Gregory Framework Of Technology Management

Gregory Frame exploit Of Technology ManagementThere ar some(prenominal) engineering science portion outment deterrent showcases. The Gregory frame spurt has been proposed in 1995 by M. J. Gregory. This demonstrate has been make ground on previous work on engineering science worry. There atomic number 18 several elements subscribe been identified previously consort to the engine room direction in spite of appearance organic laws. Competence and capability are of import to be analyzed within the arranging to understand the strength and weakness. They too reflect how well the organization plunder replete the nodes and how fast the organization whitethorn response the grocery store. According to this depth psychology, the caller-up tail assembly identify the adequate to(p) engine room outline. Organization learning is similarly widely used conception in engineering science steering. RD victimization and bracing product introduction are the cropes which engine room is utilise in. Innovation activities are taken to deliver the customer satisfaction. Gregory, 1995 However, there is no agreed good example for engineering science way has been proposed.establish on the literature query on previous work and the learning of technology management in some(prenominal) companies, Gregory proposed the 5 processes frame work for technology management. The 5 processes have been identified as be offset assignmentSelectionAcquisitionExploitationProtectionIt aims to identify the suit up to(p) technologies can be used now or in the future in the identification flesh. The identification ordain be goed through a positive review of live technology, emerging technology and in-house developed technology. Leonard, 1992 The information c all in all for in this phase to conduct review admits external drivers, grocery storeing analysis, stakeholder information, and futuristics taking into custody, and so on A group of approaches ma y be applied here, much(prenominal) as PESTEL.Selection is the process to determine the technology can be developed within the caller-out. The process will be set outed with guilds schema. The criteria in this phase are usually from contrary sources. Technology audit, SWOT analysis, and RD portfolio analysis are the approaches usually can be used in this process.It aims to image out the suit able order to acquire the technology and applied in the organization in the acquisition phase. There are several promoter to obtain the technology. Companies may choose to develop the technology by itself by RD activities or organizational learning. They in any case may choose to collaborate with diametricals as suppliers, or pardners. Technology may also be purchased via brokers or licenses, etc. The acquisition means should be considered to be suitable with company strategy by considering the heterogeneousity of RD, risk management, and financial limitation, etc.The exploitatio n process is to convert the obtained technology into the practical production to take in the financial profit. The come upon pose here is to apply the scientific technology into products can gain the maximum profit. Technology fusion is an important concept here to research rude(a) function. The exploitation is the only process in this framework able to generate profit to coer all the technical fit outment.The protection phase is about how to protect or master(prenominal)tain the witness and relative expertise in the manufacturing process. The traditional charge to protect the technology is the legal method as licensing or patenting. Gregory, 1995This process framework is a general representative for technology management to be used in organizations. This process is non a defined caseling plainly comes from the process those companies apply the technology. It reflects the mundane the management takes to manage technology within the company. The framework also associ ates all the relative activities which include innovation, product technology, production technology, etc. into the model. This framework also modifys the company to align the technological considerations with credit line strategy. E actually process in this framework indigences a set of activities and criteria to implement. and so this framework also enables the management to evaluate the solid processes and manage the relative dimensions. Further more, a process-based model can make the technology management process in company visible and trans fire. WMG, 2010However, few companies may apply this model into their pipeline. The process framework includes a variety of activities in different process and related to to different function. But in many companies, the activities have been included in separate rail line process as new product introduction, mart strategy setting, etc. Thus there is a quarrel for companies to apply this model entirely. WMG, 2010Holistic approach i n technology managementManagement of technology links engineering, science, and management disciplines to address the planning, purification, and implementation of technological capabilities to shape and carry out the strategic and doingal objectives of an organization National Research Council, 1987 Refer to the definition of technology management, it requires quislingismism of the RD, manufacturing, service and operation function, marketing, finance, and HR function in the company. Thus a holistic approach needs to be taken to manage technology in the company. It will be divided to several reasons to formulate in below paragraph and what are the benefits.Firstly, technology management involves multi-functions within the organization. In a company, not only engineering department or RD department is responsible for technology management, all the functions within the organization are more or less related to technology. WMG, 2010 Thus technology management requires a system of integration within the organization. For example, the product development and role process has been considered as a traditional technical activity. Engineers and designers can work individually towards the goals. However, this kind of isolated work can result an ungratified output. The engineering department may complain the marketing department for the myopic data the production department may complain engineering department for design need rework. Without crosscutting functions, it will not only raise the m whiztary value but also cause the friction betwixt departments.Secondly, technology management requires broad companionship within the organization as business strategy, marketing, customers, competitors, existing product and service, SWOT, etc. Thus it is important to understand the everywhereall soul to manage technology powerfully. Furthermore, it is important to consider technology relative issues with the indispensable information and external information how te chnology may influence the operation within the business how the limitations and necessarys of the business may affect the technical decision. If the technology management careen achieve the system integration, it may lead to products tilt meet the markets requirements and customers expectation since the technology management hasnt been associated with marketing activities project may last for long time with back and forth process because necessary technical information hasnt been input as well as apostrophize will be increased company may response to the market slower. Consequently the company may gain fewer profit liken to it could gain. Steele, 1989Thirdly, technology is not the isolated content within technology management. The mention elements in technology management are management of innovation process, development of technology, technology utilization to obtain profit. Badawy, 2009 The activities of technology management include development and research design manufac turing and operation organizational learning technology transfer, etc. Based on this perspective, technology management is not only a process to be applied in RD but in a broad range of functional area. All the activities within technology management are used to align the technology strategy with company strategy. The company structure and business strategy are the important factors to determine the technology strategy. Pavitt, 1999 The technology strategy may be set to align with companys semipermanent profitable project or short-term project to compete with former(a) companies on the market. The technology management would consider all the parts inside of the organization to ensure it can align with business strategy.Fourthly, Technology is a method instead of objective. WMG, 2010 Technology can only be applied through a fundamental structure instead of existing alone. Wyk, 2005 Alternatively, the technology has to be implemented to enable the firms profitability and growth. The p rocess to utilize technology is insisted of a set of cross function activities. Thus the technology would not be existed isolated or developed without business objectives.As higher up analysis, it can ensure the maximum profitable though a holistic approach in technology management. For example, the operation management aims to drive the whole processes as quick as possible while eliminating mistakes, delays, etc. The rough-and-ready operation management not only requires the output can satisfy customers but also generates profits to company. A proper technology strategy here can enable the operation processes to proceed faster and effective by avoiding unsuitable product strategy has been processed. Holistic approach can also ensure the output is marketable by avoid the inadequacy of external information, which cause high risk to fail in the market. The holistic approach also can ensure the technology strategy to align with the overall business strategy. Furthermore, it also hel ps the company to identify the proper way and pace to adopt the technology.The collaboration case study between Sony and EricssonNowadays, its very common for companies from different countries and sector to work together. In 2001, a articulation endanger company Sony Ericsson liquid communication has been established by a Nipponese electronics company Sony Corporation and Swedish telecommunications company Ericsson. Caroline Sanja, 2007 The aim of this cooperation is to give the planetary phone with multimedia system communication solution to customers all over the world. The sign for this collaboration is to associate the Sonys multimedia consumer electronics expertise and Ericssons technical knowledge in telecommunications. Once Sony Ericsson established, both of the companies stopped their individual restless business. The Sony Ericsson winding Communications is a London-based 5050 go approximate business. beforehand the collaboration, Ericsson ran its peregrin e business in the market for years and obtained 10.7% in the handset market in 2000. It has a great loss when faced the cheaper unsettled phone producer as Nokia. Mobile phone is one of the nubble businesses in Ericsson. Thus they huckster abandon this part of business. Ericsson had the advantage of the trail pedestal. Meanwhile, Sony had just 10% market office in Japanese handset market and 1% in all over the world. However, Sony obtained the multimedia technology enable to inaugurate the global market. Sony Ericsson employed 2500 impede from Ericsson and 1000 stuff from Sony. III-Vs Review, 2001 Sony and Ericsson both obtain 50% of the bully. And severally of them obtains half of the boards positions. This business had been judge to take over all the erratic phone technology from the parents and to be able to compete with Nokia and Motorola in the market.How does the collaboration between Sony and Ericsson conductedThe initial of Sony is to olfactory perception for a partner to explore the GSM and CDMA technologies. Sony had soft attachment with Qualcomm and Siemens in the 1990s. In the experience with Qualcomm, Sony developed CDMA technology together with Qualcomm, but products have been sold separated under 2 brand name. The competition guide this soft alliance to the end as well as the collaboration with Siemens. However, Sony agnize its a huge investment to conduct RD alone in telecom technology. Before Sony and Ericsson arrived a Memorandum of Understanding, many partner candidates as Motorola, Alcatel and Nokia had been considered. At that time, Ericsson gained a big operation loss in 2000. And it was tone for a partner to take over the handsets operations. There were many authorization candidates had been chose. Sony was one of them. Sony held the advantage of the multimedia consumer electronics expertise but had been limited on designing and innovations. Initially, Sony pauperism to take over all the operation include the loading technology, design, distribution and marketing. However, the top management of Ericsson didnt indispensableness to abandon the core technology of handset, which was developed in Ericsson Mobile Platforms (EMP). Thus Ericsson proposed soft alliance which had been turned d give by Sony who insisted the sum venture deal.EricssonSonyOriginal round numbers in 2001 in Joint venture30001500Market knowledge Telecom operatingvaluableLimitedMarket Knowledge multimedia consumer electronicslimitedvaluableHandset technologyvaluableDont want gold contributionFig1. Sony-Ericsson partnership when mergeAccording to the Fig1, Ericsson obtained the core handset technology, as yet Sony at that moment dont want any cash contribution. In that time, Ericsson vie the study role in that deal according to its global market make out and handset technology. Thus the Ericsson Mobile Platforms has been excluded in the interchangeable venture deal. Thus EMP has to reduce the operating appeal and sell technology to other company as LG.The final agreement was finalized in the end of 2000 between the dickens companies. Then followed a group of discussion on how to conduct this collaboration in term of management, manufacturing, Research and Development, and governance, etc. The board of the junction venture was formed 50-50 from both companies, and with a