Juan Ponce de Leon Free Essays

n Juan Ponce de Leon was conceived around 1460 in San Tervas de Campos, Spain. He was the main Spanish pioneer to show up in Florida. In 1493, Ponce de Leon and Christopher Columbus cruised together on Columbus’ second journey to America. We will compose a custom article test on Juan Ponce de Leon or on the other hand any comparable theme just for you Request Now They had chosen an island named Hispaniola, which is available day Dominican Republic, where Ponce de Leon had become representative at. In 1506, he had found an island close by named Borinquen, and during his time here, he discovered loads of gold.Once he made this revelation and took its majority, he left the island of Borinquen. In 1508, he was requested by the lord of Spain to come back to Borinquen to colonize it. Later on, he had renamed this island Puerto Rico. He turned into the island’s representative for a long time until he was supplanted with Columbus’s child by the ruler. He was harmed by what the ruler had done, so he chose to go cruising once more. This time it was in the north course towards Florida. Not surprisingly, he was looking for new resources and land. Along his excursion, he was acquainted with a wellspring of youth. This was an enchanted spring that Indians accepted whose water had the option to make elderly individuals look youthful. Ponce de Leon looked through numerous regions in plans to discover the fortunes and the wellspring, yet neglected to do as such. In 1513, he arrived on Florida’s east coast and guaranteed this land for Spain.Since he was the person who found this real estate parcel, he was qualified for name it and named it La Florida, or â€Å"Place of Flowers. † After, he chose to cruise down the coast where he had encountered harsh flows and named this zone Cape Canaveral, which means â€Å"Cape of Currents. † Then he went down the east shore of Florida to show up on an island that had heaps of turtles. He named it Dry Tortugas, in light of the fact that no water was available on the island and â€Å"tortugas† which implies â€Å"turtles† in spanish. Step by step instructions to refer to Juan Ponce de Leon, Papers

Representation and Stuart Hall’s the Other

Portrayal interfaces significance and language to culture. Speculations about how LANGUAGE is utilized to speak to the world: * the intelligent, Does language just mirror an importance which as of now exists out there in the realm of items, individuals and occasions? * the purposeful Does language express just what the speaker or author or painter needs to state, their by and by expected importance? * the constructionist Or is importance developed in and through language? this point of view has had the most noteworthy effect on social examinations in ongoing years.Two significant variations or models of the constructionist approach †the semiotic methodology (Ferdinand de Saussure) and the desultory methodology (Michel Foucault). It is sufficiently basic to perceive how we may shape ideas for things we can see - individuals or material articles, similar to seats, tables and work areas. However, we likewise structure ideas of rather dark and dynamic things, which we can't in any b asic way observe, feel or contact. Think, for instance, of our ideas of war, or demise, or fellowship or love.And, as we have commented, we likewise structure ideas about things we never have seen, and can't or won't ever observe, and about individuals and spots we have obviously made up. We may have an away from of, state, blessed messengers, mermaids, God, the Devil, or of Heaven and Hell. Culture Now the reality of the situation could prove that the applied guide which I haul around in my mind is very surprising from yours, in which case you and I would decipher or understand the world in entirely unexpected manners. We would be unequipped for sharing our considerations or communicating thoughts regarding the world to each other.In truth, every one of us likely does comprehend and decipher the world in an extraordinary and individual manner. Be that as it may, we can impart on the grounds that we share comprehensively the equivalent applied maps and in this manner understand or d ecipher the world in generally comparative manners. That is to be sure what it implies when we state we ‘belong to a similar culture'. Since we decipher the world in generally comparable manners, we can develop a common culture of implications and therefore build a social world which we occupy together. That is the reason ‘culture' is once in a while characterized as far as ‘SHARED MEANINGS/CONCEPTUAL MAPS'.However, a mutual theoretical guide isn't sufficient. We should likewise have the option to speak to or trade implications and ideas, and we can possibly do that when we additionally approach a common language. LANGUAGE is in this manner the second arrangement of portrayal engaged with the general procedure of developing significance. At the core of the importance procedure in culture, at that point, are two related ‘systems of portrayal'. The first empowers us to offer significance to the world by developing a lot of correspondences or a chain of equivale nces between things - individuals, objects, occasions, conceptual thoughts, and so on and our arrangement of ideas, our applied maps. The second relies upon developing a lot of correspondences between our applied guide and a lot of signs, orchestrated or sorted out into different dialects which represent or speak to those ideas. The connection between ‘things', ideas and signs lies at the core of the creation of significance in language. The procedure which interfaces these three components together is the thing that we call ‘representation'. 1. 2 Language and portrayal Sheep, animation and theoretical artwork. Visual signs are what are called notable signs.That is, they bear, in their structure, a specific similarity to the item, individual or occasion to which they allude. Composed or spoken signs, then again, are what is called indexical. 1. 3 Sharing the codes The inquiry, at that point, is: how individuals who have a place with a similar culture, who share the equiv alent applied guide and who talk or compose a similar language (English) realize that the self-assertive blend of letters and sounds that makes up the word, TREE, will represent or speak to the idea ‘a huge plant that develops in nature'? The significance isn't in the article or individual or thing, nor is it in the word.It is we who fix the importance so immovably that, sooner or later, it comes to appear to be regular and unavoidable. It is developed and fixed by the CODE, which sets up the connection between's our theoretical framework and our language framework. Codes fix the connections among ideas and signs. They balance out importance inside various dialects and societies. One perspective about ‘CULTURE' is as far as these†¦ shared reasonable maps, shared language frameworks and the codes which oversee the connections of interpretation between them.This translatability isn't given naturally or fixed by the divine beings. It is the aftereffect of a lot of soci al shows. To have a place with a culture is to have a place with generally the equivalent calculated and etymological universe, to know how ideas and thoughts convert into various dialects, and how language can be deciphered to allude to or reference the world. To share these things is to see the world from inside the equivalent applied guide and to understand it through a similar language frameworks. [Inuit and English terms of frigid weather] Does this essentially mean they experience the snow in an unexpected way? . 