Communism in Cuba Positive or Negative for Its Citizens

Communism is a system of government in which the state plans and controls the economy and a single party holds power, claiming to make progress toward a higher social order in which all goods are equally shared by the people. The idea of communism started in the 19th century by Karl Marx and Friedrich Engals. When communism first started it was an idea of a society based on common ownership of property. That idea eventually turned political and communism turned into a government. There have been communist groups in Cuba since the early 1920’s and it eventually grew into the only political party in the country. Over the years there have been many debates on what is the goal of communism in Cuba. The majority of people believe that communism†¦show more content†¦The Cuban people have been under the harsh dictatorship of both Felgenico Batista and Fidel Castro. They both had very strict policies and gave the Cuban people limited or no freedom at all. Batista and Castro w ere similar but yet different. One major difference that they had was that Batista was friendly with the United States and he had respect for American interest. On the other hand Fidel Castro hasn’t been as friendly with the United States, so the U.S has a trade embargo that restricts and American company to do business with Cuba and also U.S citizens are prohibited from traveling to Cuba unless for special circumstances. Felgenico Batista While Felgenico Batista was running Cuba many American companies grew rich off of Cuban resources while the Cuban people remained poor. An American mobster named Meyer Lansky came to Cuba to open a hotel. The mobster gave Batista 10% of the profits of the hotel and casino, so Batista became wealthy off of that. Batista became very wealthy off of American business and also organized crime. Meyer Lansky also turned Havana into a drug port. Batista did very little to help the Cuban citizens. While running Cuba Batista did not offer the people neither health care nor education. So many Cubans lived in poverty. When they became ill they wouldn’t be able to go to a doctor because they wouldn’t be able to afford it. When Batista took over the country inShow MoreRelatedA Brief History of Cuba1225 Words   |  5 PagesCuba’s people were slaves, outraged slaves began to rebel with the intention to win independence from the Spanish. In April of 1898 Spa in and Cuba went to war with Americas involvement which resulted in the Treaty of Paris in August of 1898 where Spain ceded Puerto Rico, Philippines, Cuba, and Guam. On May 20, 1902 The United States of America allowed Cuba to gain its independence. The newly written constitution stated that the United States retained the right to intervene in Cuba’s affairs. In 1933Read MoreFidel Castro And The Cuban Revolution1367 Words   |  6 PagesHavana, Cuba, having overthrown corrupt dictator Fulgencio Batista the week earlier. 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In your discussion you must refer to at least 3 countries, which have adopted communism and examine its success and failures and the reason behind both. You must also examine the role Marxism plays in Communist ideology. Communism is an economic and social system in which all, or nearly all, property and resources are collectively owned by a classless society and not by individual citizens. 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McLaren Group of Companies Free Essays

string(82) " subsidiaries of the main company while others are completely separate companies\." Executive Summary The McLaren Group of Companies is often regarded as a â€Å"small conglomerate† as the company has several subsidiaries in related areas related to car business such as McLaren Applied Technologies, McLaren Electronics, and McLaren Marketing. However, one of the subsidiaries of the company is Absolute Taste which is a catering company and is one of the diverse businesses of the group separate from their car manufacturing business. McLaren Group caters to a niche market segment which is how it attempts to conquer the obstacles and market barriers prevalent in the mass car market. We will write a custom essay sample on McLaren Group of Companies or any similar topic only for you Order Now Moreover, the company adopts a medium level of diversification in its product portfolio as most of its businesses are interlinked or synergized while Absolute Taste and McLaren Automotives are slightly diverse. However, while operating in the contemporary business environment, McLaren Group operates on the historical perspective of diversification as it can be considered to be anti-competitive. Introduction and Background: The McLaren Group was created by Rob Dennis and is based at McLaren Technology Centre in Surrey, England. The company is now referred to as a â€Å"small conglomerate† and was initially established by a New Zealander by the name of Bruce McLaren in 1963. The company’s main focus is on the Vodafone McLaren Mercedes Formula One Racing Team. The McLaren Group now hopes to expand into manufacturing cars rather than just focusing on Formula One and has planned the launch of the McLaren P1, which is the successor to the McLaren F1. Recently, the group has diversified into other areas such as wind devices and other vehicles (McLaren, 2011). The McLaren group has several subsidiaries as it has recently diversified its operations into different areas. The subsidiaries include McLaren Racing which is one of the most successful teams prevalent and ranks second after Ferrari as the oldest active team, winning 182 races, 12 drivers’ championships, and 8 constructor’s championships. The second subsidiary is McLaren Electronic Systems which is also a member of the McLaren family and is a supplier to Vodafone McLaren Mercedes. McLaren Electronics is responsible for supplying the powertrain control system, software, sensors, components, and ECU’s for the Formula One car as well as other cars present in the Formula One group. McLaren Applied Technologies is responsible for creating technical applications for the McLaren group and also provides services to other teams in involved in sports activities, defence, other automotive sectors, and health and wellness sectors.. McLaren Marketing is another subsidiary of the McLaren group and is primarily responsible for the marketing and promotional activities of McLaren Racing. Another subsidiary of the McLaren group is Absolute Taste which caters to a different business segment than the other businesses of the McLaren group. Absolute Taste is based in London and is a catering