Enterprise Resource Planning

Questions: 1. Currently businesses are mostly wish to implement ERP system than functional information system. Compare and contrast ERP and functional information systems? 2. Justify ERP is a best solution for business? 3. What are the main reasons companies experience failures in implementing ERP system? 4. Explain the term legacy system? 5. What are several key things companies should do to avoid ERP system failure? Explain the reasons for your proposals? 6. Why do you think ERP systems in particular are? Answers: 1. Compare and Contrast ERP and Functional Information System Serial no Characteristics Enterprise Resource Planning Functional Information System 1. Ease of Integration ERP system helps in facilitating wide integrated information system covering various functional areas of the including accounts, sales, human resource and distribution (Bansal 2013). The functional information system is limited to a specified functional area, which can be accounting function for example. 2. Flexibility ERP software helps in enhancing co-ordination among various entities of business applications due to its flexibility The Functional IS is not being able to go beyond a particular entity in which they are utilized due to its inflexibility (Tarhini, Ammar and Tarhini 2015). 3. Cost- Effectiveness ERP software deployment is very much cost effective as the software is modular and an organization can select particular modules, which are appropriate. The Functional Information Systems are very much costly as their applications needs to be separated for providing operations (Sadat et al. 2014). 4. Ease of Communication ERP system helps in sharing information by facilitating proper integration of all entities of the organization (Chang et al., 2015). It does not support communication with other entities of organization. 2. Justification Enterprise Resource planning is considered as the best solution for the organization. This is due to the following reasons: Efficiency: An ERP system helps in eliminating various repetitive procedures for reducing the problems that mainly occurs due to manual entry of data. The system is quite helpful in streamlining the business procedures for making it much more efficient for the organization to collect various data. Integrated Information: With the help of the system, the organization can keep their data in single location by keeping it consistent as well as up to date (Chofreh et al. 2014). Reporting: Reporting can be made easier as well as customizable by utilizing the ERP software. The company can respond properly to various complex data requests with the help of improved reporting. Customer Service: It is very much easy to give high quality customer service by utilizing an ERP system (Seethamraju 2015). With the help of ERP system, various sales as well as the people of customer service can interact with the consumers for enhancing the relationship between them. Security: ERP systems help in improving the accuracy, consistency as well as security of data. It is analyzed that restrictions of data can be enhanced by using ERP systems. 3. Reasons for companies failure in implementing ERP System The main reasons companies experience failures in implementing ERP system are as follows: Lack of proper resources: Most important problem occurs when there is lack of external as well as internal resources. Therefore, it is very much important to understand the needs of the resources in various phases of the project properly. Poor Implementation strategy: Implementation must be done in an effective way in order to achieve success. The implementation of ERP faces challenges due to lack of clear strategy of the problems that the ERP is expected to resolve (Cao, Nicolaou and Bhattacharya 2013). It is very much important to have a good strategy factor for the business processes, financial benefits as well as deadlines for ensuring that they are fully addressed. Inexperienced consultants: The ERP implementation faces numerous challenges due to inexperienced employees. Therefore, it is very much important to identify various experienced leaders for the project properly before it is implemented. Secondary Customization: Interfaces, data conversion as well as customization are considered as the three main reasons of technical issue in the ERP implementation (Zeng and Skibniewski 2013). Customization mainly helps in increasing the cost as well as time to deploy of the implementation. Project Management: The implementation of Enterprise Resource Planning can get affected due to the project manager. It is analyzed that both the size as well as scope of the project needs an experienced project manager for overseeing the different activities of the project. 4. Legacy System Legacy system refers to those obsolete computer systems, which may still be in use because either its data cannot be changed into any other newer or standard formats or its application programs cannot be updated. The system is mainly used for saving the cost of redesigning or replacing. The main implication of the Legacy System is that it is large, monolithic as well as difficult to modify (Antero 2015). The system requires proper maintenance and thus it involves modification as well as patching. Older hardware may need some added compatibility layers for facilitating device functionality in various incompatible environments. Legacy systems are used by organizations due to the following reasons Due to the effective working of the system The cost of redesigning is very much less Retraining new system can be costly (Zeng and Skibniewski 2013). Newer system can perform undesirable 5. Key things that companies must do for avoiding ERP system failure The key things that organization needs to do in order to avoid ERP system failure includes: Understanding current situation: It is very much important to understand the current system of the organization, data as well as processes for analyzing the problems in the present system (Tarhini, Ammar and Tarhini 2015). The shortcomings of the present system must be shortlisted and based on that new ERP system must be implemented. Draw on Obtainable ERP Insight: It is very much needed for accessing the experiences of other employees associated with ERP in other organization. It also helps in verifying the success rate as well as potential of ERP partners. Understand and Control Costs: It is quite important to establish proper budget for ERP related costs (Seethamraju 2015). Proper budget documentation must be utilized in collaboration with the stakeholders for managing and controlling costs of the project. Assemble an Effective Project Team: The project team must include all the stakeholders as well as key users from different affected groups of business. The project team of the organization must be guided by strong as well as fully dedicated project manager. Use training to ensure user adoption: It is very much important to provide proper training assistance to the employees of the organization (Cao, Nicolaou and Bhattacharya 2013). Proper training design must be created depending on the roles, responsibilities as well as requirements. 6. Reasons for thinking that ERP system are cited as examples of failure in IT systems development Poor selection of ERP: The main reason of ERP system failure is that the organization generally focuses on cost as well as speed of implementation (Antero 2015). These two factors must not be provided much priority as the most important need for any organization to analyze how the system will work with the practices as well as processes of the organization. Lack of executive Involvement: The ERP system faces failures due to lack of proper management within the organization (Seethamraju 2015). It is very much important that the management must involves with each of the processes of ERP implementation for analyzing its scope of works, its aspects, time as well as need of resources. Unrealistic expectations: ERP vendors provide guarantee that the ERP solutions can be implemented quickly at a very low cost but statistics show something else which leads to number of challenges (Zeng and Skibniewski 2013). Training on the new systems: Numerous challenges occurs by relying on the ERP vendors training as they are not always capable to train all the employees within a specified time. References Antero, M., 2015.A Multi-case Analysis of the Development of Enterprise Resource Planning Systems (ERP) Business Practices. Copenhagen Business SchoolCopenhagen Business School, Institut