4 Theories of portrayal Reflective methodology significance is thought to lie in the article, individual, thought or occasion in reality, and language capacities like a mirror, to mirror the genuine importance as it as of now exists on the planet. As the writer Gertrude Stein once stated, ‘A rose is a rose is a rose'. In the fourth century BC, the Greeks utilized the idea of mimesis to clarify how language, in any event, drawing and painting, reflected or imitat ed Nature; they thought of Homer's incredible sonnet, The Iliad, as ‘imitating' a gallant arrangement of events.So the hypothesis which says that language works by basically reflecting or mirroring reality that is now there and fixed on the planet, is now and again called ‘mimetic'. What's more, in the event that somebody says to me that there is no such word as ‘rose' for a plant in her way of life, the real plant in the nursery can't resolve the disappointment of correspondence between us. Inside the shows of the diverse language codes we are utilizing, we are both right - and for us to see one another, one of us must get familiar with the code connecting the bloom with the word for it in the other's culture.Intentional approach. (the contrary case. ) It holds that it is the speaker, the creator, who forces their special significance on the world through language. Words mean what the creator plans they should mean. Once more, there is some point to this contentio n since we as a whole, as people, do utilize language to pass on or impart things which are exceptional or special to us, to our method of seeing the world. In any case, as a general hypothesis of portrayal through language, the deliberate methodology is likewise flawed.We can't be the sole or one of a kind wellspring of implications in language, since that would imply that we could communicate in totally private dialects. However, the substance of language is correspondence and that, thus, relies upon shared phonetic shows and shared codes. Language can never be entirely a private game. Our private planned implications, anyway close to home to us, need to go into the guidelines, codes and shows of language to be shared and comprehended. Language is a social framework through and through.This implies that our private musings need to haggle with the various implications for words or pictures which have been put away in language which our utilization of the language framework will def initely trigger without hesitation. Constructivist approach The third methodology perceives this open, social character of language. It recognizes that neither things in themselves nor the individual clients of language can fix significance in language. Things don't mean: we build importance, utilizing illustrative frameworks †ideas and signs.We must not befuddle the material world, where things and individuals exist, and the emblematic practices and procedures through which portrayal, which means and language work. Constructivists don't preclude the presence from securing the material world. Be that as it may, it isn't the material world which passes on importance: it is the language framework or whatever framework we are utilizing to speak to our ideas. It is social entertainers who utilize the calculated frameworks of their way of life and the semantic and other authentic frameworks to build importance, to make the world significant and to convey about that world genuinely t o others.Representation is a training, a sort of ‘work', which utilizes material articles and impacts. However, the importance depends, not on the material nature of the sign, yet on its representative capacity. It is on the grounds that a specific sound or word represents, represents or speaks to an idea that it can work, in language, as a sign and pass on importance †or, as the constructionists state, connote (sign-I-fy) 1. 5 The language of traffic lights We speak to or represent the various hues and group them as indicated by various shading concepts.This is the reasonable shading arrangement of our way of life. We state ‘our culture' in light of the fact that, obviously, different societies may isolate the shading range in an unexpected way. Furthermore, they unquestionably utilize distinctive genuine words or letters to recognize various hues: what we call ‘red', the French call ‘rouge, etc. This is the phonetic code - the one which corresponds cer tain words (signs) with specific hues (ideas), and hence empowers us to impart about hues to others, utilizing ‘the language of colours'.But how would we utilize this authentic or representative framework to control the traffic? Hues don't have any ‘true' or fixed significance in that sense. Red doesn't mean ‘Stop' in nature, anything else than Green methods ‘Go'. In different settings, Red may represent, represent or speak to ‘Blood' or ‘Danger' or ‘Communism'; and Green may speak to ‘Ireland' or ‘The Countryside' or ‘Environmentalism'. Indeed, even these implications can change. In the ‘language of electr

Network Security Example

Network Security Example Network Security â€" Essay Example > IntroductionKerberos is a network-authenticated protocol that was developed by Massachusetts institute of technology as a solution to network solution problems. It uses a secret key cryptography to provide strong tool of authentication and strong cryptography over the network to help the client secure the information systems and applications across the entire organisation. It uses a strong cryptography where a client can prove his or her identity to a server on an insecure network connection. Once the server and the client have proved their identity through Kerberos, they can now encrypt all of their communications to guarantee privacy of their data. David Mills, 2006.To use Kerberos in computer security systems, one must authenticate with a Kerberos server to gain access to the key server. To do this requires a Kerberos server on your network and a “Kerberized” version of key access. Users with Kerberos authentication server can authenticate users to key-servers. To gain acce ss to a Kerberized key server, the users must type their known name and password, as kerberos server provides authentic services only. The ticket granting server must with no doubts ascertain that the authentication server identifies the client as the true client he purports to be. S. M. Bellovin 1989. Kerberos is designed such that its authentication protocol demands that there has to be a Kerberos client-side authentication module on each key access client and a server- side authentication module. Donald Knuth 1997.AuthenticationKerberos security system uses key distribution center (KDC) to safeguard data and information from access to unauthorized users. A key distribution center is a part of a cryptosystem with symmetric encryption aimed at reducing the risks associated in exchanging keys. It operates in systems within which some users are permitted to use services at some times and not others. An operation with a key distribution center involves the user making a request to u se a service, The key distribution center use cryptographic techniques to verify the authentication of the users and whether the user has permission to access to the service requested or not. The server verifies the submitted ticket and if the user meets all the required conditions He or She is permitted access. In most cases, the key distribution center shares a key with each of all the other parties and produces a ticket based on a server key which the client receives and submits it to the appropriate server. G. R. Blakley 1979In Kerberos, authentication occurs between clients and servers. The client gets the service from the Kerberos service. The key distribution center implements the authentication service and the ticket granting service. The key distribution center maintains a copy of every password associated with every password associated with every principal and hence it is very important that the key distribution center be under tight security. Most key distribution cente r implementations keep the principals in a database, which is usually manipulated by an administration server. G. R. Blakley 1979.Time stamping entails provision of a sequence of characters showing the date and time at which an event occurred. The data is presented in a consistent manner allowing easy comparison of two different records and noting progress over time. It is usually used for logging events in which each event is marked with a timestamp. In key distribution center, the time server reads the actual time from a reference clock and distributes the information to the clients using a computer network. This can be done by use of Network Time Protocol (NTP). Y. Rekhter, R. Moskowitz, D. Karrenberg, G. de Groot, E. Lear.

