White soul system designs Essay Example for Free

White soul system designs Essay 1 Analysis 1. 1 Introduction White Soul System Designs is a small computer store that designs and makes many of its own systems and products. It is situated on Queen Street in the centre of Neath. Many people swear by White Soul products and go to the store for any product they wish to purchase or repairs their computers need. Manu people in Neath use this store because the prices of products are guarantied to be the lowest you can find, and the repair system, no fix no fee is very popular. At present only two full time staff members work there. The owner Mr. Adam Williams and his only member of staff Mr.John Edwards. The store is open form 9am 5pm every weekday. On Saturdays it is open from 10am 6pm and on Sundays it is closed all day. Only having two members of staff working eight hours a day, six days a week is very difficult. With increasing numbers of customers Mr. Edwards and Mr. Williams are under pressure to get every ones orders and files in order. Not having a computer system means Mr. Edwards and Mr. Williams have to file all the store customers and stock records manually. This manual system means mistakes are made and customer satisfaction is lowered. This undoubtedly means a loss in profits. This made Mr. Williams think that like their computer systems, they should be up to date. He is currently looking for a new system and approached me to ask my opinions. Not knowing the best solution for the store off the top of my head I decided to observer the current system and speak to the Mr. Williams and a regular customer and get their opinions of how they would like the store to change. 1. 2 Problem Definition The problem with White Souls current system is that it is a manual system with two members of staff. Every thing is done manually and because of this mistakes are made. All customer records and stock orders are stored in filing cabinets in alphabetical order. Lately due to the manual system many customer records have been misfiled. This is a huge problem because if for example Mrs. Abraham went into the store to purchase a new item, one of the members of staff would look under A for Abraham in the filing cabinet. If the customer record had been put into another file by mistake a new customer record would have to be created. This then means the customer proving where they live when a letter and proving they identity with a passport or birth certificate. As you can imagine customers would not be very impressed with this and profits may suffer. Stock records can also be misplaced. This may lead to the staff members thinking they had ordered new stock but to have it never arrive. This is a problem when a customer has specifically requested that item of stock and has to find out that it will not be delivered till the next stock delivery. This again causes customer dissatisfaction and in the long run a loss of prophets. Sometimes, because stock numbers have been mixed up because of bad filing the store gets stock that it didnt mean or want to order. This is a cut straight out of their prophets, as they have to pay for it because they ordered it, even if they didnt mean to. 1. 3 Objectives After a few brief chats with Mr. Williams, he explained to me that the whole objective of this new system was to keep up with the times. He then went onto explain how the current system worked. Adding a Customer If a customer wants to become a member of the store and get special offers and discounts on certain products an application form must be filled in. To become a member more then one form of identification is required and to confirm their address a letter or a bank statement is needed. After the customer identity and address is confirmed an application form will be filled out and filed. Data requirements   Name Surname and forename of the customerAddress Address the customer is occupying   Postcode Area code of the address Date of birth Date the customer was born Phone number Number on which we can contact the customer   Credit Card Number ID issued by the bank uniquely given to the customer Documents used Customer application form (see appendix A1) Problems Some customers have poor handwriting or just handwriting that the staff members struggle to read. This may lead to miss filing or even a mistake made with the customer details. Also a lot of the time customers are not carrying any item that may prove their identity or are not carrying a letter to prove their address. No members may be added to the files with out first proving their identity and address so they have to return home to get these items before they can become members of the store. Searching for and viewing a customer For a special in store discount customers are offered a chance to become a member of the store. Their records are stored in alphabetical order in a filing cabinet. If a customer wants to use this discount their file must be found. One of the members of staff will look in the filing cabinet for the customers file. All customers records are stored in alphabetical order in our files. To look for that customer we get their last name and search the file that corresponds with the first letter of their second name E. g. Charles Powel We would look in the P file Michael Roberts We would look in the R file Bethan Langdon We would look in the L file When the second name has been found we resort to using their first names, we do this because in some cases there will be more than one Powel, Roberts or Langdon. If there are two identical names in the files we have to look at each and match the address, this is the last resort. Data requirements   Customer name The customers surname and forename   Customer address The customers home address Problems A manual filing system is used. All customer records are kept in a filing cabinet that both members of staff have access to. They are stored in alphabetical order using the customers surname. If a customer record was filed under a wrong name it would appear lost or it may seem to the staff that that customer has never completed an application form. This means a new form would have to be filled in and the customers identity would have to be proven again. This lowers customer satisfaction and creates problems for the two members of staff. Amending a customers details If a customer is to move house or to change their telephone number their membership must be updated. Once their file has been searched for and found the new customer information can be added. Data requirements   Name Surname and forename of the customer   Address Address the customer is occupying Postcode Area code of the address Date of birth Date the customer was born. Phone number Number on which we can contact the customer Credit Card Number ID issued by the bank uniquely given to the customer Documents used Customer