Research Topics: Respondents Of The Study

A Free Sample of a Research Proposal on Strategic Implications

Investigate the Strategic Implications in Organizations            This paper proposes the study to investigate the strategic implications of rules and regulations within organizations. Specifically, it will be on the rules and regulations of chemical companies in safety and risk management. The specific focus will be on small chemical companies in India. Specifically, the study will include the following companies: Joshi Electricals and Transformers; Lihar Chemicals; Aarti Industry; and Agrawal Group. Those companies are still considered SME, but are already performing well and are seen as potential competitors in India’s chemical industry. The research will be limited only to the output that the respondents from the selected companies will provide, as well as information from literatures that will be cited and reviewed. The reason why this study was chosen is because of the continuous rapid expansion of India’s chemical industry. This is related with the concern of safety practices that should be reflected on the company’s rules and regulations on how they handle safety among employees and among the communities. The rapid expansion may mean the need to keep up the track on companies that follow and do not follow the rules and regulations for the chemical industry set up by India’s governing bodies. History has taught the country of the danger of not having an effective regulating policy for the chemical industry. One example is the gas leak at the Union Carbide plant in Bhopal, India in 1984. Approximately 3,800 people die in the wake of the incident and several thousand other individuals experience permanent and partial disabilities. The tragedy led to increased regulation of the chemical industry and the adoption of the Responsible Care initiative. Responsible Care is a voluntary initiative within the global chemical industry to promote the safe handling of India’s chemical products from inception in the research laboratory, through production, distribution, use and disposal. This and other initiatives may have caused a burden or advantage on chemical companies in India depending of course on their view or how advantageous or important they see the regulation. Of course, companies also have their own policies on safety. Because of the many regulations to follow, SMEs may find it difficult to adjust because of their limited capacity. Through this study, it will be determined what strategic implications do several SME chemical companies India use in implementing different rules and regulations.             This study will be cross-sectional and will utilize both quantitative and qualitative research. The summary of the proposed methodology and other important points will be discussed further in the paper. BACKGROUND The Indian Chemical Industry The chemical industry of India is experiencing a strong economic performance and growth recently. The Ministry of Chemicals and Fertilizers in New Delhi reported a few years ago that India’s Chemical industry output has been growing at double-digit rates in recent years, and has reached Rs1.3 trillion ( billion)/year. This has been the result of India’s previous effort to strengthen its chemical industry in the late nineties basically through strategies such as corporate tax reductions designed to encourage business generally, cuts on import taxes and internal duties, and a halving of capital gains taxes applied to non-resident Indians. Now, the current overview of the industry is: it totals US Billion + US Billion Fertilisers; contributes to 13% of GDP; and is one of the fastest growing sectors of Indian economy. Its distinguishing characteristics are its being fragmented and dispersed – multi product and multi faceted.Chemicals sold directly to large customers and through distribution channels. Distribution channels mostly consist of stockists and dealers spread all over India addressing small segments and retail market.             Despite the success and progress, India’s image as a large and successful chemical manufacturer and exporter is not all positive. As mentioned earlier, the gas leak at the Union Carbide plant in Bhopal, India in 1984 did not only shake India but the whole global community, resulting in the development of firmer and tighter rules and regulations for the chemical industry globally. Although Union Carbide is a foreign company, India was the place where the incident took place meaning the company was under the regulation of India during that time. Canadian chemical manufacturers drafted a detailed program, called “Responsible Care,” that involved codes of practice for transportation, distribution, manufacturing, research and development, and hazardous waste operations. One of the aims of Responsible Care is to participate with government and others in creating laws, regulations, and standards to safeguard the community, workplace, and environment. India is one of the countries that currently implements responsible care, adopting the policy in 1991. After that, many new regulations for the chemical industries were implemented such as the Prevention and Control of Air Pollution Act and the Environment Protection Act (1986), plus Rules on the Handling of Hazardous Chemicals With this many regulation, compliance with it proved difficult to enforce