president to be named by Sony. 1,500 staff came from Sony and Ericsson brought its organization of products, sales and marketing. The new joint venture has been named Sony Ericsson Mobile Communications. There were many challenge issues for two big companys collaboration. The intellectual holding rights (IPR) is one of the critical issues. Since it was very exhausting to identify how much the two companies should transfer IPR to the joint venture at the beginning. Sony built up a team called Functional Integration Team to tackle the joint venture issues. Sony decided to take over the management of manufacturing by controlli ng the Sony-Ericssons suffer production plant with Chinese partners. And Sony also is in charge of the planning chain management which Ericsson had long-term operational experience in. Thus Sony took many important positions in Sony-Ericsson management Sony executives had been transferred to take over the business units and summate chain management. While Ericsson ex-executives took over HR and other departments. The operation of the joint venture started at Oct-1 2001. Sigurdson, 2004There are tierce main issues occurred at the beginning of collaboration in Sony-Ericsson. Design is one of the issues. Sonys designers had different understanding on the outlook and functions with the Ericssons designers. For example, the Sony designers proposed that streamline shape of mobile phone is pause than straight line mobile phone. However, its difficult for Sonys designers to explain this concept to Ericssons designers. In Sony, the information of design philosophy is tacit instead of ex plicit, thus in the joint venture, designers from each company cant understand the in-house words from each other. This was solved by re-designing a new set of internal toll in Sony-Ericsson. The few number of published mobile phone model lead to a big loss in the first two years. However, another side, the conflicts between the two types of last also enabled Sony-Ericsson to enter the world(prenominal) market. There was an argument on the product design in Japanese market. The Sony designers claimed that design is the closely important part and Japanese market need attention due to the customers high standard needs. Japanese market is the most progress mobile phone market and more than 10 major(ip) mobile phone manufacturers existed in the market at that time. Sony-Ericsson obtained a mint candy of important experience, and also able to learn the technology trends from Japanese market.The befriend issue in Sony-Ericsson is the supply chain management, which didnt work well. Firstly, the manufacturing had been divided into three manufacturing facilities in Sony-Ericsson Ericsson manufacturing contracts with EMS, Sony manufacturing company, Ericsson manufacturing plant in China. There was a huge challenge on managing the manufacturing since its very difficult to manufacture products ordered and meet the requirement of quality. Especially the outsource supplier EMS, which met great challenge on delivering dependent products on time. The different type of manufacturing source brought Sony-Ericsson a critical problem. Secondly, magazine to market is a very important criterion in mobile phone market due to the fierce competition. The management of platform in Sony-Ericsson is a weak accuse compare to the other competitors as Samsung and Nokia. cod to lack of management, in the platform, it was found the new orders were laid without organization. This became worse when the marketing strategy had been set to increase the market share. The issue occurred be cause Sony-Ericsson lack the knowledge on management of production process and supply chain management.The trio issue was technology transfer. Sony contributed the screen and camera technology to Sony-Ericsson. All the related technology was explored in Japan and transferred to Europe. It took a long time for the technology can be applied based on the telecom infrastructure in Europe. The core handset technology came from Ericsson. EMP combined the software and baulk as product, which is a new business model. As above information indicated, EMP didnt be included in the joint venture deal. And the cost of EMP was rightfully high because of the exploration of 3G and GSM at the same time. Thus EMP served Sony-Ericsson as customer, as well as Siemens, LG, and Samsung.In the first year of the joint ventures operation, Sony-Ericsson scattered 292 million and didnt made profit until 2003. Sony and Ericsson were not satisfied with the performance of the joint venture. However, they stil l tried to inject heavy(p) into Sony-Ericsson in 2003. The Sony-Ericsson walkman branded mobile was doing well at the beginning. However, it had been over taken by music mobile from other manufacturer as iPhone and other brand recent years.The collaboration between the two big companies has been considered as one of the most complex one. It took long time to implement and consolidate. Compare to the previous soft alliances, Sony aimed to physique a stable collaboration to expand the mobile business. In summary, the joint venture is able to combine the technical strength from both sides. As identified before, Sony is good at the multimedia customer electronics. The first serial publication of products is walkman portfolio. Sony transferred their multimedia technology to Sony-Ericsson. While Ericsson contributed the core handset technology and telecom infrastructure which enable Sony-Ericsson to release series of mobile phone based on cooperation with telecom operators. But due to S ony dont want to invest at the beginning. The core handset technology still has been unploughed in EMP. This is one of the mistakes of Sony in this collaboration. EMP was focusing on integration of software to system. And it became one of the advanced research center on GSM and 3G. However the operation cost of EMP kept on increasing. Sony-Ericsson purchased chip with software from EMP, which was a high-cost component. Even though, EMP couldnt balance the cost and income. It had to supply other mobile companies for sustaining. Sony-Ericsson cant involve the management of the EMP. This will become a weak point in the future.The managers of Sony-Ericsson initially came from Sony and Ericsson, but the management was isolated from Sony and Ericsson. The challenge issue here is the different culture of the two companies. Globalization is a common phenomenon everywhere. Even difference of culture can be solved in personal level. Its quite difficult to merge a big group of people with tot ally different culture. Sony is a big international company. However, it still holds a perspective of business strategy, marketing, design, and product development, etc different with other western companies. Compare to Sony, Ericsson is a low masculinity organization which has low work stress, high gender quality, comparability between employees, and team work. In traditional Japanese company, staff cant question the bosss instruction which is observation in western company. Thus Sony-Ericsson created their ingest company value as Passionate, Innovation and Responsive. Caroline Sanja, 2007Phase1Culture AwarenessPhase2Creating new culturePhase3Managing SEMC CultureSeminar Workshop Leadership ProgramsFig2. Developing Sony-Ericsson culture Caroline Sanja, 2007The Fig2 indicates how Sony-Ericssons own culture has been developed. The difference of business strategy between the two organization cause many friction in the collaboration. The CEO of Sony mentioned this issue in 2008, th at if the Sony-Ericsson cant work towards the same goal, its very difficult for this collaboration to continue. primarily speaking, the joint venture ran with several issues at the first two years. This at one time affected the financial performance of Sony-Ericsson. Due to this bad performance, it almost direct to an end of the collaboration. However, finally both Sony and Ericsson injected a certain amount of capital to the joint venture. Sony-Ericsson performs relatively well. But this collaboration didnt enable Sony-Ericsson to compete with Nokia and Samsung in the market.Discussion on outcome from Sony and Ericssons point of views in terms of succeeder and failure of this collaborationFrom both of Sony and Ericssons point of views, it is benefit to look for a partner to establish a joint venture. This alliance can obtain advantage as risk reduction, international expansion, technology transfer, sharing capital facilities and equipment. Once the joint venture establishes, t he tangible and intangible assets will be transferred from parents to the joint venture. The tangible assets include capital facilities and equipment, technology and patents. The intangible assets may include the brand name, explored market, reputation of company, etc.Sony was in a credible good place in Japan before the collaboration. And they found the mobile business is a growing business. However, Sony was not a major shammer in GSM market in the global market. However, Sony is very excellent on product design. It wouldnt be difficult for Sony to gain more market share from the initial 2%. But if Sony want to be a major player, its not enough to rely on product design and multimedia expertise only. According to the previous experience on soft alliance, Sony realized joint venture would be the best choice to work with partner in this business. The benefit to conduct this collaboration with Ericsson is Ericsson is experienced in European market It obtains the infrastructure of t elecom and it has handset technology in 2000, Ericsson locate number 3 in mobile phone market. Sony can enter European market easily with this partner and also can built the brand name for other business of Sony as TV. Sony doesnt have to invest on infrastructure and technology on this deal. However, the failure of this collaboration to Sony is the EMP. Sony didnt want to invest in EMP initially in 2000. Consequently Sony is not able to learn from the Ericsson for the core handset technology. Furthermore, EMP is one of the most advanced research center for GSM and 3G technology. To sustain the operation, EMP sells products to Sony-Ericsson, Samsung, and Nokia. And Sony-Ericsson didnt have any advantage from it. From Sonys point of view, its able to enter the international mainstream market of mobile phone via the joint venture. In this collaboration, Sony can utilize the advantage of product design. Sony also learn a lot from western company on business management for example suppl y chain management, which contributes a lot on Sonys global expansion. The experience of collaboration also has been considered as internal good practice . later on collaborated with Ericsson, Sony also collaborates with companies as DoCoMo in other business. Sigurdson, 2004 The performance of Sony-Ericsson compare to the initial purpose isnt so good. Especially in 2008, Sony and Ericsson had to inject 1.8 million Euro to Sony-Ericsson again to overcome the economic crisis. And Sony showed disappoint on this collaboration in terms of disagreement on business strategy. Up to now, even Sony entered the mainstream market. It still cant compete with other major competitors in the market.Before the collaboration, Ericsson obtained 10% market share in the mobile phone market. But Ericsson kept on losing money and market share. Meanwhile, the high operation cost of EMP drive the company to seek for a partner to share or take over the operation cost. Ericsson has a good base in terms of i nfrastructure, handset technology, and operator relationship. However, the mainstream of mobile phone became multi-functional mobile. Ericsson has no experience and strength on that. Sony became the best choice to cooperate. The initial idea of Ericsson is to sell all handset business include the core technology. But top management didnt want to abandon the mobile business and then its very important to persevere the technology within the company. The collaboration with Sony enables Ericsson to focus on 3G technology development. From Ericssons point of view, the collaboration with Sony brought them technology of multimedia expertise which Sony is one of the advanced companies in the world. However, all the Research and Development of screen and camera are conducted in Japan directly. Ericsson has not been involved in it. The success point of this collaboration to Ericsson, its able to produce the mobile phone to satisfy customers increasing needs. through with(predicate) the coll aboration, Ericsson also learned product design from Sony, which is different with Ericsson. And the Japan-based company enable the company understand the trends from the advanced mobile market. Furthermore, Ericsson also learned management skill from the Japanese company. But according to the performance of Sony-Ericsson, the market share cant catch with Nokia and Samsung. They have fiercely competition with Motorola and LG in the main market.From both of their view, this collaboration is not easy to be conducted. Due to many issues and conflicts, Sony-Ericsson cant achieve a maximum profit and increase the market share as expected. Technically, Sony Ericsson combined the core technology from Ericsson mobile business and Sonys multimedia technology. This form of collaboration worked well in the first 3 years. Walkman mobile phone was released very successful. However, todays mobile phone has been expected a lot from customers. Sony-Ericsson didnt cooperate well to work on the RD on new technology. The two companies still have a lot of conflicts on the business concept, and the inefficacy management on that may lead to an end of the cooperation. From the point view of the profitability, this collaboration didnt achieve the expectation in the first two years until the third quarter of 2003. During the economic crisis period, Sony-Ericsson experienced tough time. The parent companies have expected payback in the last 10 years. The get ahead research can be conducted to discuss whether Sony-Ericsson can be more successful. And it also can be compared to the collaboration between Siemens and BenQ.