for IT-LedelseDepartment of IT Management. Bansal, V., 2013.Enterprise Resource Planning. Pearson Education India. Cao, J., Nicolaou, A.I. and Bhattacharya, S., 2013. A longitudinal examination of enterprise resource planning system post-implementation enhancements.Journal of Information Systems,27(1), pp.13-39. Chang, B., Kuo, C., Wu, C.H. and Tzeng, G.H., 2015. Using fuzzy analytic network process to assess the risks in enterprise resource planning system implementation.Applied Soft Computing,28, pp.196-207. Chofreh, A.G., Goni, F.A., Shaharoun, A.M., Ismail, S. and Kleme, J.J., 2014. Sustainable enterprise resource planning: imperatives and research directions.Journal of Cleaner Production,71, pp.139-147. Sadat Safavi, N., Zakaria, N.H. and Amini, M., 2014. The Risk Analysis of System Selection and Business Process Re-Engineering Towards the Success of Enterprise Resource Planning Project for Small and Medium Enterprise. Seethamraju, R., 2015. Adoption of software as a service (SaaS) enterprise resource planning (ERP) systems in small and medium sized enterprises (SMEs).Information systems frontiers,17(3), pp.475-492. Tarhini, A., Ammar, H. and Tarhini, T., 2015. Analysis of the critical success factors for enterprise resource planning implementation from stakeholders perspective: A systematic review.International Business Research,8(4), p.25. Zeng, Y. and Skibniewski, M.J., 2013. Risk assessment for enterprise resource planning (ERP) system implementations: A fault tree analysis approach.Enterprise Information Systems,7(3), pp.332-353. Zeng, Y. and Skibniewski, M.J., 2013. Risk assessment for enterprise resource planning (ERP) system implementations: A fault tree analysis approach.Enterprise Information Systems,7(3), pp.332-353. Enterprise Resource Planning Question: Describe about the concept of Enterprise Resource Planning (ERP) in organizations. Answer: Introduction This present research study is conducted through concentrating on the concept of Enterprise Resource Planning (ERP) in organizations. It has been found that specifically the SMEs (Small and Medium Enterprises) find difficulties in implementing their ERP system due to the presence of certain constraints. Lin, Zhao and Wei (2014) opined that ERP is software that helps the organizations in their business process management. Whereas, Chou et al. (2014) explained that it is broad set of organizational activities that helps to manage the business operations. In order to be more precise, it helps to manage and monitor supply chain, human resources, planning projects, product lifecycles, inventory finance, procurements, and other management activities of a business. Following the viewpoint of Madapusi and D'Souza (2012), the key functional are of ERP system include financial accounting, management accounting, human resources, manufacturing, order processing, supply chain management, project management, customer relationship management and services. It has been found that it is one of the popular software packages that is expensive and time consuming in nature. Due to effective implementation of ERP system, the organizations achieve a number of benefits. Chou et al. (2014) stated that the ERP system improves the quality and efficiency of the business. More specifically, it supports the upper level management in decision making process and leads the business to obtain better outcome. However, the major constraint is the high cost implementation and maintenance expenses (Madapusi and D'Souza 2012). In the assessment 1, the research questions had been elaborated that helped in conducting the research. In the present study, the research questions are demonstrated along with the objective of the research. Both the research questions and research objectives help to drive the research towards right direction. Apart from this, the literature review section establishes the brief understanding of the research topic. In order to discuss build the conceptual framework of the ERP system, the study has gathered information as well as knowledge from various books, academic journal and relevant websites. The research hypothesis is mentioned in this particular section of this study. Afterwards, the study discusses about the methods and techniques which are considered during conducting the study. Research design has created the road map through which the research can achieve its objectives. In addition, the data collection process as well as the outcome is manifested well. At the end of the st udy, the entire research is concluded. It helps to bring out a number of recommendations that help to resolve the research problems. 2. Research Questions and Objectives Research Objectives: The prime objective of this research is to reveal the issues and constraints that affect the implementation process of Enterprise Resource Planning, particularly in small and medium enterprises. Research Questions: The research question is 'How the issues affect the organizational operations in three phases of pre-implementation, implementation, and post-implementation ?. In order to be more precise, the research questions mainly concentrate on revealing the issues that the SMEs are confronting in their pre-implementation, during implementation, and post implementation phases. 3. Literature Review 3.1 Importance of ERP system in SMES As per the statement of Nwankpa and Roumani (2014), some reasons are there for which the SMEs need to implement ERP system in their business activities. The importance of ERP system in business activities highlights transparency, data reliability, integration of new technologies, reduce total cost of ownership, and reduce operational risk. In order to elaborate the importance of transparency, Wei and Ma (2014) stated that the SMEs find difficulties to make their business profitable in shorter time span. This is the reason that the organizations need to address the profitable factors along with the factors that affect their business, in a rapid manner. In has been found that the SMEs confront plethora of problems to identify those factors and inject new ideas. Reliable ERP system helps them in strategy execution (Jenatabadi and Noudoostbeni 2014). Wei and Ma (2014) explained that data reliability is a crucial factor that helps to enhance the transparency of business. The SMEs find complexities in modifying one flow to other and predicting whether the new system would be profitable or not. It is very hard to take risk at the consequences where degree of uncertainty is too high. Through establishing effective ERP system, they are able to diminish the degree of risk and enhance the level of profitability as well. Furthermore, the ERP system helps the SMEs in fast deployment of innovating new technologies. In this context, Jenatabadi and Noudoostbeni (2014) added that through proceeding with the existing system properly, the organizations do not need to change the organizational system. As a result, the SMEs are able to reduce total cost of ownership by do not offering any radical evolution. Along with that, it reduces the operational risk which creates hitches in the path of obtaining more revenue as well as profit. As the ERP sy stem helps to make the organizational operations more effective and as a result the organizational system improves and the level of risk diminishes. 3.2 Issues and challenges in ERP system Teittinen, Pellinen and Jrvenp (2013) elaborated the fact that the SMEs confront plethora of issues and challenges in introducing as well as incorporating ERP system in their business operations. The prime issues and challenges are made regarding awareness, perception, earlier implementations, approach to implementation, cost and change management. As discussed by Marsh et al. (2014), low level of awareness is found among the SMEs for ERP vendors, ERP applications, and many more. In most of the cases, the leaders of the SMEs are not aware well about the effectiveness of ERP system, and their scope of improving the business operation through existing ERP system. Along with that, most of the SMEs have a perception that only the large firms need to incorporate ERP system in order to manage their high cost acquisition, implementation, and maintenance (Ahmad and Cuenca 2013). They further belief that the large firms face complexities in maintain their ERP system. As the SMEs are engaged i n small size businesses, they have the perception that they do not need to incorporate any ERP system, or the system might increase their level of difficulties. Following the statement of Seethamraju (2015), much of the organizations fail to implement the ERP system which led them to bankruptcy. This earlier failed implementations cases make the SMEs belief that the ERP implementation is waste of effort as well as time which might diminish the entire business. The SMEs are advised by the ERP vendors to consider the effective ERP system in order to bring out the best business practices. This approach of implementation makes both the vendors and the SMEs profitable. The fewer amounts of capital and high cost are the prime reason that the SMEs tend to take their step back from incorporating the ERP system (Ahmad and Cuenca 2013). In most of the cases, the ERP implementation process is failed due to being considered as an automation project instead of changing management process. The leaders of SMEs fail to effectively utilize their ERP system because all the stakeholders are not ready to accept the changes (Teittinen, Pellinen and Jrvenp 2013). 