in an industry comprising mainly small, independent companies . Basically, implementation was less than enthusiastic. Another issue that delivers a negative image to the bustling Indian chemical company is the issue of illegal chemicals exporting. According to Raj ; “India is among three remaining manufacturers of DDT (10,000 metric tonnes capacity) along with China and Mexico. Italy stopped manufacture of the widely banned persistent organic pollutant (POP) pesticide earlier this year” Because of such problems, it is difficult for chemical companies, especially Small to Medium-sized Enterprises to implement all regulations at once. Companies now need to provide details about process safety, environmental impact, provision for pollution control, site justification, plus safety and health provisions for employees and precautionary measures for controlling emergencies both on-and off-site. This has caused delays and cost overruns . SMEs in India’s Chemical Industry             Small to Medium-Sized Enterprises or SMEs play an important role in India’s economy. The SME sector accounts for 40 percent of the industrial production, 35 percent of the total export and provide about 80 percent of employment in the industrial sector in the country. The chemical industry is also strengthened mostly by SMEs. Specifically, the Maharashtra state is home to many small chemical industries. It is one of the zones that the government allocated in the early 1990s where chemical industries could set and manufacture chemicals for sale. The zones are spread across the entire state of Maharashtra and the government laid down innumerable rules and regulations as part of the start up procedures. These included registering with the various departments like the explosives, electricity, water, labour, weights and measure, the customs department, the income tax registration etc. Also of the start up procedures for the firms also involve registering with the pollution control department as this has been deemed important by the government due to its entry into the WTO and also as part of its focus to attract FDI. The chemical firms also have to identify the construction and the various infrastructures needed e.g. the offices, laboratory, which has to be laid down in drawing and approved of by the inspector of factories. Aside from those, heavy paper work, long waits for file processing and permissions are also problems. These issues sometimes take the toll during start up by burdening the companies for the extra time in terms of finance. Also due to the erratic power supply in the state the companies during start up have also to identify the usage of generators as a substitute for the frequent power cuts. All these difficulties are in accordance with the regulations mentioned above. STATEMENT OF THE PROBLEM             The Indian Chemical Industry can now be considered well-regulated but the effects of such regulations are taking its toll on small companies. For small companies, implementation of such rules and regulations can be a daunting and expensive task because of their limited human and financial capabilities. Based on the study of Miller and McKinney (1995), even corporations are affected by the increase of local and international regulations in manufacturing. Miller and McKinney (1995) concluded: “Industries presently face a challenge to maintain competitiveness and productivity while creating a minimal environmental impact” (p.112). They further stated that: “The conventional concerns of product functionality, dependability, quality, and cost are further complicated by environmental regulatory compliance” However, such regulations are acceptable because today’s firms do not only have responsibility to their company but to the economy, ethics and legal aspect as well to the public at large. Thus, strategies are needed in order to effectively mix the responsibilities of the firm. Through this study, we may explore the different strategies used by several small chemical companies in India, specifically: Lihar Chemicals; Aarti Industry; and Agrawal Group. These companies have to abide with the rules and regulations like all other companies. The way they handle the implementation of many regulations may reveal useful strategies that other companies might use. This will further help the growth of India’s chemical industry. Aim and Objectives of the Study The aim of the study is to identify the process and different difficulties of implementing rules and regulations experienced by Lihar Chemicals, Aarti Industry, and Agrawal Group, and to determine the strategies they use to implement those effectively, at least in their view. The following are the objectives of the study: Ø      Survey and interview senior managers of Joshi Electricals and Transformers, Lihar Chemicals, Aarti Industry, and Agrawal Group. Ø      Conduct literature review. Ø      Analyze the results of the survey and interview. Ø      Develop a strategy framework for implementing rules and regulations. RESEARCH QUESTIONS           Specifically, the study will concentrate on the different strategies or strategic implications used by small companies in India in implementing rules and regulations. The following research questions will be answered: 1.         What are the rules and regulations currently implemented by Joshi Electricals and Transformers, Lihar Chemicals, Aarti Industry, and Agrawal Group? 