Scottish Architecture Building

Scotch int government agencyicipateure BuildingThe Scottish Parliament Building- A narration into r stopping pointer Failure IntroductionSitting in spite of appearance the UNESCO World hereditary pattern site, the unused home to the Scottish Parliament in Holyrood from its out perplex has proved to be controversial. Opening in 2004, politicians, the media and the Scottish public hand over criticised m both aspects of the build. Aside from exist controversy surrounded the decision to construct a new make, the choice of site, the have got inion of a non-Scottish fashion designer and the pick of Bovis as a saying Manager after(prenominal) existence earlier excluded from the shortlist.In amongst its criticisms the building has seven awards, including the 2005 Stirling prize, the Vill Biennial of Spanish Architecture and the RIAS Andrew Doolan award for architecture, and after being shortlisted for the Stirling prize in 2004 was described by judges as a statement of sp arkling excellence.The building lowestly opened in 2004, three years after its schedu take opening with a final cypherd equal of 414 million, exceeding the origin altogethery estimate of in the midst of 10m -40m. In 2003 the motive master copy Peter Fraser chaired a study public inquiry into the hail over- stockpile and delays in the construction of the Scottish fantan building finally reason in September 2004, criticising the centering of the witness. Lord Fraser said his inquiry had been hampered by the un leave behindingness of those mired in the proposal to take responsibility for what went wrong. The antediluvian walls of the Canongate study echoed only to the cry of, it wisnae me, he said. He concluded that at that tramp is no single villain of the piece behind the Holyrood building fiasco.This key looks at the fundementals of what went wrong and to what extent travail trouble could be held responsible. strategicalal and Operationall pop the question man agement actions that could retain been taken to get out bidding the foresee and make up its chance for successful delivery against term and comprise targets be discussed. The report finally concludes by indentifying the key lessons that forge management jakes learn from the fuck off.I do not wish to pass chin-wag on the subjective viewpoint of the aesthetics of the building yet kinda seek to analysis the reasons to explain the delay and cost over run of the start. This report has been broken down into the following sections.Delays and CostThe role of the catch worryStrategic and Operations managementConclusionDelays and Cost in that respect are many factors that attributed to the cost and delay of the building which when added together led to disastrous consequencesPrimary Coast and BriefThe primary cost protrusion by the Scottish office for housing MPSs in a new Scottish sevens were never achievable from the outset. The estimate took no broadside of any locati on or visualise of its buildings. Lord Frasier concludes that the figure of 40 million which appeared in the tweed paper was informed by a range of costs chuck forward in a jiffy of 10th June 1997 which was found upon very general assumptions and for a bog mensuration and new building.40 million was never a realistic estimate to cover anything other than a basic build, certainly not a complex building much(prenominal) as the building which was finally gaind when considered it was based upon a crystallizeed site of 16,000sqm on Brownfield land in either Leith or Holyrood, a basic design and was unclear if this sum include professional or construction fees.Consequently as the bulge progressed and the design of Enric Miralles was chosen, the cost strayion increase dramatically, being revised to include VAT, attainment costs, contingencies, site costs, and consultancy fees.Over the crinkle of the five year build it is account that 18,000 design changes occurred resulting i n a three year delay. There was understandably an inadequacy of the truncated and a failure to adequately investigate the size requirements of much(prenominal)(prenominal) a building, with the gross area of the building having to be increased by 35%. The increase of security features such as the incorporation of bomb- test copy cladding in October 2002, may go for amounted to as much as n earlier 100 million. Security requirements envisaged for the new parliament building were contained in the building user brief of 1998, even rather than designing to a security specification, the nature of the concept meant that a realistic assessment of the minute security requirements could not be undertaken until the detailed design of the building had commenced. This would have the greatest impact in complimentss to cost and architectural plan on the jut out.Architect Selection In July 1997, it was announced that a competition would be held to select the best design for a new Scottis h parliament, with the press difference stating we want value for m iy as well as quality. We will be looking at ways in which the cost of the parliament faecal matter be kept to a minimum. The sentence frame was set with a designer to be in place by proto(prenominal) 1998 and for the building to be complete for the new Millennium. As such, it seems the Scottish parliament was unable to decide where there priorities lay with respect to quality, cost and age.The dialog box selected designer Enric Miralles with the litigate being awarded to EMBT/RMJM (Scotland) Ltd, a Spanish-Scottish joint venture design company set up specifically for the project. The deuce practices found the two different cultures and ways of operative difficult to adapt to, especially since they were excessively working from two different locations and communicating mainly via fax. In 1998, visiting card Armstrong, disgorge Manager to the project, resigned from his position due to not receiving the supp ort necessary to enable him to carry out his job and severely criticising Miralles saying a stand must be taken to either bring Miralles to hound or to accept his inadequacies. He does not believe he has any. The broadcast will drift, the cost will increase, the design team will prepare claims, the directors will make claims and the project will become a disaster. digest communication was also hindered by the multi-headed node comprising of the SPCB, the presiding officer and an architectural advisor. The project was also further complicated by the deaths of the architect Miralles in July 2000 and Donald Dewar, first-class honours degree minister in October of the same year.Procurement pathThe decision to procure the building under whirl Management is said to be one of the most real, if not the most signifi bunst decision taken during the course of the project. The choice of procurement was chosen rather than under a toffee-nosed Finance Initiative for its speed in constr uction by coincide design, tendering and construction. The Holyrood Inquiry criticises that the choice of procurement was not properly identified or evaluated, describing it as beggars belief that ministers were not ask to approve the proposal to stick to construction management.The Scottish office publicly declared that they would be working to a fixed budget and where highly risk of exposure adverse, yet they followed a procurement path which had no fixed budget and also a route where a high degree of risk lies with the client.In an take in charge to achieve early completion the management avower produced an optimistic broadcast from which the flow of design information was destined to fail to meet expectations. As such, construction cannot proceed in accordance with the programme and cost entailed. go some failures have been attributed to the architect arising from co-ordination and communication in differences between Edinburgh and Barcelona the client should have been mad e cognisant that high quality design work takes time and that the programme was un realistic given the complex nature of the design.The betrothal of the Construction ManagerAlthough initially rejected on tender price, Bovis were readmitted to the selection on the basis of past performance on the Museum of Scotland.On finalising the contract the Scottish Office left themselves open to large construction fees if the project over ran by not processing Bovis pledge in regard to their fee. Bovis proposed a Construction Management Fee of 1.25% to be converted to a glob sum on agreement of the Project Cost picture. A formal letter of intent was issuedby the Scottish Office of their intention to enter into a contract with Bovis on 19th January with the formal legal enrolment of Agreement not being signed until October of the same year. Although Schedule 1(J) substantiate a fee of 1.25% it failed to make provision for conversion of that fee to a lump sum on agreement of the cost plan. Had a lump sum value been stipu new-fashionedd, it would have have acted as a coercive incentive for Bovis to complete the project on time .The Auditor widely distributed in his 2000 report makes the point that a tapering percentage system of rules could have been implemented in that the percentage fee would reduce as a proportion of construction cost as that cost increases, although Lord Frasier also makes the valid point that this would not have been as significant as the possible conversion to a lump sum upon agreement of the cost plan.As demonstrated above the project was a class of errors resulting from a number of decisions at a relatively early act of the project that were fundamentally wrong or wholly misleading and it was those decisions that caused wide increases in cost and delays. The next section in this report looks at to what extent the project double-decker be held accountable.The role of the Project ManagementBriefAfter the identification of the requirements of a new parliament building by civil servants in June 1997, a project manager was engaged for the specific task of developing a brief for a parliament building.The project brief is a comprehensive statement of the requirements of the project which enables construction professionals to understand the scope and extent of the project and quality requirements. The outcome of any project relies on the quality of the briefing provided. The project brief in this instance had many flunks, proved by the fact that it was necessary to increase areas due to under estimating the actual requirements of the parliament and its end users.The Auditor general was complementary about the user brief in that it presented a clear vision of the requirements of the new parliament, heretofore it failed to address the potential conflict between cost, time and quality.More time should have been spent developing the brief at an early academic degree taking into account risk and requirements which would hav e reduced the likelihood of changes later which could have direct cost implications and knock-on effectuate with regard to programme.CommunicationThe kind between the project manager and architect and also the project managers relationship with his employer is vital. From reports submitted to the Holyrood inquiry it is concluded that the project manager did not succeed in developing constructive dialogue with the architect. thus from the time of the architects fight the project manager had reservations and serious misgivings about the appointment and subsequently resigned in 1998.Although the project manager had been praised on an earlier project Victoria Quay, for his commitment, organisation, single mindedness and attention to systems and detail which had served the project well, these qualities which carried with them rigidity and rigidness were not enough to develop and sustain a productive relationship with the EMBT/RMJM design team. Again this recurring theme was echoed i n late 2000 when the Project Director also commented that he found it difficult to develop a constructive relationship with the architect.Procurement Choice- Construction managementThe Holyrood Inquiry notes that time the timetable was developed by the project manager using his considerable experience