The Trade Traingle - 850 Words

During the industrial revolution, the people of Britain mainly relied on the Trade Triangle. The Trade Triangle enabled English colonies to develop in the variety of crops, growing population and gaining many new resources which benefited them. The trade triangle is known for the trading between Africa , America and Europe . One of the most important parts of the trade triangle is the path of slaves getting transported to America . In the period of the industrial revolution, many Africans were kidnapped and forced to be slaves. It went to the extent that when family members arrived home from farming or hunting, other members would have been taken. Children who were left as look outs were also taken regardless of their age. An Africans†¦show more content†¦The slaves were treated very cruelly and in poor condition. Slaves would become very weak because they were not fed, and they were used up until they became worn out or until they died. Living conditions in plantations African slaves did forced labour. They had no say In what they did. They worked long hours with only a small pay. The owners had very harsh discipline rules and if the rules were broken or disobeyed, harsh punishments would be given. Some slaves were also forced to work in chains. Many of them lived in fear because there were many slaves who could not work with the harsh treatment that they received and they would often start rebellions. Advantages and disadvantages of the slave trade There were many advantages and disadvantages from the slave trade. Advantages for the Europeans were that they were able to develop and grow their country to a tremendous standard by building important rail roads and and making cotton one of the most expensive goods. These things were all done for no cost. It was simply a cheap source of work . Many goods were produced by slaves so , many profits were earned. The disadvantages were mainly for the Africans because many slaves would be separated from their family members when they get sold off to different owners. Another disadvantage is that they were beaten, whipped, hung and burnt. Many Africans

United States Constitution - 1516 Words

Novus Ordoro Seclorum is Latin for â€Å"a new order for the ages.† Why did Americans select the constitutional order they did in 1787-1789, and why did they reject a more democratic and confederal form not more than a decade old? â€Å"Having initially hesitated in attending the Convention, once decided, Washington pushed the delegates to adopt ‘no temporizing expedient’ but instead to ‘probe the defects [of the Articles] to the bottom, and provide radical cures,’ from Matthew Spalding, Ph.D. At the beginning of the Philadelphia debates in 1787, Edmond Randolph set aside the Articles of Confederation and the Congress of Confederation, and instead created the skeleton of a new constitution which included a Supreme National Government with†¦show more content†¦The delegates wisely choose the chance of good. Considered at the Philadelphia Convention was a Confederate government, the system from Articles of Confederation. One of many problems u nder a confederacy is a weak federal government. From Generation Joshua, â€Å"It must be understood that the Articles of Confederation were really just an agreement between friends, a gentlemen’s agreement†¦ The Confederation Congress was a shadow, while the true power rested with the individual states.† Instead of the federal government being able to do their job, the states ran the country. The government was inhibited by its inability to govern. The states were being governed, not the people, so the government was not doing its job, to govern the people, instead, it was governing the states. . James Madison says, â€Å"One characteristic, was that in a federal Government, the power was exercised not on the people individually; but on the people collectively, on the States.† However, the biggest problem is that it simply did not work. Edmond Randolph, a delegate to the Philadelphia Convention from Virginia, says â€Å"I lament the crisis that revising t he federal system has brought about, but I believe that it is necessary to prevent the fulfillment of the prophecies of an imminent American downfallShow MoreRelatedThe Constitution Of The United States979 Words   |  4 Pages In 1787 the Constitution of the United States was written and ratified to better that time period. Many people believe that the Constitution was an excellent tool in previous years but, it is no longer relevant to today’s society. Others disagree, they think that the United States Constitution is still applicable to today’s American citizens. The Constitution is significant to American life, it protects each individual’s rights, limits the federal government’s power, and amendments can be addedRead MoreThe Constitution Of The United States1337 Words   |  6 PagesA constitution is defined as the system of fundamental principles according to which a nation, state, or those of such nature are governed. The Constitution of the Unit ed States of America is the supreme law over our nation as a set of rules in which our country is run. In addition to following the rules of the national constitution Texas also has its own constitution as wall as every other state’s; Texas’s is among the longest. Similarly to the United States Constitution, the structure and functionRead MoreThe Constitution Of The United States Essay1391 Words   |  6 PagesThe Constitution of the United States, specifically the Bill of Rights, guarantees and protects the rights of individual citizens. In addition to freedom of speech, freedom of religion, and the right to keep and bear arms, individuals have the freedom to assemble and the freedom to petition. More importantly, is the protection from unreasonable search and seizure, cruel and unusual punishment, self-incrimination, and the deprivation of life, liberty, or property without due process of law (UnitedRead MoreThe United States Constitution958 Words   |  4 Pages The United States Constitution was adopted September 17, 1787. The purpose around its construction was to add more detailed rights, laws and regulations in the United States than the Articles of Confederation gave when it was established on November 15, 1777. The ratification of the Bill Of Rights added to the constitution December 5, 1791 created a clear understanding of the rights garneted to the American people. The founders created laws and restrictions that limited the governmental power andRead MoreThe United States Constitution2133 Words   |  8 PagesThe Constitution The Constitution is the foundation of the United States Government. Each branch of the government relies upon this document to dictate how power is distributed in this democracy and the people rely on the Constitution to protect them from the Federal governments power. Before the Constitution the colonies were divided under the governance of the Articles of Confederation. This first government was adequate through the Revolutionary War but afterwards the people needed unionRead MoreThe Constitution Of The United States972 Words   |  4 PagesThe constitution, the governing document of the United States, virtually perfect in its creation and given life through the thoughts, worries, and dreams of a few great and very intelligent men, it can be said to be the living law of the land, one that has grown and matured with society and the world of today. This document has performed amazingly in its ability to represent the people of its time and to allow room for interpretation of law in combination with society to allow it to continue to representRead MoreThe Constitution Of The United States1552 Words   |  7 PagesThe Constitution of the United States has governed this country for over 200 years. The Bill of Rights, also known has the first Ten Amendments of the Constitution, has protected the unalienable rights of citizens in the United State. Selective incorporation was used in order to nationalize the Bill of Rights and protect the immunities, rights, and privileges of all United States citizens within the states. The success of Selective Incorporation, along with the 14th Amendment, ensured that statesRead MoreThe Constitution Of The United States894 Words   |  4 Pagesthe substratum for that country. A Constitution can be defined as a document that is the substratum of the country’s principles. Elements in the Constitution may contain sundry information. Which can include: how many terms a leader may serve, what rights the citizens have, how the judicial system works, etc. The United States in no different from those countries. Every constitution is different, no country has the exact constitution as another. The U.S Constitution is a four-page document detailingRead MoreThe Problem With The United States Constitution1209 Words   |  5 PagesAllana Diego Mrs. Morris CLN4U 9 January 2015 The Problem with the United States’ Constitution According to the United Nations, human rights are defined as â€Å"rights inherent to all human beings, whatever their nationality, place of residence, sex, national or ethnic origin, colour, religion, language, or any other status. Humans all equally entitled to human rights without discrimination. These rights are all interrelated, interdependent and indivisible.† The fight to protect human rights hasRead MoreThe United States Constitution1698 Words   |  7 PagesThe United States Constitution was ratified in the summer of 1788 and is the governing document of the United States of America. Owing to its brevity and clarity of thought, it has stood the test of time, whereas founding laws of other nations have come and gone, lost to the thoughts of the many for whom they were originally conceived of to sustain. Of the prescient statutes that comprise this most venerable of documents is Article 1, Section Four, which laid a foundation for the election of federal

