Use of performance enhancing drugs

Thesis In this paper, I am going to discuss performance enhancing drugs and its ethical implications to the spirit of sportsmanship.Advertising We will write a custom essay sample on Use of performance enhancing drugs specifically for you for only $16.05 $11/page Learn More Introduction Performance enhancing drugs are chemical substances used by sportsmen to boost their performance in the field. For many years, theseclasses of drugs have always been related to anabolic steroids but the global anti doping agency has a broad classification of these drugs which include mass builders, stimulants, painkillers, sedatives and diuretics. Body Purpose of sport In my view, the use of performance enhancing drugs is equivalent to cheating and does not add value to the spirit of fair competition in sport. The essence of participating in a sport is to maintain originality. People participate in sports to appreciate their human nature, soul and mental capabilities. In order to achieve these, sport has to contain the following features to attain these desired values: high degree of fairness should be characterized with fun and happiness, cooperation and hard work. To this effect, the use of performance enhancing drugs violates these values and enables the users to have unfair advantage over their colleagues. When athletes compete, their ultimate goal is to get a win after having a genuine and well fought struggle. It is the spirit of human nature to get a genuine win which shows that using performance enhancing drugs renders it irrelevant because using these drugs is equivalent to cheating and is therefore, contrary to the intention of sport. The intention of sport is to compete fairly using your human ability to achieve excellence. Approaches against enhancement drugs Performance enhancing drugs also referred to as a doping, is considered unethical. As it has been discussed earlier, it goes against the spirit of sporting and is dangerous to the positive impact of sport in the community. Getting rid of this practice calls for participation of all ethical practitioners in sport and advocating for the spirit of fairness in sports. There is need for consistent rules that prohibit participants found engaging in use of these drugs. When dispensing educative information to sportsmen, emphasis should be placed on promoting the spirit of sport which could be brought down by drug enhancers(Fletcher, 98).Advertising Looking for essay on health medicine? Let's see if we can help you! Get your first paper with 15% OFF Learn More The spirit of sport is not only limited in major competitions like Olympics and commonwealth games but with every movement of a single athlete that chases a football, runs or rides a bicycle. One of the pleasant things that come with sport is the ability to use peoples’ natural talents through practice and training to attain admirable results. For me to climb a nearby mountain in my neig hborhood, I can do it very fast when I use EPO, one of the drug enhancers. The other means that I can use to reach the peak even faster is by using a motorbike. On the contrary, the question is whether satisfaction is attained. Use of these alternatives does not reflect human nature. Therefore, with regard to sport, consideration should be given to human brilliance, talent and hard work and not artificial means that undermine human nature. Conclusion According to me, I consider athletes who use drug enhancers as cheaters and should not be given an opportunity to compete with the natural athletes who have worked hard to attain their fitness. As argued in the text, doping contradicts the spirit of sport, denies human satisfaction and discourages genuine athletes from exposing their talent. Some of the drugs used also have devastating side effects and should be eliminated. Work Cited Fletcher, Bennett. Drug Abuse Treatment: The Implementation of Innovative Approaches, California: Green wood Press, 1994. This essay on Use of performance enhancing drugs was written and submitted by user Deven Gilmore to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