of project management the tight deadline was undoubtedly driven both by the political objective of an early completion and the occupancy of the parliament building. period the programme may have been a given factor which set(p) a fast track construction method, greater investigations and evaluation should have taken place to appropriate the best procurement path.Construction management is a procurement option for high quality, potentially high cost projects if the client is entirey engaged and has a clear goal. The Holyrood inquiry however found that the project managers were not fully engaged and failed to appreciate cost downsides and risks confused with managing 60 contractors a ccording to an everlasting brief.The project manager should have given better understanding and advice to both the client and non construction professionals involved in the project about the significantly higher(prenominal) client risk and cost equivocalty that both construction management and management catching entail over traditional procurement methods. Risk could have been passed to the contractor under another route. Although tender prices are likely to have been higher there would have been a greater degree of cost certainty.Sir Michael Lathem believes that full partnering should have been used to share the risk between client and contractor. The abstract design work could have been complete by Miralles than novated to a major(ip) design and build contractor to work out construction drawings as part of the construction team. The client could have had proper cost control darn bringing in value management at an early stage to design out things that adds cost but no value. f ound contracting could possible have been another option. Although still evolving in the late 1990s it benefits from joined up team from inception with the supply scope on board.Project execution PlanThere was a failing by project management to finalise the draft Project Execution Plan, as highlighted in the Auditor Generals September 2000. The Project Execution Plan is a key document governing the project with fundamentals such as project schema, organisation, control procedures and responsibilities. The HM Treasury describes this document as a live management document, unvaryingly updated to be used by all parties both as a means to communication and as a control and performance measurement tool.The Auditor Generals main findings in his 2000 report highlights there should have been change control procedures based on a detailed cost plan agreed between all parties at an early stage. Cost reporting was also deficient in a number of areas, such as an absence of an arrangement req uiring project management to provide full cost information on regular and systematic basis and also in a departure from keen practice in the failure to identify and quantify a soften allowance for the major risks potentially affecting the project.Strategic and Operations ManagementFor project management to be effective, it must incorporate both strategic management and usable project management techniques. Strategic management readying at its simplest produces both primary goals for operational plans and also the framework within which they can be realised. Cole (1997) describes strategic management as being much about vision and direction as about mechanisms and structures.At strategic train, project management is concerned with the provision of the organisational and integration structures while at operational level, project management is concerned with how particular processes harsh to all projects should be executed and controlled. With the application of a clearly define Body of Knowledge, project objectives can be appropriately defined and objectives successfully delivered.When looking at the Scottish Parliament project there are a number of strategic and operational management actions that could have been undertaken to better control the project and increase its chance for successful delivery against time and cost targets..Project OrganisationBurke (2005) comments that projects are performed by muckle and managed through people. Therefore it is essential to develop an organisation structure which reflects the postulate of the project (task) and the needs of the project team, just as importantly as the needs of the individuals. Central figures within the Holyrood project organisation were the project owner, the project manager and the project sponsor. The project owner sat within a steering group of senior civil servants who took strategic decisions on behalf of the client.The project manager was responsible for the day to day management of the project and inform directly to the project sponsor and acted as the interface between project sponsor and the supply chain. It is the project sponsors role to act as the clients vox and act in the clients interest in the project. In the case of the Holyrood project the project sponsor was not familiar with construction or sponsorship of major construction projects. On a project of such complexity and play such an important link within the organisation structure the project sponsor should have had sufficient knowledge of both. In my opinion this at last had a impact on both the projects successful delivery against time and cost.Decision making mechanisms of the project structure were criticised during Lord Frasiers summary of the Holyrood inquiry. Frasier recommended that where individual advisors are retained, their views should not be filtered by civil servants but put to ministers alongside any disagreement officials may have with the judgements expressed by those advisors. M inisters did not have any formal indication of the apparent brat to the agreed budget of 50 million during late 1998 and early 1999 when officials were aware of the evolving situation.Forecasting the future, Scenario PlanningCole (1997) describes forecasting in a strategic context as referring to any attempt whether qualitative or quantitative and usually based on past performance, to predict future outcomes and trends in the internal and external environments of an organisation in order to limit the risks involved in devising and implementing strategy Forecasting at an operational level may be focused on the next few months to a year and need a considerable level of exactness, whereas on a strategic level a reasonable level of predicted trends is required in the longer term often on the basis of a 3 or 5 year plan.There is a number of techniques that can be used when forecasting the future such as such as Delphi technique, brain storming and scenario development. Scenario intend, essentially provide a framework for formulating strategy under conditions of uncertainty. Porter (1985) comments that when combined with substantive conceptual tools for understanding exertion structure, competitive behaviour, and competitive advantage, the scenario tool can be an important part of the strategists arsenal.The most important difference between rational approaches to strategic planning and scenario planning is that the past is not always representative of the future as continuity cannot be assumed. By challenging assumptions and questioning things that we sometimes take for granted, the Holyrood project team could have been provided with the flexibility it needed to cope with the uncertain times ahead such as the death of the architect and factors such as the 9/11 terrorist attacks in the United States of America which has been suggested had a direct effect to the increase in security requirements including bomb proof cladding at Holyrood.ConclusionAlthough the choi ce of construction management was heavily criticised in Lord Frasers report many of the decisions that contributed to the massive costs and delays committed to the project were made at a relatively early stage due to the project not being managed properly.With an unrealistic estimated budget and programme the project was destined to fail from the outset. It would be unfair to compare the end cost figure to the original 49 million cited in the white paper because as previously discussed this was not an accurate figure. Had these estimates derived from final designs and contingencies for the variations then a more realistic comparison for the end cost versus the estimated cost could have been made.It would be fair to say that during the project there were a number of unforeseen circumstances that were unavaioidable which had an effect on both time and cost of the build, notable the deaths of Miralles and Dewar in 2000 and the existence of a multi-headed client (consisting of the Scot tish Parliament Corporate Body, the Presiding Officer, and an architectural advisor), who took over the project from the Scottish decision maker (formerly the Scottish Office) while it was already under construction.Although events like these cannot be predicted they can be properly managed if the correct contingency measures are in place to effectively manage the risk.It seems that project management can be successfully implemented as seen in other industries such as aerospace and manufacturing, however as both the Latham and Eagn reports outline, the construction industry is behind in scathe of performance improvements. In order to be successful project management must implement management at both strategic and operational level. If systems and tools that are used at an operational level to implement project management are not used in conjunction with match integration and organisational aspects of strategic management, then problems are bound to occur.6.0 ReferencesBooksBurke, R (2003) Project Management, Planning and Control Techniques. WileyCole, G, (1997) Strategic Management, Letts EducationalPorter, M (1985) Competitive Advantage- Creating and sustaining tiptop performance, The Free PressReports JournalsLord Fraser, 2004. Holyrood Inquiry, Final Report. Available from http//www.holyroodinquiry.org/FINAL_report/report.htm 7 Nov 2006R. Bayfield, 2004. Insights from Beyond Construction Collaboration The Honda Experience. Available from www.scl.org.uk 15 Nov 2006Websiteshttp//scottish.parliament.uk

Barriers Of Enterprise System Information Technology Essay

Barriers Of try body Information Technology EssayThis report foc applys on the usurpation of first step System on ALDI supermarket. ERP governances ar costly and complex. They require labored investments and experts. This research examines key holdings of executing of first step ashes at heart ALDI supermarket. The comp integritynts of Enterprise System Softwargon ERP, CRM AND SCM and its get aheads to ALDI supermarket are place and discussed. Although endeavor system benefits ALDI in umteen ways, there are some disadvantages and obstructions to implement it. These bars and risks are identified and possible solutions are suggested.INTRODUCTION TO ALDIALDI (Albrecht Discount) is a reject supermarket ambit which is base on Ger numerous and is one of the cheapest and smartest ways to buy groceries. ALDI was established in 1913 and the image is made up of two separate groups, ALDI North and ALDI south. By the primordial mid-nineties the company operated an estimate d 3,000 stores in Germany, the Netherlands, Belgium, Denmark, Austria, the United States, France, and the United Kingdom. Today, ALDIs rapidly increment network has more than 7,000 stores and serves millions of people across three continents. Aldi has taken this mess out cin one casept, which features low overhead and s abidety selection, to its extreme. Unlike other supermarket drawstrings, which continuously maturation their product offerings and alloting space, Aldi holds selection at its stores to about 500 items. The bulge out of these items are packaged grocery or dry redeeming(prenominal)s.ALDI claims Simplicity, consis 10cy and obligation give way always been our three defining core ranks. As an expanding discount retailer, our actions concord international influence in different markets and along the release chain.ALDI has a different strategy of doing seam and saving money. ALDI stores are commonly sm both(prenominal), from 8,000 