System Application and Product Training Effectiveness

System Application and Product Training Effectiveness CHAPTER 1 INTRODUCTION Overview of the study This section gives overview of the study of SAP training satisfaction in Felda Authority and Development Board (FELDA) and the impact that SAP brings towards accounting processes in FELDA, including the rationale, brief past literature, reasons for carrying out this study and significance contribution of this study. (ERP) Enterprise resource planning (ERP) systems are software systems that enable companies to enjoy real time business environment and share common data across the organization (i.e. Gargeya and Brady, 2005, Spathis and Constantinides, 2003, Nah et al., 2001) that assure able to meet business requirement (Bradley and Lee, 2007). ERP systems are commonly used to replace legacy systems which require high maintenance (Bradley and Lee, 2007). There are many selections of ERP. However, the top five ERP system vendors are System Application and Product (SAP), Peoplesoft, Oracle, J.D. Edwards and Baan (Equey and FragniÃÆ' ¨re, 2008). Little and Best (2003) sum up majority of international organizations range from medium to large sizes have adopted ERP. Of these, the most popular choice is won by SAP R/3 (Little and Best (2003). (SAP) System Application and Product (SAP) R/3 is an ERP system (Little and Best, 2003), originally developed and marketed in Germany. In the 1990s, SAP became better recognized outside Germany and attracted many companies due to its various benefits and functionalities (Martin and Cheung, 2000). It is comprised of a collection of modules including financial accounting, sales and distribution, materials management, production planning and human resources (i.e. Martin and Cheung, 2000, Finney and Corbett (2007). All modules are integrated with each other (i.e. Little and Best, 2003, Nah et al., 2001). The R/3 smoothen the progress of monitoring and controlling job, where it can be designed to be fit with companies roles and assigned to users performing these roles (Little and Best, 2003). (How ERP works) As found by Gupta (2000), traditional systems take care of each business transaction separately. Amazingly, ERP discontinues treating these transactions individually. More astonishingly, data generated by various departments are stored in the same database for the use of multiple users, from multiple units, for multiple purposes at multiple places (Gupta, 2000). A transaction generated by one unit can automatically updates any other unitsà ¢Ã¢â€š ¬Ã¢â€ž ¢ transaction. The interconnections ensure that common information in a unit can be obtained by any other unit. This also brings means that ERP allows real time data processing (Vathanopas, 2007, Gupta, 2000, Nah et al., 2001). However, these functionalities require involvement and support of all level of employees from top management downward to shop-level employees (Amoako-Gyampah, 2004). (Benefit SAP-6) R/3 helps in separating duties in an organization (Little and Best, 2003). Other than R/3 usefulness, one of ERPà ¢Ã¢â€š ¬Ã¢â€ž ¢s major strengths includes the restructuring companies to a better position (Nah et al., 2001, Willis and Willis-Brown; 2002; Kim et al.; 2005; Hong Seng Woo, 2007). While ERP may empower management and serve employees, customers and suppliers needs (Willis and Willis-Brown, 2002), this may lead to greater companies value (Spathis and Constantinides, 2003). The study of Spathis and Constantinides (2003) prove ERP offer huge significant benefits on accounting information and management processes. In addition to that, the sample company in Amoako-Gyampah (2004) study of which a healthcare products organization with over 20,000 employees worldwide chose SAP R/3 as they claim SAPà ¢Ã¢â€š ¬Ã‹Å"s tight integration philosophy met their business need for integration. Furthermore, ERP offer seamless data integration or cross-functional within the c ompanies (Amoako-Gyampah, 2004). This corroborates the purpose of ERP where it is designed to provide one common source of data. Lastly, ERP adopters may enjoy the productions of real-time data which is shared across the organization (Amoako-Gyampah, 2004, Mustacello and Chen, 2008; Finney and Corbett, 2007). (Cost SAP -6) Perhaps, one of its shortcomings is the pain during implementation (Gargeya and Brady, 2005). For the adopters, the organizationà ¢Ã¢â€š ¬Ã¢â€ž ¢s long term implementation process may cause fatigue and dissatisfaction. Worse, this also may cause imperfect system design and testing (Trimi et al., 2005). Moreover, the greatest disadvantage of an ERP system (Trimi et al, 2005) is stiff and expensive to implement (Bradley and Lee, 2007, Gargeya and Brady, 2005, Spathis and Constantinides, 2003). Implementation costs include software, hardware, consultant fees, cost for staff to operate the system and the very large cost component of user training (Trimi et al. 2005). This leads to over budget, in average of 189 percent for many companies, especially failed projects (Gargeya and Brady, 2005). The complexity of the system is another major complaint (Willis and Willis-Brown, 2002, Bradley and Lee, 2007). Consequently, companies will face high resistant to change from employee s (Spathis and Constantinides, 2003) as employees do not insist to learn new ERP system due to its non-user friendly features compared to old system (Bradley and Lee, 2007, Pijpers and Montfort, 2006). (CSF) With all the costs and disadvantages of ERP, increasingly we hear of the fall short of ERP implementations (Willis and Willis-Brown, 2002, Nah et al., 2001, Finney and Corbett, 2007; Gargeya and Brady, 2005). Resultantly, there has been long-drawn-out investigate concerning on critical success factors (CSF) of ERP implementations (Finney and Corbett, 2007; Gargeya and Brady, 2005, Kim et al., 2005, Hong Seng Woo, 2007; Mustacello and Chen, 2008). Accordingly, as suggest in prior literature, in order to ensure success of SAP implementation, CSF needs to be identified (Nah et al., 2001; Finney and Corbett, 2007; Kim et al., 2005, Hong Seng Woo, 2007); Gargeya and Brady, 2005; Mustacello and Chen, 2008). These factors may act as impediment and in worse case may be the focal grounds of a failure of implementation project (i.e. Nah, Lau and Kuang, 2001; Willis and Willis-Brown, 2002). Finney and Corbett (2007) who compile and analyze current literature of CSFs of ERP implementation, found five mostly cited