How to become a security guard

How to become a security guard Being a security guard can be a great option if you want a flexible job, or you happen to be a night owl. But it can also be a career path for you, if you’re looking for something outside the 9-to-5 cubicle grind. What does a security guard do?Security guards are responsible for monitoring and maintaining security (and often safety and peace) in public or private areas. They may be responsible for preventing theft in stores, keeping track of who’s coming and going from buildings, or making sure that people are where they’re supposed to be in any given area. We all likely have a movie-fied version in our heads of large men wearing suits and walkie talkies, but in reality security guards can be anybody, depending on the job and the location. Some security guards are armed and obvious, while others work behind the scenes watching video feeds or patrolling an area. Most security guards work in the private sector (for a particular company), but others may work in gove rnment buildings or facilities.A security guard’s duties may include:Monitoring a building or area during business hours or overnightTracking people who come and go from a building or a businessActing as a gatekeeper (like in a nightclub or bar)Keeping detailed logs or records of visitors or incidentsPreventing theftGuarding armored cars or other financial transactions (like in a casino)Apprehending people who are trespassing, become violent, commit a crime, or otherwise violate security protocolsPatrolling on foot or in a vehicle to protectCommunicating with law enforcement or emergency personnel if there is an incidentEnforcing a company’s security protocols and best practicesEnsuring the soundness and security of alarms, entrances, and exitsMonitoring video or audio security footageBecause security guards may be on call for a number of different duties, there’s no set 40-hour work week pattern for this career path. Security guards may work during standard bus iness hours, but given the 24-hour nature of security it’s just as likely that the job will require nights, weekends, holidays, or odd shifts. The unusual scheduling is one of the things that can make this a good choice if you’re looking for a second career or balancing the job with other obligations like family or school.What skills does a security guard have?A good security guard has a very special skillset, given that this can be a very demanding role.Problem solving skills: Security guards are there to make sure things don’t go wrong- but if they do go wrong, to step in and resolve or minimize the damage. That means a security guard needs to have good problem solving skills, because dealing with problems is the main part of the gig.Independent work skills: In many cases, being a security guard can be a solitary job- one person monitoring video, or patrolling the premises. Security guards should be self-starters, able to be proactive about investigating or re solving issues that come up. This is especially true if the security job is at a relatively quiet place, or a nighttime job somewhere that’s typically closed for business.Teamwork skills:Â  But even when the day-to-day work may be solitary, security guards are usually members of a team, especially when resolving problems. A security guard needs to be able to communicate with stakeholders of all kinds, from other company employees to law enforcement or other emergency personnel.Calm under pressure: This is not a great gig if you have a volatile temperament or if you don’t deal well with crises. In an ideal scenario, a security guard is just maintaining the peace- but given the nature of the job (trying to identify and prevent threats), you’ll have to be ready to deal with threats and incidents in a strong and productive way.Weapons skills: Not all security guards are armed, but others are. Depending on the job, you may need to be fully trained and certified to h andle guns or other self-defense weapons.Attention to detail: Security guards are there to stop bad things from happening, which isn’t going to happen if a threat or a shoplifter skates right by a guard who’s not really paying attention. Security guards need to be able to appraise a situation fairly quickly and spot threats or violations before they become bigger issues.What do you need to become a security guard?Most security guard positions provide on-the-job training based on the needs of the job, and don’t typically require a specific degree. However, most security guard jobs do require the following:Must be at least age 18A clean record, confirmed by a background checkWeapons certification, if applicableSome states, like California and New York, require short security training programs and certification for new security guards, particularly for entry-level ones. (These may be anywhere from 8 hours to 40 hours.) Be sure to check your own state’s requi rements before you start down this path.How much do security guards get paid?According to the U.S. Bureau of Labor Statistics, security guards make a median annual salary of $25,840. Security guard salaries can vary based on level of experience, and the complexity of the job. For example, an armed security guard in a busy Las Vegas casino may require more specialized training and higher on-the-job demands than a security guard monitoring an empty office building overnight. Because there are so many different kinds of security guards, the pay and benefits vary as well.What’s the outlook for security guards?The demand for qualified security guards of all kinds will continue to grow. Private sector security guards in particular are in high demand, as security needs grow more complex. The U.S. Bureau of Labor Statistics predicts that the field will grow at about the average pace for all jobs, approximately 5% by 2024.If you’re thinking about a job that requires nerves of s teel and an unorthodox schedule, definitely consider becoming a security guard. If high drama and tackling bad guys isn’t your scene, there are lots of security jobs out there that will let you work on a quieter front, or even behind the scenes. And again, it can be a strong professional option for those who want a career that falls outside of the traditional work week. These public safety professionals are essential to keeping everything running as it should, and if this is the right path for you, good luck!

