Relationship Between Business and IT Strategies at PRASA

Relationship Between Business and IT Strategies at PRASA 1 Introduction 4.1 BACKGROUND TO THE RESEARCH PROBLEM For almost three decades practitioners, academics, consultants, and research organizations have identified â€Å"attaining alignment between IT and business† as a pervasive problem, Luftman and Kempaiah (2007). Gutierrez,Nawazish,Orozco,Serrano and Yazdouni (2007) add that despite the wide acceptance of strategic alignment (the strategic use of Information Technology), there is no consensus on how to achieve alignment and with few references that detail the process, there is no common agreement on the term alignment. Terminology such as linkage Henderson and Venkatraman (1993) harmony, integrated, linked, and synchronocity Luftman and Kempaiah (2007) have been suggested and used. Steiner (1979b) points out that there no consensus as to the meaning of strategy in the business world. An example of the definitions which he uses include the following Steiner (1979a): Strategy is that what executives do they that empower the organization. Strategy is the direction the organization takes which is aligned with it’s purposes and missions. Strategy consists of the important activities necessary to realize these directions. Strategy answers the question: What should the organization be doing to achieve success? Strategy answers the question: What are the means to end? Mintzberg (1994), says that people use strategy in several different ways, the most common being: Strategy is a plan, a how, a means of getting from here to there. Strategy is a pattern in actions over time; for example, a company that regularly markets very expensive products is using a high end strategy. Strategy is perspective, that is, vision and direction. Strategy is position; that is, it reflects decisions to offer particular products or services in particular markets. Porter (1998) states that strategy positioning attempts to achieve sustainable competitive advantage by preserving what is distinctive about a company and that strategy, is the creation of a unique and valuable position, involving a different set of activities, requires that trade-offs be made in competing, to chose what not to do and involves creating â€Å"fit† among a company’s activities. Fit has to do with the ways a company’s activities interact and reinforce one another. To improve the strategic management of information technology, Henderson and Venkatraman (1993), developed a framework which they called the Strategic Alignment Model (SAM). This model was defined in terms of four fundamental domains of strategic choice namely business strategy, information technology strategy, organizational infrastructure and processes and information technology infrastructure and processes. The model is defined in terms of two fundamental characteristics of strategic management namely the strategic fit (the interrelationship between external and internal components) and functional integration (integration between business and functional domains). Luftman (2001) improved on the Henderson and Venkatraman (1993) SAM model by developing the Strategic Alignment Maturity Model (SAMM). The model measures IT–business alignment maturity. Six interrelated components for assessing alignment maturity are identified. These are communications, value, governance, partnership, scope and architecture and skills. The scores an organization achieves for these six components of maturity are then compared to a five-level maturity model to denote the organization IT-business alignment maturity Luftman (2001).The levels range from level one to level five where level five is the highest level of maturity. A higher alignment maturity correlates with higher firm performance measures Luftman (2001). Tying performance measures to strategic goals is a critical step Fonvielle and Carr (2001). A tool to measure performance and to align strategic goals within organisations is the Balanced Scorecard (BSC). The BSC was developed by Kaplan and Norton (1992) to overcome the business’s reliance on financial measures. They contend that reliance on only financial measures does not give a complete overview of the organisations measures. The BSC provided a framework to look at strategy, used for value creation from four different perspectives these being financial, customer, internal business process and innovation and learning Kaplan and Norton (1992).One of the principles recommended by the authors, is that for an organization to be focused on strategy, there needs to be alignment among departments to the strategy of the organisation. The alignment sequence recommended by Kaplan and Norton (2006) starts when the corporate headquarters articulates enterprise value proposition that wil l create synergies among operating units, support units and external partners. This sequence includes aligning IT strategy with the business strategy. 4.1 STATEMENT OF RESEARCH PROBLEM Business and IT strategies at PRASA need to be better aligned. 