2.         What are the process and different difficulties they encounter in the implementation of those rules and regulations? 3.         What strategies do they use to implement the rules and regulations them effectively? 4.         What strategic implications would be effective for small chemical companies in India in implementing rules and regulations?              All the research questions will be approached through the utilization of surveys and interviews to the companies mentioned. The first question will be approached through a checklist survey that representatives of the company will be required to fill up. They will then be asked to identify the difficulties they experienced in each of those rules and regulations in terms of implementation by answering an open-ended question. The last two questions (3 and 4) will be approached through personal interviews with senior managers of the companies. Hopefully, their experiences will help provide insights to the study and help design a useful conclusion. SIGNIFICANCE OF THE STUDY             As a director for 5 years in a chemical firm, the researcher sees that this study will benefit greatly the small chemical firms in India – especially those that are still in the process of start-up – mainly because it may reveal important strategic implications for implementing rules and regulations that they may try to use to their advantage. Not only will the study be able to identify the difficulties of implementing regulations, but it will also or may also develop a useful framework of handling rules and regulations implementation effectively.                          The study is also significant to the study of management because it may reveal new management techniques or develop new management frameworks for small companies. The study is also significant for the researcher personally and for the whole SME chemical companies in India because studying the procedures for the various government bodies and also identifying them will help set up business successfully – identifying the procedures and knowing the different strategies that the selected companies use will give an advantage of being ready with the required paperwork to be submitted to the agencies. METHODOLOGY             As mentioned, quantitative and qualitative research method will be both used in the study. Quantitative method will be used to quantify the frequency and percentage of difficulties that will be identified. On the other hand, quantitative method will be useful in knowing deeply the strategies that the companies use. Primary and Secondary Data             Primary data will be the survey and interview results, while secondary data will be literature reviews. Literatures will provide as a guide when interpreting both qualitative and quantitative data. The focus of literature will be on the rules and regulations in the chemical industry, the capabilities of SMEs to abide to the regulations, and the strategies used in implementing regulations. Sampling             All managers of the SMEs included in the study will be surveyed. Thus, the sample rate will be 100%. For this, convenience sampling will be used because the companies only have few managers. A semi-structured questionnaire will be sent to them. The questionnaires can be finished from 10 to 20 minutes but the respondents can take their time if they want.             Directors will be interviewed regarding the strategies they use in implementing the rules and regulations. Interviews will be recorded so that it can be tabulated later for better analysis. Analysis             Quantitative data will be analyzed with the use of the latest SPSS software. The frequency and percentage of the items will be determined. On the other hand, interviews will be tabulated. Useful strategies will be considered based on their effectiveness. Procedure             Literature review will be conducted to know and familiarize more about the topic. The semi-structured questionnaire will be constructed with the guide of the literatures that will be reviewed. The questionnaire will focus on asking respondents about the different rules and regulations they follow, the steps which they implement it, and the barriers and difficulties they experience throughout implementation. A letter of consent will be sent to the companies. Upon approval, the questionnaires will be sent to the companies through email. The questionnaires are expected to return after 1 week. The results will be analyzed using the latest SPSS. SPSS means Statistical Package for the Social Science, and is a “statistics computer software” used for computing statistical data easily. The top 5 rules and regulations, and top 5 barriers will be the focus on the interview. Questions for the personal interviews will be formulated. The directors of the company will be personally asked about the strategies they have implemented or adopted along the way just to make sure that they implement the rules and regulations effectively. The interview sessions will be recorded and will be conducted through video conferencing. The conversations will be transcribed and important points will be written and included in the study. A conclusion will be made based on the results of the interviews, surveys, and literature search as well. Hopefully, a useful framework will be developed. Credit:ivythesis.typepad.com