categories. It includes top management commitment and support, business process reengineering (BPR) and change management, system development and testing, training and education and the best and brightest project team. This study will add up this list focusing on good project management (Nah et al. 2001, Kim et al.; 2005, Gargeya and Brady, 2005, Hong Seng Woo; 2007, Mustacello and Chen, 2008), proper planning (Finney and Corbett, 2007; Gargeya and Brady, 2005, Nah et al. 2001), effective communication (Finney and Corbett, 2007; Hong Seng Woo, 2007; Mustacello and Chen, 2008, Nah et al. 2001), feedback from employees (Nah et al., 2001; Finney and Corbett, 2007) and monitoring and eva luating performance (Nah et al., 2001; Finney and Corbett, 2007). (Importance of training) To outweigh the implementation costs, sufficient training should be given to employees. The training effort is ample and is a challenge to deliver effectively in a timely manner (Martin and Cheung, 2000). Trainings help companies by offering a smoother transition for the employees to accept the new system. Vathanophas (2007) argued there can be a hierarchical level of ERP training. The ERP consultants first train the IT staff that in turn train the individual departmental representatives or key users. These key users then teach their own departmental users or end users. It can be said that ERP implementations can be more successful if training is structured and focused. Training should give rise to satisfaction feel among users to boost their confidence level. (TAM) Theoretically, the technology acceptance model by Davis, suggests successful implementation requires user acceptance (Bradley and Lee, 2007). Since ERP is such a complex technology (Gargeya and Brady, 2005), organizations undertake training as an approach to gain the advantage of technology acceptance. Thus, this study seeks to explore the relationship of training to ERP project success (i.e. accounting processes). The variables used are: User perception of ease of use User perception of usefulness (Job position and business division) Job position and business division may theoretically see to influence SAP training satisfaction (Okpara, 2004). Differences are widely known to augment in the perceptions and attitudes of different hierarchical organizational members toward innovations and technology (Amoako-Gyampah, 2004). Managers perceived that technology would be easier to use compared to end users (Amoako-Gyampah, 2004). Concerning the need for more training and education, Bradley and Lee (2007) found that all level of employees show the need for more training. While difference job position gives different perception on ERP training, Ifinedo (2007) reported a positive relationship between organizational structures that facilitate ERP adoption. As a consequence, ERP will be less successful in companies where tasks are less specialized and organizational tasks are not properly segregated. (Accounting processes) ERP provide huge benefits to accounting processes in company (Spathis and Constantinides, 2004). ERP systems provide companies the ability to improve business processes by integrating both financial and non-financial data among all functional areas within an organization. The study of Spathis and Constantinides (2004) highly rated à ¢Ã¢â€š ¬Ã…“increased flexibility in information generationà ¢Ã¢â€š ¬?, à ¢Ã¢â€š ¬Ã…“increased integration of accounts applicationà ¢Ã¢â€š ¬? and à ¢Ã¢â€š ¬Ã…“improved quality of reports-financial statementsà ¢Ã¢â€š ¬? as perceived accounting benefits may be achieved in using ERP system. Problem statement (Present situation) To remain competitive, FELDA have undertaken business process re-engineering of using SAP to replace the old legacy system. Throughout the Felda Group of Companies (FGOC), the implementation is executed by phase, since 2002. Currently, 20 companies are formally using SAP and have formal SAP system in place. (Wrong with present situation) Numerous complaints received by the Customer Support Centre in term of the complexity of the system. Many problems logged at Customer Support Centre, requiring guidance on the use of the system. Worst, the problems logged are rising especially during account closing or stock count. Although training prior to implementations had been conducted, many refresh training after the implementations are requested by different companies independently. Many employees of finance unit claim SAP make daily job become difficult due to complexity of SAP. For instance, they feel reporting purpose using SAP takes time to perform. Yet, some of them feel SAP really helps especially during account closing. Countless criticisms on these harms, blaming on the several major issues faced during implementation of SAP were not fully solved. (Needs to be done) Consequently, this study seeks whether users of different groups of employees (i.e. job position and business division) are satisfied on the adequacy of SAP training given by Felda Prodata Systems Sdn. Bhd. (FPSSB) and external consultants. Moreover, the impact of SAP on accounting processes will be explored. Research objectives The main objectives of this study is to examine whether users (i.e. staff of finance department in FELDA) are satisfied on the adequacy of training given prior and post the implementation. The breakdown objectives of this study are: To determine the critical success factors of SAP implementation in FELDA. 1H- H01 To gain insight on perception of groups of employees (i.e. job position and business division) of finance department in FELDA on training adequacy. 2H- H02, H03 To analyze the relation between training and education satisfaction, and perceptions of ease of use and perception of usefulness (i.e. effectiveness and efficiency) on SAP system in the finance department in FELDA. 1H- H04 To explore the impact of SAP implementation on the accounting processes at FELDA. 1H- H05 4 Research questions What are the critical success factors in implementing SAP in FELDA?  · Do different groups of employees (i.e. job position and business division) of finance departments in FELDA perceive training adequacy differently?  · Do training and education satisfaction have impact on perceptions of ease of use and perception of usefulness (i.e. effectiveness and efficiency) on SAP system in the finance department in FELDA?  · How does the implementation of SAP affect the accounting processes at FELDA? Definition of terms Satisfaction of user on the SAP training will act as the independent variable. The dependant variables are the perceived usefulness (PU) and perceived ease of use (PEU) of SAP. Davis (1989) cited in Bradley and Lee (2007) explains the perceived usefulness is attributed by efficiency (perform job faster) and effectiveness (achieve desired results in performing the job). There are other variables use in this study to look for differences in perception of training satisfaction, including job position and business division. Overview of research methodology SAPà ¢Ã¢â€š ¬Ã¢â€ž ¢s website lists many of the worldà ¢Ã¢â€š ¬Ã¢â€ž ¢s largest companies as its clients (Trimi et al. 2005). To remain competitive (Spathis and Constantinides, 2003), FELDA have undertaken the Felda Group of Companies (FGOC), the implementation is executed by phase, since 2002. Currently, 22 subsidiaries are formally using SAP and have formal SAP system in place. FELDA face many problems in installing SAP such as resistance to change among employees and useless training which did not achieve the purpose it brings (Bradley and Lee, 2007). The data collected is from Felda Group of Companies (FGOC) who formally used SAP in place. Multiple regression analysis was used to determine the effect of training satisfaction on use and usefulness. ANOVA was used on survey data to look for difference in perception of training satisfaction by job position and business divisions. Significance of this study This study is interesting to examine as to fill in the gap in the literature by providing empirical evidence on the adequacy of SAP training conducted at FELDA and the impact on accounting benefits that SAP brought in. FELDA organization may use it in improving their business operation activities. It is a hope that this study can also be used by other companies in dealing with ERP implementation. Summary As FELDA is using SAP system formally, this study focuses on SAP training satisfaction in FELDA in relation to the perceived usefulness and perceived ease of use among finance department staff in FELDA. The CSFs of SAP implementation and its impact on FELDAsà ¢Ã¢â€š ¬Ã¢â€ž ¢ accounting processes are also explored. Regardless of the seamless integration offered in a real-time environment, ERP also badly comes with numerous disadvantages including cost overruns, fatigue implementation and less user-friendly characteristics. By proposing a model on the basis of the Technology Acceptance Model by Davis, this study hopes to support any existing literature on the adequacy or appropriateness of SAP training and the impact on accounting benefits. Organization of dissertation This study is organized as follows. Chapter 1 briefly highlights the literature review, research methodology, rationale and reasons for carrying out this study. Chapter 2 debates literature reviews on previous studies related to SAP. This is followed by Chapter 3 on the research methodology adopted in this study. Chapter 4 describes and discusses the findings of the study. The final chapter concludes with major findings, limitations of the study and recommendations on future research. CHAPTER 2 LITERATURE REVIEW This chapter reviews the literature concerning ERP and SAP definition as well as past studies conducted on benefits and costs of ERP and SAP, and the need of training on ERP. Related literature describes userà ¢Ã¢â€š ¬Ã¢â€ž ¢s satisfaction on ERP training and the impact of job position and business division on perceive ness of SAP training adequacy. The chapter then highlights some theories relevant to the ERP impact on accounting processes. Enterprise Resource Planning (ERP) Enterprise resource planning (ERP) come into view as a system for a whole business that offer to share data throughout the entire organization, generate and access information in a real time world (Vathanopas, 2007, Gupta, 2000, Trimi et al., 2005, Finney and Corbett, 2007; Gargeya and Brady, 2005, Kim et al., 2005, Hong Seng Woo, 2007; Mustacello and Chen, 2008, Nah et al., 2001) five years ago (Willis and Willis-Brown, 2002). It is one of the most popular software system emerged in this world (Hong Seng Woo, 2007). Realizing its huge benefits, ERP systems have been widely implemented by numerous firms throughout the world (i.e. Willis and Willis-Brown, 2002, Gupta, 2000). According to Equey and FragniÃÆ' ¨re (2008), as at 2001, there are more than 100 ERP suppliers. Of these, only five are the current market leader, of which System Application and Product (SAP), Peoplesoft, Oracle, J.D. Edwards and Baan. Little and Best (2003) sum up majority of international organizations range from medium to large sizes have adopted ERP. And again, of these, the most popular choice is won by SAP R/3 (Little and Best (2003). System Application and Product (SAP) The call for for ERP systems has permit SAP R/3 to dominate the ERP system market (Little and Best, 2003). SAP was opted in reorganization project of large companies in 16 countries in Europe (Martin and Cheung, 2000). Soliman and Youssef (1998) highlight, according to a Fortune magazine survey, there are over 7,000 companies in 50 different countries using the SAP R/3 system. While SAP R/3 is currently the most leading ERP system (Little and Best, 2003), industry watchers and consultants rated SAP as the best system that able to fit with companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s requirement (Amoako-Gyampah, 2004). SAP R/3 is an ERP (Little and Best, 2003). It is an integrated software system, originally developed and marketed in Germany (Martin and Cheung, 2000). It a product of the German software company, SAP AG. (Amoako-Gyampah, 2004). In the 1990s, SAP became better known outside Germany (Martin and Cheung, 2000). Its centre of attraction is its high level integration and vast functionality (i.e. Amoako-Gyampah, 2004, Gupta, 2000). It is comprised of a collection of modules including financial accounting, materials management, sales and distribution, production planning and human resources (i.e. Martin and Cheung, 2000, Finney and Corbett, 2007). All modules are integrated with each other (i.e. Nah et al., 2001). The R/3 means that facilitates the monitoring and controlling job, where it can be designed to be fit with companies roles and assigned to users performing these roles (Little and Best, 2003). How ERP works Old system or ERP perform the same function of storing data and information, process and present them