Shakespeare’s Othello Free Essays

Iago’s character is manipulative and treacherous as can be read in the famous quote, â€Å"Iago is most honest† (Shakespeare II. iii. 7). We will write a custom essay sample on Shakespeare’s Othello or any similar topic only for you Order Now He is fond of implanting malice in even the most mundane, casual encounters. For instance, Iago plans to make a mountain out of the molehill that Cassio was able to briefly, hold hands with Desdemona while on board the ship. Iago is also chauvinistic for the most part of the play and appears to have a dislike for women in general as revealed by his frequent barrages of insults towards Emilia and Desdemona. Iago’s general detest for women may come from the fact that he suspects Othello of having an affair with his wife. His thoughts are revealed in the play and there is constant revelation that he wants his revenge â€Å"wife for wife†. This reveals a concealed lust for Desdemona born out of his baseless jealousy. Iago continues his pursuit to ruin the relationship of Othello and Desdemona, as is witnessed in Iago’s speeches to Othello,Look to her, Moor, if thou hast eyes to see: She has deceived her father, and may thee†¦Ã¢â‚¬â€œMy life upon her faith! Honest Iago† (Shakespeare I, iii 333-5). He also has a plan to lure Cassio into performing actions that would dishonor him and possibly cause Othello to rethink his promotion of Cassio, as Iago states of himself in this matter, â€Å"Were I the Moor, I would not be Iago: In following him, I follow but myself†¦ But I will wear my heart upon my sleeve For daws to peck at: I am not what I am† (Shakespeare I, I 63-71). Iago succeeds in this endeavor by subtly causing a commotion which causes Cassio to lose his composure and accidentally stab Montano, the governor. This costs Cassio his position as lieutenant. While alone with Othello, Iago implies the possibility that Desdemona is having an affair with Cassio. Iago manages to persuade Othello to doubt Desdemona’s loyalty and love for him. He tells Othello to closely examine his wife’s actions when she is with Cassio. These are just among the many webs of lies and deceit that he manages weave in his attempts to settle scores with Othello and Cassio. Othello’s first gift to Desdemona was a handkerchief. This supposedly trivial object later becomes the piece of evidence that Iago uses to destroy Othello’s marriage. One evening, as Desdemona and Emilia inform Othello that dinner is ready, Othello complains of a headache. Desdemona promptly offers her handkerchief to bind his head to relieve the pain. Othello comments that the handkerchief is too small and pushes it away. Desdemona unknowingly loses grip of the handkerchief as she and Othello walk out of the room. Emilia picks up the handkerchief, remembering that Iago had asked her a number of times to steal it, she is delighted at the prospect of surprising her husband. At the same time as Iago was to plant Desdemona’s handkerchief in Cassio’s room, Othello who discovers his plot is infuriated and exclaims that he’d rather witness deception first hand than assume infidelity without conclusive evidence. At this point, Iago, ever the manipulator, manages to get his way again by fabricating another story that Cassio once called out Desdemona’s name in his sleep and that Cassio acted as if he were kissing Desdemona. Iago reinforced his claim by claiming to have seen Cassio wipe his beard with the handkerchief. This enrages Othello and he vows to seek revenge on Cassio and Desdemona for the alleged infidelity. Once again, Iago succeeds and even manages to get promoted to lieutenant. In the play, Desdemona’s handkerchief is the symbol of faithfulness and later in the play the symbol of truth. All the speculations around Desdemona’s alleged relationship with Cassio has created a lot of trouble for Othello and Desdemona. Othello has become very unhappy and has begun mistreating Desdemona. One evening after dinner, Othello goes on a walk with Lodovico and sends Desdemona to bed. As Desdemona gets ready, she and Emilia contemplate on how different her life would be like if she had not met Othello. Desdemona sings the â€Å"Willow† song, a song that she learned from her mother’s maid who sang the same song when the man she love left her. The â€Å"Willow† song is the symbol of acceptance of her fate that the man whom she loved had left her. Before telling Emilia about the story behind the â€Å" Willow† song, she had remarked on the attractiveness of Lodovico. She also This suggests that after the bad things that have happened between Desdemona and her husband, committing adultery had somehow entered her mind. She saw adultery as an option to distract her from the pain that her husband is neglecting and mistreating her. Iago has persuaded Roderigo to go after Cassio with the web of lies that he had weaved about Cassio and Desdemona’s alleged affair. Iago had once again managed to convince Roderigo with his lies to the point that Roderigo longed to kill Cassio. Roderigo stabbed Cassio in a brothel. When Othello hears Cassio’s cries of murder, Othello thinks that it is Iago who stabbed Cassio. Othello is still unaware of Iago’s deception and he believed that Iago stabbed Cassio to carry out his revenge. This tragedy wrongly convinces Othello of the validity of Desdemona’s alleged unfaithfulness. He returns to the bedroom to kill her. Othello returns to the bedroom where Desdemona is sleeping soundly. He leans to give her one last kiss before he kills her. Desdemona awakens from the kiss and is frightened when Othello tells her to prepare to be killed. Othello tells her that he had discovered her affair with Cassio who had just been killed by Iago. Before she could explain her side of the story, she breaks down in tears to weep for Cassio. This angers Othello all the more and begins to smother his wife. Emilia rushes to inform Othello that Cassio has killed Roderigo. When Othello admits that he has killed his wife and that Emilia keep silent about it. Emilia, afraid and confused calls for help. Montano, Graziano and Iago arrive at the scene. Little by little, Emilia uncovers her husband’s deceitfulness. Iago sensing the impending exposure of his evil deeds makes an attempt to silence Emilia with his sword. Iago succeeds at stabbing his wife. Othello disbelievingly realizes his terrible mistake of not trusting his wife and killing her out of blind rage. Realizing that his life is now worthless without Desdemona, he takes his own life. Othello and Desdemona are the unfortunate victims of Iago’s irrational jealousy and treachery. Even Iago’s wife Emilia was not spared of the tragedy. Before Iago becomes conscious of the gravity of his actions, lives have been lost, too much harm has been done to the point that it is beyond repair. How to cite Shakespeare’s Othello, Papers

Operation Management Strategy and Analysis free essay sample