4.1 What is passenger rail agency of south africa (PRASA)? Appendix A, gives a comprehensive overview of the historical context and the introduction of PRASA taken from the companie’s business plan. Following is a summary of the key issues PRASA was created by Government to advance its agenda for the transformation of the public transport system into a vibrant, efficient one, As part of its strategy, PRASA (2009), to secure the future of its business, PRASA will focus its resources and energies during the current medium term expenditure framework (METF) on the following three Strategic Priorities: Service Excellence within Metrorail, Shosholoza Meyl and Autopax Property and Asset Development, and Technology Upgrade or Modernization of its key transport systems The key objectives identified by Government in addressing the challenges of passenger rail transport moving forward PRASA (2009) are as follows: Sustainable passenger rail service delivery; Improved performance of passenger rail services in terms of the quality and levels of services to passengers; Improved efficiency in the delivery of services; Improved effectiveness of asset management; Effective targeting of subsidies to achieve desired socio-economic transport objectives; Improved oversight by Government; and Improved accountability to the users. 4.1 Why prasa? PASSENGER TRANSPORT CHANGE IMPERATIVES 1..1 The Public Transport Challenge After many years of neglect, the existing commuter transport system, inherited from the apartheid past, has reached saturation levels and is unable to satisfy passenger demands while its infrastructure is not able to meet the requirements of a rapidly changing and modern society. The dysfunctional institutional arrangements have meant poor accountability in the provision of public transport services, which were found to be largely disempowering. Government’s socio-economic and transport policies could not be supported adequately by such institutional arrangements. The country is seeking to move away from the current commuter-based transport provision into a more integrated public transport system that meets growing and changing passenger demands in an efficient, effective and sustainable manner. The twin challenges for public transport is to simultaneously transform through meaningful integration whilst at the same time enhancing capacity through upgrading and modernization to meet long-term need PRASA (2009). 1..2 Inadequate Passenger Service Provision Passenger rail in South Africa faces many challenges as a result of a long history of inadequate investment in rail rolling stock, infrastructure and operations as well as the loss of appropriate managerial and technical (engineering) skills within the industry. The shortage of such critical skills has a direct negative impact on the delivery of services. In the urbanising metropolitan areas the provision of new rail corridors has not kept pace with the rapidly changing urban landscape resulting in limited coverage in key areas of urban expansion with the consequential loss of significant market share. Over time, commuter rail services have continued to fail to respond adequately to changing passenger demands PRASA (2009). 1..3 Customer-Centric Delivery A dynamic and customer-centric public transport system is required where passengers contribute to and shape the service delivery agenda. The need for a Passenger or Quality Charter and the emergence of strong, vibrant structures championing both the interests of passengers and public transport transformation are vital to the development of a public transport system that will effectively respond to the travelling needs of passengers. The past few years has seen the emergence of vibrant, community-based structures championing public transport transformation and demanding quality services from Government and transport service providers. This movement seems to be growing and shows the determination of South Africans to participate in the construction of a transport system that will effectively respond to their demands PRASA (2009). 4.1 PRASA Vision, Mission Values Vision A provider of integrated public transport solutions for improved mobility Two fundamental principles underpin the vision:- Integration – PRASA should facilitate integrating individuals and communities, enabling a better quality of life through access to socioeconomic opportunities Mobility Solutions – PRASA should connect individuals and communities through the provision of public transport solutions that are founded on an integrated network of mobility routes PRASA (2009) Mission Sustainable Public Transport Solutions through Service Excellence, Innovation and Modal Integration PRASA (n.d.) The mission reflects four key intentions:- Service excellence – superior performance that is safe, reliable and affordable, that makes a lasting impression, and builds brand loyalty – both internally (employees) and externally (customers) – that adds benefit to the passenger. Sustainability a focus on sustainable development in business that considers not just the financial ‘bottom line’ of prosperity and profit, but also the other ‘bottom lines’ of environmental quality and social equity. Mobility solutions – reframing the basis of business delivery, favouring innovation, integration and partnerships Integration – safe, seamless dignified