whenever requested by user. However, for traditional system, there is no link between the systems being used by different departments or units. According to Gupta (2000), traditional systems take care of each business transaction separately. An ERP does the same thing in a different modern manner. Surprisingly, ERP discontinues treating these transactions individually. Data generated by various departments are stored in the same database for the use of multiple users, from multiple departments, for multiple purposes at multiple places (Gupta, 2000). The software is capable to integrate data from several different functions of an organization such as finance, human resources, logistics, marketing and manufacturing (Amoako-Gyampah, 2004). In simpler words, user from finance unit can view common data keyed in by human resources unit. ERP allows real time data processing (Vathanopas, 2007, Gupta, 2000, Nah et al., 2001). The emergence of ERP in early 1990 led to linkage between departments such as accounting and sales management (Gupta, 2000). For instance, a purchase order entered by procurement unit sends a materials request to store unit. At the same time, the purchase order transaction appears as an expense on general ledger. Supplier also can monitor latest stock level and whenever the materials run low, they can add the stock without having to be notified by client. The interconnections ensure that common information in a unit can be obtained by any other unit. This makes it simpler to see how the entire business as a whole is operating. ERP systems by their very nature offer cross-functional transact and information system (IS) is widely used in an organization. The wave of changes covers inside out the company where it modifies the way employees does their jobs and how the company operates (Hong Seng Woo, 2007). Hence, the implementation inevitably enquires the involvement of all level of employees from top management downward to shop-level employees (Amoako-Gyampah, 2004). Benefits of ERP vs. cost ERP adopters seem to experience one or two opposite outcomes. For some, ERP aids in restructuring companies to a better position (Nah et al., 2001, Willis and Willis-Brown; 2002; Kim et al.; 2005; Hong Seng Woo, 2007). For instance, ERP may empower management and serve employees, customers and suppliers needs (Willis and Willis-Brown, 2002). This may bring greater companies value (Spathis and Constantinides, 2003). As found by Willis and Willis-Brown (2002), ERP facilitates companies in term of information pertaining to customers. Customerà ¢Ã¢â€š ¬Ã¢â€ž ¢s data is collected such as pattern of orders, product preferences and any complaint or satisfaction received. Conversely, suppliers are responsible in monitoring their own inventory level supplied to their client. When the materials run low, they can add the stock without having to be notified by client. In contrast, employees may have facilities to take the ERP with them. This service is referred as mobile ERP, where it is one of the greatest opportunities today. One example is that ERP allows the setup of pricing and promotion programs automatically attached with invoicing and billing. In addition to that, the satellite-based global positioning system (GPS) technology offers another excellent opportunity. Companies can use the ERP system in better tracking the status of materials such as the movement of tagged inventory from receiving, work-in-process, inspection, packaging and distribution. R/3 helps in separating duties in an organization (Little and Best, 2003). The R/3 facilitates the monitoring and controlling job, where it can be designed consistent with companiesà ¢Ã¢â€š ¬Ã¢â€ž ¢ roles and assigned to users performing these roles. The SAP system itself restricts usersà ¢Ã¢â€š ¬Ã¢â€ž ¢ access to certain functions within the system, which means that users have to be authorized to perform a certain action. These authorizations are associated with roles. And the roles are assigned to users. These authorizations are necessary for users or staffs to perform their duties. If a staffà ¢Ã¢â€š ¬Ã¢â€ž ¢s authorization profile contains no authorizations then the staff cannot have access to respective action on the system. ERP advantages have been well explained in the study of Spathis and Constantinides (2003). The study explores ERP system benefits on accounting information and management processes for companies adopting ERP system in Greece. The most highly rated perceived benefits achieved involve increase flexibility in information generation, improved quality of reports-financial statements, increased integration of applications and easy maintenance of databases. This clearly suggests that ERP has significant impact on accounting procedures. The evidences of Spathis and Constantinides (2003) study also support the argument that ERP is successful in fulfilling the adoptersà ¢Ã¢â€š ¬Ã¢â€ž ¢ business purposes and requirements. The integration of applications, the production of real-time information for decision making, improves both accounting information and business operations. The sample company in Amoako-Gyampah (2004) study of which a healthcare products organization with over 20,000 employees worldwide chose SAP R/3 as they claim SAPà ¢Ã¢â€š ¬Ã‹Å"s tight integration philosophy met their business need for integration. ERP transaction systems meant to offer companies with seamless data integration and it appears that this benefit is likely to be understood by employees regardless of their position within the companies (Amoako-Gyampah, 2004). The integration involved the automatically update of different modules at different locations within the organization at different time periods. For example, say ordering goods was being completed at one location, pricing was being started at another department and financials would have nearly been completed at another location. ERP are designed to eliminate multiple sources of data, eliminate multiple data entries and provide more accurate and timely data. This corroborates the purpose of ERP where it is designed to provide one common source of data. Companies adopting ERP enjoy integration business applications using real-time information. The productions of real-time data are shared across the organization. This is important in business environment where effectiveness and efficiency in operations and real-time data are among crucial factors for business success (Spathis and Constantinides, 