A Free Sample of a Research Proposal on Strategic Implications

Investigate the Strategic Implications in Organizations This paper proposes the study to investigate the strategic implica...

Example Respondents of the Study

Respondents of the Study               The qualified respondents for this study will be the various healthcare professionals from different states/parts of the country. The respondents must be citizens of the country. These healthcare professionals aging 25-40 years were selected as respondents of the study regardless of socio-economic status, religious affiliation, gender, and marital status as long as they are working in any of the healthcare organization. Educational attainment and occupation of these respondents also do not matter. They could be doctors or nurses or a hospital clerk. The main point is that these respondents are aware of what is going on in the healthcare field. Not to be included as respondents are healthcare professionals that do not speak English nor has difficulty speaking English.     Respondents of the Study               Since data for this study will be collected by mail or through telephone interviews, the respondents have the convenience of answering the survey in their own home or wherever is comfortable with them. However, the researchers will have their own headquarters at one of the researcher’s house where they can make the telephone interview calls.     Credit:ivythesis.typepad.com

Example Respondents of the Study

Respondents of the Study The qualified respondents for this study will be the various healthcare professionals from differ...

Review of Related Literature Sample on Janssen HK Ltd

Chapter 2   Review of Related Literature     This part of the study shall be discussing the findings of related researches to this study. It shall provide a discussion on the significance of this study to the existing literature. The contents of this portion of the study is gathered and collated from its secondary data.   Related Literature Information has become one of the main assets in information era. The efficient use of information technology is significant in determining the success of a certain organization. Thus, in Janssen (HK) Ltd., making awareness of information value and the ability to manage information organization-wide will have great impact on organization progress results. Since information is used in every feature of business and generated in every process, a centralized supervision function is needed to structure, combine and distribute it effectively and efficiently. Where the finance department monitors and manages the financial aspects of organization and the legal department handles all legal affairs, the Information Organization should manage this important business asset.   Apparently, one of the most important and difficult tasks is determining important information and the proper way of using it. Where legal concerns and financial matters tend to identify themselves automatically, although often too late, with information this is not always simple. Data is engendered in all processes in and outside the organization. Determining the possible information value of these processes and creating a system to effectively use it requires specialized skills. Meaning to say, we need to combine in-depth business knowledge with in-depth system/process knowledge. Eventually, when the information value is close to the procedure, e.g. obtaining direct process competence, this link can often be made by the organization. This can be very difficult when information value is business-logically separated from the information source. Maximizing supplier and customer relations inter-departmentally is a simple example. Recognizing strategic processing strengths in one department and using them commercially in another could be another issue.   Information is an asset that needs processing and care. Handling it wrong can render valuable information useless where money can be transformed and traced easily. On the other hand, information can be copied and used on different locations multiplying its value. Like money the optimal use of information requires strict procedures for handling it. As for money this depends on the specific organization.   Information Technology in Pharmaceutical Industries Information technology is advancing at a rapid pace. The application of information technologies provides opportunity to improve productivity, quality, and cost control in education and research, security of health-related information, and reimbursement. While these advances in IT promise huge benefits such as higher quality medicine, enhanced workflow and increased efficiency, there is also the potential for precious resources to be squandered and the added pressure of patient welfare at stake. While Pharmaceutical Industries information systems were intended to steam line financial management and automate manual processes, Pharmaceutical Industries now require much greater functionality. The modern Pharmaceutical Industries is expected to link administrative, laboratory, financial and clinical data to provide faster diagnosis and better treatment. The application of information technology to Pharmaceutical Industries would highlight the potential benefits of information technology in increasing access, improving quality, and reducing costs. While there is consensus that information technology will result in substantial cost savings, demonstration projects can quantify the magnitude of the savings in a way that is scaleable to nationwide implementation. One major opportunity for improving quality relates to increasing the use of information technology, or IT. Pharmaceutical industries currently invest less in IT than in any other information-intensive industry, and not surprisingly current systems are relatively primitive, compared with industries such as banking or aviation. Nonetheless, a number of organizations have demonstrated that quality can be substantially improved in a variety of ways if IT use is increased in ways that improve care. Specifically, computerization of processes that are error-prone and computerized decision support may substantially improve both efficiency and quality, as well as dramatically facilitate quality measurement. In this day and age, information is considered as wealth.  