application form (see appendix A1) Problems Tippex is used to erase the current details before the new details are added. This makes the form look messy and it may become hard to read. And when written over the tippex or writing may smudge and make the form look a complete mess. Again a lot of the time customers are not carrying any item that may prove their identity or are not carrying a letter to prove their address. No members may be added to the files with out first proving their identity and address so they have to return home to get these items before they can become members of the store. Deleting a customer If a customer wishes to no longer be a member with our store their file may be deleted. Again identity is required for this transaction to take place. After the customer is searched for and found it may be discarded. Data requirements   Customer name The customers surname and forename   Customer address The customers home address Problems Once a customer has been deleted from our files we have no contact with them. This means any warrantees are void and the customer cannot claim money back or an exchange of item once they have been deleted from our files. And once again if a customer wants his or her file to be discarded they have to prove their identity. Many customers may not carry identity around with them but this is required. Identity is required to ensure that no files are wrongly discarded. Adding a Stock it em When a new stock item is purchased and arrives at the store, immediately a record of the stock is made. Data requirements   Number Unique stock number given to that item only   Title Name or title of the stock item. Description Description of what the stock item is   Price Price of the stock   Status Status of the stock: Available Unavailable Discontinued Documents used Stock data form (see appendix A1) Problems When a stock data form is filled in it can some times become a mess due to ad handwriting or coffee stains after a long days work. This may make it hard to read. Searching for a stock name If a customer wants to purchase a certain item of stock the stock record must be found from the stock file to see if that stock item is available and to make sure that it is the correct item the customer wished to purchase. Stock number the unique number given to this item Problems Stock items are filed using their stock number, not their name. This is a problem because there is no name order so each record must be checked, and refilled if it is the wrong item. Searching for a stock ID If the customer has gone through the trouble of finding the stock ID or the members of staff know the stock ID from the name a stock ID search can be made. This is much less trouble as the stock items are filed by their stock numbers and each stock number is unique so there can be no matches. Data Requirements * Stock Number A unique stock number given by a member of staff. Problems Not every one knows the stock number so a name search may have to be made. Also if a stock record is out of place then it may be difficult to find it. Amending stock status It is important that each day the stock is checked. Once the stock has been checked the stock records must be modified to show weather the stock is Available, Unavailable or Discontinued. Data requirements   Stock Name The name of the stock item   Stock Number The unique stock number given to this item Problems Tippex is used to erase the current details before the new details are added. This makes the form look messy and it may become hard to read. And when written over the tippex or writing may smudge and make the form look a complete mess. Amending stock details Once an item of stock has been entered into a file it is sometimes necessary to edit the properties of the stock, for example if a sale occurred the stock price would be altered or if a mistake was made when first entering the stock it may be amended. Data requirements   Number Unique stock number given to that item only   Title Name or title of the stock item   Description Description of what the stock item is   Price Price of the stock   Status Status of the stock: Available Unavailable Discontinued.

The Arab Baath Movement and The Rise of the Baath Party in Syria Essay

Contrary to popular beliefs, civil activism and civil society has managed to thrive in the Middle East. Social movements on a variety of topics have occurred despite the lack of democracy and democratic institutions in certain countries. One popular movement was the Arab Ba’ath Movement which eventually led to the formation of the Baath Party. By analyzing the movement’s history, ideological stance, goals, the actors, dissenters, and international aspect, one can determine how and why the movement flourished in Syria. Syria was granted de jure independence from the French in 1941. However, the country was not truly independent until 1946. For the next twenty-five years, the country would be launched into extreme political instability and party factionalism. In the beginning, the parties were moderate and pushed for economic and social reforms to match. But, as the 1940s came to an end, these liberal parties lost their legitimacy. The rural workers and urban poor were growing unhappy with the current state of affairs and started advocating for more radical changes in the political and economic realm. During this time period, Baathism, which eventually evolved into the Arab Baath Party in 1947, became very prominent in the Arab world. Started by Michael Aflaq and Salah al-Din al-Bitar, the movement was created in Damascus due to the intense nationalism that was sweeping the country in response to the British and French control of the area. The movement gained legitimacy by using sources that Arabians could identify with: history, religion, nationalism, development, freedom, and socialism (Gerner and Schrodt 112). However, Baathism didn’t appeal to everyone in Syria. The urban Sunni middle class especially wasn’t attracted to Baa... ...ersity of New York Press, 1991. Web. Galvani, John. "Syria and the Baath Party." Middle East Research and Information Project 25.Feburary (1974): 3-16. JSTOR. Web. 2 Apr 2012. Gerner, Deborah J., and Philip A. Schrodt. "Middle Eastern Politics." Understanding the Contemporary Middle East. 3rd ed. Boulder, Colo.: Lynne Rienner Publishers, 2008. 85 -136. Print. Hinnebusch, Raymond. "Syria." The Middle East. Ed. Ellen Lust. 12th ed. Washington (D.C.): CQ, 2011. 675-701. Print. Kamrava, Mehran. "The Arab-Israeli Wars." The Modern Middle East: A Political History since the First World War. 2nd ed. Berkeley, CA: University of California, 2010. 109-39. Print. Mufti, Malik. "The United States and Nasserist Pan-Arabism." The Middle East and the United States: A Historical and Political Reassessment. Ed. David W. Lesch. 3rd ed. Boulder, CO: Westview, 2003. 168-87. Print.