Women Liberation Movement Essay Example | Topics and Well Written Essays - 750 words

Women Liberation Movement - Essay Example This study outlines that this movement became very powerful and a clear change was observed regarding women’s place in society, meanwhile a serious hatred by men was seen especially for women liberation movement. An interesting fact is that in 1970 there were three television shows that played an important role through out this movement. These programs were the Charles angel, the Mary Tyler Moore show and bionic women. The two different approaches can be explained through following diagram: The reason behind this hatred was that lot of men hated the idea of women working, especially in jobs outside the traditional service and clerical fields and who hate the wider changes of which working women are a part. As the paper highlights the feminist movement affected change in Western society especially, including womens suffrage; the right to make divorce proceedings and "no fault" divorce; and the women’s right to make individual decisions regarding pregnancy (including access to contraceptives and abortion); and the right to own any land or property. If we see around us we will find that the issues that were raised by women liberation movement still exist in our society. Women had to face sexual harassment in job places; they are still used as sex symbols in media, women still had to face abortion complication, gender discrimination is still part of our society and last but not the least women is still considered as less capable then men. This movement was one of the most popular and power full movement of its time. The historical argument that â€Å"it is a series of campaigns on issues such as reproductive rights (sometimes including abortion), domestic violence, maternity leave, equal pay, sexual harassment, and sexual violence.†

Korea Research Paper Example | Topics and Well Written Essays - 1250 words

Korea - Research Paper Example The UN Assembly implemented a fresh resolution demanded elections in regions reachable by the UN Commission (Cumings, p. 56). The first elections in Korea took place in May 1948. A Communist rule was set up in the North under Kim Il-sung, a Stalinist leader with total authority. During the year 1949, both Russia, as well as the United States pulled their troops out, leaving behind them the respective armed forces of the North, an influential North Korean Soviet-trained territorial army, and in the South, a less significant, feeble Republic of Korea (ROK) defense force. Stalin, concerned about the growth of Soviet Communism, notices enormous opportunities within Asia as well as the Pacific, with the arrival of the initial Soviet nuclear test during the year 1949, he observed that he could almost immediately confront the United States. However, he rejected the North Korean leaders’ tries to form an armed forces coalition with Russia. One more blunder, this time on the part of th e Americans was the declarations by the then Secretary of State, Dean Acthinson that the Korean peninsula was inside the security border of the United States. ... However, the North Korea leader gave Stalin the idea that the warfare would not exceed thirty days. In the meantime, General McArthur (Halberstam, p. 341), in Tokyo watching over the reconstruction of Japan, discounted the information that North Korean may attack. He was busy finalizing his points for the forthcoming Japanese peace accord (Halberstam, p. 341). On the other hand, North Korea failed to inform China of its objective and China was getting ready to attack Taiwan at the time. CIA Intelligence news of an approaching assault went unnoticed (Halberstam, p. 341). The Korean War (1950-1953) started when the North Korean Communist military forces attacked non-Communist South Korea. The United States came to South Korea's help. General Douglas MacArthur, who had been supervising the post World War II occupation of Japan, ordered the US military forces, which now started to refrain the North Koreans at Pusan, at the Southernmost point of Korea. Even though Korea was not tactically crucial to the United States, the political atmosphere at this phase of the Cold War was such that politicians did not like to appear flexible about Communism (Richardson & Maurer, p. 83). Supposedly, the US interfered as component of a law enforcement act, run by a UN (United Nations) international peacekeeping force; in reality, the anti-Communist interests of NATO and US influences the UN. The United Nations, mainly the United States, came to the help of South Korea in preventing the raid. A quick UN counter-offensive drove the North Koreans ahead of the 38th Parallel and nearly to the Yalu River, and the People's Republic of China joined the war on the side of the North. The Chinese initiated a counter-offensive that pressed the United Nations military back behind the 38th

Managing the Transition to Higher Education Essay

Managing the Transition to Higher Education - Essay Example The secondary goal is to increase the degree completion rate of students in urban areas. Students are helped to be more efficient in their college experience so they can complete their degree as quickly as possible to assume family and job obligations. Some schools have instituted joint marketing procedures to entice high school students who are deeply interested in an undergraduate degree. (Rivard, 2001) Advanced technologies encompassing the internet and online databases have been utilized to promote teaching and learning on campus. The very nature of technology requires colleges and universities to make rapid decisions with flexibility. Students are more adept with the internet use for their academic and social relationships. In general, universities have already made substantial commitments to ubiquitous computing facilities which allow the development of a common database for institutional use and sharing with other universities. The technologically advanced institutions can share the lessons learned, and solutions with universities that are still establishing their academic computing program. (Rivard, 2000) The quality assessment of teaching and learning effectiveness is directly linked to state funding.