The more an organization knows about a particular venture, the better it is equipped to embark on such a pursuit and almost certainly yield success. Information is an empowering advantage that enables an organization to optimize and maximize itself and at the same time move towards their goals and missions.  Information is considered a thread “which provides the synergy between alliances and mergers”.  It allows contact with other organizations whether in a competitive or alliance stance (Currie and Galliers 1999, p. 170).  It provides the content that would allow analysis to take place.  In this manner an organization may always be prepared in examining its internal as well as external environment, it’s own strengths and weaknesses as well as opportunities and threats.     Data and information are critical in helping the management of a company in analyzing their present status in order to cut costs, increase profits, spot market trends faster, and communicate more effectively with customers. However, in order to achieve these goals, the data and information need to be relevant, accurate, complete and timely. Information systems exist so they can effectively apply and use such data.  Information Systems refer to the hardware, software, people, or data that provide the relevant information about all aspects of the operations of businesses (Simpson 1994).  They may exist as customer inputs such as purchase information and geo-demographic data which can be filed in a database and used to match and tailor products and services to customer thereby resulting to customer satisfaction, loyalty and in turn, promising profits and increased growth and development.    Information systems in short enhance the value chain of an organization particularly in pharmaceutical industries.  By gathering, organizing, selecting, synthesizing and distributing information, information systems can significantly create value with a product or a service (Currie and Galliers 1999. p 170). Information systems in pharmaceutical industries are known to involve the linkage of information to cater to the needs of the management, to establish system priorities and the actual implementation of such systems.  These usually involve the computerization of data in order to be efficient in the passing of information.  Information Systems are also known to have a “transformational effect” on an organization.  The role is such that it can cause strategic change to usher in innovation, improvements and competitive advantage in the part of the organization utilizing IS (Cullie and Galliers 1999, pp. 381).    According to Robert Thierauf (2001), Information systems play an integral role in an organization’s Business Intelligence systems.  Information systems are utilized so organizations or pharmaceutical industries can make the best decisions.  They “provide the capability to assist decision makers at the highest level to get a better grasp of their operations” Systems arrange and manage information in such a way that a pattern or a model can be established “allowing decision makers to extract patterns, trends, and correlations that underlie the interworkings of a company currently and over time” In short, information systems allow an organization to have an in-depth and “a thorough understanding of a company’s operations” (Thierauf 2001 p. xi)    Yet success in Information Systems is difficult to meet.  If not done correctly, Information systems may be “cumbersome, time-consuming, costly to implement” according to Michael Friesen and James Johnson (1995).  Another reason for Information Systems failure is how precisely useless it would be in the part of the management who should be using Information systems as a way to optimize decision-making.  The systems may be effective and adequate for several functions but if they are not suited to meet the needs of the management, they would not meet their very purpose and inevitably fail.  As elaborated above, Information systems are supposed to allow a organization to have a proper clutch of a company’s operation.  Reversing the situation, one may say that a company could meet Information System success if it is able to integrate such systems to the managerial function needs. The Information Systems need to be flexible enough to allow a smooth flow of knowledge transfer allowing “information to support key decisions, at low cost” (1995, p. 58).  Information Systems Success may be attained if it is efficient, if it can be conducive of such an analysis of information.  The keyword is linkage and integration of Information Systems to an organization’s Business Intelligence Systems as also mentioned above.  One of the companies that should have successful Information Systems is the Janssen Ltd. (HK), a pharmaceutical industry.  Janssen Ltd. (HK) is able to distribute its products all over in world.  It is a challenge to maintain IS success when the company of origin is half the world away.    They were able to maintain successful Information Systems by constant communications.  The head company is always informed of the “new product on the shelves” of the world market.  Effective Information Systems knows what to look for and how to use the information.  In Janssen Ltd (HK) case, it knew that it must analyze each new product on the worlds market’s shelves.  Such information will be stored in a database and be used to find updates on “content, innovation (and) packaging”. Successful Information Systems have comprehensive consumer needs and buying habits databases containing data not only on its international rivals but also local rivals.  This also involves the trends in prices (Backman 2003, p. 10).    The following data indicates the sales report of pharmaceutical companies in 2004 and summary of sales (i.e. 2004 and 2005) of Janssen Ltd. (HK) in order to see the trends of their prices and profits.      