company which caters to the needs of numerous private parties including parties of celebrities (McLaren, 2011). McLaren Automotive is not a subsidiary of the McLaren group but is a separate company altogether. The company is a high-end manufacturer of high performance vehicles. The company is in close collaboration with McLaren Racing and basically functions as a primary producer of the Formula One car. The new McLaren Production Centre has been opened near Woking in 2012 and is estimated to value at ?40 million. The production of the MP4-12 C sports car is due to reach a grand 4000 by 2015 (McLaren, 2011). As the company has diversified into various markets, there were various obstacles and strategies that the company had to conquer and implement. This report will focus upon the strategy the McLaren group implemented in order to enter the mass car market, define the level of diversification that the McLaren group implements, and discuss the McLaren Group’s approach to diversification compared to the historical perspective discussed by Guld and Luchs (1993). Market Entry Barriers in Mass Car Market: There are several market entry barriers in the mass car market as competition is high and there are many highly renowned firms competing for market share. However, as the McLaren Group has attempted to penetrate the car manufacturing market, they had to conquer many obstacles and market entry barriers. The McLaren Group was already rather popular in related market segments to car manufacturing such as the production of the Formula One racing car and McLaren Racing team. Thus, the company had relevant market experience as well as a market reputation to enable the company to gain consumer confidence. This was one of the methods in which the company was able to conquer the market entry barriers prevalent in the mass car market (Melvin, 2006). However, the fact also remains that the McLaren Group is manufacturing cars catering to a niche market segment and are not focusing on catering to the mass market. McLaren Group has produced a highly expensive premium vehicle which is not for ordinary use but is used by racers, collectors, and/or the elite class who are interested in buying a premium vehicle. Thus, the target market that McLaren Group is focusing upon is not interested in options such as Ford, General Motors, Honda, Toyota, or other alternatives. Hence, these brands are not substitutes for the vehicles made by the McLaren group. The McLaren Group is more focused upon producing street cars and competing with brands such as Lamborghini, Ferrari, and others. The McLaren Group’s main point of focus is performance and quality and thus they are able to charge a premium price (Melvin, 2006). Accordingly, the McLaren group is catering to a niche market segment instead of catering to the mass market. Thus, they are better able to deal with the pressure from competitors and attract a certain segment of customers towards their cars. This significantly reduces the level of competition that the McLaren Group has to deal with (Melvin, 2006). Level of Diversification: The McLaren Group has a number of businesses in various market segments which have all been mentioned above. Some of the businesses are operating as subsidiaries of the main company while others are completely separate companies. You read "McLaren Group of Companies" in category "Essay examples" However, when analyzing the level of diversification that the McLaren group incorporates into its portfolio mix, there are a number of considerations that must be made. First of all, it is important to note that previously large companies with many unrelated businesses were a source of high scrutiny in the past. Such businesses were highly criticized for being anti-competitive as they would expand into many areas of expertise and aim to force other competitors out of business. However, in recent times, such firms are accused of being uncompetitive as they do not add value across all of their businesses and are operating at a loss. Hence, in current times it is generally considered that diversified companies are not necessarily successful but may be highly unsuccessful if a high level of diversification is employed in the business (Goold Luchs, 1993). When considering the McLaren Group, it is evident that the company does have a portfolio mix which is diversified into various market segments such as electronics, technology, racing, catering, and car manufacturing. However, it is not completely evident that the McLaren Group has over- diversified into completely unrelated businesses and is not adding value to their business (Goold Luchs, 1993). The description of the subsidiary businesses mentions that businesses such as McLaren Applied Technologies, McLaren Electronics, and McLaren Marketing are all catering to the core business of McLaren Racing. While these businesses also apply their expertise in catering to the core business of McLaren Group, they have additional clients in the industry to which they cater to. Thus, they are benefitting their own business and gaining revenue from catering to other clients as well (Guuld Luchs, 1993). However, the McLaren Group is also diversified in a few markets such as in the catering market with their subsidiary Absolute Taste. While this business caters to the private catering needs of celebrities and serves food on private jets, this business is rather unrelated to the other subsidiaries of the McLaren Group which all cater to the electronic and technological needs of McLaren Racing. Hence, while all of the other subsidiaries of the group are related to cars and solutions related to the cars that the McLaren Group focuses upon, the business of Absolute Taste is not related to cars and is catering to a completely different area of business (Johnson et al, 2011). Accordingly, the level of diversification of the McLaren Group is complex as they are not completely catering to unrelated market segments but have some businesses which are not as closely linked or inter-linked with one another. The McLaren Group is regarded as a â€Å"small conglomerate† as a â€Å"conglomerate† refers to a company that operates in many unrelated businesses. Hence, it can be said that the McLaren Group does incorporate a medium level of diversification in their product portfolio (Johnson et al, 2007). Upon closer inspection, it can be concluded that the McLaren Group has opted to â€Å"stick to the knitting† as they have not diversified widely but have stuck to businesses they know best and where their expertise lies. However, the McLaren Gtoup does operate in different markets and requires