Ethical Leadership in the 21st Century Essay

Leadership is a critical component of the organization’s culture as leaders can create, maintain, or change culture. Thus, leadership is significant to establishing an ethically oriented culture. The idea that corporate leaders are accountable for organizational ethics is not a new one. In 1938, management theorist Chester I. Barnard described the executive’s role in â€Å"forming morals for others† in his book The Functions of the Executive. Barnard suggested that the purpose of developing organizational morals is a distinctive characteristic of executive work going far beyond the moral challenges faced by individuals usually. Besides superior technical skills, a high capability for responsibility, and an intricate personal morality, this task requires moral ingenuity in defining an organization’s code of ethics and instilling the basic attitudes that support it. According to a report from the Business Roundtable, a group of senior executives from major American corporations, leadership is crucial to organizational ethics. To achieve results, the Chief Executive Officer and those around the CEO need to be explicitly and strongly committed to ethical conduct, and give constant leadership in tending and mending the values of the organization. † (Business Roundtable, 1988). In surveys of practicing managers, honesty and competence appear as the most important qualities identified as essential to good leadership (Barry Z. Posner and William H. Schmidt, 1992, 33). This view was echoed by Vin Sarni, former CEO of PPG Industries, a large multinational firm, in a 1992 speech to Penn State business school students. Sarni said that the title CEO stands for Chief Ethics Officer, a statement that recognizes how important it is for the organization’s leader to set the firm’s ethical standards (Trevino and Nelson, 1995). If the organization’s leaders seem to care only concerning the short-term bottom line, employees rapidly get that message too. John G. Rangos, Sr. , the founder of Chambers Development Co. a waste management firm, demanded bottom-line results. When executives reported to him in 1990 that profits would fall short of projections, he is quoted to have said, â€Å"Go find the rest of it. † And so they did, until an outside audit in 1992 found that the company had erroneously reported strong profits in every year since 1985, though it was losing money all the time. Former employees say that, in the pursuit of growth, influenced numbers were tolerated, or perhaps even encouraged. One former employee who found discrepancies in 1988 was told, â€Å"This is how the game is played. (Trevino and Nelson, 1995) Leaders symbolize significant others in the organizational lives of employees, with considerable power qua behavior role models or simply power, in the meaning of being able to force others to carry out one’s own will. Leaders’ example and decisions affect not simply the employees who report to them, but also the stockholders, suppliers, customers, the community, the country, and even the world. Considerations of the ethical component in day-to-day decisions will set the tone for others who interrelate with the company. Thus, the image of the business leader will affect how others choose to deal with the company and will have continuing effects, as all managers and employees look to the highest level for their cues as to what is suitable. Top executives must live up to the ethical standards they are espousing and imply ethical behaviors in others. Leadership can make a difference in forming an ethical or unethical organizational culture. Work on ethical and unethical charismatic leaders also highlights the significance of the leader in the ethics equation. More particularly, charismatic leaders can be very effective leaders, yet they can vary in their ethical standards. Such differences determine the degree to which an organization builds an ethically oriented culture, the types of values followers will be exposed to, and the role models with whom employees will have their most direct personal contact (Howell and Avolino, 1992, 43-54). One way to pull together the contributions concerning how organizational culture is shaped and reinforced by leadership style is to understand organizational culture as ethical climate. One could also ask to what extent the moral maturity of organizational cultures or climates, controlling reference group types, or dominating ethics types are interdependent or interacting with leadership styles. One could also ask if unethical leadership styles encourage an unethical climate or vice versa, if the effect of unethical leadership is reinforced or counteracted by the organization’s ethical climate. Ethical dilemmas will frequently result in unethical behavior if an organization’s leadership furthers an immature, indistinct, or negative ethical climate. Such unethical behavior is, of course, not only furthered by an unethical climate, but also reproduces such an ethical climate, in a system feedback fashion, being contagious and self-reinforcing (or perhaps infuriating internal or external counter reactions). In such instances, an organization’s culture predisposes its members to perform unethically. Kent Druyvesteyn, former staff vice president, ethics, General Dynamics Corporation, made a similar point concerning leaders as ethical role models. People in leadership need to†¦set the tone by instance of their own conduct. We could have had all the workshops in the world. We could have even had Jesus and Moses and Mohamed and Buddha come and speak at our workshops. But, if after all of that, someone in a leadership position then behaved in a means which was differing to the