3.3 Factors affect ERP implementation process According to Ahmad and Cuenca (2013), the major factors that affect the ERP implementation process include provided data, parallel system, training and testing, expectations, and employee retention. Strong management system is needed in order to provide adequate as well as appropriate data. The inadequate data create hitches in ERP implementation process for which they fail to formulate the standard format of the data and the system as well. Ram, Corkindale and Wu (2013) added that the parallel system should be avoided in the ERP implementation process. In order to be more precise, when the SMEs face issues after in finance module after implementing the ERP system, they ignore the sales and distribution module. Further, they back to the old system and hence the proper integration process id hampered. The support systems that the vendors provide become more difficult and obsolete to implement. Furthermore, the inappropriate training to the team and ineffective testing of the present E RP system create constraint in effective implementation process. Gupta et al. (2014) stated that the management of the SMEs clearly states their expectations about the return on investment. Whereas, the vendors found that the expectations are not practical as it takes around four months to determine the significant return. Apart from this, the ERP implementation process of the SMEs is affected due to facing problems in employee retention (Ahmad and Cuenca 2013). In some cases, it has been seen that the firms experience great losses when the employees quite job after being provided training. 3.4 Issues in pre-implementation phase As stated by Al-Hinai, Edwards and Humphries (2013), the SMEs confront complexities in implementing the ERP process due to their limited resources. The limited resources of the firms restrain the business to enhance and improve further. Due to having limited resources, they face more difficulties in selecting the most effective ERP system, which would help them to generate more profit. The selection of ERP system and selection of vendor should be aligned in order to bring out the best practice. The SMEs are engaged with small number of vendors and thus they need to select their vendors that make them profitable. Along with that the selection of consultant is one of the crucial parts in the pre implementation phase of ERP system (Schniederjans and Yadav 2013). It has been found that the consulting team helps the organizations to make an informed decision and make the current system more valuable. Thus, it is way much important to select the correct consultants so that they can achieve their goal within certain time period (Al-Hinai, Edwards and Humphries 2013). 3.5 Issues in ongoing-implementation phase Katerattanakul, Lee and Hong (2014) opined that most of the issues the SMEs confront in the ongoing implementation phase of ERP system. Before initiating the process, they need to outline the proper system of implementation. Most of the SMEs do not know which practices would be more benefited for their business and thus they face issues in considering any certain system. Along with that, proper implementation approach needs to be applied in ERP implementation process (Chofreh et al. 2016). The implementation approaches vary due to differences in the business processes, goals and short term objectives. Besides, it has been mentioned that the most of the SMEs have a perception that the ERP implementation is the waste of time and money. Thus, it is essential to determine the implementation time and cost to reduce the risk of failure (Katerattanakul, Lee and Hong 2014). Moreover, they fail to indentify all the scopes of ERP implementation and thus lack of appropriateness is found in proj ect planning (Chofreh et al. 2016). Besides, they fail to address the exact reasons that drive them to change the organizational processes and systems. These issues lead them to confront failure or bear high cost (Katerattanakul, Lee and Hong 2014). 3.6 Issues in post-implementation phase As discussed by Galy and Sauceda (2014), the SMEs ignore their roles and responsibilities towards their business after implementing the ERP system. In the post implementation phase, the SMEs confront some major issues regarding security risk, operational issues, insufficient training arrangements, human consequences and employee retention. In order to secure their data, the firms need to increase the security of their ERP system so that they would able to reduce the operational issues. As the SMEs fail to restrain the security risks, they face more operational issues (Chou et al. 2014). Galy and Sauceda (2014) added that in some cases the SMEs do not provide training programs to the staffs and thus lack of knowledge and skills lead the business towards failure. The reason behind not providing training programs is to restrict the cost of implementation (Chou et al. 2014). The human resources are the key strength is of the business. Due to the changed management and operations process, most of the employees quit their job as they found that they might not fit in the changing environment. Thus, the employee retention is the greatest issue that the SMEs confront in the post implementation phase of ERP system (Chou et al. 2014). 3.7 Research Hypothesis The research hypotheses for this present research are as follows: H0: SMEs of Australian market does not face any kind of issues while implementing ERP system H1: SMEs of Australian market faces several issues while implementing ERP system 4. Research Design 4.1 Type of research taken Mackey and Gass (2015) depicted that the research methodology is a procedure that is undertaken in order to accomplish the complete research. In a view to supporting the research, primary research system is being considered. The primary research signifies that the information is collected personally by conducting an interview with the managers for attaining better information regarding the problem faced by them for implanting new ideology for the betterment of their organizational functionally so that they can achieve more profitability. 4.2 Measurement and scaling techniques In the context of the measurement and the scaling techniques, the focus group has been considered. These focus groups are the managers of the ten different selected SME for discussing the issues they are facing from the initiatives taken for the implementation of the ERP systems. Gibbs (2012) illustrate that the primary reason for considering the managers as the focus group is that, they are closely associated with the operational functionality of the ERP system. Some of the managers are supervising the implementation of this system and hence can illustrate the problems more efficiently. 4.3 Sample design Trotter (2012) portray that sample design is considered for research in order to analyze the problems by taking some respondents for the research known as sample size. For this research, the sample size that is considered is 10, and all of them are managers from each SME respectively. Proceeding this way, the different problems can be analyzed that they are facing by the implementation of the ERP system within their organization. 