2003). Consequently, generation of timely information improves decision making process, planning and monitoring of ERP adopters. Despite ERPà ¢Ã¢â€š ¬Ã¢â€ž ¢s promises, the greatest disadvantage of an ERP system (Trimi et al, 2005) is stiff and expensive to implement (Bradley and Lee, 2007, Gargeya and Brady, 2005, Spathis and Constantinides, 2003). In fact, Trimi et al. (2005) conclude ERP is expensive by their nature. Generally, software development represents about 80 percent of total implementation cost. Implementation costs include software, hardware, external consultant fees and internal staff for installation, and not to forget a very large cost spent on training of staff to operate the system. Studies have shown that, for every dollar spent on ERP software, 3 to 10 dollars might be required for the users training (Amoako-Gyampah, 2004). For the adopters, the organizationà ¢Ã¢â€š ¬Ã¢â€ž ¢s long term implementation process may caused fatigue and dissatisfaction. Worse, the level of dissatisfaction appears to be arising (Willis and Willis-Brown, 2002). The main problem faced by ERP implementers is the decision to customize or not in suiting the system with the organization (Gupta, 2000). Company adopters will demand ERP to meet their needs. They spend excessive time trying to retrofit the business process to ERP. Thus, the companies which customize will end writing more code of which requiring more time and cost. It can be said that the changeover may take a longer time causing cost overruns (Spathis and Constantinides, 2003). Since most external consultants are charged on man-hour basis, project time overruns substantially inflate costs. Many companies, especially failed projects, found themselves over budget, in average of 189 percent (Gargeya and Brady, 2005). Inflating implementation costs that exceed budget has caused many companies to trim project efforts. Companies will then attempt relying heavily on limited-knowledge internal expertise. Generally, the decision was forced by over price set by external knowledgeable consultants. The result was improper setup and configuration (Willis and Willis-Brown, 2002). Theoretically, Trimi et al. (2005) see many projects failures as a result of imperfect design and implementation of the system. The lack of knowledgeable and skilled staff resulted in the failure to implement some very useful features or in a worse case, critical operations (Willis and Willis-Brown, 2002). For instance, the critical failure would be associated with the companiesà ¢Ã¢â€š ¬Ã¢â€ž ¢ ability to rapidly respond to situation with real-time information. Given any new arises or major SAP upgrade (Gargeya and Brady, 2005), changes are required to respond throughout the system (Trimi et al., 2005, Gupta, 2000) probably denying many of unique customizing or specific business process related to the respective companies. Different companies are unique which they have different cultures, their own way of doing things, operates with different procedures and business requirements. They do not wish to be assimilated into one corporate culture. Companies carry their unique business pr ocess which requires unique ERP customizing. Gargeya and Brady (2005) found Sobeyà ¢Ã¢â€š ¬Ã¢â€ž ¢s, an $89 million Canadian grocery chain, abandoned the implementation process as it feel SAP could not handle its requirements. In a nutshell, planning an ERP project cannot be taken lightly (Gargeya and Brady, 2005). Another major complaint (Willis and Willis-Brown, 2002) is the lack of user-friendly systems (Bradley and Lee, 2007). Few staffs may use the system as their perceptions of ease of use of the systems are set at a lower level. Personnel claim it is difficult to capture data at the inception of a particular transaction (Willis and Willis-Brown, 2002). The main hurdle (Gupta, 2000) faced was high resistant to change (Spathis and Constantinides, 2003). Staffs do not insist to learn new technologies due to attachment to old system (Bradley and Lee, 2007, Pijpers and Montfort, 2006). Not surprisingly, many companies suffer guilt of making simplistic assumptions as they realized culture changes do not occur magically. These changes characterized by human psyche. If staffs are not ready or willing to change, change simply will not occur. Unisource, a $7 billion companies, terminate its SAP implementation plan due to internal problems of unable in dealing with cultural change (Gargeya and Brady, 2005). Critical success factor in implementation of ERP The difficulties and failure in implementing ERP have been widely cited in the literature (i.e. Nah, Lau and Kuang, 2001; Willis and Willis-Brown, 2002). For instance, Allied Waste Industries, Inc. decided to pull $130 million budgeted on SAP development and Waste Management, Inc., terminated SAP installation after spent about $45 million from expected $250 million on the project (Kim et al., 2005). Thus, it is important to identify predictors for the success of ERP implementation (Nah et al., 2001; Finney and Corbett, 2007; Kim et al., 2005, Hong Seng Woo, 2007); Gargeya and Brady, 2005; Mustacello and Chen, 2008). Critical success factor (CSF) can be defined as any element or situation that can be characterized as necessary in order to succeed in any ERP implementation (Finney and Corbett, 2007). Below are the list of CSFs which are widely debated in the literature (Nah, et al., 2001; Finney and Corbett, 2007; Kim et al., 2005, Hong Seng Woo, 2007); Gargeya and Brady, 2005; Mustacello and Chen, 2008). (Training and education) As ERP is not easy to use, training users in using ERP is important even for highly educated personnel or highly information technology (IT) skills personnel (Hong Seng Woo, 2007, Nah et al.; 2001, Mustacello and Chen; 2008, Gargeya and Brady ;2005, Finney and Corbett, 2007 and Gupta; 2000). Hong Seng Woo (2007), Nah et al. (2001) and Mustacello and Chen (2008) stress that sufficient training can help enlighten the opportunity for ERP system success. Heavy investment in training, support and education should be emphasized such as hands-on job (Finney and Corbett, 2007), on-site support staff and support centre (i.e. helpdesk, online user manual) (Nah et al., 2001). It is common that training effort is downplayed or ignored, because it does not provide huge quant

Culture and Health Attitudes