standards that instance of misbehavior by a person in a leadership position would teach more than all the experts in the world (Trevino and Nelson, 1995). Clearly, the development of an ethical corporate culture depends on the tone set at the top. The earliest and most continuing normative formulation has underlined the responsibilities of business corporations to those affected by a company’s decisions and policies. From the beginning, it has been felt that business has fiduciary duties and compulsions of performance that extend beyond the company’s legal boundaries and economic goals. This view is identical to declaring that those who own the company should run it, or hire professional managers to run it, with an eye to the interests of others as well as their own. Therefore, business owners and managers are said to have a range of social responsibilities additionally to being responsible for the normal economic functions that one expects to find in a well-organized and well-run firm (Shaw, W. H. & Barry, V. 2004). To maintain and diminish this perspective, its advocates have drawn on various economic, political, ideological, and socio cultural sources, though rarely acknowledging them as such. The business mind easily transmogrified this hoary maxim into the corporate context by adopting for executives the mantle of â€Å"steward† of the public interest, â€Å"trustee† of business resources, and â€Å"corporate statesman† anticipated to manifest a broad social vision, while not refuting their company’s economic purpose and objectives (nor, it might be added, did it disturb their power). For the most part, these attributions of moral peerage were what might be called self-coronations or simple declaration, since no visible public selection process had elevated these corporate worthies to such vaunted peaks of public influence and function. Thus capable with self-anointed, regal-like responsibilities, corporate executives everywhere were advocated to adopt an â€Å"enlightened self-interest† perspective in approaching business decisions and originating corporate policies. To act otherwise was to risk serious inroads on business-as-usual. As the Committee for Economic Development put it, â€Å"The policy of enlightened self-interest is also based on the intention that if business does not accept a fair measure of responsibility for social improvement, the interests of the corporation might actually be jeopardized. . . . By acting on its own initiative, management preserves the flexibility needed to conduct the company’s affairs in a positive, efficient, and adaptive manner. † The report averred that looking beyond today’s bottom line would pay off in the long run by reducing social costs, dampening radical antibusiness protest, and attenuation the likelihood of government intervention into business affairs. certainly, the stability and public acceptance of business itself were said to be at risk: â€Å"Indiscriminate opposition to social change [by business] not simply jeopardizes the interest of the single corporation, but also affects negatively the interest all corporations have in maintaining a climate conducive to the effective functioning of the entire business system. (Frank Abrams, 1951, p. 33). Theorists have, generally, identified four broad areas of corporate responsibility: economic, legal, moral, and social. The major premise of the four areas is found in the basic nature of the corporation, which is a surreptitiously based, economic entity with jural standing, whose members are expected to make decisions that will have a noteworthy impact on a number of constituents (Brummer, 1991). Thinkers and researchers do not always agree that a corporation has all four responsibilities. Some do not consider that corporations have a moral responsibility; others believe that moral and social responsibilities come after economic and legal ones. The economic responsibilities of corporations have been distinct in many ways. Milton Freidman, for instance, states that the economic responsibility of a firm is distinct by the corporate intervening goal. To him, a corporate overriding goal is maximum returns to investors. As long as a corporation works on the way to achieving this goal, it is deemed economically responsible (Freidman, 1970). Based on the same philosophy, Manne (Manne and Wallich, 1972) argues that the intervening goal of the corporation is to maximize shareholders’ profits. In the majority of instances, maximizing investors’ returns would lead to utmost profits, and vice versa. Herbert Simon, on the other hand, disagrees with the perception of profit maximization and strongly argues for profit â€Å"satisfying. † He contends that because executives should respond to a number of other objectives, factors, and constraints, and must do so in the framework of what he calls â€Å"bounded rationality,† they in fact seek to reach a mere satisfactory level of profit. Whether maximization or satisfying, economic responsibility proponents consider that the number one responsibility of businesses is, first, its shareholders, and then other constituents. However, the dilemma concerning the issue of harmonizing the firm’s economic association with its social orientation still lingers. A step in the direction of easing the confusion was taken while an inclusive definition of corporate social responsibility (CSR) was developed. A four-part conceptualization of CSR integrated the idea that the corporation has not only economic and legal responsibilities but ethical and philanthropic responsibilities as well (Carroll, 1979). The major point here is that for social responsibility to be established as legitimate, it had to address the entire spectrum of compulsions