Table 1       Table 2     Table 3   Janssens’ Business Performance Over the years, the effective measurement of business performance has become a necessity to any firm to the point that such action is imperative for the firm’s competitiveness. Logically, this can be attributed to the fact that to be able to monitor performance effectively, firms will have the opportunity to draft better plans and to find areas on which improvements are needed. Performance measurement is basically intertwined with the firm’s efficiency and effectiveness (Neely, Gregory and Platts, 1995). The relationship between the variables can be seen on the meaning of performance measurement – that performance measurement is “…the process of quantifying the efficiency and effectiveness of action” (Neely, Gregory and Platts, 1995, p.80). By knowing the efficiency and effectiveness of the organization in both internal and external context, the firm’s strengths and weaknesses will be identified, thus making the firm more flexible and agile.               Because of the need for an effective business performance measurement, there has been a general initiative among the business community to replace traditional measurement systems (Neely, Gregory and Platts, 1995). Interests turned into how organizations can replace their traditionally cost-based measurement systems with ones that reflects their current objectives and environments (Kennerly and Neely, 2002). Reasons for this trend includes: the increase rapid changes in the business environment; and the increasing dissatisfaction in traditional business performance measurement (McAdam and Bailie, 2002). This led to the development of a range of business improvement models to help companies in their performance measurement tasks. Through the sales report presented previously, the researcher conducted a SWOT analysis.   SWOT Analysis   The type of and number of interfaces (whether IT internal or third party) for the modified function can greatly impact the completion of the task or process. Consideration also needs to be given to what the impact is to the task that remain internal and are not modified. Where possible the sharing of responsibility for network management processes, functions and instruments should be avoided. A single point of responsibility in network management is extremely important to avoid finger pointing when network faults need to be detected, determined and eliminated. Responsibilities should not be shared between individual persons or work groups (Terplan 1995:321). Great care needs to be given to the interdependencies of IT functions that make up the completion of one process.   The following chart provides a snapshot ‘Strengths, Weakness, Opportunities, Threats’ (SWOT) analysis, analyzing the possible performance of Janssen (HK) Ltd. in terms of sales productivity by modification of the Information System.    Strengths and Opportunities of IS Modification in Janssen (HK) Ltd. <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal">Access to skills</li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal">Improved quality of service, achieve guaranteed service levels</li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal">Defined service levels</li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal">Focus on core business</li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal">Additional Flexibility Access to skills</li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal">Access to technology Additional Flexibility Access to skills</li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal">Improved performance parameters</li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal">Cost savings</li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal">Change fixed asset base</li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal">Improved balance sheet by removal of fixed assets</li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal">Increasing range of supply </li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal">Changing emphasis of IT activities to integration rather than creation.</li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal">Increased control through contract for results </li> </ul> ➥ To provide single point of contact and responsibility for all communication management. Specific to network functions (Muller 1996:450) ➥ To improve the management of communications problems and reduce their incidence ➥ To simplify operations through standardization of facilities, network architectures and procedures. ➥ To reduce the number of personnel involved in day-to-day operations & redeploy these resources to core business concerns. ➥ To effectively manage equipment inventories, vendor warranties, license agreements and maintenance schedules. ➥ To do all of the above more efficiently and more economically, while providing higher quality services to end-users. <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal">Eliminates delays caused by vendor and carrier etc. (e.g. finger pointing)</li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal">Expedites ordering processing </li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal">Reduces times spent on invoice reconciliation </li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal">The company is buffered from the effects of technical staff turnover.</li> </ul>      Weaknesses and Threats of IS Modification in Janssen (HK) Ltd. <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal"> Inadequate human resources</li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal"> Inadequate change management</li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal"> An inability to take advantage of new and emerging technologies and lower than expected cost savings</li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal"> Lost money either directly as a result of not achieving anticipated cost savings or indirectly through having to resume expenditure on IT</li> </ul> ·        Reduced customer service level or increased inefficiency <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal"> Additional management time to balance different units, need to allow different management and organizational cultures if the businesses are vastly different.