Tektronix Inc Global Erp Implementation Management Essay

Tektronix Inc Global Erp Implementation Management Essay For Welti (1999), an ERP implemented in a complex international environment normally incorporates four major sequential stages (Planning, Realization, Preparation and Productive phases) that must go in parallel with a proper Change management, Risk Management, Project Control, Project Team Training and User Training. As the global implementation was done by waves with different characteristics, it can be seen that different project management strategies were adopted. In this part only the most characteristic features of the overall project are highlighted and these issues are limited to the information given by the case study (Planning and Realization stages). In the Planning stage, many issues can be mentioned. First, the selection of the ERP package was quite straightforward and relied mainly on Neun and Vance ´s judgment, experience and criterion; they decided to choose Oracle as a single vendor in order to avoid dealing with the complexity of multiple providers which, although it may cause future problems due to the dependency created to a single vendor, it was a practical decision for the implementation process. In this decision, they devoted neither too much time in costing nor resources in evaluating the alternative packages. Secondly, the steering committee clearly defined the model, guidelines and principles under which all the systems were adhered to. Also, it was defined the financial architecture that could meet the new business model: Order Management was different for each division (for customer purposes), but the rest of accounting elements were based on single definitions in order to provide worldwide control. Thirdly, th e Project Team structure offered advantages such as the cross-functional working style, which created a regional and divisional control. Then, the problems and tasks could be addressed from these two perspectives, but the disadvantage of this approach might be the conflicts of power during the implementation, as authority was given to divisional and/or regional leaders which could have created confusion to users and sub-teams. Fourth, it seems that within each wave they did not allocate carefully all the resources, people or time needed for being successful, which led to the time constraints as they devoted effort looking for skilled staff and consultants. Overall, the project was benefited from the partial feedbacks and success in each stage and in the long run the plan was framed within the general guidelines and schedule. Also, the planning stage can be said to be closer to reality as they used a mixture of emergent and statics tactics to face future events. The Implementation phase was done more or less within the plan, and it was divided mainly in regional and divisional deployments. The first stage, the implementation of the Financial and OMAR modules in the CPID was properly led by the person who best knew the IT infrastructure in USA: Gary Allen. As this division was in need of an urgent BPR and a new business model in order to improve their competitiveness, the early success of this implementation could get the buying of the next regions and divisions. However, this stage was no exempt of project management difficulties: Tektronix lacked of technical and functional skills with Oracle, and they struggled in finding the right consultants, with the resultant wasting of time. It can be mentioned that within this first part, USA was a good pilot for OMAR, as they could get an opportune feedback about business and technical issues; regarding the implementation of financial module in USA and Europe, they did not face major challenges, giv en that this module did not require BPR and also because the company highly relied on Oracle specialist Consultants (Aris Consulting). But the implementation of OMAR at MBD (second stage) met technical challenges despite of the help from Oracle consultants. The third stage, implementation at VND, was characterized by a constraint of human resources. These two last stages (two and three) went through problems from the business perspective, probably as a result of IT head divisions leading the implementations, with less involvement from the executive level. Later, once deployed the software in USA, Tektronix went to the European branches where the approach followed was more or less similar to that followed in USA: they chose the most used European distribution centre (Holland), and this pilot reduced the uncertainty and gained the buying from the rest of regional countries. Then, they decided the final roll out to some other European countries and the big-bang deployment that installe d all three divisional systems together. This strategy could lead to good results considering that European countries are culturally very different and it is really challenging to implement a vanilla version program. When introducing the ERP system into Asia, a similar plan was followed, which was wise given the language issues that could have represented a technical and cultural limitation if not addressed properly. America and Australia seemed to be easier waves in comparison with the rest of the project. Although the monitoring and feedback had a positive impact on the effectiveness of control (Mudimigh, 2001; Bancroft, et al., 1998) and the deadlines were timely met, it is clear that the weakest point of the implementation stage and partially of the planning stage was the poor Change Management, Project Team training and Risk Management (they are not mentioned in the case). For example, the complete absence of a proper Change Management project led to the resistance found when implementing OMAR at MBD. Also, the absence of attention from the managerial and business level in the allocation of the initial resources (staff, training, and consultants) led the waste of time when selecting consultants, when doing testing, incorporating technical changes, language customizations and new business processes. One of the good points of the project was the training given to Power users and Sub-Teams across the global enterprise. Overall, the conservative approach (waves of roll out and big-bang ) followed by Tektronix really helped in mitigating many of the characteristic risks for a global ERP implementation. 2.