4.4 Data collection method Palinkas et al. (2015) stated that data can be collected mainly in two ways primary and secondary data collection. In this research study, primary data collection is being used for attaining appropriate information from the managers of the Small and Medium Enterprises (SME) regarding the issues faced by them for the post implementation of the ERP system for their business procedure along with the problem faced during the implementation phase and the post-implementation phase. Nomano et al. (2014) depict that in primary data collection method two more methods have been used - qualitative and quantitative. In order to accomplish the research, qualitative method has been considered. Moreover, Landt and Melville (2013) portray that in order to support the content of the literature review, secondary data has been collected through some articles, case studies and blogs for gathering information on ERP system and the evolved issue due to that. 4.5 Plan of data analysis Data analysis is a procedure that is being used for evaluating the outcome of the result of the research. In order to support this research study, three different variables are being considered - pre-implementation, application and post-implementation of the ERP system with their business procedure. Moreover, the sample size that is being taken into consideration is 10. The obtained value of the data collection, two statistical procedures is put into operation that is the frequency distribution and the correlation method. Hillier et al. (2013) illustrate that the primary advantage of evaluating the frequency distribution is to analyze which issues have more significance in every targeted SME organization. It is evident that not all SME will use the ERP system for the same purpose and hence by evaluating which issues is occurring more compared to others; an organization can take appropriate steps to mitigate the circumstance. Tran et al. (2014) demonstrate that the advantage of evaluating correlation is to determine the dependency of the issues of one variable to the other. Elaborating the scenario, how much the issue faced during the pre-implementation of ERP system is dependent on the issues occurring in the implementation phase. 5. Research Outcome Various issues are created while implementing Enterprise Resource Planning systems to various small and medium scale enterprises. Data was collected by questionnaire method and the managers of these small and medium scale enterprises were interviewed to fill up the questionnaires. On answers of the survey revealed that there are three phases of the implementation of Enterprise Resource Planning systems (Grchenig 2013). The first phase was pre implementation phase, the second phase was implementation phase and the third phase was post implementation phase. Ten different small and medium scale enterprises were chosen for this survey. It was found that the ten different small and medium scale enterprises had different problems at the three different stages of implementation of Enterprise Resource Planning. On considering the pre implementation phase, it was seen that the first, seventh and eight small and medium scale enterprises had issues regarding the limited resources. Second, fourth, fifth and ninth small and medium scale enterprises had issues regarding selection of ERP system. Small and medium scale enterprises number three and ten had issues regarding the selection of vendor while sixth small and medium scale enterprises had issues regarding the selection of consultant (Cao et al. 2013). Thus, it was seen that most of the enterprises had problems regarding the selection of ERP system" and the least number of problems was faced due to selection of vendor. This could be the result of availability of various ERP systems and the enterprises could not select the best ERP system for their enterprises. Figure 1: Issues regarding pre implementation phase (Source: created by author) Considering the implementation phase, it was seen that first and tenth small and medium scale enterprises had issues regarding the proper system implementation. Third and ninth small and medium scale enterprises faced issues regarding the approach of implementation. Second small and medium scale enterprises had problems regarding implementation time and cost (Hoch and Dulebohn 2013). Sixth and seventh small and medium scale enterprises had problems regarding the Clearly defined scope of implementation procedure. Fourth had problems regarding Proper project planning while the fifth and eighth had problems regarding Minimal customization of the system. None of the small and medium scale enterprises had problems regarding organisational changes, process changes (Boashash 2015). Thus, it was seen that the issues faced during the implementation phase were different for different enterprises. This is because different enterprises had different line of business and their issues were differe nt from each other. Figure 2: issues faced during the implementation phase (Source: created by author) For the post implementation phase, it was seen that there are five types of problems that could arise. The analysis of the views of managers of the selected small and medium scale enterprises reveals that fourth, ninth and tenth enterprises had issues regarding security risks. The first enterprise had issues regarding operations (Cao et al. 2013). The second, third and eighth enterprises had issues regarding the insufficient training arrangement. The seventh small and medium scale enterprise had human consequence related issues while the fifth and sixth small and medium scale enterprises faced problems due to employee retention (Galy and Sauceda 2014). It was seen that most of the enterprises had problems regarding the security risks and insufficient training arrangement. These two factors are the major concern in any business. Insufficient training would lead to incapable employees who cannot perform well in the business. This would result to loss in business. Security is another im portant issue that would cause harm to the business if not implemented properly. Thus, various problems were faced by different enterprises which could be the cause of their different domain of business. Figure 3: Problems faced during post implementation phase (Source: Created by author) On performing the correlation coefficient between the three variables, it was found that the correlation coefficient between pre implementation phase and implementation phase was -0.200221822 (Tasevsk et al. 2014). This suggests that there was a weak negative correlation between these two variables. The more is the issues regarding pre implementation phase, the lesser would be the problems during implementation phase. This is because new strategies could be framed on facing problems during pre implementation phase, which would help in the smooth running during implementation phase. The correlation coefficient between pre implementation phase and post implementation phase was 0.158672185 (Chou and Hong 2013). This weak positive correlation suggests that more problems during pre implementation phase results in more problems during post implementation phase. The correlation coefficient between implementation phase and implementation phase was found to be 0.521650593 (Tasevsk et al. 2014 ). This suggests a moderate positive correlation between the two variables. It could be interpreted that facing more issues during the implementation phase would result to more issues during post implementation phase. This is because problems during implementation phase would lead to various issues that would be carried forward to the post implementation phase. 6. Conclusion and Recommendation 6.1 Conclusion It is concluded from the entire study that some Small and Medium Enterprise faces problems for the implementation of the ERP system for the betterment of their organization. The issues that they are facing mainly in occurring in three phases - pre-implementation phase, implementation phase and the post-implementation phase. The issue that they are facing in the pre-implementation phase is the limited resources for the implementation, selection of the effective system, vendors and their consultant. However, proper system and approach implementation cost and time along with the proper project planning are some of the problem faced during the implementation phase. Moreover, the post-implementation have a security risk, operational issues. Improper training to the staffs for handling the ERP system is also a major problem after implementing ERP within the organization. 