays managing organization as ever. Pruijt (2000) supported that statement by analyzing the productivity gap in a European and a Japanese organization; at Daimler in Germany, the current strategy was based more on responsible autonomy, whilst in Japanese plants, standard worksheets are used to specify the order of operations and the time allowed for them. Therefore, with respect to Taylorism, when granted autonomy, workers in mass production do not put in a maximum effort. It would seem then that for certain organizations, the Second and Third Principles are effective. Despite the advantages of Taylorism in todays organization, there are still some drawbacks. Pruijt (2000) mentioned that one of the drawbacks identified is that Taylorism is expensive because it entails creating jobs for non-value adding supervisors and other indirect workers. On top of that, Pruijt (2000) also noted that Taylorism is not favorable to flexibility, although it boosts numerical flexibility by making it easier to quickly put together new workers in a production process, and it allows workers to be laid off without losing knowledge from the organization. In todays corporate management, Post-Taylorism, as stated by Peaucelle (2000) is adopted but it does not abandon Taylorisms objectives, rather, there is the addition of new objectives which includes productivity (efficiency), flexibility, deadlines (timeliness) and quality variety (diversity). Although these new objectives are sometimes pursued through entirely new activities when executed, the Taylorisms traditional methods may also sometimes be employed. However, Peaucelle (2000) argues that new objectives are unachievable without adversely affecting efficiency in a modern company using Taylorism. Peaucelle (2000) further explained that increasing supply would be the only way to shorten delivery periods, which is costly due to limited product range and the whole operation becomes more unaffordable as the product range is diversified. In addition, diversity would also appear to be very expensive as it diminishes the size of the manufactured series. Furthermore, quality would be achievable only if inspection points are increased, and with the help of qualified, and thus more expensive workforce, hence adding more cost to production. Lastly, flexibility would also emerge as ambiguous with regards to heavy and rigid investments in heavy industrial equipment purchased at lower prices. For instance, in Japan, since it was necessary to have a high school certificate in order to work on the automobile production line, the high level of education corresponded to added competence, and was certainly paid for. As discussed by Peaucelle (2000), this is consistent with the analysis of efficiency-wage reactivity. Therefore, in comparing to the traditional Taylorism, workers are paid above the minimum wage whereas the post-Taylorism company pays its workers a higher wage for increased competence since it is a way of attaining its objectives. Conclusion The findings suggest that Frederick Taylors theory still exists in todays organizations. His principles of management can still be used successfully in todays organizations, with adjustments to cater for the modern workplace and its demands.

Herzbergs Theory of Motivation and Maslows Hierarchy of Needs :: Papers Maslow Herzberg Essays Business

Herzberg's Theory of Motivation and Maslow's Hierarchy of Needs Mentioned Tables Not Included Among various behavioral theories long generally believed and embraced by American business are those of Frederick Herzberg and Abraham Maslow. Herzberg, a psychologist, proposed a theory about job factors that motivate employees. Maslow, a behavioral scientist and contemporary of Herzberg's, developed a theory about the rank and satisfaction of various human needs and how people pursue these needs. These theories are widely cited in the business literature. In the education profession, however, researchers in the '80s raised questions about the applicability of Maslow's and Herzberg's theories to elementary and secondary school teachers: Do educators, in fact, fit the profiles of the average business employee? That is, do teachers (1) respond to the same motivators that Herzberg associated with employees in profit-making businesses and (2) have the same needs patterns as those uncovered by Maslow in his studies of business employees? HERZBERG'S THEORY OF MOTIVATORS AND HYGIENE FACTORS Herzberg (1959) constructed a two-dimensional paradigm of factors affecting people's attitudes about work. He concluded that such factors as company policy, supervision, interpersonal relations, working conditions, and salary are hygiene factors rather than motivators. According to the theory, the absence of hygiene factors can create job dissatisfaction, but their presence does not motivate or create satisfaction. In contrast, he determined from the data that the motivators were elements that enriched a person's job; he found five factors in particular that were strong determiners of job satisfaction: achievement, recognition, the work itself, responsibility, and advancement. These motivators (satisfiers) were associated with long-term positive effects in job performance while the hygiene factors (dissatisfiers) consistently produced only short-term changes in job attitudes and performance, which quickly fell back to its previous level. In summary, satisfiers describe a person's relationship with what she or he does, many related to the tasks being performed. Dissatisfiers, on the other hand, have to do with a person' relationship to the context or environment in which she or he performs the job.