- IDENTIFYING TEKTRONIX ´S PROJECT RISKS In terms of risk, it can be said that Tektronix had tolerance for risk (Hirsch and Ezingeard, 2008) as managers were willing to accept variations during the project in order to obtain high returns (time and efficiency).This attitude towards risk might have an explanation: by using the Willcocks and Griffiths (1994) framework, we can see that due to some key managers ´ previous experience with ERP technology, considering the project as a large one and regarding project structure as medium or low, then the risk can be classified as Low or Medium. Then, it can be said that leaders of the implementation drove the project without a highly structured plan because their knowledge about ERP implementations gave them enough confidence to improvise tactics in order to obtain successful results. Keil et. al (1998) proposed a risk categorization framework that can be used here to classify the risks that Tektronix faced. Furthermore, this model gives the opportunity of clearly locate those events that could have happened and that could be prevented if addressing the events on time. Complementing this framework, specific risk factors (Sumner M., 2000) for enterprise-wide ERP projects are included within the four quadrants. Quadrant 1: Customer Mandate In this quadrant there are risks associated with the commitment obtained or lack of buying from senior management, users and other stakeholders. The first concern noticed in the case studied was that the project clearly had the financial support from the Board of Directors; and also the CFO and CIO were willing to introduce changes and improvements for the company, all which reduced the risks related with funding or assistance needed during the implementation. Secondly, the commitment from the company HQ and divisions was quickly gained because the high rate company growth and Tektronix ´s inability to cope with the market pressures had created a sense of dissatisfaction among managers and top employees who found in this project the opportunity to improve. Thirdly, there was a highly motivated champion of the project (Carl Neun) who was supported in his idea by the CIO and CPID ´s president. Furthermore, some other leaders were designated across the different regions and business units in order to expand the champion ´s directives. Fourth, the management structure of the project was built upon a number of key roles with business and technical expertise; this structure consisted of a central project leader (CFO with unlimited authority from the CEO) and strong business divisional or regional leaders supporting the champion ´s authority. The clear roles allocated at different levels reduced the efforts done along the top-down structure, but the lack of involvement of the CEO and other senior managers in Change management can be considered a risky attitude which ended up in occasional resistance from some users. Lastly, it seems that end-users ´ expectations were not considered at all: firstly, because the CFO relied mainly on his experience and intuition and did not spend time in doing a proper project analysis; second, the vanilla approach proposed by Neun implied adapting users ´ operations and routines to software and not vice versa. An instance of this weakness arose when doing BPR at MBD, where there was users ´ resistance and time was wasted explaining to users the reasons behind the new processes. Quadrant 2: Scope and Requirements In general, there were no major misunderstandings in requirements or disruptive changes in requirements: the scope was clearly defined as global, the elements implemented were limited to the Financial and OMAR systems, and the company followed the best practices embedded in the system and recommended by the vendor. Furthermore, as a vanilla implementation approach was deployed as a global solution, only in cases of extreme need modifications took place, which clearly reduced the risks involved when doing local or national customizations (Sheu, et al., 2004). Quadrant 3: Execution In this Quadrant, it can be assessed risk factors and many of the traditional pitfalls associated with poor project management. The pitfalls can fall into the business or technical field. As examples of first mistakes done by Tektronix, it can be mentioned an inadequate change management, project management and risk control: They never did any feasibility analysis and risk analysis before embarking in this huge project, and this neglect prevented them from seeing the reality in some subsidiaries. As a consequence, customization of the ERP for business processes-that were unique for some competitive local branches- had to be made; also, Multilanguage settings were programmed at last minute. The lack of skills in project management resulted in assigning this responsibility to inexperienced consultants, with the corresponding wasted money and delays when choosing a new consultancy firm. Tektronix also faced resistance that was not expected; for instance, when doing the implementation at the VND division, they found difficulties that only could be overcome by increasing the working pressure and the level of resources (order entry people, item maintenance people). With reg ard to the transfer of knowledge, the company relied mainly on a combination of large and small consulting firms (particularly with Aris Consulting) as well as independent consultants, but it is not clear whether a correct program for transfer of skills was in place. The Change Control team actually worked as a communication or monitoring team and no Change management team or program was ever mentioned. Regarding the technical realization, there are some points to highlight. First, the risk of Oracle versions being obsolete before the roll out completes was diminished with the concept of waves; and each time a new version was released the company used updated versions of the software. However, in CPID, Tektronix wrongly decided to install a beta version of the software which resulted in much time of debugging, instead of waiting for the final version that was later released or for a more tested version. Secondly, the lack of technical expertise made the firm to rely mainly on external consultants as Tektronix ´s employees did not have proper training in the technical area. Furthermore, this lack of expertise resulted in much time and resources wasted, such as the excessive training and testing done in the MBD division when implementing OMAR. Thirdly, there was also the risk of integration with the manufacturing legacy system that was kept in place; and even when an interface was i nstalled