that business has to society, including the most elemental economic. Organizational responsiveness to social needs had its unveiling when early industrialists reacted to the social problem that industrialization was seen to have caused. Early on, economists as well as philosophers began to argue regarding the role of business in society and regarding what responsibility business has to society. Later, social theorists for instance Bell (1976), Bellah (Bellah et al. , 1985), and Wolfe (1989) continued the debate and raised it to a higher level of concept. They were not just concerned about the responsibility of the corporation as a social body but even more concerned concerning how the corporate revolution has altered social life. A recent evaluation of the literature recognizes no less than nine meanings for social accountability. The nine meanings were categorized by Sethi (1997) into three categories: social obligation, social reaction, as well as social responsiveness. Social obligation entails that a corporation engages in communally responsible behavior when it follows a profit within the constraints of law as forced by society. Consequently legal behavior in pursuit of profit is a communally responsible behavior, and any behavior not legal is socially negligent. Proponents of social responsibility as social compulsion offer four primary arguments to support their views first, they retain that corporations are accountable to their shareholders. Consequently, managers have the responsibility to manage the corporation in a way that would exploit owners’ interests. Second, socially responsible projects such as social improvement programs must be determined by law and left to the contributions of private individuals. Consequently, the government, through legislation, is best equipped to determine the nature of social development programs and to comprehend social enhancements in society. Businesses contribute in this regard by paying taxes to the government that correctly determines how they should be allocated. Third, it is a violation of management contract to give out corporate profits for social improvement programs. These actions amount to taxation without representation, according to Friedman (1970). Management is taxing the shareholders by expenditure their money on activities, which does not contribute directly to maximizing shareholders’ interests. Additionally, because managers are not elected public officials, they are taking actions that affect society without being accountable to society. Fourth, many people who subscribe to this school of thought believe that social programs financed by corporate managers might work to the disadvantage of society. In this sense, financial costs of social activities can, eventually, cause the price of the company’s goods and services to increase, and customers would pay the bill.

Essay on The Segregation of Americas School System

America’s school system and student population remains segregated, by race and class. The inequalities that exist in schools today result from more than just poorly managed schools; they reflect the racial and socioeconomic inequities of society as a whole. Most of the problems of schools boil down to either racism in and outside the school or financial disparity between wealthy and poor school districts. Because schools receive funding through local property taxes, low-income communities start at an economic disadvantage. Less funding means fewer resources, lower quality instruction and curricula, and little to no community involvement. Even when low-income schools manage to find adequate funding, the money doesn’t solve all the school’s†¦show more content†¦These practices help maintain the status quo, helping low-income families remain poor. Moreover, it requires these low-income families to depend on government assistance, such as low-income housing and welfare. The reliance on assistance programs groups the poorest people in the same housing projects and communities, overwhelming schools with low-income students. Not only do these real estate practices concentrate the poorest in an area together, they also drive the often whiter, more affluent families out. The majority of poor feel they have no opportunity to transcend class restrictions, and the property taxes that fund our schools do not alleviate their stress. Further, homogeneous collections of poor means that school populations are rarely as diverse as we believe. Schools systematically subjugate minority and black students when a school’s enrollment contains a huge racial majority. If students have no exposure to persons of different ethnicities, cultures, races, and religions, then these students will experience culture shock when they confront â€Å"other† people. Even in our class, we talk about black and minority students as another group, one that differs from â€Å"us.† We think about the inequalities in school systems as problems we need to fix, not as problems that have influenced our thinking and affect us as prospective teachers. For example, a white graduate student withShow MoreRelatedStill Separate, Still Unequal: America’s Educational Apartheid767 Words   |  4 PagesThe School System: a Joyless Experience? In his essay â€Å"Still Separate, Still Unequal: America’s Educational Apartheid,† Jonathan Kozol brings our attention to the apparent growing trend of racial segregation within America’s urban and inner-city schools (309-310). Kozol provides several supporting factors to his claim stemming from his research and observations of different school environments, its teachers and students, and personal conversations with those teachers and students. 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