to 15,000 square feet. ALD Is outlets as good as apply to bypass expensive barcode s fuckners that are used by other stores to ancestry and value products. Instead, a stockperson would simply gestate a sign with the price nearby. Price lists were memorised by the cashier besides with the demanding culture technology, ALDI has now hold outed to use barcode s idlerners. Each product that ALDI sales have 4 barcodes which desexs it quicker to s great deal and sum ups the productivity of the cashier (this has been inspected in one of the ALDI store in s withal sisters, London). ALDI has besides decided non to sell fresh meat which again proceeds company money as it can avoid steep refrigeration costs as well as the mellow wages the meat-cutters unions demand.ALDI also has a strategy to keep press cost low in different ways. ALDI charges four cents per bag to their guests and the customers mustiness bag their own groceries. Customers can rent a shopping streetcar for 25 cents and they get the ir quarter back when they involve the shopping trolley to the front of the store. By doing this, ALDI does not have to pay someone to view the trolley in the parking lot or replace stolen ones. ALDI also keeps the telephone numbers of their stores unlisted so that employees dont waste time respondent the phone. Aldi-style austerity holds labour costs to an estimated four percent of store sales, compared to ten percent to 12 percent for nigh supermarkets.ENTERPRISE SOFTWAREEnterprise package benefits a larger amount of users and needfully, typically through the use of a network and multiple points of processing and clients. Enterprise packet provides services which are typically course-oriented tools such as online shopping and online compensation processing, interactive product catalogue, automated billing systems, security, content focal point, IT service counsel, customer relationship commission, attempt pick preparedness, business intelligence, Human Resource man agement, manufacturing, industry desegregation etc. It is normally multi-tiered client/server.In the past, companies were used to deal based on one or two competitive mathematical process objectives such as price and quality. However, present markets demand both price and quality in addition to greater flexibility and responsiveness. Information systems such asEnterprise resource planning (ERP) have gained ground in providing concord for achieving an combine render chain. Firms around the acquaintance base have been implementing ERP systems since the 1990s to have a uniform information system in their single organisations and to re-engineer their business processes.There are three main components of Enterprise System Software. They areEnterprise Resource Planning (ERP),Customer Relationship direction (CRM), and put out Chain Management (SCM)ENTERPRISE RESOURCE PLANNING (ERP)ERP uses cyberspace technologies to integrate the flow of information from internal business func tions as well as information from customers and suppliers such as manufacturing, finance, procurement and distribution. The system uses a relational database management system, within client/server network architecture, to have valuable management data.ERP systems offer companies the following three major benefits business sector process automationTimely entree to management information proceeds in the supply chain via the use of e-communication and e- commerce.ERP links all areas of a company including range management, manufacturing, human resources, financial systems, and distribution with external suppliers and customers into a tightly integrated system with shared data and visibility.It is not a good move to just plan resources required to run the enterprise they need to be managed as well. An organisation must access itself, to get a line if it is ready for ERP. It must determine if it is ready for the competitive business surround and then strengthen its position for futu re changes. ERP packet helps companys operations by and by they are integrated into the system with the help of experts. In addition, in order for them to be efficient, they have to be used by experienced personnel so it can sometimes be very costly.There are number of ERP parcels such as fool R/3, ORACLE, IFS APPLICATION, SAGE MAS 500, CANIAS ERP, SAS etc of which SAP R/3 is the close to popular and is used by nigh of the organisation.BENEFITS of ERPERP software can help ALDI supermarket in following ways windup user service sales pitch ERP software has the features and functions that enable end-user services forward-looking support for ALIDs business roles that help to extend the tint of human resource processes to all stakeholders. It also boosts productivity and efficiency and reduces many transactions and processes once handled by HR staff.Reduce operating costs ERP software can help ALDI supermarket to reduce cost such as inventory cost, performance cost, marketing c ost etc. with ERP software, ALDI can repair coordination across useful departments and increase efficiency of doing business.Support strategic planning Strategic planning defines business target and set of goals and objectives. It assesses plan and design coordination strategies and logically connects these strategies to necessitate, assets and outcomes. bump of ERP software systems are designed to support resource planning portion of strategic planning. customer RELATIONSHIP MANAGEMENTBusiness in todays world is customer driven. In the past, price and quality were the key factors to successful business but now, customer satisfaction and flexibility have also turn equally important. Customer Relationship management is very important to a business successfully. The better the customer relationship is, the easier it gets to conduct business and spawn revenue. Customer Relationship Management (CRM) software helps to understand customer needs and allows ALDI supermarket to design customer-specific levels of service and also increases value per customer and customer retention. CRM softwares can be categorised into four different types outsourced solutions, off-the shelf solution, bespoke software and managed solutions. It might be very costly and time consuming at times to implement CRM software however it can benefit ALDI in many waysBased on previous records, it can increase sales through better timing by anticipating customer needs hindquarters identify needs by understanding customer extremitysCan identify which customers are paying and which are notCan improve profitability by focussing on most profitable customers.BENEFITS OF CUSTOMER RELATIONSHIP MANAGEMENTCustomer Relationship Management (CRM) helps to build profitable and lasting customer relationship by providing the insight and analysis essential to anticipate customer needs. CRM provides the followingFlexibility to create unique customer experience CRM software helps lengthwise business proce sses to address an array of marketing, sales, and service situations. The CRM software easily adapts and extends to create a more distinctive customer experience.Drives organisation to more consistent fundamental interactions across all channels CRM software can help ALDI to make the most of every customer interaction that is consistent and relevant, with real-time information about the complete history, value and profitability of each customer across the entire customer life cycle.Enables end-to-end process within the industry value chain CRM software can help ALDI drive customer value, loyalty across the entire value chain. CRM can turn the deal of customer-driven growth into reality with the best in class front office functionality that complements industry-specific processes.SUPPLY range MANAGEMENTSupply chain management can be defined as the management of a distribution channel across organisations. It is the design, planning, execution and monitoring of all supply chain acti vities. Supply chain management can benefit ALDI supermarket to plan smoothly and execute related operations to achieve long profitability and maintain a solid competitive edge.BENEFITS OF SUPPLY CHAIN MANAGEMENTImprove supply chain network with supply chain management, ALDI can monitor the status of all activities across all suppliers, output signal plants and distribution centres. SCM enables an effective way of tracking and managing all related processes, from club through manufacturing and shipping of end product to customers.Minimized Delays Delays in supply chain can result in poor relationship, unsuccessful business and eventually loss of business. With supply chain management software, all activities from start to finish can be coordinated with higher level of on-time delivery across the board.Enhanced collaboration Supply chain softwares can bridgework the gap between departed business software at outback(a) locations to improve collaboration among supply chain partner s. All participants can dynamically share vital information such as demand reports, forecasts, inventory levels etc. in real time.Reduced Costs Supply chain software can help ALDI supermarket reduce overhead expenses in many ways. It can improve inventory management and facilitate successful execution of instrument of on-time stock models. It also helps ALDI to make effective demand plans, so performance and sales level can be set to the maximum. It can also help improve relationships with distributors which can cut the cost in decree products in volume. bulwarkS IN IMPLEMENTING ENTERPRISE SYSTEM SOFTWAREThough enterprise system softwares have many benefits, these benefits can sometimes be matched with high level risk be shake of its complexity. According to Soh (el al 2000), some companies even terminate the implementation of enterprise system software regarding time, cost and rupture caused and sometimes limited benefits once the system proceeds operational. There whitethorn be some barriers while trying to adjust the enterprise software and barriers cause decrease in organisational performance instead of improvement. Organisational change is one of the most important barriers encountered in transition of sore systems. Some of the barriers preserve during implementation of enterprise system software are Structural Barriers, Technological Barriers, ingenious and Socio emotional Barriers and Cost Barrier.STRUCTURAL BARRIERSIt is very important to understand the organisational grammatical construction existent in the organisation before implementing enterprise system software to prevent possible familiarity integration problems that could exist. The main structural barrier is that organisational structural limits the interaction among the different functional areas. The level of efficiency reached in the implementing enterprise system software depends upon how the organisational structure aligns with the nature of the tasks performed by members. Ross and Vitales (2000) open up that the majority of the firms surveyed perceived enterprise system software implementation to be extremely disruptive. Enterprise software implementation may only bring home the bacon when the organisation is able to re-structure itself, and not just overlay the new management information system on the old organisational structure. Hammer (1999) argues that the ERP implementation is an compositional mechanism that connects diverse departments establishing integrated processes.TECHNOLOGICAL BARRIERThe IS people within the information systems department who are the founders of the pervious system might have problems to understand and maintain the new enterprise software easily. This is when the technological barrier emerges. The IS people may not be able to provide good support the new enterprise software users because they had not internalised the routines necessary to support the new enterprise software.The second technological barrier could be the correspond use of legacy systems. According to Mileton-Kelly (2004), the new systems may quickly become legacy systems as they might not meet the full requirements of the users and may not be able to fully support business evolution. Furthermore, most of the legacy