between the two systems, there might be a possibility of future failure. Finally, in spite of the fact that the implementation included building a data ware housing functionality, it seems there were no plans or considerations of the high risks involved in data migration. If the new software did not work properly with the existing infrastructure or database, the only outcome would be adding the software to the collection of obsolete legacy systems. Quadrant 4: Environment Tektronix never considered the risks associated with changes in scope/objectives due to changes in the senior management hierarchy or political problems within the firm itself. Hopefully, the project did not miss their key team or management members and it could finally reach the end with a constant objective. It helped the fact that the global objectives were met in less than 3 years, a period of time relatively short that avoided the risks associated with managers moving and changing plans or directives. With regard to internal problems, it was not considered that potential conflicts between the business units or departments could erode the performance of the plan. However, the leadership and corporate culture seems to have helped subsidiaries to strictly follow the HQ guidelines, which in turn streamlined the implementation process. 3.-CRITICAL SUCCESS FACTORS AND GLOBAL CHALLENGES For Tektronix, some of the following critical factors and challenges (Plant and Willcocks, 2007; Sheu, et al., 2004; Hoffman, T., 2007; Bingi, et al., 1999) permitted to reach a fairly successful implementation: Communicating and persuading project goals to constituents from different cultures (Hoffman, T., 2007) The vision and project goals were adequately communicated and reached thanks to two factors: The strong leadership of Carl Neun, who was given the whole support from the CEO, and the steering committee whose main activity was to develop and ensure that enterprise-wide implementation guidelines and principles were followed. Also, the presidents of each division were key contributors because they made tough decisions in order to meet the deadlines imposed and reduce the cultural problems. Change, Customization and Business Process Reengineering (Plant and Willcocks, 2007) The implementation approach followed by Tektronix was probably the best risk management initiative itself because the global deployment was done in a logical order to reduce disruptive changes and to increase the learning and feedback. Also, the vanilla model suggested as the standard for the entire organisation helped in diminish the level of customization, although some minor changes were necessarily made. The implementation of the financial model did not require BPR, but the OMAR module was modified and customized in order to support both the corporate functionalities and the best practices embedded within the system. Then, BPR was done to the extent of preserving the competitive and core capabilities of the regional business units. Internal Technical Personnel/Resource/Labor Skills (Sheu, et al., 2004) Although Tektronix did not have trained personnel in project management or in technical knowledge, they opted for buying consultant ´s know-how, which could give them the capabilities to go forward with the implementation. At some points they were able to find enough human resources to back critical stages. Overall, the company did not have economical limitations for easily obtain the adequate staff and for keeping the plan within the deadlines. Selection of ERP Vendors (Bingi, et al., 1999) Global ERP rollout requires that the software is designed to work in different countries and that the ERP vendor has the same package version available in the countries or regions where the system is being implemented (Bingi, et al., 1999).In the Tektronix case, Neun and Vance both had already experience with ERP solutions offered by Oracle, and this let them move quickly and take a justified fast selection of the ERP vendor. 4.-LESSONS LEARNED AND RECOMMENDATIONS 1.-The first learning from this global ERP implementation is the deployment strategy used: a snowball approach (Ogundipe, O., 2010) in which the project is broken into manageable chunks, beginning with appropriate locations in order to cope with business or technological challenges, running parallel implementations and then doing the big-bang stage at the end, when there is enough confidence (more learning and feedback). At the same time it can be said that an emergent strategy (Nandhakumar, et al., 2005) was used for every wave introduced. Perhaps the same methodology can be used in the future for IT infrastructure projects or any other disruptive project. 2.-It is clear that the ERP brought many benefits, but Tektronix can still leverage IT as a strategic advantage. They could incorporate Procurement, HR, SCM modules and CRM packages in order to make a customer-centric organization. 3.-In the final part, there is no evidence of estimation of ROI or real financial analysis that can show the tangible financial benefits of the investment. Of course, it is mentioned improvements in terms of time or efficiency, but it would have been essential to have an initial budget beforehand, especially considering that the company was toward the financial recovery. 4.-Tektronix faced many difficulties because of the lack of Oracle in-house specialists, so they had to rely on external consultants (Aris Consulting); however, it seems that the transfer of knowledge was not properly organized. In a next project, there must be a plan that can ensure that employees and users can gain the best learning experience from the Consultants. It is vital that in-house staff can get the skills, otherwise even when the ERP implementation is successful, the performance and use can be poor if there is not trained staff. For a future implementation, if there is lack of trained staff, Tektronix can also consider the option of IT outsourcing, which is a solutions that have worked perfectly for some other big companies. 5.-In order to obtain the best benefits from the IT incorporated capabilities and make them sustainable in the medium and long term, the company should have followed the Strategic Alignment Model presented in Cooper, et al. (2001) which was adapted from Henderson and Venkatram (1993). By following this model, Tektronix can benefit from holistic technical and organizational changes that are properly aligned to the firm ´s business strategies.