United States and China Health Attitudes PSYC3540 Culture, Ethnicity, and Diversity U05a1 Culture and Health Attitudes Capella University November, 2012 United States and China Health Attitudes Although every culture has different belief of being healthy, they all share the same definition. According to Mastsumoto and Juang (2013) healthy is defined as, â€Å"a state of complete physical, mental, and social well-being not merely the absence of diseases or infirmity† (p. 180). Not only do it takes physically, mentally, and socially well-being but diseases free to be classified as healthy in all cultures.The United States and the China culture share many differences and similarities when it comes to the belief of being healthy. Recently, there was an interview between a twenty-five year old Chinese girl and me. This girl owned her own business. She was born and raised in China but moved to the United States when she turned twenty years old. She told me she learned that China and the United States share many differences and similarities toward being healthy. The Chinese girl told me in the interviewed in China, they mainly believe in the principle of yin and yang to be healthy.According to the Wikipedia Encyclopedia (2012), â€Å"The concept of yin and yang is also applicable to the human body; for example, the upper part of the body and the back are assigned to yang which is cold foods, while the lower parts of the body are believed to have the yin character which is hot foods. Yin and yang characterization also extends to the various body functions, and – more importantly – to disease symptoms (e. g. , cold and heat sensations are assumed to be yin and yang symptoms, respectively). † Yin and yang is what Chinese people use as a balance between good and bad health.They believe that imbalance of yin or yang is what leads to poor health. For example, if a person eats too much of yin, which might be spicy foods, they are told that the yin caused them to have poor health; this person sure drinks some herbal teas to balance him or her back to good health. Although China believes in good health, there are a lot of mental health people there. The Chinese girl also told me that there are a lot of people in China that have mental health problems – over millions. Most of the mental health problems are due to depression.There are a lot of mental health patients in China that attempts suicide. According to Li, Philips, and Cohen (2012), â€Å"More women attempt suicide than men. The most frequent causes of the attempts were interpersonal conflict (87%), psychological problems (33%), and conflict between others that affected the subject (27%)† (para 1). The Chinese girl said the main cause of the women attempting suicide is due to interpersonal conflict, psychological problems, and conflict with the other people. There are no solutions for the mental health problems in China.Not only do they have mental health p roblems but also chronic diseases. China is known to have more chronic diseases than any other diseases. The Chinese girl told me they are known to have a high risk of cardiovascular diseases, chronic respiratory disease, and cancer. Summary chronic diseases now account for an estimated 80% of deaths and 70% of disability adjusted life-years lost in China (Longde, Lingzhi, Fan, Yamin, and Burton, 2005). The chronic diseases death and the disability adjusted life-years lost are very high in China.The chronic diseases are mostly related to high blood pressure and tobacco used. Most of these people that die from chronic diseases are middle-aged people. The Chinese girl talked about how the Chinese uses the yin and yang to diagnosis chronic diseases. She also stated they use herbal to try to cure these chronic diseases. I told the Chinese girl unlike China, the United States also have a theory they use to become healthy. I told her the United States believe in the influence of the biome dical model of health.The biomedical model of health is where the doctors look at parts of the body to figure out what is wrong with the body and fix it (Helman, 1991). An example of biomedical model of health would be a person going to the doctor because he or she is having chest pain. First, the doctor will do an x-ray on the chest. Secondly, the doctor will diagnosis from the x-ray of the person had a chest or a heart attack. Last, the doctor will give the person some medicine to cure his or her chest pain. Mental health is more common in the United States than in China.The Chinese girl stated that she read that over twenty million people in the United State have mental health (Manderscheid and Henderson, 2004); which is more than China. The age of mental health patients in the United States is over 18. Although, in the United Sates, most women suffer from mental health than men, mental is not due to depression of attempt suicide but depression of mood disorders. There is no cure for mental health problems in the United States. Not only is the United States common known for mental health problems but also diseases that lead to death.I told the girl in the interview that the United States three death diseases are heart disease, cancer, and stroke. Heart disease is the first leading death in the United States. Heart disease occurs mostly in men than women; it is mostly in older people (Fang, Kate, and Nora, 2011). Heart diseases are mostly could by smoking and not eating healthy. To cut the heart disease status, a person should exercise, do not smoke or quit smoking, and eat the right foods such as fruits and vegetables. Cancer is the second leading death in the United States.According to Klabunde, Brown, Ballard-Barbash, White, Thompson, Plescia, & King, (2012), â€Å"Each year, approximately 350,000 persons are diagnosed with breast, cervical, or colorectal cancer in the United States, and nearly 100,000 die from these diseases† (para. 1). There are over twenty-five percent of people in the United States diagnosed with cancer. The cause of most cancers is unknown. There is no cure of cancer. Stroke is the third leading death in the United States. Fang, Kate, M. and Mary (2012) stated that over fifty percent of the United States has been diagnosed with a stroke.Stroke is known to be cause by high blood pressure, stress, high cholesterol, and smoke. The cures to be stroke free is to exercise, eat healthy, and do not smoke. In conclusion, the interviewed between the Chinese girl and I was to help realize that there are a lot of differences and similarities of being healthy in each culture. China and the United States have theories of