systems do not use a relational database management system (RDBMS) they still use proprietary flat file system. The former for this is because there is no central ownership of data or information items in use by companies.This problem could be solved with the use of legacy systems for validation reasons only. Since ERP modules, processes or reports were validated, users only will have access to the ERP environment for their day to day work. This solution reduces the amount of work in terms of duplication of efforts. Moreover, users will focus only in the ERP system this means a reduction of the comparisons with the legacy systems, an increment of the users productivity, and a porta to integrate user knowledge in the ERP system.INTELLECTUAL AND SOCIO-EMOTIONAL BARRIERSThe intellectual dimension is related with the learning and knowledge of users, and the socio-emotional dimension considers the feelings and the willingness to improve skills of the users. The main barriers involved in these dimensions could be knowledge transfer between the legacy system and the new ERP system, and between advisers and ERP users. According to Ko, Kirsch, and king (2005), not much is know about knowledge transfer from consultants to ERP users, in which the knowledge structure of the participants is asymmetric. The consultant primarily possesses technical knowledge, whereas their clients and future ERP users primarily possess business knowledge. Hence, the knowledge initially possessed by the consultant must be integrated and embodied in the knowledge of the ERP users. This might remove barriers and also allows both parties to minimize disagreements and enhance their ability to work together for effectively transferri ng knowledge. The concern about users preferring old procedures and not adopting to the new ERP environment could be prevailing. Users may not be resisting to the change, but they might be trying to make sense of the change. This approach is related with the socio-emotional dimension because users need to justify that these changes are better from them.User training could be a key requirement for ERP implementation. Those organisations which invested in training had successfully overcome socio-emotional barriers involved with the ERP implementation. The individual knowledge barrier could be overcome by the identification and definition of new procedures and functions to shift the user perspective from the individual level to the organisational level. This means that to reach the knowledge integration process across the organisation, there may be a need to map the existing knowledge into the ERP functionality. This new vision helps to reduce the perception of the new ERP system. Pan et al. (2001) also suggests that ERP team members must instigate a process of relationship building through change magnitude information sharing and social interaction among users. This behaviour promotes the structural integration to improve knowledge integration through users willingness to share information and ideas in the form of political transparency or process de-layering.COST BARRIERAlthough Enterprise system software can benefit ALDI in many different ways, it is very costly and hard to implement. ALDIs main strategy is to sell cheap products and use less technology. They sell the products cheap as they save money on technology but if they use technology, they might not be able to sell the products so cheap which is going to bring another competition among other supermarkets and is against ALDIs current strategy.CONCLUSIONIn the report, a brief history and introduction to ALDI supermarket was discussed. ALDI is a supermarket which was established in 1913 at Germany. Today , ALDI has more than 7000 stores and serves millions of customers across three continents. ALDIs business strategies were studied by see ALDIs local store and conversation with managers of ALDI. An overview of Enterprise Software and its components Enterprise resource planning, customer relationship management and supply chain management were discussed. Benefits of use ERP, CRM and SCM were identified and it was discussed how ALDI would benefit by victimization these enterprise system software. Finally, barriers and risks of using enterprise system software were identified and solutions to those barriers were discussed.

Internal Point Of View Role Harts Theory Philosophy Essay

Internal Point Of View Role stags Theory Philosophy analyseJurisprudential debate concerning the nature of rightfulness is often thought of as a long-running battle between two schools of thought the rival camps of native virtue and licit profitableness. The natural jurisprudence tradition has al authoritys forceful laws grounded ness in justice and the common good, while sanctioned positivism had tended to emphasise laws basis in authority.Legal positivism emerged from the work of Jeremy Bentham and his supporter John Austin. John Austin famously contained t get into the idea of sanctions is the key to the lore of jurisprudence.1Thus, he held legal traffic patterns to be threats backed by sanctions and statements of legal obligations as predictions that the threatened sanctions will be carried come on.Furthermore Hans Kelsen sought to inform legal rules and obligations in terms of norms, he understood these norms to be directives to courts requiring that sanctions b e applied. change integrity the difference between Austin and Kelsen, Alf Ross conceived of legal rules as norms addressed to courts direct the use of sanctions and statements of legal validity as predictions that these norms will be happened.However, star of the two greatest twentieth-century (the other one is Hans Kelsen) exponents of the legal positivism was, without question, stag. In his principal book The Concept of Law2, stag describes the central thesis of legal positivism as the simple contention that it is in no guts a necessary truth that laws reproduce or accomplish original de mankindds of chasteity, though in fact they have often by so.3 because the central claim of legal positivism is that law is fragmentize and distinct from morality. However, Hart showed that sanction-centred accounts of every stripe ignored an essential have got of law. This get he termed the indispensable portend of meet. Though the infixed hitch of situation is perhaps Harts g reatest contribution to jurisprudential theory, this innovation is in resembling manner often and easily misunderstood. Seen from the intragroup assign of stance, the law is non just sanction-threatening, directing, or -predicting, but rather obligation-imposing.Therefore, what, exactly, is the ingrained stop consonant of outlook? What single-valued function (or roles) does it play in Harts theory?Briefly the home(a) point of view is the interoperable attitude of rule- con emplacementrance it does not imply that pot who acquit the rules accept their moral legitimacy, only that they be disposed to guide and evaluate address in accordance with the rules.The midland point of view plays four roles in Harts theory (1) it specifies a particular type of motivation that whatsoeverone whitethorn take towards to the law (2) it constitutes one of the main existence conditions for mixer and legal rules (3) it accounts for the intelligibility of legal practice and discourse (4) it provides a naturalistic aloney acceptable semantics for legal statements.At one point, Hart observes that the element of authority involved in law has al centerings been one of the obstacles in the path of an easy explanation of what law is4Hart argues that the control theorists emphasised force as the main parting of all law and have looked only on one side of the coin the external element of law which compels battalion to act out of fear. This may be the noisome mans view of the law and Hart argues that it does not present a balanced picture. A positivist theory of law moldiness offer an account of the nature of law-making authority. At the same time, positivists claim that the validity of a law does not entail an obligation to accompany it. This hold still fors that the theory is kinda independent of any theory slightly the basis of a moral obligation to obey the law. Bentham and Austin approached these problems by treating statements about s oereignty, rights an d obligations as straight forward statements of observable loving facts. Therefore in focusing only on the commands of a sovereign and the actions of officials in imposing sanctions, the command theorists have ignored the internecine element which characterises all law. This is known as the internal point of view which make people feel a sense of obligation to obey the law. There is a distinction between the two aspects of law, to be obliged that is to be coerce to act in a certain way because of some threat, such as when an armed man orders a person to hand over money, and to be under an obligation that is to feel within oneself a sense of duty to act in a certain way without some external stimulus compelling such action.Hart as well as argues that the command theories explain law only in terms of the first notion, and that to this limit they are inadequate, because the law operates both in an external and an internal panache to induce compliance.According to Stephen Perry , for example, the general idea of the internal point of view is that an adequate jurisprudential account must at some point take into consideration how the practice looks to at least some of the practices participants, from the inside.5Likewise, Gerry Postema writes The law, like other similar social practices, is constituted not only by intricate digits of behavioral interactions, but also by the beliefs, activities, judgments and understandings of participants. The practice has an inside, the internal point of view of participants.6On this reading, Harts doctrine of the internal point of view is a methodological prescription which demands that legal theories resonate with the shared experiences of legal natives. Jurisprudence must take the point of view of the insider, and come in contrast with those theories that ignore the beliefs and attitudes of those who live under the law. Hart used the internal point of view to discredit sanction-centred theories of law, such as those p roposed by Oliver Wendell Holmes and Hans Kelsen. Hart argued that these theories are myopic for they ignore or mask the range of attitudes that people typically have towards the law. The problem with bad man theories such as Holmes is that they assume that people are motivated to follow the law merely in order to avoid sanctions, rather than for the reason that rules require such behaviour. These theories, Hart says, define the internal point of view outof existence. The problem with Kelsens theory, he claims, is that it focuses exclusively on one technique that the law uses to motivate chair to the exclusion of all others. The law not only directs officials to punish those who dont respect with the rules, but provides guidance for those who want to live up to their obligations. Holmes bad man is an insider himself,namely, one whose curiosity about the law is aroused solely by his aversion to sanctions. The problem with Holmes theory, rather, is that he privileges one type of in siders point of view over another. By focusing solely on the perspective of the bad man, sanction-centred theories define the other point of view, namely, the internal point of view, out of existence.What, then, is the internal point of view? As Hart used the term, the internal point of view refers to the practical attitude of rule- betrothal. Someone takes this attitude towards a social rule when they accept or endorse a convergent pattern of behaviour as a standard of conduct. Whereas the phrase the internal point of view is univocal it refers to a specificpractical attitude. With respect to the practical point of view, there are two attitudes the insider can take towards the rules acceptance and non-acceptance. Anyone who accepts the rules has, according to Hart, taken the internal point of view. Anyone who does not accept the rules, both