different areas of expertise in its various businesses such as marketing, technical expertise, electronic expertise, and others. The expertise required in most of its businesses is related to cars although there are various types of skills required in each business. Nevertheless, most of the businesses in McLaren’s Group can be said to have stuck to the knitting and are not highly diversified as all are catering to the particular needs of cars. All of these businesses are interlinked except for Absolute Taste which is diverse from the other businesses of the McLaren Group (Johnson et al, 2011). It can also be said that the businesses of McLaren Group provide synergy with one another as they are all interrelated and provide skills and benefits to one another. McLaren Electronics works on finding electrical solutions to McLaren Racing, while McLaren Marketing seeks to perform the marketing and promotion activities of McLaren Racing. Hence, all of the businesses add value to one another and provide a combination of skills and benefits to one another. While this is a difficult model to implement, the McLaren Group seems to be implementing it quite effectively as the subsidiary companies perform tasks for the core company and also for other clients. Moreover, in this manner, the company is focusing upon its core competencies and strengthening them by horizontally integrating with other related businesses in order to strengthen and provide for the core business (Johnson et al, 2007). Hence, in conclusion, McLaren Group’s level of diversification can be labeled as medium as they are diversified into business which are mainly related to cars and provide synergy with one another. Their separate business which is not directly linked with their core business is Absolute Taste which is a catering company. McLaren’s Approach to Diversification: Previously, large diverse firms were regarded as â€Å"conglomerates† and it was considered that these firms were up to† no good† as they branched out into different markets and sought to drive out competition by catering to several different market needs themselves. Such firms were considered to be too big for their own good and were not seen as socially responsible or healthy firms as they were anti-competitive. They were termed as anti-competitive because they did not give other businesses a chance to compete with them and monopolized the market themselves. As monopolies are not considered healthy for consumers, such firms were previously perceived negatively (Karlsen, 2011). However, the contemporary perspective towards such firms is completely the opposite of the historical perspective as these firms are regarded as being up to â€Å"no good† because they are not adding value to themselves or to their other businesses. Hence, such firms are now regarded as uncompetitive (Karlsen, 2011). Accordingly, McLaren Group’s strategy toward diversification is in line with the historical perspective of diversification as the diversification strategy seems to be anti-competitive. The group seeks economies of scale and other benefits by providing all additional services in line with their core business themselves. Hence, they do not seem to be allowing other businesses to provide services for them and seem to be attempting to cover all aspects regarding their car-related business themselves. They provide technical applications, marketing solutions, and electrical solutions for their racing team and the cars they produce. Hence, while catering to other clients as well, they use their own company to perform the tasks related to the car-related business (Karlsen, 2011). Conclusion: From the analysis conducted, it is evident that the McLaren Group is not as diverse as some other companies are but is operating in a synergized environment which has many interlinked businesses providing benefits to one another. Hence, the McLaren Group can be termed as a â€Å"small conglomerate† and is operating according to the historical perspective of diversification. References Goold, M. And Luchs, K. (1993) ‘Why diversifyFour decades of management thinking.† Academy of Management Executive. Vol. 7:3, pp.7-25 Johnson, G., Scholes, K. and Whittington, R. (2011). Fundamentals of Strategy. Prentice Hall Karlsen, O. (2011) â€Å"Racing Towards Sustainability: Formula One and Corporate Social Responsibility†. Norwegian University of Science and Technology. Student Thesis. McLaren (2011) McLaren Official Website. [online] Accessed on: March 16, 2013 Available at: http://www.mclaren.com/ Melvin, J. (2006) McLaren Technology Centre. Architectural Design. Vol. 76:1 pp.110-113 How to cite McLaren Group of Companies, Essay examples

Ancient Peruvian Ceramics Of The North Coast Essay Example For Students

Ancient Peruvian Ceramics Of The North Coast Essay The first pottery pieces found in Peru were made somewhere between 1500 and 1000 b. p. The pieces were found in the central Andean region where a religious cult lived. This cult was called ChavÃÆ'Â ­n, after the best known ceremonial center, ChavÃÆ'Â ­n de HuÃÆ'Â ¡ntar. The religious center was the home to massive temples that were highly embellished with low relief sculptures of gods, animals, and symbols. The pottery found in the area where vessels that were well made and highly decorated with a similar motif as the temples. But the evolution of Peruvian pottery becomes somewhat confusing and complex after this first civilization of potters. There is a division of people into the North Coast and the South Coast. The split created two styles of pottery, although similar, they never quite merge. I am only going to talk about the north coast traditions. On the North coast there are five cultures that evolve into the dominant Mochica style, which was one of the most vigorous and prosperous cultures of Ancient Peru. The next earliest North Coast style, other than the ChavÃÆ'Â ­n, started with the Cupisnique people in the Chicama valley. Their ceramics closely resembled those of highland ChavÃÆ'Â ­n. They were well made and polished, though somewhat thick walled and heavy. The type of firing used produced a dark semireduced ware that varied from brownish gray to carbon black in color. Decoration consisted of bold, curvilinear human, feline, and birds of pray heads, eye patterns, pelt markings, and other brief symbols of geometric devices. In the valley to the south of the Cupisnique were the Salinar people who sometime during the fifth century b. p. oved into the north coast of Peru and spread its influence throughout the Cupisnique area. Salinar pottery, though deceptively primitive in ornamentation, was technologically