being healthy; they just have different theories – China theory is called yin and yang while the United States theory is called biomedical model of health. Both China and the United States have mental problems; the United States just have more.Another example of the cultures similarities are th ey both have diseases that cause death such as heart disease and cancer. Reference Fang, J. , Kate, M. S. , & Nora, L. K. (2011). Prevalence of coronary heart disease – united states, 2006-2010. (). Atlanta, United States, Atlanta: U. S. Center for Disease Control. Retrieved from http://search. proquest. com/docview/903302820? accountid=27965 Fang, J. , Kate, M. S. , & Mary, G. G. (2012). Prevalence of stroke – united states, 2006-2010. (). Atlanta, United States, Atlanta: U. S. Center for Disease Control. Retrieved from ttp://search. proquest. com/docview/1020131364? accountid=27965 Helman, C. G. (1991). Limits of biomedical explanation. Lancet, 337(8749), 1080. Klabunde, C. N. , PhD. , Brown, M. , Ballard-Barbash, R. , White, M. C. , ScD. , Thompson, T. , Plescia, M. , & King, S. C. , M. D. (2012). Cancer screening – united states, 2010. (). Atlanta, United States, Atlanta: U. S. Center for Disease Control. Retrieved from http://search. proquest. com/docview/9 22348301? accountid=27965 Manderscheid, R. W. , & Henderson, M. J. (2004). Mental health, united states, 2002 executive ummary. Administration and Policy in Mental Health, 32(1), 49-49. Retrieved from http://search. proquest. com/docview/211057805? accountid=27965 Matsumoto, D. , & Juang, L. (2013). Culture and psychology (5th ed. ). Belmont, CA: Wadsworth Cengage Learning. Li, X. , Phillips, M. R. , & Cohen, A. (2012). Indepth interviews with 244 female suicide attempters and their associates in northern china: Understanding the process and causes of the attempt. Crisis: The Journal Of Crisis Intervention And Suicide Prevention, 33(2), 66-72. doi:10. 1027/0227-5910/a000108Longde, W. , Lingzhi, K. , Fan, W. , Yamin, B. , & Burton, R. (2005). Preventing chronic diseases in China. Lancet, 366(9499), 1821-1824. doi:10. 1016/S0140-6736(05)67344-8 Traditional Chinese medicine. (2012). In Wikipedia. The Free Encyclopedia. Retrieved November 8, 2012, from http://en. wikipedia. org/w/index. php? title= Traditional_ Chinese_medicine&oldid=521839625 Zheng, S. , Song, M. , Wu, L. , Yang, S. , Shen, J. , Lu, X. & Wang, W. (2010). China: Public health genomics. Public Health Genomics, 13(5), 269-275. doi: http://dx. doi. org/10. 1159/000240969

Cooperative learning Change of Leadership for Differentiated Education

Concerted larning refers to work done by pupil squads bring forthing a merchandise of some kind ( such as a set of job solutions, a research lab or undertaking study, or the design of a merchandise or a procedure ) , under conditions that satisfy five standards: ( 1 ) positive mutuality, ( 2 ) single answerability, ( 3 ) face to confront interaction for at least portion of the work, ( 4 ) appropriate usage of interpersonal accomplishments, and ( 5 ) regular self-assessment of squad operation. Extensive research has shown that comparative to traditional single and competitory manners of direction, decently implemented concerted larning leads to greater acquisition and superior development of communicating and teamwork accomplishments ( e.g. leading, undertaking direction, and struggle declaration accomplishments ) . Gregory ( 2008 ) The technique has been used with considerable success in all scientific subjects, including chemical science. The benefits of concerted acquisition are non automatic, nevertheless, and if amiss implemented, the method can make considerable troubles for teachers, most notably dysfunctional squads and pupil opposition or ill will to group work. This paper offers a figure of suggestions for organizing squads, fulfilling the five specifying standards of concerted acquisition, and minimising the jobs. Harmonizing to Gregory ( 2008 ) Teachers who have ne'er used the attack are advised to travel into it bit by bit instead than trying a all-out execution on their first attempt, and to increase the degree of execution in subsequent class offerings. To an increasing extent, they should see the larning benefits promised by the research, and as their expertness and assurance in implementing the method continue to turn, pupil ratings of the squad experience should better at the same time. Most si gnificantly, instructors who are successful in utilizing concerted acquisition in their categories will hold the satisfaction of cognizing that they have significantly helped fix their pupils for their professional callings. There are several grounds why concerted acquisition plants every bit good as it does. The thought that pupils learn more by making something active than by merely watching and listening has long been known to both cognitive psychologists and effectual instructors and concerted acquisition is by its nature an active method. Beyond that, cooperation enhances larning in several ways. Weak pupils working separately are likely to give up when they get stuck ; working hand in glove, they keep traveling. Strong pupils faced with the undertaking of explicating and clear uping stuff to weaker pupils frequently find spreads in their ain apprehension and make full them in. Students working entirely may be given to detain finishing assignments or jump them wholly, but when they know that others are numbering on them, they are motivated to make the work in a timely mode. The proved benefits of concerted acquisition notwithstanding, instructors who attempt it often encounter opposition and sometimes unfastened ill will from the pupils. Bright pupils complain about Begin held back by their slower teammates ; weak or unassertive pupils complain about being discounted or ignored in group Sessionss ; and bitternesss build when some squad members fail to draw their weight. Knowing and patient teachers find ways to cover with these jobs, but others become demoralized and revert to the traditional teacher-centered instructional paradigm, which is a loss both for them and for their pupils. Gregory ( 2008 ) However I believe concerted acquisition is more than merely inquiring pupil to acquire in a group and work on an assignment together. Most research workers and practicians of concerted larning emphasis that it is a formal instructional theoretical account in which instructors carefully design lessons and activities that are suited