6.2 Recommendation The primary requirement regarding the effective ERP system is to make a clear and extensive list of ERP requirement that will be beneficial for the organization. These well-defined evaluation projects result in the better implementation of the new system. The existing staffs must be provided adequate training by the experts and professionals so that they can manipulate the implemented ERP system. Training procedure must comprise of three steps on design, test the system and post go-live. On design resembles the high-level design by conducting a conference with the employees. Testing procedure resembles the early testing of the new system and its regular assessment so that any evolved problem can be resolved in the initial stages. Lastly, in the context of the post go-live is the stage where the employees ask frequent question as they are trained to use the new system. These problems were not addressed during training documentation but can be resolved by expertise suggestions. Apart from the professional trainers and vendors of ERP system provider, it is compulsory for SME to appoint some ERP product professionals. Relying only on the selected vendors, an organization cannot obtain all the appropriate references to what correct procedures, the negative impact of the occurred problem if any and what system is being differently used in their ERP model that result in a better outcome for the organization. These ERP product professionals can select appropriate measures for utilizing significant time, energy and money with implementation partners. 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Napoleon Essays (2950 words) - French Emperors, House Of Bonaparte

Napoleon This essay will illustrate why Napoleon Bonaparte is regarded as one of the greatest military masterminds in the history of mankind. It will show the life of Napoleon from when he was a young boy, till he died in 1821. It will show how he deceived the French into giving him power, and how he used this power for his own interests. It will also reveal how he almost killed of an entire generation of French people, and once again prove that all good things must come to an end. Napoleon Bonaparte was born on August 15, 1769 in Ajaccio on the island of Corsica. This was only a few months after France had annexed the island. He had 7 brothers and sisters, and his father was a lawyer whose family stemmed from the Florentine nobility. His original nationality was Cursican-Italian. In 1779 Napoleon went to school at Brienne in France. There he took a great interest in in history, especially in the lives of great ancient generals. Napoleon was often badly treated at Brienne because he was not as wealthy as his fellow classmates, and very short. He also did not speak French well, because Italian was spoken on Corsica where he grew up. He studied very hard so that he could do better then those who snubbed him. Napoleon attended the Ecole Military School in Paris in 1784 after receiving a scholarship. This is were he received his military training. He studied to be an artillery man and an officer. Napoleon finished his training and joined the French army when he was 16 years old. He was appointed to an artillery regiment , and commissioned as a lieutenant. Once again he was not well liked by his fellow officers because he was short, spoke with an Italian accent, and had little money. Napoleon spent little time with his regiment. He was more concerned with trying to free his home land of Corsica, witch had been taken with force by France. Soon after being commissioned his father died, and he was forced to provide for his family. Napoleon spent the next seven years reading the works of the philosophers, and educating himself in military matters by studying the campaigns of the great military leaders of the past. The French Revolution and the European war that followed broadened his sights and presented him with new opportunities. Napoleon was a supporter of the French Revolution . He went back and forth between Paris and Ajaccio, working for the Republic. Napoleon rose quickly through the ranks and became a captain in 1792. In 1793, Corsica revolted against the Republic, and Napoleon's family had to Flee to France. The Republic was in danger. France was at war with Austria, Prussia, England, Holland, and Spain. There was a revolt in western France, and there was a great need for good officers. At the age of 25, only one year after becoming captain, Napoleon performed so well that he was promoted to the rank of Brigadier General. He was given command of the artillery at Toulon, and in December of that same year, the French forced the English out of Toulon. " The commander in chief wrote: "I Have no words to describe the merit of Bonaparte. Much science, as much intelligence, and too much bravery." "(pg.7 Britannica Junior Encyclopedia #11 N-O). In August of 1794 Napoleon was arrested because he had been a supporter of Maximilien Rosbespierre. He was accused of treason. Although he was released his career seemed to be over. Then in October of 1795, the government was threatened with a revolt in Paris. Paul Barras, commander of the home forces, appointed Napoleon to defend the capital. "With amazing swiftness Napoleon massed men and artillery at important places in Paris The attack of 30,000 national guards was driven back by his men. About 200 men were killed on each side, but he had saved France from civil war." (pg.7 Britannica Junior Encyclopedia #11 N-O). Napoleon saved the national convention from the Parisian mob and one year later at the age of 26, was rewarded with the position of commander in chief of the interior French army in Italy. When Napoleon accepted the position as the commander of the French Army he received a chilly reception by his generals. They thought Napoleon was no better than intriguer who owed everything to Barras's favour. None of these men were to be easily cowed by a "wild haired little runt "of only twenty six. Yet, as Augereau one of the generals admitted

Essay on science stuff

Essay on science stuff Essay on science stuff Ottomans capture Constantinople -1453 What-The army of mehmed II that had well over 10000 men assaulted the city for 7 weeks and eventually broke through a wall and loot and pillaged the city for 3 days So what- When the ottomans took Constantinople this marked the end of the byzantine empire and allowed the ottomans to become a strong naval presence in the Mediterranean. Now What-The ottoman takeover of Constantinople allowed to the ottomans to push further over the next two centuries into Syria, Egypt and north Africa. Dias rounded cape of good hope-1488 What- Dias rounded the cap of good hope, but was forced to turn around because of tired sailors. The goal of the expedition was to find a trade route to India. So what- This event was significant because the Europeans now had a direct trade route between them and India and didn’t have to rely on the long and expensive land trade Now What-This expedition along with Columbus’s success led to Vasco de Gama’s fleet reaching India by rounding the cape of good hope, therefore establishing maritime trade routes with India Columbus sailed ocean blue-1492 What- Christopher Columbus set off from Spain hoping to find India, but instead found the Americas , that is why the natives that he fund there he named Indians So what-This was the first time anyone had been to the Americas besides the native people, and was also the first new land discovered in a long time Now What-The discovery of the Americas by Columbus started the Columbian exchange, began the colonization of the new continent. It also effected the Native Americans greatly because their land was being taken from them and European diseases were tearing through the population. Reconquista of Spain-1492 What- King Ferdinand and Queen Isabella defeat the Emirate of Granada when kind Boabdil surrendered to them So what-This marked the completion of their takeover of the Iberian peninsula from the Muslims that had been going on for nearly 800 years Now what- This allowed the crown to force everyone on the peninsula to convert to Christianity, and this led to prosecution of any Muslims that remained there Slaves to America-1502 What-Beginning of the Atlantic slave trade that brought slaves to the new world and old world So what-The slaves that were coming from Africa provided an almost inexhaustible source of labor for the new world colonies. This was the beginning of slavery in the Americas. Now what-The slaves being brought to America established the cultural norm of slavery in the Americas and would eventually lead to the debate on the morality of slavery and the civil war hundreds of years later. Cortes conquers the Aztecs-1521 What-Cortes enlisted the help of Indians and by a combination of deception boldness and ruthlessness he captured Montezuma the Aztec ruler and eventually took down the capital city of Tenochtitlan. So what- This removed the Aztec threat from Latin America giving all the land that the Aztecs had possessed to the Spaniards, they also took lots of precious metals from the city Now what-The Spaniards set up their capital city of Mexico city where the Aztec city of Tenochtitlan had been Pizarro topples the Incas-1533 What-Pizarro attacked an Inca empire that had been weekend by civil war. He attacked with 200 Spaniards and Indian allies, and brought the great Inca empire down. So what-Removed the Inca threat and put almost all of Peru under Spanish control Now what-This lead to further expedition into other parts of the Americas, and allowed the Spanish to set up a major city of Lima, which is the current capital of Peru. Battle of Lepanto-1571 What-A fleet composed of Spanish and venetian men defeated the main fleet of the ottoman empire after five hours of fighting. So what- The defeat ended the myth of the ottoman naval invincibility, and it also stopped the ottomans from becoming completely dominant in the Mediterranean Now what- Since the ottomans