travel experiences across all modes of public transport, PRASA (n.d.) Values The values that will guide PRASA, which will underpin the performance ethos of the organization derived from and are guided by the fundamental and progressive human values of the Constitution of the Republic of South Africa:- Service Excellence, Participation, Integrity, Fairness and Innovation, PRASA (2009) 4.1 OPPORTUNITY FOR Passenger Services 1..1 Commuter Rail Services The provision of efficient and affordable public passenger transport services is integral to Government’s drive to create employment opportunities, stimulate economic development and reduce levels of poverty. Enhanced mobility will facilitate greater access to socio-economic opportunities for the urban and rural poor whilst contributing to an efficient transport system to the benefit of all South Africans – highlighting the need for a vibrant public passenger transport network to support sustainable growth and development PRASA (2009). Commuter rail has the potential to be the most efficient, affordable and safe mode of travel. It plays a significant role in key Metropolitan areas such as Cape Town and has the potential to become an important public transport player in all metropolitan areas, significantly contributing to an efficient and reliable public transport system in these areas. Despite the acknowledged increase in the growth of car-ownership and usage, public transport and walking continue to dominate the mobility needs of the majority of South Africans and this is likely to continue for the next decade. Metropolitan areas in South Africa are experiencing rapid urbanization. Rail is in a unique position to facilitate greater integration between land use planning and transport infrastructure provision, and providing security, to private and public sector investment, of stable long-term public transport provision. This is vital to creating sustainable communities where peoples access to economic and social o pportunities is improved. In this context, railway lines need to be positioned, located, aligned with evolving spatial developments and formalised within the statutory planning processes undertaken primarily by local government. The creation of PRASA and the integration of rail and road-based transport services will, over time, provide the user with public transport choices – moving away from a market of captive users to one where dignified travel choice is a real option PRASA (2009). 1..2 Inter-City / Regional Passenger Services Historically, long distance rail and road based services have not received the attention required to make them demand responsive in key market areas including migrant workers, students, tourists and occasional travellers. The Department of Transport’s Public Transport Strategy Action Plan notes that: There is a significant potential for the growth in migrant worker long distance public transport provision. The dominant generators of migrant movement are Gauteng and KZN The increase in tourism provides opportunities for segmenting the market that build upon the strengths of both long distance rail and coach operations. Rural areas in South Africa are undergoing a process of economic and social restructuring with a shift in emphasis towards rural trade and agro-processing. These factors reinforce the need for a public transport service sector that responds to the emerging needs of these rural / regional development nodes since transport links between the rural trade areas and t he rural regions (hinterlands) remains unreliable, rendering access to services and emerging economic opportunities extremely difficult. This lack of access will continue to trap many in the poverty cycle. Government’s decision to consolidate passenger rail entities and road-based long distance bus services into a single entity, PRASA, reporting to the Department of Transport are underpinned by a number of key drivers. The recognition by Government that rail consolidation was required to deal with the under-performance of rail passenger services as well as the historical under-investment in the passenger rail business. Institutional arrangements did not promote efficiency and accountability and significant change was required to overcome the inherent institutional dysfunctions that had been created. Confusion existed between the contractor and regulatory functions implicitly embodied in the SARCC/Transnet relationship PRASA (2009). The critical need for sustainable funding to reverse the decline in commuter rail levels of service being experienced by commuters has been identified. This funding profile was captured in the National Rail Plan, which was accepted by Cabinet in December 2006, where the funding and investment requirements were identified for passenger rail over the following ten years PRASA (2009). 4.1 PRASA Objective PRASA (n.d.) primary objective is: To ensure that at the request of the Department of Transport, rail commuter services are provided within, to and from the Republic in the public interest; and To provide, in consultation with the Department of Transport, for long haul passenger rail and bus services within, to and from the Republic in terms of the principles set out in section 4 of the National Land Transport Transition Act, 2000 (Act No.22 of 2000)†.. 