for usage by squads. These squads are little, stable, and heterogenous, and have been adequately prepared for working together. When utilizing squads in the schoolroom, I see faculty as holding to direct their attending to six different countries: climate-setting ; squad formation ; teambuilding ; concerted accomplishments development ; lesson design ; and classroom direction.Climate SettingWhile many of my pupils are enthused about the chance to larn with and from their equals, it is non uncommon for me to meet pupils who are loath to take part in any kind of group activities. So, how does one take a category of pupils whose feelings about concerted acquis ition scope from love through indifference to downright ill will and turn them into a community of scholars? The first ( but by no means the merely ) measure is to work on making a category clime that encourages cooperation. My suggestions include: aˆ? Communicate clear outlooks to pupils about Cooperative acquisition on the first twenty-four hours of category. I recommend that you inform pupils that you plan to utilize concerted acquisition, why you use it, and what it means to them. Will they be graded on category engagement? What happens if they come to category unprepared? It ‘s peculiarly of import to allow pupils cognize about your policies on group classs. It ‘s besides a good thought to admit that some people would prefer to work entirely, and to indicate out the activities and assignments they ‘ll be working on independently.aˆ? Problem SetsStudents complete some or most of their prep assignments in squads. The squads are encouraged to include merely the names of existent participants on the solution set that they manus in. The pupils are ab initio disinclined to go forth anyone ‘s name away, but finally they get tired of allowing nonparticipants ( â€Å" hitchhikers, † in concert ed acquisition idiom ) acquire good classs for work they did n't make and get down to exclude names, at which point many hitchhikers-unhappy about acquiring nothings on assignments-start cooperating. The squad gets a class for the assignment, but finally the public presentation of each squad member should be assessed and the consequences used to set the mean squad prep class individually for each squad member. In decision there are many route blocks that may happen throughout the journey to cooperative acquisition. Not all pupils take their duties earnestly plenty. Many feel that their slack will be picked up by the others in the group. Some pupils may be excessively strong of leaders and smother the parts of the other members of the squad. Conflict is a natural byproduct of cooperation. When pupils are asked to work together, it is with the purpose that they will each supply a differing position and or sentiment. When differing sentiments are joined together to make one merchandise, struggle is certain to originate. Conflict can be a really healthy springboard to larning. When pupils dialogue and debate their sentiments they might reenforce their thoughts or disregard them. The ability to listen and be flexible to new positions is perfectly indispensable to the success of a group. Delegating functions may besides assist to ease the instability of attempt. The pupils who do n't lend adequate attempt should foremost be encouraged by their groups. If this proves unsuccessful, the teacher should step in and mediate. It is perfectly unjust to penalize a group for the ineffectualness of one member. Students should make everything possible to stay a concerted and cohesive unit, but if all efforts fail they should be allowed a opportunity to reconstruct a new unit. It should besides ne'er be the duty of the strongest member of the squad to transport the others. Teachers can non presume that all group struggles should be resolved entirely. Classroom mold of effectual group work and role-playing of struggle state of affairss should be directed by the instructor. However many old ages of research and legion surveies can non be denied concerted acquisition is an effectual method for understanding and retaining information. Industry experts can non be ignored when they province that being able to work efficaciously in a squad is an imperative accomplishment. Concerted acquisition is non a replacing for the schoolroom instructor. It is intended to complement the direct direction by doing pupils to be confident minds and active scholars.

Article Review On The - 1365 Words

Our Father Who Is In Heaven By J Stark | Submitted On January 13, 2016 Recommend Article Article Comments Print Article Share this article on Facebook Share this article on Twitter Share this article on Google+ Share this article on Linkedin Share this article on StumbleUpon Share this article on Delicious Share this article on Digg Share this article on Reddit Share this article on Pinterest Expert Author J Stark Is this simply a prayer recited by many, under varying circumstances or might there be more to these words then fits our eye? We find this prayer in Matthew 6 and again in Luke 11. The disciples were being instructed by Jesus. We have in these two books and chapters a record of Jesus lessons and more. There is so much in this discussion with Jesus disciples many simply overlook or don t take for the same value as the Lord s Prayer which itself is within the same chapters. The lessons and advice is very pointed but we seldom get beyond the Lord s Prayer. Why? It is too obvious. We want what fits our lives but not what goes against our preferred lifestyle, attitudes and way of worship; or secular lives. We repeat the prayer out of habit or in our form of worship but seldom listen to what is being recited. The circumstances (Luke 11:1): Jesus had just finished praying and one of his disciples said to him. Lord, teach us to pray. This is a chapter break in Luke, but in Matthew the same request does not come until after a brief explanation of when,Show MoreRelatedArticle Review1045 Words   |  5 Pagesremaining childless until age 35 years? Results from an Australian birth cohort study. (Steele et.al, 2014) Article review. The study described in the article attempts to demonstrate that precarious employment conditions force women to procrastinate first childbirth till age 35. Below here there are the short summary of this article and its evaluation, focused on the choice of variables, the article structure and the study results. 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