Torres Surname Meaning and Origin - Family History

Torres Surname Meaning and Origin - Family History Torres  is a surname often  given to a person who lived in or near a tower, from the Latin turris, meaning tower. It was also bestowed as a habitational name from any of the many places named Torres. Torres is the 50th most popular surname in the United States and the 11th most popular Spanish surname. Surname Origin:  Spanish, Portuguese, Italian, Jewish Alternate Surname Spellings:  TORREZ, TORES, TOREZ Famous People with the Surname TORRES Dara Torres - American Olympic swimmerJuan Josà © Torres - Bolivian general and presidentToms de Torres  - Portuguese astrologerLuis Vez de Torres  - 17th-century explorer Where Do People With the Surname Torres Live? Torres is the 150th most common surname in the world, according to surname distribution data from  Forebears, found in greatest numbers  in Mexico and with the highest density in Puerto Rico, where it is the 3rd most common surname. Torres is also very common in Ecuador (6th), Peru (8th), Mexico (12th), Colombia (12th), Cuba (13th), and Andorra, Venezuela, and Argentina (each 15th). Within Europe, Torres is most frequently found in Spain, according to  WorldNames PublicProfiler, especially in the Balearic Islands, followed by the other regions of southern Spain. Genealogy Resources for the Surname Torres 100 Common Hispanic Surnames Their MeaningsGarcia, Martinez, Rodriguez, Lopez, Hernandez... Are you one of the millions of people sporting one of these top 100 common Hispanic last names? How to Research Hispanic HeritageLearn how to get started researching  your Hispanic ancestors, including the basics of family tree research and country-specific organizations, genealogical records, and resources for Spain, Latin America, Mexico, Brazil, the Caribbean, and other Spanish speaking countries. Torres Family Crest - Its Not What You ThinkContrary to what you may hear, there is no such thing as a Torres family crest or coat of arms for the Torres surname.  Coats of arms are granted to individuals, not families, and may rightfully be used only by the uninterrupted male-line descendants of the person to whom the coat of arms was originally granted.   Torres Family Genealogy ForumSearch this popular genealogy forum for the Torres surname to find others who might be researching your ancestors, or post your own Torres query. FamilySearch - TORRES GenealogyAccess over 5.5 million free historical records and lineage-linked family trees posted for the Torres surname and its variations on this free genealogy website hosted by the Church of Jesus Christ of Latter-day Saints. GeneaNet - Torres RecordsGeneaNet includes archival records, family trees, and other resources for individuals with the Torres surname, with a concentration on records and families from France, Spain, and other European countries. DistantCousin.com - TORRES Genealogy Family HistoryExplore free databases and genealogy links for the last name Torres.- References: Surname Meanings Origins: Cottle, Basil.  Penguin Dictionary of Surnames. Baltimore, MD: Penguin Books, 1967.Dorward, David.  Scottish Surnames. Collins Celtic (Pocket edition), 1998.Fucilla, Joseph.  Our Italian Surnames. Genealogical Publishing Company, 2003.Hanks, Patrick and Flavia Hodges.  A Dictionary of Surnames. Oxford University Press, 1989.Hanks, Patrick.  Dictionary of American Family Names. Oxford University Press, 2003.Reaney, P.H.  A Dictionary of English Surnames. Oxford University Press, 1997.ï » ¿Smith, Elsdon C.  American Surnames. Genealogical Publishing Company, 1997.

Do employment consultants need to be trained when dealing with the Essay

Do employment consultants need to be trained when dealing with the unemployed - Essay Example An employment consultant is the link between a job seeker and the company where a vacancy exists. The consultant has the unenviable job of not only matching the skill sets of the applicant with the position, but also to judge the mental make-up and socio-psychological responses of the applicant in different situations. A highly qualified and well-experienced person might be unsuitable for an opening because of his temperament. On the other hand, a lesser qualified person, but with a different temperament might be right for the job. Not everyone is capable of managing people. The person needs to be outgoing, be able to perceive the unspoken needs of the clients and co-workers. Similarly, not everyone is suited for research. A candidate might have the required qualifications, but no desire for knowledge or curiosity. In my opinion, a lesser qualified person, but with an intense desire for knowledge would be better suited for the job. Thus, it would not be only the degrees and certificates that need to be verified during an interview, but also the attunement of the candidate for the mentioned opening. The social background of the candidate and exposure to various situations also holds a key to the candidate’s behavior under different life-situations. Then again, there could be gender differences. Aspirations and dedication to different kinds of jobs could be different in men and women. Though traditionally, men might be suited for a particular job, an enterprising woman might be able to do more justice to it. Similarly, while society might consider a particular job as â€Å"lady’s job, some men might be more suitable for the same. Thus, it is the consultant’s job to sense and discover these aptitudes in the candidates and offer them suitable openings. (iii)The ways in which we look at the world, are known in the literature as â€Å"paradigms†. These influence how we perceive problems and their solutions, and what we choose to

Project Management- Essay Example | Topics and Well Written Essays - 3750 words

Project Management- - Essay Example From the turn of the millennium to 2002, the industry grew over 200% and generated revenues about $289 million in 2002 alone. In 2004, the revenue generated by this industry totaled up to around $947 million. Furthermore, optimism continued to run high as a research group predicated that the growth of ICT-based services would grow to $200 billion by the end of the decade, with call centres enjoying a fair share of $42 billion of the revenue (White, 2014). Reports claim that the United States alone claims over 1.5 million seats and another 1 million waiting to be outsourced and the United Kingdom only has around 500,000 seats only waiting to be outsourced. Keeping in line with this, this paper will discuss the process of creating a new control and call centre that will house the police, ambulance and fire rescue emergency services, which will receive and deal with all 999 emergency and non-emergency calls that will be used by both England and Wales citizens. In detail, it will (1) ide ntify key explanatory aspects/issues/arguments relating to this project; (2) assess the benefits/strengths and problems/weaknesses/shortcomings/pitfalls, applicable, in terms of implementing the pilot; (3) assess the extent to which formal programme and project management would provide cost and/or efficiency savings; and (4) provide a set of good practice/guidance recommendations that can be evidenced and/or supported from the finding of your review. A call centre refers to a centrally-based customer service operation where its agents deal with telephone calls on behalf of a customer/caller (D’Cruz & Noronha, 2006). Customers vary from emergency callers, non-emergency callers, mail-order catalog houses, computer product help desks, telemarketing companies, banks, insurance groups and financial services, transportation and freight handling firms, IT companies and hotels, among others. The