The globalization of the economy and the liberalization of the trade markets have formulated new conditions in the market place which are characterized by instability and intensive competition in the business environment. Competition is continuously increasing with respect to price, quality and selection, service and promptness of delivery. Removal of barriers, international cooperation, technological innovations cause competition to intensify. All these changes impose the need for organizational transformation, where the entire processes, organization climate and organization structure are changed. Reengineering is one approach for redesigning the way work is done to better support the organizations mission and reduce costs. Reengineering starts with a high-level assessment of the organizations mission, strategic goals, and customer needs. Reengineering may not involve copying but, like benchmarking, is an agent for change. What is Reengineering? The term Re-engineering means re-thinking or reforming or transforming to achieve radical change in order to be competitive, to bring about rapid improvement in performance. We will write a custom essay sample on Operation Management Strategy and Analysis or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page It means to re-engineer something that was engineered long ago in order to achieve desired performance as results. The concept mainly applies to an organization, particularly large organizations that have become inefficient over time that finds it difficult to be competitive using the archaic systems of governance, organizational processes and procedures. For organizational operations, Reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance such as- cost, quality, service and speed. The concept is not about slight improvement or making an existing process better. It is about changing what exists. It is about radical change to achieve significant improvement in performance. Fundamentally it is about bringing change in mindset, and with widespread use it could significantly improve a nations performance. It is not an easy task and should not be tried with inexperienced people. There are proven methods and tools, but it can only succeed with experienced leadership and professionals. Many corporations and institutions, public and private, have successfully utilized this concept to significantly improve their economic performance. * Examples of Reengineering: How much reengineering is helpful for an organization, we can understand it from the following illustrations— * Florida Power and Light Company achieved a reduction in power outage per customer to 32 minutes, compared to 7 hours by its competitor, thorough reengineering. * CIGNA, a leading provider of insurance and related financial services in the United States, reported that each $1 invested in reengineering generated $2-$3 in returned benefits. Corning Asahi Video (CAV) Products won Computerworld’s Annual Reengineering Team of the Year Award for completing a 15-month project costing $570 million that resulted in halving fulfillment time and reducing per order ordering costs for CAV by 75%. * Digital Equipment Corporation successfully eliminated 450 positions through a reengineering project by consolidating 55 accounting groups into just five. * Progressive Insurance, thorugh reengineering, reduced time spent in settling claims from 31 days to just 4 hours. During the period 1987-1992, Banca di America e di Italia (BAI) doubled its revenue and attributed 24% of the increase to its reengineering efforts. * Pacific Bell’s first reengineering project was known as â€Å"Centrex Provisioning,† in which the company reported 36%-50% reduction in cost and over 20% reduction in errors. * C. R. England and Sons, thorough reengineering, was able to reduce its cost of sending its invoice a to mere $0. 15 compared to the average cost of $5. 10 that was incurred during the period 1989-1991. ATamp;T Capital Leasing Services, through reengineering, was able to increase its sales by 20% and decrease its credit approval tome by 39%. * Rank Xerox (U. K. ), through reengineering, reduced its order delivery time from 33 days to 6 days. * Inter-Mountain Health Care of Salt Lake City, through reengineering, reduced infection rates by half, resulting in an annual saving of approximately $750,000, and cut its adverse drug reduction cost by $900,000 per year. What Reengineering Is Not: Careful attention must be given to what reengineering is not, because much misconception exists in the business world today. Many boast of reengineering efforts and projects, but in reality, few fulfill the definition of reengineering. Projects that are not reengineering do not reap the enormous gains and radical changes inherent the methodology. Too often, executives and managers say they have reengineered and, when gains are small or nonexistent, develop a belief that reengineering does not work. This judgement is erroneous and often dissuades others from committing to the reengineering revolution. Reengineering is not about: * Accomplishing incremental or small-scale change. Reducing full-time equivalents (FTEs) to control costs. * Switching vendors or changing products. * Offering contests, slogans, or gimmicks. * Providing quality improvement initiatives. * Remodeling the physical plant. * Restructuring the organization. * Improving processes. * Developing new services. * Automating existing processes. * Improving systems. * Decreasing services. * Marketing. * Initiating mergers or joint ventures. Alt hough many of these items may well be techniques or outcomes of reengineering, in and of themselves, they are not essential features. The key to successful reengineering is to stay focused on the core features and elements of the process. The greatest mistake is to focus on the peripheral organizational elements. Confusion and frustration will generally result, and the overall objective of making radical changes and quantum leaps in performance will never be realized. * Types of Reengineering: There are different types of reengineering in business, such as— * Performance Management Productivity Analysis: Procedure analysis is a technique developed by industrial engineers to give the most accurate and reliable information about what a specific work or position is. Also it gives us a fair explanation of how a work can be performed to obtain desired results, and how much it costs. * Organization and Method Analysis: Procedure analysis finds areas that need improving and ways and ways of making improvements. The type and scope of procedure survey will vary depending on the purposes of the investigation and the size and nature of the instituion. In most cases an individual systems investigation would be aimed at solving one particular problem or analyzing one particular aspects of the systems of the institution. * System and Procedure Analysis and Design: While company policy and personnel procedures must exist within the framework of a business, many companies create written policy manuals to use as management guides for personnel procedures and company policy. * Formal Definition of Business Process Reengineering (BPR): BPR is concerned with the conversion of business process and not of computer processes. Reengineering is also known as Business Process Reengineering(BPR). Reengineering is â€Å"the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed. (Hammer and Champy, 1993) The definition contains four key words: * Fundamental * Radical * Dramatic * Processes * Fundamental: In doing reengineering, business people must ask the following most basic questions about their companies and how they operate: * Why do we do what we do? * Why do we do it the way we do? Asking these fundamental questions forces people to look at the tacit rules and assumptions that underlie the way they conduct their businesses. Often, these rules turn out to be obsolete, erroneous, and inappropriate. Reengineering begins with no assumptions; in fact, companies that undertake reengineering must guard against the assumptions that most processes already have embedded in them. Reengineering first determines what a company must do, and then how to do it. Reengineering ignores what is and concentrates on what should be. * Radical: Radical, derived from the Latin word â€Å"radix†, means â€Å"root†. Consequently: * Radical redesign means getting to the root of things: not making superficial changes or fiddling with what is already in place, but throwing away the old. Radical redesign means disregarding all existing structures and procedures, and inventing completely new ways of accomplishing work. * Reenginerring is about business re-invention—not business improvement, business enhancement, or business modification. * Dramatic: Reengineering is not about making marginal or incremental improvements, but about achieving quantum leaps in performance. Marginal improvem ent requires only fine tuning; dramatic improvement demands replacing the old with something new. Reengineering should be brought in only when a need exists for heavy correction. Three kinds of companies undertake reengineering— * Companies that find themselves in deep trouble, that is, who are desperate. * Companies that are not yet in trouble but whose management has the foresight to see trouble coming. * Companies that are in peak condition and seek to consolidate and improve their position. * Processes: Process is a collection (set) of activities that take one or more kinds of input and create (produce) an output that is of value to the customer. It addresses the following questions— * How do you develop a new product? * What can we do what we do faster? How can we do what we do better? * How can we do what we do at a lower cost? * Why do we do what we do at all? Business Process Reengineering (BPR) is driven by the three Cs of customers, competition, and change. * Customers