superior to that of the Cupisnique. Vessels were made of well-prepared clays that were fully oxidized in firing, making them an even orange color. Cream and red slips were used to accentuate sculptural forms and create flat geometric patterns, but not to draw figurative motifs. The technical advances of the controlled oxidation firing and slip decoration soon had their effect on contemporary Cupisnique ceramics. Personally, I enjoyed the bottle forms they used with their double strap handles that lead from the shoulder of the forms to the one central spout. see figures 1 and 2. This style of vessel seems to continue throughout the centuries. Three other cultures in north coast valleys contributed their pottery style to the over all Cusisnique style that was evolving into the Mochica style. These people were the Gallinazo, Recuay, and VicÃÆ'Â ºs. The Gallinazo constructed double chamber vessels with whistle spouts and a type of decoration called negative decoration where they painted their simple designs on after the pieces were fired. The Recuay also had double chamber vessels but these had one functioning spout and one sculpted, usually an animal or figure. They also used negative decoration but theirswere much more elaborate designs than the Gallinazo vessels. The VicÃÆ'Â ºs lived in the highlands on the Ecuadorian border. They made very sculptural vessels with a stirrup handle and central spout. see figures 3, 4, and 5 Although a hand full of VicÃÆ'Â ºs artifacts have been found, not much is known about these people, but one can see a visible connection between all of these different cultures and the Mochica style that evolved out of them. The Mochica civilization flourished for nearly 1000 years and as time passed slight changes in the style could be seen and are chronologically separated into Mochica I-V. The first two are formative phases with lots of experimentation. The third concentrated on a distinctive art style, which continued through the forth and gradually declined in the fifth. They expressed many aspects of their culture and daily life in their ceramics. Things like warriors, runners people who run bags of beans were important to the ceremonial life, portraits, religion, gods, and animals were shown on vessels. .u91168eb4db8d443f42b6c03c485f9ee2 , .u91168eb4db8d443f42b6c03c485f9ee2 .postImageUrl , .u91168eb4db8d443f42b6c03c485f9ee2 .centered-text-area { min-height: 80px; position: relative; } .u91168eb4db8d443f42b6c03c485f9ee2 , .u91168eb4db8d443f42b6c03c485f9ee2:hover , .u91168eb4db8d443f42b6c03c485f9ee2:visited , .u91168eb4db8d443f42b6c03c485f9ee2:active { border:0!important; } .u91168eb4db8d443f42b6c03c485f9ee2 .clearfix:after { content: ""; display: table; clear: both; } .u91168eb4db8d443f42b6c03c485f9ee2 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u91168eb4db8d443f42b6c03c485f9ee2:active , .u91168eb4db8d443f42b6c03c485f9ee2:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u91168eb4db8d443f42b6c03c485f9ee2 .centered-text-area { width: 100%; position: relative ; } .u91168eb4db8d443f42b6c03c485f9ee2 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u91168eb4db8d443f42b6c03c485f9ee2 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u91168eb4db8d443f42b6c03c485f9ee2 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u91168eb4db8d443f42b6c03c485f9ee2:hover .ctaButton { background-color: #34495E!important; } .u91168eb4db8d443f42b6c03c485f9ee2 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u91168eb4db8d443f42b6c03c485f9ee2 .u91168eb4db8d443f42b6c03c485f9ee2-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u91168eb4db8d443f42b6c03c485f9ee2:after { content: ""; display: block; clear: both; } READ: Major works in ancient history EssayMochica I was a strong continuation of the late Cupisnique sculptural style. The forms are compact with little suggestion of action, and details are often rendered in incised lines. Faces are generalized, but individual personages are differentiated by costume and accessories, and by distinctive physical traits. The style was not very elaborate. Some slip painting was done and the simple designs were sometimes accented by incised lines. The designs are similar to those of the Salinar, but they sometimes used the geometric designs of the Recuay. In Mochica II they mastered the art of slip decoration and oxidation firing. The ornamentation continued to stay predominantly geometric with some figurative motifs. They did have some relief-decorated ceramics which incorporated two concave sections made in the same mold, usually joined by a bread band of clay into which the stirrup spout was inserted. This mold technique is first type seen in this culture. figure 6 It continues to be used for all sculptural vessels. Sometimes the vessels would require two or more molds, some they used one mold twice. For highly ornamented vessels they would add headdresses and arms after the vessel was assembled and before it was fired. The Mochica III style used much more modeling of the forms and began to lean towards more realistic representations. They began to create highly polished black reduction wares. The oxidized orange ware with cream and red slip decoration was also being used in conjunction with the black ware. This was also the time in history when the Mochica peoples moved out of Moche and Chicama valleys and began to dominate neighboring groups by either military or religious conquests. By the Mochica IV period they had an extensive kingdom established and it brought together the peoples of all the north coast valleys. The ceramics were decorated in flowing, expressive lines and the modeled vessels showed attention to individual detailed ornamentation. But the creative flow in the ceramic styles was hindered somewhat because of a strict militant rule of the warrior-priest class that was beginning. Yet this was still the most creative time for the Mochica people. The final period in Mochica ceramics, due to a collapse of the culture, brought an abrupt termination of the great art tradition that it had expressed so well. The vessels found from this period show a carelessness in painting designs, and less attention to details in the sculptural forms. Many of the figures modeled in to the vessels were warriors dressed for combat. The decline in quality that can be observed, and the nervousness and tension that were expressed in their designs and forms was related to the pressure from the militant expansionist group, the Wari. The struggle between the Mochica and the Wari, was long and fierce, ending in a total collapse of their culture and a loss a 1200 year ceramic tradition.