Essay --

Before we get started on the evolution of drones, you should get a better understanding of what exactly they are and their uses in today’s world. What is a drone? A drone is a UAV (unmanned aerial vehicle) is pretty much a more advanced Rc plane, it is controlled and used from a controller/computer. The CIA director George Tenet approved uses of drones after the attacks that a cured on 9/11. The most popular drone that the US uses is the General Atomics MQ – 1 predator. The US has more of these drones than any other. When they were first made they were solely for reconnaissance but now they carry a payload. The first drones deployed to Afghanistan were predators less than a month after 9/11. The second most popular drone is the MQ – 9 Reaper, it is larger than the MQ- 1 and can carry a bigger payload. They started making them in 2007. Where do we send them too? We send most of our drones to Pakistan, Yemen and Somalia but we also have some in Libya, Afghanistan and Iraq. Drone strikes are stronger than you would think. The MQ – 1 can carry two hellfire missiles that way about 20 pounds. They are able to pierce most armored vehicles. The reason we use MQ -1’s is how accurate they are. They do not have a lot of collateral damage because they are more of a prà ©cis missile. The reaper on the other hand has a payload of up to 3,000 pounds and can carry hellfire’s and bombs up to 500 pounds. The blast radius of one of the MQ - 1 is up to 200 feet and it is a 50% that you will survive the blast. The closer you get to the blast the more likely the odds of you dyeing is. According to the Conflict Monitoring Center, in 2011 alone the CIA fired 242 Hellfire missiles in Pakistan, and at a cost of $68,000, that means the agency spent at ... ...ets through cameras and often deal with boredom and fatigue that can lead to mistakes. The military believes drones that identify targets would prevent attacks on incorrect targets and prevent accidents. However, there are no guarantees that machines would be any better at identifying targets than a human. One of my favorite new drones they are making is a large, cow-like machine that would be able to carry supplies and would follow a squad of soldiers over almost any type of terrain. The military also uses unmanned vehicles to investigate improvised explosive devices. I wouldn’t be surprised if in two or three decades we see robotic infantry or robotic cops on our own soil The idea of a machine that can think about targets is kind of scary. Machines are meant to be controlled by humans, not flying the friendly skies searching for the next target to blow up.