want products and sevices that fit their unique needs delivered to fit their schedules and priced to fit their budgets. Once a customer becomes acquainted with a higher level of quality or service, there is no going back. * Competition is becoming more intense, with successful companies offering a superior package of price, quality and service. Change is inevitable, and the pace of change in technological innovation is quickening. This means that companies have to move faster just to stand still. * History of Reengineering: Early Stage: The concept of reengineering originates from management theories developed as early as the 19th century. The purpose of reengineering is to make all business processes ‘best-in-class’. Frederick Taylor suggested in the 1880s that managers use process reengineering methods to discover the best processes for carrying out work, and that these processes be reengineered to achieve optimum productivity. BPR echoes the classical belief that there is one best way to conduct tasks. In Taylor’s time, technology did not allow large companies to design processes in a cross-functional or cross-departmental manner. Specialization was the state-of-the art method to improve efficiency, as per the technology of the time. BPR was first introduced to the business world by Frederick Taylor when he published his article, â€Å"The Principles of Scientific Management†, in the 1900s. Criticism: Scientific Management was the first step to the introduction of BPR, which turned out to be unsuccessful due to the many issues which were not resolved. During Taylor’s time, not many knowledgeable workers were employed in manufacturing, which was the main wealth generator. Scientific Management involved breaking the manufacturing process down to a ‘thoughtless’ cycle of simple sequences, which were to be carried out in the least amount of time possible with the minimum amount of effort. This often raised the factory workers’ salaries but also caused the workers to work extremely hard in backbreaking manual labour. This practice of improving efficiency in manufacturing often raised the concern of ‘dehumanization of the workplace’. The Scientific Management method gave birth to Total Quality Management in Japan after World War II, which eliminated many of the discrepancies that the previous method of improving the business structure had. William Deming and Joseph Juran helped Japan become an economic superpower by taking over market share from North American businesses with quality goods and services. Total Quality Management’s main goal is to improve manufacturing operations. In the early 1900s, Henry Fayol stated the concept of reengineering: To conduct the undertaking toward its objectives by seeking to derive optimum advantage from all available resources. The applicability of classical management theories, such as division of labour was widely duplicable and portable. These ideas stimulated increases in productivity, output, and income, that led to the creation of the middle class. Although the technological resources of our era have changed, the concept still holds. Criticism: About the same time, another business engineer, Lyndall Urwick, stated: â€Å"It is not enough to hold people accountable for certain activities; it is also essential to delegate to them the necessary authority to discharge that responsibility. Although Hammer and Champy are eager to declare that classical organization theory is obsolete, classical ideas such as division of labour have had an enduring power and applicability that reengineering has so far failed to demonstrate. BPR does not appear to qualify as a scientific theory because, among other things, it is not duplicable and it has limited scope. Development Stage: In the 1990s, Michael Hammer and Jame s Champy introduced their book ‘Reengineering the Corporation’, which gave birth to the term business process reengineering. Michael Hammer once said, â€Å"Serving the customer is not a mechanical act but one that provides an opportunity for fulfillment and meaning. †   Michael Hammer, a former professor of computer science at the  Massachusetts Institute of Technology  (MIT), published an article in the  Harvard Business Review, in which he claimed that- the major challenge for managers is to obliterate forms of work that do not add value, rather than using technology for automating it. This statement implicitly accused managers of having focused on the wrong issues, namely that technology in general, and more specifically information technology, has been used rimarily for automating existing processes rather than using it as an enabler for making non-value adding work obsolete. BPR is supposedly not a theory, but a technique. Hammer and Champy are, however, rather vague about the details. Despite their vagueness, Hammer and Champy are clear about the party to blame when reengineering atte mpts fail; it is the fault of the individual company. To the reengineering team, this will sound like a variation of ‘blaming the victim. ’ Cyert and March, among others, point out that conflict is often a driving force in organizational behaviour. BPR stresses teamwork, yet paradoxically, it must be â€Å"driven† by a leader who is prepared to be ruthless. It is good practice not to assume that one can simply issue directives from the headquarters and expect them to be carried out. Hammers claim was simple: Most of the work being done does not add any value for customers, and this work should be removed, not accelerated through automation. Instead, companies should reconsider their processes in order to maximize customer value, while minimizing the consumption of resources required for delivering their product or service. A similar idea was advocated by  Thomas H. Davenport  and J. Short in 1990,  at that time a member of the  Ernst amp; Young  research center, in a paper published in the  Sloan Management Review. This idea, to unbiasedly review a company’s  business processes, was rapidly adopted by a huge number of firms, which were striving for renewed  competitiveness, which they had lost due to the market entrance of foreign competitors, their inability to satisfy customer needs, and their insufficient cost structure. According to Thomas Davenport, â€Å"classical reengineering† repeats the same mistakes as the classical approach to management, by separating the design of work from its execution. Typically, a small engineering team, often from outside the company, designs work for the money. The team is fuelled by assumptions such as- â€Å"There is one best way to organize work; I can easily understand how you do your work today; I can design your work better than you can; There is little about your work now that is worth saving; You will do your work the way I specify. † Davenport suggests that the engineering model or analogy that BPR is based upon is flawed, both in terms of process design and information technology. He proposes an â€Å"ethnographic† approach to process design and an â€Å"ecological† approach to information systems. Even well established management thinkers, such as  Peter Drucker  and  Tom Peters, were accepting and advocating BPR as a new tool for re-achieving success in a dynamic world. During the following years, a fast growing number of publications, books as well as journal articles, were dedicated to BPR, and many consulting firms embarked on this trend and developed BPR methods. However, the critics were fast to claim that BPR was a way to dehumanize the work place, increase managerial control, and to justify  downsizing, i. . major reductions of the work force,  and a rebirth of  Taylorism  under a different label. Despite this critique, reengineering was adopted at an accelerating pace and by 1993, as many as 60% of the  Fortune 500  companies claimed to either have initiated reengineering efforts, or to have plans to do so. This trend was fueled by the fast adoption of BPR by the consulting industry, but also by the study  Made in America, conducted by MIT, that showed how companies in many US industries had lagged behind their foreign counterparts in terms of competitiveness,  time-to-market  and  productivity. Development after 1995 With the publication of critiques in 1995 and 1996 by some of the early BPR proponents, coupled with abuses and misuses of the concept by others, the reengineering fervor in the U. S. began to wane. Since then, considering business processes as a starting point for business analysis and redesign has become a widely accepted approach and is a standard part of the change methodology portfolio, but is typically performed in a less radical way as originally proposed. More recently, the concept of  Business Process Management  (BPM) has gained major attention in the corporate world and can be considered as a successor to the BPR wave of the 1990s, as it is evenly driven by a striving for process efficiency supported by