Management Information System to Organisations Essay

â€Å"Management information system is essential for creating competitive firms, managing global corporations, and providing useful products and services to customers.† (Laudon, 2002,P1) It provides information figure of reports and displays to managers. For example, sales managers may use their computer workstations to get sales results of their products and to access weekly sales analysis reports, and then evaluate sales made by each salesperson. â€Å"Management information systems arose in the 1970s to focus on computer-based information systems aimed at managers.† (Laudon, 2002, P15). Because of the growths of the Internet, globalisations of trade, and the rise of information economies, have to improve the role of information systems in business and management. And then it needs pays attention to organisation management information that issues raised by sociology, economics, environment and psychology. â€Å"An organization is a stable, formal social structure that takes resources from the environment and processes them to produce outputs.† (Laudon, 2002,P87) This essay will be evaluating the contribution of Management Information System to Organisations. Like as What relationship between information and manager’s job; computer network’s importance for management information development; different types of management information systems to use differences and how it is impact and limitation of information systems. Firstly, before organisation Management Information need to understand it that have four factors determine the usefulness of information a manager: quality, timeliness, completeness, and relevance (Gareth, 2000,P613) â€Å"Accuracy and reliability determine the quality of information.† (Gareth, 2000,P613) tell us higher quality of information need have greater accuracy and reliability. The greater accuracy and reliability’s information will bring correct decision for manager. For example, accounting informstions, † information as accuracy refers to the extent to which information effectively represents a situation as it really is, the accuracy of each source of data used varied widely.†((Volking, 1993, P8) The source where accuracy posed the greatest problem was the marketing database.So I think usefulness informations need have accuracy and  reliability, accuracy and reliability determine the quality of information. â€Å"Information that is timely is available when it is needed for managerial action, not after the decision has been made† (Gareth, 2000,P614) In today’s speedily changing world and technology ‘s developing, lead to information changing frequently. Real-time Information is reflecting current conditions. (Gareth, 2000,P614) For example, productions’ price changing frequently in marketing because manager wants to make profit in competition’s marketing. So manager should be pay attention to information’s changing. Catch Real-time information is very importance. Look at timeliness in accounting â€Å"Timeliness: accounting information should be made available to external decision-makers before it loses its capacity to influence decisions.† (Dyckman, 1992, P44) Like the news of the world, old financial information never carries the same impact fresh information carries. Otherwise lack of timeliness reduces relevance. â€Å"Information that is complete gives managers all the information they need to exercise control, achieve coordination, or make an effective decision.† (Gareth, 2000,P615) information’s completive will provided good help to manager to decision. When you set up a new business, look at complete information is importance. Such as, how is this productions sold, how long can make profit and how much capital need put in this company at first time. Also information in accounting system also need pay attenation to information’s completetive. â€Å"Information that is relevant is useful and suits a manager’s particular needs and circumstances† (Gareth, 2000,P615) It can make a difference in a user’s decision. Relevance refers to the capacity of accounting information to make different to external decision-makers who use financial reports. They use accounting information with either or both of two viewpoints in mind: Forecasting what the economic future is likely to hold. Confirming the accuracy of past forecasts. Stated more technically, relevant accounting information help users to make predictions about future events, to confirm or correct prior expectations, and to evaluate current conditions. (Dyckman, 1992, P43) In my opinion, relevant is most importance, because if the data are not relevant to the task at hand, manager will be make mistake by these wrong information, and west time in wrong decisions. And then will bring some problem for this company’ s operation. Information decision, control and coordination Secondly, information technology’s development is importance for management information development. Because the growths of the Internet, globalisations of trade, and the rise of information economies, it have to improve the role of information systems in business and management. Software is the detailed instructions that control the operation of a computer system. Without software, computer hardware could not perform the tasks we associate with computers. The functions of software are to (1) manage the computer resources of the organisation (2) provide tools for human beings to take advantage of these resources, and (3) act as an intermediary between organisations and stored information. Selecting suitable software for the organisation is a key management decision. (Laudon, 2002,P172) Thirdly, different types of management information systems to use differences: a transaction-processing system is a system designed to handle large volumes of routine, recurring transactions. (Gareth, 2000,P625) For example, managers use transaction- processing system to record sale of items and path inventory levels, employee record keeping, and payroll. â€Å"A management information system that gathers, organize, and summarizes comprehensive data in a from that managers can use in their nonroutine coordinating, controlling, and decision-making task.(Gareth, 2000,P626) Operational Systems are concerned with transaction handling and the  day-to-day operation of the organisation, usually for a particular department within the organisation. Data are entered and stored in a file format, and are updated regularly during routine processing. Example, Producing invoices and monthly reports for operational-level managers, and fortnightly payroll cheques. The major disadvantage of this system is that they are inflexible and so not able to be adapted easily to do new tasks, or expected tasks earlier than usual. They also do not support any decision-making advice ability for tactical and strategic-level managers. Most companies today have gone beyond this system. (Long, 1994,P365-397) Decision support systems give direct computer support to managers during the decision-making process. For example advertising managers may use an electronic database packs up to do what, if analysis as they test the impact of other advertising budgets on the forecasted sales of new products. (O’Brien, 1997,P31) A Decision Support System is an interactive information system that rely on integrated user-friendly hardware and software designed to assist mangers make decisions related to the efficient and profitable running of the business. Expert systems can provide expert advice for operational chores like equipment diagnostics, or managerial decisions such as loan portfolio management. (O’Brien, 1997,P32) Expert systems have been developed for subjects such as medical diagnosis, oil exploration, financial planning, taxation return preparation, chemical analysis, surgery, weather prediction, computer repair, nuclear power plant operation, newspaper layout, interpreting government regulation, and troubleshooting computer systems configurations (eg. MS Help). (Long, 1994,P365-397) Finally, management information systems also have some limitations and some technology impact its development. The advance in management information system and technology are having important effects on managers and organisations. (Gareth, 2000,P629) One of the most important of these  involves the subjectivity of the scoring technique. Clearly establishing the extent to which a data attribute is inherent in any one data source is highly judgemental. Likewise, establishing weightings for each attribute is also a highly subjective process. These tasks are therefore very much subject to the perception of the individuals who carry them out. This problem could be partly overcome by increasing the objectivity with which such estimates are made. Conclusion, Management information system is an information system that managers’ plan and design to provide themselves with the specific information they need. (Gareth, 2000,P615)This essay has Evaluated the contribution of Management Information System to Organisations. Including about Like as What factors determine the usefulness of information a manager; computer network’s importance for management information development; different types of management information systems to use differences and how it is impact and limitation of information systems. From this essay, we can know MIS have some advantages for our used, however this tool is not perfect, also have limitations for it. So Managing a good company , need understand it first. Reference: Gareth R.Jones, Charles W.L. Hill & Jennifer M.George, 2000, Contemporary management, The McGraw-Hill Companies, America. Kenneth C. Laudon & Jane P. Laudon, 2002, Management Information Systems, Upper Saddle River, New Jersey 07458,America. Galliers.R., 1992, Information System Research: issues,methods,and practical guidelines, Blackwell Scientific Publications,UK. Dyckman, T., & Dukes, R., 1992, Intermediate Accounting, IRWIN, America. O’Brien, J., 1997, Introduction to information, IRWIN, America. Stair.,R, & Reynolds, G., 2001, Principles of Information Systems, Course Technology, Australia. Mitchell, Volking, Yan E. Management Decision. Analysing the quality of management information: A suggested framework, London,1993. Vol. 31, Iss. 8; pg. 12, 8 pgs. Larry Long, Computers and Information Systems, 4th Ed., 1994, Prentice Hall, ISBN: 0-13-497884-6, chapter. 12, pages 365 – 397 Krumwiede, Kip. Cost Management Update. Survey reveals factors affecting, Montvale: Apr 1996. p. 1 (2 pages) URL: http://gateway.proquest.com/openurl?ctx_ver=z39.88-2003&res_id=xri:pqd&rft_val_fmt=ori:fmt:kev:mtx:journal&genre=article&rft_id=xri:pqd:did=000000009475160&svc_dat=xri:pqil:fmt=text&req_dat=xri:pqil:pq_clntid=20901 Grover Dunn, Debra K Walker, Steve Hannaford. Air Force Journal of Logistics. Information technology, Gunter AFS: Spring 2003. Vol. 27, Iss. 1; p. 14. URL: http://gateway.proquest.com/openurl?ctx_ver=z39.88-2003&res_id=xri:pqd&rft_val_fmt=ori:fmt:kev:mtx:journal&genre=article&rft_id=xri:pqd:did=000000382958551&svc_dat=xri:pqil:fmt=text&req_dat=xri:pqil:pq_clntid=20901 Steven A Morris, Thomas E Marshall, R Kelly Rainer Jr. Information Resources Management Journal. Impact of user satisfaction and trust on virtual team members, Hershey: Apr-Jun 2002. Vol. 15, Iss. 2; p. 22 (9 pages)