Hierarchy of Human Needs and Goal Setting Theory

Hierarchy of Human Needs and Goal Setting Theory Introduction As the increasing concern of how to achieve performance excellence through employees, most of the organizations now pay more attentions on the means of motivating employees, such as incentives, rewards. Kreitner (2004) quoted Mitchells definition of motivation which refers to those psychological processes that cause the arousal, direction, and persistence of voluntary actions that are goal directed. Different motivation theories guide the ways of encouraging people to make effort and exploit their ability for the organizations goal and meeting their own needs; also, they suggest the factors resulting in job satisfaction and their influence on employee performance (Armstrong, 2006). This essay attempts to explore the motivator and the process of motivation by a critical review of motivation theories; moreover, it examines the theories through a questionnaire research in terms of what people are motivated and how they are motivated. Thereby, it leads to a further discussion of the appl ication of motivation theory in practice. Literature Review As Armstrong (2006) states motivating people refers to encourage them to work toward the expected direction, motivation in organizations aims at creating a context and undertaking a motivation process in which individuals work and provide the performance according to the managerial expectations. The process of motivation is described as a needs-oriented model that goes through four stages: need, goal setting, action and achievement (Armstrong, 2006). It is suggested that people are aware of the unsatisfied needs consciously or unconsciously; and then the desire of satisfying the needs enables the establishment of goal (Latham, 2007). To achieve the goal by taking actions is believed will meet the needs. If the goal is obtained successfully, the same actions are likely to be repeated for satisfying the needs (Latham, 2007). In this way, the process of the motivation is completed. The theory of motivation is divided into two main categories C content theory and process theory. Content theory interprets the insights of peoples needs and explores the factors that motivate people (Foster, 2005). It emphasizes the intrinsic elements that energize, direct and endure behaviour; also, it explains how these elements are valued as internal motivators by individuals (Porter, Bigley Steers, 2003). There are four primary content theories of motivation at work, including Maslows hierarchy of need, Alderfers ERG (existence-relatedness-growth) theory, Herzbergs motivator-hygiene model and McClellands learned needs theory (Porter, Bigley Steers, 2003). Content theory C Maslows Hierarchy of Human Needs Among these theories, Maslows hierarchy of human needs is the most famous one connecting peoples needs to motivation. According to this theory, individuals needs are categorized as deficiency needs and growth needs. Deficiency needs are the basic needs that must be satisfied; it contains three levels C physiological, safety and security, belongingness. The physiological needs are at the bottom of Maslows hierarchy theory. That is to say, all other needs are out of peoples consideration until the physiological needs are satisfied (Latham, 2007). The implication of physiological needs at work may include lunch break, rest break, sufficient wage to support daily essentials (NetMBA, 2007). Safety and security needs arise for protecting oneself from threats and harm either physically or emotionally on condition that physiological needs are satisfied. In the context of work, safety and security needs can be reflected through a safe working environment, retirement benefit, job security, etc (NetMBA, 2007). Since the two lower needs are satisfied, people are continuously seeking higher needs; thus the desire of interaction and communication with other people emerges. Belongingness needs covers this extent of peoples needs that receiving and giving love, and belonging to a group. Growth needs refer to the advancement and achievement of individuals potential; it includes self-esteem and self-actualization (Foster, 2005). Growth needs are indeterminate but higher than deficiency needs. Maslows theory assumes that higher needs will be the focus of the individuals attention and become dominant when the lower needs are satisfied (Armstrong, 2006). Self-esteem needs classified as internal and external. The desires for achievement, confidence, freedom and independence come from oneself. The external esteem is about the desire of attention, importance, recognition and reputation (Armstrong, 2006). Self-actualization implies the needs to maximum ones potential and advance skills, and the needs to achieve higher goals that one considers one is capable for it (Armstrong, 2006). Self-esteem and self-actualization lie on the top two layers of the pyramid of Maslows theory. Although they may be difficult to accomplish, they are the greatest drive for individual behaviour. However, Maslows theory is also questioned by other scholars for two points. Firstly, as Armstrong (2006) points out, the priority of different needs is varied with individual. Maslows hierarchy of needs theory indicates that people follow this hierarchy of needs steadily. Nevertheless, different people may have different need to be satisfied as their priority. There are two researches conducted among a group of managers from different organizations for examining Maslows theory. Lawler and Suttles research found managers predominant needs at the higher level are varied with individual (Koontz and Weihrich, 2006). In another research, Hall and Nougaim found little evidence to support the theory of hierarchy as managers increasing attention on growth needs is mostly determined by the changes in upward careers instead of the satisfaction of lower-order needs (Koontz and Weihrich, 2006). Process theory C Goal Setting Theory As it has been mentioned, content theories are about what people are motivated. Simply, process theories suggest the means that people are motivated. They concentrate on the process of peoples decision-making and the actions they take in order to attain the expected goals (Huczynski and Buchanan, 2007). Process theory of work motivation has three major theories: equity theory, expectancy theory and goal-setting theory. Goal-setting theory states individual motivation and performance can be enhanced through setting a specific goal on condition that the goal is challenging but committed, and along with a feedback on performance (Griffin and Moorhead, 2009). From the management perspective, goal is used as an effective means to manage motivation and to control organization performing in relation to the expected result (Griffin and Moorhead, 2009). It also helps organizations to interpret and forecast employees work behaviour as the theory assumes behaviour is the outcome of sensible goals and purpose(Koontz and Weihrich, 2006). Goal-settig theory contains four major propositions: challenging goals, specific goals, participation and knowledge of results (Huczynski and Buchanan, 2007). The four major propositions are regarded as the fundamental elements of goal-setting theory that mostly contribute to higher level performance (Arnold and Silvester, 2005). Challenging goals are more likely to cause desirable performance. Once people commit the goal and believe it is achievable, they become goal-oriented; and they take actions for goal achievement (Arnold and Silvester, 2005). Difficult goals require more effective outcome of behaviour than easy ones. Further, specific goals administer to higher level performance than general ones; for reasons of providing precise plan that people work upon. Participation in goal-setting theory is an important part as it is a proper way to get agreement on setting higher goals (Arnold and Silvester, 2005). In this way, people are willing to make effort to accomplish the goals. Knowledge of results or feedback is playing the role of informing people of the results and maintaining motivation for higher goals (Armstrong, 2006). Theoretically, goal-setting is an effective method for organizations to managing work motivation and achieving high goals. However, it is doubted of its effectiveness out of laboratory setting (Arnold and Silvester, 2005). Austin and Bobko point out goal-setting is likely to focus on quantity of work rather than quality of it as quantity is more measurable and clearer than quality when setting goals (Arnold and Silvester, 2005). Moreover, there may be conflicts among different goals in the real work context. To decide which goal is prior means to ignore or reserve the other goals. Thereby, the application of goal-setting is weakened (Arnold and Silvester, 2005). Besides, goal-setting theory is limited to individual work and performance. In practice, group goals and performance, especially a companys goals and performance account for more importance (Arnold and Silvester, 2005). Crown and Rose found setting group goals can enhance the performance of the group; and the group goals are consisted of individual goals agreed by individuals (Arnold and Silvester, 2005). Therefore, goal-setting theory is suggested to be applied to group or organizations as whole rather than stick on individual levels. Research Data Analysis The research aims to find out what people are motivated in the workplace and in which way they are motivated on the basis of Maslows hierarchy of needs theory and goal-setting theory. The data is collected through questionnaire from ten respondents. The first part of questionnaire is developed for exploring the motivators according to Maslows theory. The core proposition of Maslows theory is that peoples needs have five stages from low to high forming the hierarchy. Five specific items indicate the five levels of needs: reasonable wage, job security, employee relationships, achievement and recognition, opportunity of upward career (see appendix 1, Question 2). The research data presents that respondents give priority on different items. Reasonable wage implies the physiological needs which are the basic needs that must be satisfied. There are sixty percent of respondents ranking it as their priority; twenty percent rank job security (which represents safe and security needs) as their primary needs. Interestingly, twenty percent of respondents rank the theoretically top needs opportunity of upward career (which represents self-actualization needs) as their prime needs. For a further investigation on this question, a cross-tabulation is used in order to find out the relationship between the priority of needs and the role in a group. The data shows who play the role of doer and shaper in a group consider physiological needs are primary; who take the leader positions in a group attach more importance on higher needs, e.g. self-esteem and self-actualization needs. Moreover, the responses on Question 4 (see appendix 1) show there are certain percentage of respondents are willing to work under unfavourable conditions when they believe there is something valuable to them. From this point, it can hardly support Maslows theory that people have higher needs when their lower needs are satisfied. Reviewing Armstrongs doubt on Maslows hierarchy of needs, he points out that the priority of different needs is varied with individual. Therefore, peoples needs do not follow Maslows hierarchy strictly. Also, the data reveals that physiological needs, safe and securit y needs, and self-actualization needs are the top motivators among the respondents. The second part of questionnaire attempts to understand how people are motivated to deliver high-level performance. The questions are designed base on the theory of goal-setting. Seventy percent of responses show goals are able to improve the performance (see Appendix 1, Question 5). The other responses upon the points that specific goals, participation and knowledge of results lead to enhancement of performance positively support the theory of goal-setting (see Appendix 1, Question 7, 89). That is to say, most of respondent believe challenging goals and specific goals helps them to deliver an enhanced performance, and participation in goal-setting endows them the willingness to work toward the goals; finally feedback is regarded as a vital means to know how well they have been, also a form of motivator. Question 6 (see appendix 1) exposes the potential issue of application of goal-setting theory. It cannot be denied the possibility that people would accept higher goals if their lowe r needs are at risk of satisfaction. When such situation occurs, people acceptance of higher goal is reluctant. This may fails to produce an expected performance as the goal probably is exorbitant or the person is less motivated. Austin and Bobko argue that goal-setting theory concentrate on quantity rather than quality (Armstrong, 2006). The responses collected from ten respondents also point to this limitation. This issue can be perceived in different contexts. For instance, quantity can be understood as the number of product produced by individual workers or groups. In this situation, the goals set for individual or group have limited effectiveness on product quality. Yet, when quantity stands for the amount of money, for example sales amount, goal-setting theory is still effective on work motivation relating to the organization performance. An Evaluation of Motivation Theory in Practice In the literature review part, the proposition of Maslows hierarchy of needs represented the content theory of motivation has been explained. Also the limitation of this theory is discussed. Through the research, the weaknesses of Maslows theory are further exposed; especially the concept of hierarchy of needs is strict. Nonetheless, Maslows theory of needs helps organizations to have the idea of the basic nature of human motives (Porter, Bigley and Steers, 2003). Knowing the needs theory, Managers are able to manage work motivation by creating a work environment that aims to satisfy employees needs (Clegg, Kornberger Pitsis, 2005). Goal-setting theory is introduced to organization management as known as Management by Objectives (Clegg, Kornberger Pitsis, 2005. It is broadly applied in the organizations for its strengths of guiding and directing individuals to work toward the goal; and of providing indicators for performance evaluation (Clegg, Kornberger Pitsis, 2005). Goal setting is a process of advancing, negotiating and set objectives that challenge the individuals as well as the organizations. Therefore, as Crown and Rose state, setting group goals is more important than individual goals (Arnold and Silvester, 2005). The group goals are consisted of several individual goals that are agreed by individuals (Arnold and Silvester, 2005). Therefore, the process of achieving group goals actually is the process of attaining group members individual goals. Thus, individual performance and group performance can be advanced through goal achievement. Conclusion Motivation is described as a process that needs-oriented pass through four stages: need, goal setting, action and achievement. Content theory helps to identify the elements that are able to motivate people. Maslows hierarchy of needs theory recognized five levels of peoples needs. By knowing the needs, organizations are able to motivate employee to deliver high level performance through satisfying their needs. Process theory is regarding to the methods of motivation. Goal-setting is an effective way in modern organization management. It identifies the relationship between goal and performance. It advocates that challenging and specific goal, participation and feedback can result in high level performance. Although goal-setting theory is argued that it focuses on individual goal and performance, it also can be employed in groups or organization. Further, setting group goals can improve the whole performance rather than individual. Therefore, it is sophisticate and effective way for wo rk motivation in modern organizations. REFERENCE Armstrong, M., (2006), A Handbook of Human Resource Management Practice, 10th ed, Kogan Page Limited Arnold, J. and Silvester, J., (2005), Work Psychology: Understanding Human Behaviour in the Workplace, 4th ed, Pearson Clegg, S., Kornberger, M., and Pitsis, T., (2005), Managing and Organizations: An Introduction to theory and Practice, SAGE Foster, N., (2005), Maximum Performance: A Practical Guide to Leading and Managing People at Work, Edward Elgar Publishing Griffin, R. 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