</li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal"> Damage to staff morale</li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal"> Cultural mismatch</li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal"> Service provider dependency</li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal"> Lack of flexibility</li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal"> Requirement for long term commitment</li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal"> Possible breaches of privacy</li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal"> Lack of control of information.</li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal"> Deficient performance during transition period. </li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal"> (Re) internalizing an outsourced operation can be extremely difficult. Deficient performance during transition period. Inadequate human resources</li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal"> High risk involved in hidden costs, potential cost escalation. Charging of excessive fees for services that the company assumes the contract covers</li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal"> The threat of opportunism where vendors take control of the client’s IT function and may take advantage of the clients.</li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal"> The investment of the organization in equipment infrastructure, as well as the skills, expertise and knowledge of their staff regarding that equipment infrastructure and the data itself is all lost when the IT function is modified (Hirschheim, R. and Lacity, M.C. 1993)</li> </ul>     Synthesis Based on the discussions above, it is found out that information is a key resource of Janssen (HK) Ltd., together with people, finances and material assets. Thus, it is accepted to state that information is a business issue. The discussion above revealed that through effective information management of the organization’s resources and systems, organization administrators can add value to the services delivered to customers, reduce risks in the organization’s business, reduce the costs of business development and service delivery and encourage improvement in internal business processes and external service implementation. On the other had, it is recommended that when developing an information system just commence to make sure it produces important information and not data. It is better to build a report that is ideal for a specific need then to make a report based on a predefined concession between several users. The shaped information will have value and increases insight into information needs and the way the business is looked at. Adding more and more information to the system and solving the problems as they occur will eventually lead to a system as mentioned. In fact, that is the way any functional Information System is developed. Having an experienced team helping you take the first steps and educating your staff in the first period can make all the difference.                         To completely evaluate the information management of the organization, it is advisable to adopt the devised decision making model. The model consists of the following steps: v     identify and define the problem; v     identify the desired goal or condition; v     consider obstacles to the goal or condition; v     identify alternatives; v     examine alternatives; v     rank alternatives; v     choose the best alternative ; v     evaluate the actions.                         Finally, the use of the quantities in decision-making model helps us to minimize mistakes.  Aside from the steps above, it is also recognized to list all the alternatives, identify future events that may occur, and construct a pay-off table in making effective decisions.   References: Backman, M. and Butler, C. 2003. Big in Asia: 25 Strategies for Business     Success. New York: Palgrave, Macmillan   Currie, W. and Galliers, W. 1999. Rethinking Management Information Systems:    An Interdisciplinary Perspective. Oxford: Oxford University Press.   Friesen, M.E. and Johnson, J.A. 1995. The Success Paradigm: Creating      Organizational Effectiveness through Quality and Strategy Conncticut:             Quorum Books   Hirschheim, R. and Lacity, M.C. 1993. “Information System Outsourcing – Myths, Metaphors and Realities”, John Willey & Sons Ltd England.   Kennerly, M. and Neely, K. 2002. A framework of the factors affecting the        evolution of performance measurement systems. International Journals of                         Operations and Production Management, Vol.22, No.11; pp.1222-1245.   McAdam, R. and Bailie, B. 2002. Business Performance Measures and         Alignment Impact on Strategies. International Journal of Operations and   Production Management, Vol.22, No.9; pp.972-996.   Muller N.J. 1996. “Network Planning, Procurement and Management”. McGraw-     Hill Companies Inc USA.   Neely, A., Gregory, M. and Platts, K. 1995. Performance measurement system          design: A literature review and research agenda. International Journal of    Operations & Production Management, Vol. 15 No. 4; pp. 80-116.   Simpson, N. 1994. What’s News in the Information Revolution?, Educom Review,   Vol. 29, No. 5, pp. 64-66.   Terplan K. 1995. “Benchmarking for Effective Network Management”. McGraw-       Hill Companies Inc. USA.   Thierauf, R.J. 2001. Effective Business Intelligence Systems Connecticut:    Quorum Books. Credit:ivythesis.typepad.com

Review of Related Literature Sample on Janssen HK Ltd

Chapter 2 Review of Related Literature This part of the study shall be discussing the findings of related researches to this st...

Review of Related Literature Sample on Janssen HK Ltd

Review of Related Literature Sample on Janssen HK Ltd

Chapter 2 Review of Related Literature This part of the study shall be discussing the findings of related researches to this st...