American jail Essay

Prejudice is defined as â€Å"a partiality that prevents objective consideration of an issue (â€Å"Prejudice,† 2005). † A person may assume, for example, that all individuals suffering from AIDS are filthy and must be ignored; or all Africans are unintelligent. The Nazis had similarly supposed that all Jews are worthless and stupid, and therefore must be killed. As a matter of fact, prejudice can be based on gender, religions, cultures, geographical backgrounds, as well as race. Social psychologists define it as an attitude. It could be positive as well as negative. The positive type of prejudice is understood to result in the white privilege. It may also be directed at beautiful or rich people regardless of color. The negative attitude could similarly be directed at an individual or an entire society. Regardless, our attitudes known as prejudices are usually not founded in reason. People who foster prejudices normally believe that they are right to have negative attitudes toward certain individuals or groups of people. Such people justify their prejudices by offering various examples to show that they are right. A white man who has visited an American jail may say that he knows that all African Americans are bad people because most of the people in jail are African Americans. Racism – which is a form of a prejudice – thus intellectualizes the negative attitude of people toward people. Racism is actually defined as a belief system which states that individuals can be superior to others on the basis of race. This theory has led to much violence and genocide in the world. Still, most people have preconceived notions about other people with respect to their races. It takes a high level of education, perhaps, to believe in the essential equality of mankind. References Prejudice. (2005). WordNet: Princeton University Cognitive Science Lab.