Organisational factors Essay Example

Organisational factors Essay Purpose: To study and find out the organisational factors which play a significant role in the successful implementation of ERP and finally find out the relation between the factors which helps us in narrow down the factors so that we can get the most influenced factor to concentrate upon. It’s quite difficult for the company to take care of all the factors, so our next aim to find the major factor(s) which have more criticality over the others. Methods: During research project we collected the data from Primary and Secondary source.We prepared around 16 questions and get them answered from the employees and managers of the company who are currently using ERP. Apart from it we interviewed some top management level people for the detailed knowledge and its importance. Findings: After getting the results we found that we can group these factors into three groups according to the impact over the other. Introduction Enterprise Resource Planning (ERP) systems are adopted by many or ganisations to meet various challenges of information flow and competition. ERP systems help to make the key business processes to be automated and integrated in an organization.ERP systems help in timely flow of the information which can help in making efficient strategic decisions. Following pattern is followed, the related literature is reviewed. Then, hypothesis and objective is presented followed by research methodology used for study. Next, observation, findings and analysis are discussed. Finally, conclusion and suggestions are given. Literature Review 2. 1 ERP implementation success Several factors may affect ERP implementation in organizations. These factors include, lack of top management support (Supramaniam and Kuppusamy, 2011; Shah et al. , 2011; Finney and Corbett, 2007; Bhatti, 2005; Wong et al. 2005), business requirement gap (Shah et al. , 2011; Wong et al. , 2005), user involvement (Francoise et al. , 2009; Rasmy et al. , 2005) and vendor support (Al-Mashari et al. , 2006; Thavapragasam, 2003), communication and co-ordination which may cause ERP implementation failure. ERP systems always require changes in work flows which need organizational alignment which requires top management support. Top management commitment and support is noted as a critical factor which has a positive effect (i. e. positively related) on the success of ERP implementation success (Rasmy et al. 2005; Supramaniam and Kuppusamy, 2011, Shanks and Light, 1999; Shah et al. , 2011). Finney and Corbett (2007) also stated that top management support has the 1st most critical success factors regarding ERP success in his research. 2. 2 Organisational factors influencing successful ERP implementation Determining factors that are positioned behind a successful ERP system implementation has been a key research question in previous research. Implementation of an ERP system is a complex process including a great many factors and conditions which can potentially influence successful mplementation. These factors might have a positive effect on the ERP implementation project outcome, whereas the lack of these conditions could create trouble through ERP implementation. Many researchers have recognized that there are many factors that could be critical to the successful implementation of ERP. For example, [36] Somers and Nelson (2004) recognized that there are 22 critical success factors including Top management support, Education on new business processes, User training on software, On the hand, [1] Al-Mashari et al. 2003) found out that thre are 12 critical ERP factors such as ERP selection, project management, training and education, business process management, cultural and structural change management while [39] Umble et al. (2003) divided the factors into 10 categories including Commitment by top management, Clear understanding of strategic goals, Excellent implementation project management, Great implementation team, Successfully coping with technical issues , Organizational commitment to change, Data accuracy, Extensive education and training, Focused performance measures, and Multi-site issues resolved.Based on [12] Dezdar and Sulaimans (2009) work the factors can be grouped into 17 categories which subsequently can be re-organized into three main categories; organizational, project and system. [53] Dezdar (2010) found organizational factors to be quite instrumental in determining the ERP implementation success. This research focus on the following aspects of the organizational factors, i. e. Top management support, Organizational size , cooperation and coordination ,ERP training and education, and role of business vision and mission . These factors are discussed in detail in the following paragraphs. . 2. 1 Top management Top management support, has been emphasized, as a crucial factor in successful ERP implementation by many ([1] Al-Mashari et al. , 2003; [39] Umble et al. , 2003; [47] Zhang et al. , 2005). [29] Ngai et al. (2008), discussed that top management support, plays a significant role in the ERP implementation success because ERP are normally done on a large-scale and require extensive resources. Top management support has two major aspects or factors in ERP implementation projects: providing the necessary resources and providing leadership.Even the survey done for this project has shown the same results that management plays a very critical role in successful ERP implementation. 2. 2. 2 Training and education As mentioned earlier ERP is a complex system thus adequate training and education must be provided so that the users to use them effectively and efficiently ([8] Correa and Cruz, 2005; [47] Zhang et al. , 2005; [3] Bradley, 2008) and with ease. Training and education would enhance the users level of knowledge, understanding and efficiency, thus increasing individual performance and subsequently organizational performance. [27] Nah et al. 2003) stated that sufficient training can increase the pr obability of success of ERP system implementation, while inappropriate or no training can hinder its success greatly. Adequate training and education may also help the organization to build positive feelings towards the system. More important it may help ERP users to adjust to the organizational change-taking place with the implementation of the system. In addition, training increases ease of use, user acceptance and reduces user resistance, which, in turn, enhances the likelihood of ERP systems use and success ([3] Bradley, 2008). 