because they are like the bad man and take the practical, but non-accepting, point of view, or because they are merely observing and hence do nt take a practical stance at all, has taken the external point of view.Harts internal point of view, therefore, is the practical attitude of rule-acceptance.But what exactly does it mean to accept a social rule?Hart says that to accept a social rule is to regard a pattern of behaviour as a general standard to be followed by the group as a whole. It is to treat existence of the rule as a reason and vindication for action, as the basis for claims, demands, admissions, lit crits or punishment, as establishing the legitimacy of these demands and criticisms. Hart is quite clear that one does not have to believe in the moral legitimacy of the law in order to accept its authority. Given that the internal point of view is not the moral point of view, what does Hart mean when he characterizes it as acceptance of a rule as a standard of conduct? When one takes the internal point of view towards a rule, one acts according to the dictates of the rule. Of course, there must be something more to the internal point of view, given that the bad man also conforms to the rules. The second way in which the internal point of view is expressed is through circumstantial evaluation. Thus, participants who accept the rules criticize others, and perhaps even themselves, for failing to conform to the rules. Finally, the internal point of view is usually expressed by statements that use prescriptive terminology such as ought, must, right, and wrong.22 Thus, if someone accepts the rule that men must bear their heads upon entering a church, this practical attitude capability be expressed by statements of the form You ought to take off your hat in Church or It was wrong of me not to take off my hat last Sunday. Hart calls these statements internal statements, because they normally express the internal. point of view.23 Hart contrasts these practical statements with theoretical statements that others accept a particular rule. For example, someone might say, Episcopalians accept a rule r equiring men to take off their hats in Church. Hart calls these external statements because they usually express the external point of view.24 They are statements that a particular group accepts certain rules normally made by those who do not accept those rules themselves.Harts internal point of view must be understood as a commitment to act in all of the above ways. That is, one takes the internal point of view towards a rule when one intends to conform to the rule, criticizes others for failing to conform, does not to criticize others for criticizing and expresses ones criticism using evaluative language.At first impression Hart imagination of law, as a symbiotic relationship between principal(a) and inessential rules, and more importantly the internal aspect seems valid. Hart concept of the internal aspect distinguishes between social rules and social uses. A crucial distinguishing feature from a social habit and a social rule is that habit lack criticism from others in a gro up when the convergent behaviour is deviated from. Deviation from the convergent behaviour makes criticism and the rule legitimate, and often is manifested through normative language such as you ought to or you should do, a certain type of behaviour. The internal aspect and therefore rules is an important constituent for Hart conception of law, because essentially law is the union of primary and supplementary rules. A primary rule imposes duties and prescribes how one must act by way of recognizing a general standard mode of behaviour. The secondary rules consist of the trio important characteristics, which can be characterized as sub rules, which give the concept of rules as law and obligations, but more importantly, law as a system of rules. First is the rule of recognition, which helps to determine whether a rule is hence a rule, this is determined by the influx of criticism for deviation of the rule and the existence of social pressures to conform. The second, denoted as the rule of change, which allows for the creation of new primary rules or the change and modifications of old rules for the group to live by, these rules are also subject to procedural standards. The final characteristic is the rule of adjudication that determines whether or not a primary rule has been violated and prescribes the procedure the courts must follow to apply sanctions.Indeed the mosaic of the internal aspect, a primary and secondary rule as law is very attractive, for Hart is able to explain where Austin has failed. Primary rules are laws, because they are general and span over the territory in which the sovereign has authority, and secondary rules are a message to enforce and amend the laws. However Hart analysis

Bicycle Thieves (1948) and Umberto D (1952) Analysis

rhythm Thieves (1948) and Umberto D (1952) Analysis two requires from the neo realisticism movework forcet are cycles/second Thieves (1948) and Umberto D (1952) twain directed by Vittorio De Sica. Both spuds in their avouch way lay step to the fore the real-life ruggedships that were faced during this judgment of conviction of poverty and more(prenominal) particularly show it from the point of view of ein truthday everyday people. The nigh pronounced thing ab bring out neorealism that sets it apart from early(a) cinematic movements is its birth from necessity. During a sequence when everything was scarce films were produced victimisation whatever was at hand, filming out on the ways and using non-professional actors, a origin why these films are so genuine in their genuineness. They dont show the byg genius or the future they show the struggles of the present.1Vittorio De Sica said his goal was to look for the striking in ordinary situations, the wonderful in the smallest, the tiniest news item, in the hearty everybody considers insignifi oceantt. It was with this goal in mind that he created Bicycle Thieves. This film is a key example of the neorealism movement and can be argued to be the just about notable. It shows the journey of a domain and son as they inquisition for his stolen bicycle. A bicycle which is key in the father bring forthting the job he needs to support his family during a quantify in which jobs were scarce. This bicycle represents their nutriment and stealing the bicycle also steals this familys hope of surviving.2 Bicycle Thieves can be descri derriere as shockingly authentic in two master(prenominal)(prenominal) ways the way in which the film has been shot and the message that the news report give tongue toes.Figure 1 Bicycle Thieves (1948)At the start of the film we larn the husband and wife pawn their backsideding to be able to get their bicycle back, here De Sica gives us a glimpse of not clean our on -screen family, but others when he shows the shot of the high shelves completely full of bed sheets as sh have got in Figure 1, each representing a family which has done the same. It shows the add of people that were in poverty after contendd the war and that there is a acrid reality outside this world that De Sica shows us. A reason why his films were so impacting is that he released films based on the post-war date of reference during the post-war era. A time when the audience themselves may have had to pawn something to support their family. motion-picture showing at this time meant everything was scarce, films in the post-war era were created using the denude necessities. We can picture this done Bicycle Thieves as its it almost completely filmed out on location and any inside shots are cramped, De Sica was also cognize for his use of non-professional actors, another way of making use of what was available and at the same time making his mentions more believable.3When looking at the Mise-en-Scne of the film De Sica uses very minuscular expressive photographic tv camera techniques, t declineision only when to show straight on, wide and middle shots apart from this scene with the bed sheets which is taken from a low angle and pans up as if to express the largeness of the scale of the shelves. He just shows the scene for what is pass bying and communicates in the main through the narrative alone. There are few interesting camera movements to catch the audiences attention and no more than frank cuts between scenes. The scenes in Bicycle Thieves tend to be long takes as if De Sica is trying to sustenance cuts to a minimum, this could explain his fondness for wide shots as it allows more actions to happen in the frame, these long shots also allow for a lot of background movement to be in the frame in these real-life locations expressing De Sicas wish to show the outside world. He also relies on natural lighting duration filming out on locat ion. These techniques, or lack of, work together to show the films genuineness.De Sica takes us on a journey of ups and downs in the search for the bicycle and the relationship between father and son, the addition of the son is very important in expressing this shock authenticity. A child adds sentiment with their pureness and makes an audience more perceptionally invested in the film. We pass throughout the film however, a strange relationship between them. Antonio ignores Bruno throughout the film, being so set on his search for his bicycle and young Bruno is there to sweetheart his father at his lowest point. De Sica avoids the whim that Antonio should realise that his son is whats important, not the bicycle. This ignorance could be De Sica present that this is not a luxury that the poor can afford.4 Knowing his fate is directly proportional with his fathers and that of the bike shows a harsh reality of the time, that not even children were not safe from the hardships of the post-war era. De Sica gives us relief from the bleakness of the narrative by introducing short moments of happiness, such as our main character Taking his son out for lunch. It almost forgatherms they can freeze their troubles for a moment, however the table next to them with the multiple servings of food feed them from the illusion. This parallels the unjust support the bike thief receives from his neighbours, whereas the innocent man from which it has been stolen is the one who truly needs it for survival, it shows the unfair world of the post-war era.5 The end scene is the most defining for our main character. He looks around him at a sea of bicycles and he lowers himself to do what has been done to him throughout the entirety of the film. it gives us an idea that no one at this time is below the acts of others, this era has determined this man to do what he initially found immoral. During our completion scene, we run into the owner of the bike let him go when he sees the young boy, showing his pinch of the hardships of others and that the end of the day everyone is in some way in the same boat. Father and son inevitably walk home defeated, De Sicas uncivilized honesty lasts through to the end, he doesnt shy away from the harsh reality, he makes this film shockingly authentic by showing that happy endings arent fatal in real life.De Sica continued to work in the neorealism movement and locomote onto the film Umberto D. This film has recognisable similarities to Bicycle Thieves in the way both were filmed and the fact that they both show the struggles of the time. We see the main character Mr Umberto being thrown out of his home by his indifferent fetch lady. A man who comes into solitude apart from his dog. There is an idea through Umberto D of the wish of the main character to live his life by his own terms, with dignity, and being unable to. He is left with no home, no family and no health. Although the narrative of Umberto D is different it still portrays the same era as Bicycle Thieves and can also be expound for its authenticity. When It comes to using the bare necessities, this is where we see the greatest similarities. Umberto D also uses real locations for filming as well as non-professional actors, they make use of everything around them with a budget that was most likely close to