information technology. Equivalently to the critique brought forward against BPR, BPM is now accused of focusing on technology and disregarding the people aspects of change. Reengineering Assumptions: A number of assumptions are associated with reengineering. The fundamental assumptions include: * Reengineering is top-down directed; * Reengineering leads to radical change; Reengineering focuses on end-to-end processes; * Reengineering assumes clean-state change; and * Reengineering is information technology enabled. Key Elements of Reengineering: Critical Processes: The emphasis of reengineering should be on core business processes rather than on functional departments such as purchasing or marketing. By focusing on processes, m anagers may spot opportunities to eliminate unnecessary work and supervisory activities, rather than worry about defending turf. Because of the time and energy involved, reengineering should be reserved for essential processes such as new-product development or customer service. Normal process-improvement activities can be continued with the other processes. Strong Leadership: Senior executive must provide strong leaderhip for reengineering to be successful. Otherwise, cynicism, resistance (â€Å"we tried that before†), and boundaries between financial areas can block radical changes. Managers can help overcome resistance by providing the clout necessary to ensure that the project proceeds within a strategic context. Executives should set and monitor key performance objectives for the process. Top management should also create a sense of urgency, making a case for change that is compelling and constantly refreshed. Cross functional Teams: A team, consisting of members from each functional area affected by the process change, is charged with carrying out a reengineering project. For instance, in reengineering the process of handling an insurance claim, three departments should be represented: customer service, adjusting, and accounting. Reengineering works best at high-involvement workplaces, where self-managing teams and employee empowerment are the rule rather than the exception. Top-down and bottom-up for deciding how to achieve them. Information Technology: Information technology is a primary enabler of process engineering. Most reengineering projects design processes around information flows such as customer order fulfillment. The process owners who will actually be responding to events in the marketplace need information networks and computer technology to do their jobs better. The reengineering team must determine who needs the information, when they need it, and where. Clean-Slate Philosophy: Reengineering requires a â€Å"clean state† philosophy-that is, starting with the way the customer wants to deal with the company. To ensure a customer orientation, teams begin, with internal and external customer objectives for the process. Often, teams first estblish a price target for the product or service, deduct profits desired, and then find a process that provides what the customer wants at the price the customer will pay. Reengineers start from the future and work backward, unconstarined by current approaches. Process analysis: Despite the clean-state philosophy, a reengineering team must understand things about the current process: what it does, how well it performs, and what factors affect it. Such understanding can reveal areas in which new thinking will provide the biggest payoff. The team must look at every procedure involved in the process throughout the organization, recording each step, questioning why it is done, and then eliminating everything that is not really necessary. Information on standing relative to the competition, process by process is also valuable. Core Features and Philosophy of Reengineering: Reengineering follows some core core features and philosophy which are shown in the following: 1. Radical Change: The focus is on radical change in processes and systems. 2. Discontinuous Thinking: It involves a radical departure from dysfunctional ways of doing and thinking; it means breaking old assumptions and rules. 3. Innovation: The emphasis on creativity and recreation, going where no one has gone before. 4. Dramatic Improvements: The major imperative is realization of quantum leaps in defined outcomes, yielding dramatic not just incremental improvements in processes and systems. 5. Start-From-Scratch Initiative: The focus on what can be, rather than what is. 6. Genesis Effect: It is a birth, a new beginning, a time of creation. 7. Cross-Functional: This is a synergistic process, crossing multiple functions and boundaries. . Futuristic: The emphasis is on future operations, not on the present or past, which demands visionary thinking and leadership. 9. Driven from The Top Down: This effort requires the absolute commitment and continuous support of top-level management to be successful. 10. Organization Focused: All elements of the organization are readily involved and po sitively affected. Objectives of Reengineering: When applying the BPR management technique to a business organization the implementation team effort is focused on the following objectives: Customer focus: Customer service oriented processes aiming to eliminate customer complaints. Quality: Obsession with the superior service and value to the customers. The level of quality is always the same controlled and monitored by the processes, and does not depend mainly on the person, who servicing the customer. Speed: Dramatic compression of the time it takes to complete a task for key business processes. For instance, if process before BPR had an average cycle time 5 hours, after BPR the average cycle time should be cut down to half an hour. Compression: Cutting major tasks of cost and capital, throughout the value chain. Organizing the processes a company develops transparency throughout the operational level reducing cost. For instance, the decision to buy a large amount of raw material at 50% discount is connected to eleven cross checkings in the organizational structure from cash flow, inventory, to production planning and marketing. These checkings become easily implemented within the cross-functional teams, optimizing the decision making and cutting operational cost. Flexibility: Adaptive processes and structures to changing conditions and competition. Being closer to the customer the company can develop the awareness mechanisms to rapidly spot the weak points and adapt to new requirements of the market. Innovation: Leadership through imaginative change providing to organization competitive advantage. Productivity: Improve drastically effectiveness and efficiency. In order to achieve the above mentioned adjectives the following BPR project methodology is proposed. Tools amp; Techniques: The various definitions of BPR suggest that the radical improvement of processes is the goal of BPR, but when we have a look at the literature we see that they do not refer specifically to the tools and techniques used in reengineering business processes. The result of this void is that some authors and consultants alike have pursued the use of many different tools in the search for the best reengineering application. These tools and techniques can be listed as below: * Tools of BPR: BPR tools are used more frequently on methodology- based BPR projects than on intuitive ones (Unless the user counts a piece of paper, a flow chart template, and a pencil as tools). In fact, some of the methodologies are based on the use of specific tools. Benefits of using BPR Tools: By using tools, the BPR practitioner expects to improve productivity, finish projects faster, produce higher quality results, and eliminate tedious housekeeping work in order to concentrate on value added work. To produce these benefits, BPR tools should be usable by businesspeople (managers and professionals), not technicians. They should enhance the clarity of the BPR team’s vision. They should enforce consistency in analysis and design, and they should ideally, permit iterative, top-down refinement from the BPR project goals to the solution. If the solution includes a computer system, the refinement should end with a working system. Finally, as with any investment, BPR tools should produce an acceptable return on investment. * Six Categories of BPR Tools – * Project Management: These tools are used for planning, scheduling, budgeting, reporting, and tracking projects. Some, such as Texas Instruments’ IEF/Project Manager, are integrated with other categories of tools, such as modeling, analysis, and systems development. Other project management tools, such as Harvard Project Manager or Microsoft Project for Windows, are standalone. Coordination: These tools are used to distribute plans and to communicate updated details of projects. The primary subcategories are E-mail, scheduling applications, shared spreadsheets, bulletin boards, and