2. 2. 3 Business mission:In order to successfully run a business, an entrepreneur needs a clear vision as to where the business is going. In other words, a business needs to know what its purpose is and where it is going. A mission statement is the perfect tool to develop in order to define a new businesss purpose, activities, and values . A mission statement should act as a lighthouse. If a company loses track of itself, it will be able to look back on t heir mission statement and be reminded of their overall purpose. In general, a mission statement should inform your workers and customers what the business is all about and where it is headed.A mission statement helps p a business to create a culture that is integrated with its overall purpose For purposes of this study, two notions, i. e. organizational mission and goals from the strategic management literature, are used to describe business vision. That said, many organizations in fact adopt ERP to meet their organizational objectives (business vision) ([8], [9] Davenport, 1998, 2000; [5] Bingi et al. , 1999). Sadly, it has been observed so far that many organizations fail to articulate their IT implementation strategy vis-a-vis overall business vision ([24] Keen, 1993; [10] Deloitte Consulting, 2000 According to [9]Davenport (2000), companies with a desire to implement ERP must be clear about their strategic intent before going for such an exercise. He quotes: In the same categor y of things that need to be settled beforehand if youre going to get value from an [ERP] is the notion of strategic clarity certainty as to what business the company is in [ ] ([9] Davenport, 2000, p. 47). 2. 2. 4 Organisation Size The journal â€Å"The impact of organization size on enterprise resource planning (ERP) implementations in the US manufacturing sector† clearly states that organisation’s size plays a very important role in successful ERP implementation.The greater the size more the need to use standardized ERP for proper information flow. In the research done, it has been found out the organizations having branches ;gt;10 are implementing ERP package. 2. 2. 5 Employee resistance The research document â€Å"Resistance to change and ERP implementation success: the moderating role of change management initiative†. It clearly states that employee resistance plays a very important role in success of ERP. Even the research conducted stated the same result s. 2. 2. 6 Standardization of single packageThe research document â€Å"Understanding the Impact of ERP Standardization on Business Process Performance† states that standardization on a single ERP package contribute greatly in success of ERP implementation. Even the study conducted also showed the same results. 2. 2. 7 Connectivity across different companies The research document â€Å"Issues in multinational ERP implementation† try to state that connectivity across the organization play significant role in ERP implementation. This research carried out even stated the same results. 2. 2. 8 Range of branches: ERP implementation is beneficial when the organisations have wide range of branches.Various studies has been conducted which tried to state that only companies which has wide range of branches usually go for ERP implementation as it has more benefits in terms of information flow and resource allocation. Research Objective: â€Å"Our objective is to find out that o rganisational factors play a significant role in successful ERP implementation. † The relationship between each factor and the success of the ERP implementation is analysed in this research. The research analyses the data and information taken from various companies. Hypothesis: Null Hypothesis (H0):Organisational factors does not play significant role in successful ERP implementation. Alternate Hypothesis (Ha): Organisational factors play significant role in successful ERP implementation. Methodology: The methodology which we used in finding the survey data is from Primary and Secondary source both. We first examine the existing literature on critical success factors of ERP implementation (Secondary Data) and then assess the company perception on the criticality of these factors (Primary Data). The questionnaires were distributed to selected managers and employees of companies adopting ERP systems.We also gathered some data by taking interview of the Top management of some pr estigious company. This approach helps us in finding out various factors from practical scenario which really helps in the success of the ERP implementation. Few companies from where we gather the data are:– TCS, Ford, LnT, Renault, Daimler, Microsoft, Motherson Sumi Systems, John deer, Tyco, NCR Co. India Pvt. Ltd. , Yamaha motors Pvt. Ltd. , Infosys, and some experienced and knowledgably faculties of prestigious B-Schools e. g. IMT Hyderabad. Later we find the criticality of every factor by: Factor Analysis and Regression.We took 100 samples but only 54 relevant responses were found out. Number of sample questions in each survey are 16, some questions are objective type which can be answered on the likert scale and some are descriptive type because we are interviewing or gathering the data from the top management and employees of the company about the major factors and their importance. Therefore, we presented the mixed types of questions. While doing the project we come ac ross few limitations of the research: Firstly, the ERP implementation success dimensions were measured using subjective and perceptual measures.This was due to the difficulty in securing the related factual data from the participating organizations. Secondly, there can be some biasness in giving the data, as the companies who are currently in use of ERP and spend so much will give the biased information. The questionnaire is attached in annexure with all the responses from the industry i. e. primary source. Results: Linear  Regression  Results| The  REG  Procedure Model:  Linear_Regression_Model Dependent  Variable:  Success  in  implementation(Benefi  Success  in  implementation(Benefit  perception+Increase  in  satisfaction  level)| | Number of Observations Read| 52|Number of Observations Used| 52| | Analysis of Variance| Source| DF| Sum of Squares| Mean Square| F Value| Pr  ;gt;  F| Model| 8| 44. 