nothing, again portraying an authenticity for the time.6Looking at Umberto Ds Mise-en-Scne we see a little more expression through camera work but not a lot. An example would be the scene where Mr Umberto looks out of his window and we see the sudden zoom in on the street below with this hard hit of non-diegetic music to accompany it. This was De Sicas way of showing the thoughts of our main character, that he has this sudden idea of jumping to his death rather than live in this world he sense of smells he has no control over. Again, De Sica tends towards wide shots and mid shots, showing the streets that hes filming in, showing t he people and including the outside world. De Sica again uses simple cuts in between his scenes and opts for long takes which these wide shots manage to capture with the grotesque pan to include the surroundings more. In accordance with the neorealism movement Umberto D takes advantage of natural lighting whilst out on location, one of the bare necessities and making the most of what was available.Figure 2 Umberto D (1952)When It comes to the characters that De Sica portrays they arent loved for their perfection or their beauty. Mr Umberto is left with only his dog and a maid who has her own troubles. He is almost completely alone. This movement means a camera that shows things for exactly how they are, the character if Mr Umberto isnt romanticised yet he is loved by the camera and it sticks with him through an ordinary experience.7 The actor himself is one which was chosen from a sea of thousands, like this opening scene in Figure 2, showing the men marching demanding fair pensio n, any one of them could have been De Sicas muse, all of them in a way are Mr Umberto. This would be the first and last film that this non-professional actor would play and yet this man manages to create such an emotion because he is authentic, and this is what the camera captures.8Like in Bicycle Thieves we see a character going on a journey, however, in bicycle thieves it is a journey looking for life whereas Umberto D focusses on a man searching for his death. This is however complicated by his dog Flike which he loves to a higher place anything else. He cant bear to abandon him. He finds himself at quantify having to beg on the street something which he cant stand to do himself, hence using Flike, but even when Flike is recognised by an conversancy he claims he is only messing around in the hopes of saving his own dignity. Mr Umberto represents the middle class, one which is concerned with the protection of outward appearances. He is more afraid looking poor than actually bei ng so.9 Everything is taken from him so only Flike and his dignity remain, he represents a character which doesnt want to be defined a nuisance by a post-war ordination. A society which already sees a group of men marching down the street in protest as a pest.In the ending scene, we see Mr Umberto walking straight onto the rail tracks with Flike with the intention of ending both their lives, this is accompanied by dark music and an accompanying atmosphere. However, last minute Flike jumps out of his arms and Mr Umberto chases him, missing the train that would have ended his life. In chasing after Flike Mr Umberto chooses life. The music in changes from one of despair to one of buoyancy, for the first time in the film we see a happy and carefree Mr Umberto as he jogs off into the distance with Flike, escaping the manipulation of society and showing an understanding that his fate Is truly in his own hands. Even though the ending is ambiguous it leaves an audience with hope, a differ ent yet preferable ending to that of Bicycle Thieves. One which shows that even though an individual may feel hopeless for a time they may find themselves again in the end, a true reflection of the damage yet survival of the war (Lu, 2010).10In conclusion both these films capture a true authenticity for the time that they were released. Since the neorealism movement meant filming using a scarcity of resources and a reliance on real world locations, and the fact that both narratives dictate stories that were incredibly impacting and realistic for this time. So much so that they could be described as documentary like in their depiction of real places and real people.ReferencesBradshaw, P. (2008). Film review Bicycle Thieves. online the Guardian. Available at https//www.theguardian.com/film/2008/dec/19/film-review-bicycle-theives Accessed 3 Mar. 2017.Eggert, B. (2009). Umberto D.. online orphic concentrate Review. Available at http//deepfocusreview.com/definitives/umberto-d/ Accesse d 4 Mar. 2017.Haaland, T. (2009). Bicycle Thieves (Ladri di biciclette) (review). Project Muse, online 16, pp.463-465. Available at http//muse.jhu.edu/article/263879 Accessed 3 Mar. 2017.Hamzaki, Z. (2010). The Bicycle Thief. online Twocentsworthafilm.blogspot.co.uk. Available at http//twocentsworthafilm.blogspot.co.uk/2010/06/bicycle-thief.html Accessed 3 Mar. 2017.Kartal, E. (2013). Defining Italian Neorealism A despotic Movement. Cinej movie Journal, online 2.2(2158-8724). Available at http//cinej.pitt.edu Accessed 4 Mar. 2017.Lannone, P. (2016). Deep focus The root of neorealism Sight Sound. online British Film Institute. Available at http//www.bfi.org.uk/news-opinion/sight-sound-magazine/features/deep-focus/roots-neorealism Accessed 4 Mar. 2017.Lu, J. (2010). Film Analysis on Umberto D. Media Studies. online Jennylu.qwriting.qc.cuny.edu. Available at http//jennylu.qwriting.qc.cuny.edu/2010/10/21/film-analysis-of-umberto-d/ Accessed 4 Mar. 2017.Snyder, S. and Curle, H. (200 0). Vittorio De Sica. 1st ed. Toronto University of Toronto Press.1 Esma Kartal, defining Italian Neorealism A Compulsory Movement, Cinej Cinema Journal, 2.2.2158-8724 (2013) .2 Pasquale Lannone, Deep Focus The Roots Of Neorealism Sight Sound, British Film Institute, 2016 accessed 4 butt against 2017.3 Zulfiya Hamzaki, The Bicycle Thief, Twocentsworthafilm.Blogspot.Co.Uk, 2010 accessed 3 skirt 2017.4 Peter Bradshaw, Film Review Bicycle Thieves, The Guardian, 2008 accessed 3 March 2017.5 Torunn Haaland, Bicycle Thieves (Ladri Di Biciclette) (Review), Project Muse, 16 (2009), 463-465 accessed 3 March 2017.6 Brian Eggert, Umberto D., Deep Focus Review, 2009 accessed 4 March 2017.7 Stephen Snyder and Howard Curle, Vittorio De Sica, 1st edn (Toronto University of Toronto Press, 2000).8 Brian Eggert, Umberto D., Deep Focus Review, 2009 accessed 4 March 2017.9 Esma Kartal, defining Italian Neorealism A Compulsory Movement, Cinej Cinema Journal, 2.2.2158-8724 (2013) .10 Jenny Lu, Film Analysis On Umberto D. Media Studies, Jennylu.Qwriting.Qc.Cuny.Edu, 2010 accessed 4 March 2017.

The Element Iron :: Chemistry Essay

constrict comes from the Latin contrive ferrum. From ferrum its symbol became Fe. The atomic number of iron is 26, and its atomic weight is 55.845. Iron is a magnetic, bendable, shiny white metallic element.Pure iron has a hardness that ranges from 4 to 5. It is soft and ductile. Iron can be comfortably magnetized at ordinary temperatures and at 790C the magnetic position disappears. Pure iron melts at virtually 1535C, boils at 2750C, and has a special(prenominal) gravity of 7.86. Chemically, iron is an active metal. When exposed to humid air, iron forms a reddish-brown, flaky, decay known as rust.Iron is the fourth most rich element in the Earths crust. Beca engagement it is so common, iron has been utilize by human society for thousands of years. Iron was known and used for weapons in prehistoric ages, the earliest example still in existence a group of rusty iron beads found in Egypt, dates from about 4000BC. This period in history was given the name Iron senesce because it was the time when people found ways to get iron and to use it for building tools and weapons. The beginnings of modern processing of iron can be traced backrest to central Europe in the mid-14th century BC. Pure iron has peculiar(a) use in todays world. Commercial iron continuously contains small amounts of carbon and other impurities that change its physical properties, which are ofttimes improved by the further addition of carbon and other alloying elements. This helps to hamper oxidation, also known as rust. Iron is an essential part of a healthy diet. Iron compounds are employed for medicinal purposes in the preaching of anemia, when the amount of hemoglobin or the number of red blood corpuscles in the blood is lowered.

The Elephant Man Essay -- Elephant Man Essays

The Elephant Man turn uphouse Merrick, a bit so pathetic and supporterless because of the curse of his extremely disfigured corpse he carries around with him. Lots of peck are born with more or less deformity or another, but n unriva take such as the effort of conjuration Merrick, in other words, The Elephant Man who was given this name because he was so deformed he resembled an extremely ugly elephant. The movie shows how magic Merrick is marginalized not al wholeness by the general public, but also the poorest of mass to such an extent that his life was a misery. This movie shows how cynical people can be towards fellow human beings. His abnormalities did not even drop out him to take a walk in the garden by daylight light as the common monastic order looked at him with complete disgust. Although behind suffers much, he manages to win a few hearts with the help of his associate, Dr. Frederick Treves, and when he was content with his life he commits suicide. In this story the darker fount of society is witnessed and their utterly cynical behaviour is practiced on John, for one reason only he does not look worry any(prenominal) other normal human being. It is seen how the general public reacts in the real beginning of the movie, when Mr. Bytes presents him in the carnival just like an animal would be presented in front of an audience in a circus. In growth to this injustice Mr. Bytes brutally beats him which further disfigures him and then calls him as a freak. When Dr. Treves takes John to the hospital, a dispute brakes out whether he should be allowed to stay in the hospital, for no other reason, but only because he was so ugly. In one part of the movie it is shown how one nurse is upset with another nurse because the latter had her involved in the care of John Merrick which she did not like, because he was so ugly that it terrified her. Amongst all the negative people in John Merricks life, the shadow porter who in one part of the mo vie refers to himself as jolly Jim is the most cynical character in the entire story. His vile and self-centred behavior tempted him to earn an extra income at John Merricks expense. He would take money from people and expose them to John, where the women would look at him with admiration and fear while the men literally played around with him as if he were nothing but some broken toy. It is noticed how John was marginalized even by the lowest of classes even thought they themselves were amon... ...rson on a bed, which he was not supposed to because of his head being too large, which in turn would kill him. Yet he decided to sleep like a normal person, so he arranged his bed and went into the drapery and sleptforever. He committed suicide. The Elephant Man is what John Merrick is referred to due to his physical abnormalcy which was close to that of an elephant. John had lots of people in his life that looked at him with an evil, selfish and cynical eye thus marginalizing him to the extreme. Due to his pathetic and out of place facial features he was not accepted by society thus he was always indoors unable to have an breakaway life. Besides all of this John still achieved some happiness with the help of Dr. Treves who helped him to gain the hearts of many people and when he felt that he had lived his life to his hearts content he committed suicide. John Merrick went down in history books as a legend, because he led a life of extremes, which was filled with sorrow, but happiness towards the end of his life. When he was tired of being pushed around and had achieved sufficient love and happiness he slept to his death thus ending the curse of The Elephant Man.