groupware. Some of these tools, such as Microsoft Excel or Lotus 1-2-3, support a single subcategory. Others, such as Lotus Notes or WordPerfect Office, support multiple subca tegories. * Modeling: These tools are used to make a model of something in order to understand its structure and workings. Most of the tools in this category are integrated computer-aided software engineering (ICASE) toolsets for integrated analysis, design, and development of computer systems. These include Texas Instruments’ IEF. Knowledgeware’s IEW, Popkin System Architect, and S/Cubed DAISYS. There are useful partial solutions, including spreadsheets. * Business Process Analysis: These tools are used for the systematic reduction of a business into its constituent parts and the examination of the interactions among those parts. In general, the same tools used for modeling are used for business process analysis. Indeed, analysis is necessary for modeling, although not vice versa. * Human Resource Analysis and Design: Tools used to design and establish the human or social part of reengineered processes are mostly standalone, partial solutions for specific, sometimes overlapping applications. One subcategory of these tools is used for requisition/candidate tracking and position history. Examples include—skills assessment (Performance Mentor), team building (Supersynch), compensation planning (Hi-Tech Employee Evaluation and Salary Manager), and organization charting (Corel Draw, Harvard Graphics). System Development: These tools are used to automate the reengineered business processes. Subcategories include the ICASE tools as well as visual programming (Microsoft Visual Basic), application frameworks (Borland Application Framework, Gupta SQL Base, and SQL Windows), coding workbenches (MicroFocus Cobol/2 Workbench, IBM OS/2 Workframe 2), object reuse libraries (Digitalk Smalltalk V, Borl and Object Vision), and test harnesses (McCabe amp; Associates Codebreaker, Software Research M-Test). * Techniques of BPR: Some common techniques for BPR are— * Process Visualization: While many authors refer to the need to develop an ideal end state for processes to be reengineered, Barrett (1994) suggests that the key to successful reengineering lies in the development of a vision of the process. * Process Mapping and Modeling: Process flowcharting, IDEF, role activity diagramming etc. * Change Management: Several authors concentrate on the need to take account of the human side of reengineering, in particular the management of organizational change. Some authors suggest that the management of change is the largest task in reengineering. Kennedy (1994) on the other hand, incorporates the human element of reengineering due to the perceived threat it has on work methods and jobs. * Benchmarking: Several authors suggest that benchmarking forms an integral part of reengineering, since it allows the visualization and development of processes which are known to be in operation in other organizations. * Process and Customer Focus: The primary aim of BPR, according to some authors, is to redesign processes with regard to improving performance from the customer’s perspective. Problem Solving and Diagnosis: Pare to diagramming, cognitive mapping etc. * Process Prototyping and Simulation: Simulation has proven to be an effective tool in just about all facets of the reengineering process. It allows BPR practitioners to determine which processes should be reengineered and if proposed changes will have a productive impact. Simulation provides a structured environment in which they can better understand, analyze and improve their processes. * Project Management: Budgeting, project scheduling etc. * Process Measurement: Activity-based costing, statistical process control etc. It should be noted that few authors refer to any single technique when discussing BPR. Most incorporate and integrate a mixture of tools and techniques for change effectively and for the success of BPR project. Resource Person for Reengineering: The implementation of reengineering needs people who have different roles in the reengineering horizon. The selection of people who will reengineer is a critical success factor in reengineering. The roles played by people in reengineering are as follows: 1. Leader: The leader is a senior executive who authorizes and motivates the overall reengineering effort. 2. Process Owner: The process owner is a manager with responsibilities of the process that is reengineered. It is this process that is reengineered. 3. Reengineered Team: The reengineering team is a group of individuals who are dedicated to reengineering of the particular process. 4. Steering Committee: The steering committee is a strategy team, consisting of senior managers who will make the strategy for reengineering in the company and monitor the reengineering effort. 5. Reengineering ‘Czar’: The reengineering czar is the individual responsible for developing reengineering techniques and tools within the company, and achieving synergy across various reengineering efforts that are going on in the organization. The czar has two important functions: a) Enabling and supporting the process owners and reengineering teams, and b) Coordinating all the ongoing reengineering activities in the organization. Principles of Reengineering: Reengineering is about achieving a significant improvement in processes so that contemporary customer requirements of quality, speed, innovation, customization, and service are met. Hammer has proposed seven principles or rules for reengineering and integration. Rule 1. Organize around Outcomes, Not Tasks: Several specialized tasks previously performed by different people should be combined into a single job. This could be performed by an individual â€Å"case worker† or by a â€Å"case team†. The new job created should involve all the steps in a process that creates a well-defined outcome. Organizing around outcomes eliminates the need for handoffs, resulting in greater speed, productivity, and customer reponsiveness. It also provides a single knowledgeable point of contact for the customer. Rule 2. Have Those Who Use the Output of the Process Perform the Process: In other words, work should be carried out where it makes the most sense to do it. This results in people closest to the process actually performing the work, which shifts work across traditional intra-and interorganizational boundaries. For instance, employees can make some of their own purchases without going through purchasing, customers can perform simple repairs themselves, and suppliers can be asked to manage parts inventory. Relocating work in this fashion eliminates the need to coordinate the performers and users of a process. Rule 3. Merge Information-Processing Work into the Real Work that Produces the Information: This means that people who collect information should also be responsible for processing it. It minimizes the need for another group to reconcile and process that information, and greatly reduces errors by cutting the number of external contact points for a process. A typical accounts payable department that reconciles purchase orders, receiving notices, and supplier invoices is a case in point. By eliminating the need for invoices by processing orders and receiving information online, much of the work done in the traditional accounts payable function becomes unnecessary. Rule 4. Treat Geographically Dispersed Resources as Though They Were Centralized: Information technology now makes the concept of hybrid centralized/decentralized operations a reality. It facilitates the parallel processing of work by separate organizational units that perform the same job, while improving the company’s overall control. For instance, centralized databases and telecommunication networks now allow companies to link with separate units or individual field personnel, providing them with economies of scale while maintaining their individual flexibility and responsiveness to customers. Rule 5. Link Parallel Activities Instead of Integrating Their Results: The concept of integrating only the outcomes of parallel activities that must eventually come together is the primary cause for rework, high costs, and delays in the final outcome of the overall process. Such parallel activities should be linked continually and coordinated during the process. Rule 6. Put the Decision Point Where the Work Is Performed, and Build Control into the Process: Decision making should be made part of the work performed. This is possible today with a more educated and knowledgeable workforce plus decision-aiding technology. Controls are now made part of the process. The vertical compression that results produces flatter, more responsive organizations. Rule 7. Capture Information Once-at the Source: Information should be collected and captured in the company’s online information system only once-at the source where it was created.