19446| 5. 52431| 6. 46| ;lt;. 0001| Corrected To tal| 51| 80. 98077|   |   |   | Error| 43| 36. 78631| 0. 85550|   |   | | Root MSE| 0. 92493| R-Square| 0. 5457| Dependent Mean| 5. 51923| Adj R-Sq| 0. 4612| CoeffVar| 16. 75831|   |   | | - - - Note:  Model  is  not  full  rank. Least-squares  solutions  for  the  parameters  are  not  unique.Some  statistics  will  be  misleading. A  reported  DF  of  0  or  B  means  that  the  estimate  is  biased. | - Note:  The  following  parameters  have  been  set  to  0,  since  the  variables  are  a  linear  combination  of  other  variables  as  shown. | Top Management Influence =| 4 * Intercept| | | | Parameter Estimates| Variable| Label| DF| Parameter Estimate| Standard Error| t  Value| Pr  gt;  |t|| Intercept| Intercept| B| 3. 28844| 1. 89106| 1. 74| 0. 0892| Standardization of Single Packag| Standardization of Single Package| 1| 0. 10219| 0. 08832| 1. 16| 0. 537| Top M anagement Influence|   | 0| 0| . | . | . | Connectivity across different co| Connectivity across different companies| 1| 0. 19473| 0. 08456| 2. 30| 0. 0262| Organizational Size|   | 1| -0. 23147| 0. 19982| -1. 16| 0. 2531| Range of branches|   | 1| 0. 29018| 0. 11756| 2. 47| 0. 0176| Less degree of employee resistan| Less degree of employee resistance| 1| -0. 22751| 0. 17244| -1. 32| 0. 1940| Coperation and Cordination|   | 1| 0. 65358| 0. 24454| 2. 67| 0. 0106| Role of Business mission and vis| Role of Business mission and vision| 1| -0. 38776| 0. 23768| -1. 63| 0. 101| Training and Development|   | 1| 0. 35042| 0. 19639| 1. 78| 0. 0814| | Correlation of Estimates| Variable| Label| Intercept| Standardization of Single Packag| Connectivity across different co| Organizational Size| Range of branches| Less degree of employee resistan| Coperation and Cordination| Role of Business mission and vis| Training and Development| Intercept| Intercept| 1. 0000| -0. 2150| -0. 3886| -0. 7468| 0. 2264| -0. 4380| -0. 4969| -0. 5696| -0. 4536| Standardization of Single Packag| Standardization of Single Package| -0. 2150| 1. 0000| 0. 2258| 0. 1309| 0. 0552| 0. 0616| -0. 1327| 0. 2571| -0. 917| Connectivity across different co| Connectivity across different companies| -0. 3886| 0. 2258| 1. 0000| 0. 2307| 0. 1232| 0. 4621| -0. 0188| -0. 0187| 0. 3353| Organizational Size|   | -0. 7468| 0. 1309| 0. 2307| 1. 0000| -0. 1477| 0. 0832| 0. 3870| 0. 1966| 0. 2829| Range of branches|   | 0. 2264| 0. 0552| 0. 1232| -0. 1477| 1. 0000| -0. 1528| -0. 1183| -0. 4683| -0. 2168| Less degree of employee resistan| Less degree of employee resistance| -0. 4380| 0. 0616| 0. 4621| 0. 0832| -0. 1528| 1. 0000| -0. 0598| 0. 3169| 0. 3236| Coperation and Cordination|   | -0. 4969| -0. 1327| -0. 0188| 0. 3870| -0. 183| -0. 0598| 1. 0000| 0. 0296| -0. 1252| Role of Business mission and vis| Role of Business mission and vision| -0. 5696| 0. 2571| -0. 0187| 0. 1966| -0. 4683| 0. 3169| 0. 0296 | 1. 0000| 0. 0922| Training and Development|   | -0. 4536| -0. 1917| 0. 3353| 0. 2829| -0. 2168| 0. 3236| -0. 1252| 0. 0922| 1. 0000| | | Factor  Analysis  Results| The  FACTOR  Procedure| | Input Data Type| Raw Data| Number of Records Read| 52| Number of Records Used| 52| N for Significance Tests| 52| | | Generated  by  the  SAS  System  (Local,  W32_VSHOME)  on  February  24,  2013  at  7:27:27  PM| | | Factor  Analysis  Results| The  FACTOR  ProcedureInitial  Factor  Method:  Principal  Components Prior  Communality  Estimates:  ONE  Ã‚  Ã‚  Ã‚  | | Eigenvalues of the Correlation Matrix: Total = 8 Average = 0. 88888889| | Eigenvalue| Difference| Proportion| Cumulative| 1| 2. 11694553| 0. 24953625| 0. 2646| 0. 2646| 2| 1. 86740928| 0. 50755333| 0. 2334| 0. 4980| 3| 1. 35985595| 0. 49497679| 0. 1700| 0. 6680| 4| 0. 86487917| 0. 32219842| 0. 1081| 0. 7761| 5| 0. 54268075| 0. 02774770| 0. 0678| 0. 8440| 6| 0. 51493305| 0. 0 7920770| 0. 0644| 0. 9083| 7| 0. 43572535| 0. 13815443| 0. 0545| 0. 9628| 8| 0. 29757092| 0. 29757092| 0. 0372| 1. 0000| 9| 0. 00000000|   | 0. 0000| 1. 0000| 3  factors  will  be  retained  by  the  MINEIGEN  criterion| Factor  Pattern| |   | Factor1| Factor2| Factor3| Standardization of Single Packag| Standardization of Single Package| 0. 69014| -0. 26162| -0. 23207| Top Management Influence|   | 0. 00000| 0. 00000| 0. 00000| Connectivity across different co| Connectivity across different companies| -0. 49203| 0. 54147| -0. 48463| Organizational Size|   | -0. 55073| -0. 48025| 0. 33725| Range of branches|   | 0. 20013| 0. 34213| 0. 80756| Less degree of employee resistan| Less degree of employee resistance| 0. 17237| -0. 68893| 0. 30760| Coperation and Cordination|   | 0. 7166| 0. 28393| -0. 13602| Role of Business mission and vis| Role of Business mission and vision| -0. 17059| 0. 74207| 0. 43129| Training and Development|   | 0. 73842| 0. 22839| 0 . 07819| | Variance Explained by Each Factor| Factor1| Factor2| Factor3| 2. 1169455| 1. 8674093| 1. 3598560| | Final Communality Estimates: Total = 5. 344211| Standardization of Single Packag| Top Management Influence| Connectivity across different co| Organizational Size| Range of branches| Less degree of employee resistan| Coperation and Cordination| Role of Business mission and vis| Training and Development| 0. 59859241| 0. 0000000| 0. 77015031| 0. 64768308| 0. 80925749| 0. 59896039| 0. 55025088| 0. 76578116| 0. 60353504| | | Generated  by  the  SAS  System  (Local,  W32_VSHOME)  on  February  24,  2013  at  7:27:27  PM| | | | | | | Findings: * The Regression equation is as follows: Success in Implementation = 3. 28844 + 0. 10219 * (Standardization of single package) + 0. 19473 * (Connectivity across different companies) 0. 23147 * (Organizational Size) + 0. 29018 * (Range of Branches) 0. 22751 * (less degree of employee resistance) + 0. 65358 * (Coope ration and Coordination) 0. 38776 * (Role of Business vision and Mission) 0. 35042 * (Training and Development) * R Square Value = 0. 5457 * Significance: 1. Corporation and Coordination, range of branches and connectivity across different companies has t-value ;gt; 2. 2. Standardization of single package and Training ;amp; Development have positive t-values but less than 2. 3. Organizational Size, Less Degree of Employee Resistance and Role of Business Mission and Vision have negative t-value. * In Factor Analysis, the organisational factors as 9 independent variables can be grouped into 3 factors: * Factor1 (Infrastructural and Structural factor)Standardization of single Package Organisational Size Cooperation and Coordination Training and Development * Factor2 (Organizational cultural factor) Connectivity across different companies Less degree of Employee resistance Role of Business Vision and Mission * Factor3 (Size factor) Range of Branches Discussion: Following is the interpr etation from the regression results: * The Organizational factors that have t-value greater than 2 will have significant positive impact on the successful implementation of ERP. These factors are: 1. Connectivity across different companiesFor the Organization to implement ERP successfully it should develop and maintain proper and high connectivity across different companies. 2. Range of Branches The organization which has large range of branches is more likely to be successful in ERP implementation. 3. Co-operation and Co-ordination There must be good cooperation and coordination among the employees working in the organisation as it is very crucial factor for the success of ERP * The Organizational factors that has positive t-value less than 2 will have positive impact on the successful implementation of ERP but not very significant. These factors are: . Standardization of single package All the different functional areas of company like HR, Finance, Marketing, and Sales and distrib ution should be standardize on single ERP package for successful implementation. 2. Training and Development The employees of the company should be given proper training on ERP modules for it to be successful in future. * The Organizational factors that have negative t-value will have negative impact on the successful implementation of ERP. These factors are: 1. Organisational Size If the organization size is small the ERP can be implemented quickly as compared to large. 2.Less Degree of Employee Resistance From our results, we found that the Less Degree of Employee Resistance factor will not contribute more for the successful ERP implementation. 3. Business Vision and Mission From our results, we found that the Business Vision and Mission factor will not contribute more for the successful ERP implementation. * Top Management influence is present everywhere the ERP was implemented. This shows that it is the most critical factor for the successful implementation of ERP. The R square value â€Å"0. 5457† shows that these independent variables are covering about 54% of variation in the output i. . , successful implementation of ERP. When we run the factor analysis we were able to group these 9 independent variables into three factors and these factors contributed about 66% of deviation. 1. The first factor which is the most important factor is having the independent variables as follows: * Standardization of single Package * Organisational Size * Cooperation and Coordination * Training and Development These independent variables show the common element of infrastructure and working structure of the organization. So, the first factor is named as Infrastructural and Structural factor. . The second factor which is the next crucial factor is having the independent variables as follows: * Connectivity across different companies * Less degree of Employee resistance * Role of Business Vision and Mission These independent variables show the common element of organ izational culture. So, the second factor is named as Organizational cultural factor. 3. The third factor is the next crucial factor having only one independent variable as: * Range of Branches This independent variable has the element as size of the organization. So, this factor is named as Size factor.From the correlation matrix we found high correlation among the independent variables that are in the same factor group which confirms our parity of results. Conclusion : The companies which have high connectivity across different companies, high range of branches, high cooperation and coordination among employees, and good training facilities are most likely to effect the successful ERP implementation. From our findings we found that the top management influence was an important and critical factor for success of ERP in companies. Recommendations:For the company to successfully implement ERP it should invest heavily in Training ;amp; Development facilities. It should encourage high c ooperation and coordination among employees. Because the organization cannot concentrate on 9 organizational factors and work upon that. So, we divided the 9 organizational factors into 3 factor groups and the company can choose one of the factor groups that can be Infrastructural and Structural factor. Simultaneously, it can work on the independent variables that are present in this factor to enhance the probability of success of ERP implementation.Sources :http://www. sciencedirect. com/science/article/pii/S0378720601001343ttp://fico-forum. com/? p=147 https://dspace. lboro. ac. uk/dspace-jspui/handle/2134/8091http://www. researchersworld. com/vol2/issue2/Paper_07. pdf

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