4.1 Strategy of prasa PRASA (2009) objectives are supportive of the Board of Control’s (BOC) key performance areas as seen in figure 2 below Figure 2 Key Performance Area and Strategic Objectives 4.1 CHALLENGES FACING PRASA 1..1 Consolidation / Turnaround / Restructuring The sequential amalgamation, in quick succession, of the SARCC, Metrorail, Shosholoza Meyl and Autopax bring with it the normal challenges that are posed when merging disparate organizations in related but different operational arenas. A key driver in Government’s decision to consolidate these entities into a single delivery arm of the DOT was to effect operational and asset â€Å"turnaround† of what were acknowledged to be declining businesses, albeit, some with the potential for growth. Linked with both these processes is the need to internally restructure the various businesses to align them with the new mandate given to PRASA through the amendment to the Legal Succession Act that was promulgated on 23 December 2008 PRASA (2009). 1..2 Sustainable Funding The ability to provide the requisite level of funding (substantial) to address both the investment capital and rapidly expanding operational requirements to affect the mandate is fundamental to the successful performance of PRASA. The integrated passenger transport plan requirements will need to be developed. Fully motivated funding requirements, covering both operations and investment capital, in line with the 5-year financial plan requirements of the various Integrated Transport Plans (ITPs), will be developed to begin to align the funding requirements with statutory plan requirements. The approved funding base makes no provision for two key activities that need to be accommodated: The incorporation of Autopax, an operating company that is currently materially dependent upon Transnet Limited for funding to re-capitalize and sustain the business going forward. The acquisition of new rolling stock. Analysis has indicated that the rolling stock refurbishment and upgrading programs are not maintaining pace with the requirements to buy time before the inevitable purchasing of new fleet becomes unavoidable. While the profile reflects a rising trend in investment funding support, the allocation of these funds to the different asset classes (Rolling Stock Infrastructure) will need to be reviewed. A careful balance needs to be struck to ensure that the sustainability of the asset base is not compromised PRASA (2009). 1..3 Ageing Rolling Stock and Infrastructure PRASA (2009) reports that the prolonged under-investment in passenger rail of almost thirty years is manifestly experienced in the deterioration of the general rail asset i.e. Rolling Stock and Infrastructure (Signalling and telecommunications, electrical systems, perway). This has resulted in a situation where services are experiencing continued decline, primarily due to poor availability and reliability of rolling stock and ageing infrastructure. The lack of investment in the asset base has also had a negative impact in the skills base of the passenger rail industry over a period of time. For example, the average age profile of commuter coaches is 40 years and has been left behind by international advancements in rail technology over the past few decades. The life expectancy of railway rolling stock is of the order of 54 years. The railway industry norms are that the coaches will be upgraded at half life (27 years) and overhauled every 9 years, so as to ensure the structural and su b-systems integrity is not compromised by metal fatigue, age, wear and tear or environmental condition. Thirty-three percent (33%) of the commuter rail fleet is already above 36 years and therefore would be uneconomical to upgrade. 1..4 Human Capital Development Human capital development is generally understated and under-rated in supporting the development of an organization. It is a multi-faceted process that requires clear understanding to enable human capabilities to be built that will support the key performance drivers of the business and ultimately the business results that can be expected from that performance. The key challenge for PRASA is to formulate human capital development processes that facilitate and fast-track the appropriate human capital capabilities at all levels within the organization that will enable delivery on the key drivers of which, in the case of PRASA are : increased productivity (operational efficiencies), improved service quality (service excellence), customer focus and innovation in the provision of integrated public transport solutions The nature of the various operational divisions, while related and providing synergistic opportunities for service co-operation and delivery, are by their very nature, different business environments, each requiring a specific set of human capabilities to perform optimally. PRASA needs to provide guidance in the process framework that delivers this requirement PRASA (2009). 1..5 Change Management The finalisation of the PRASA consolidation process, the turnaround and restructuring necessitate that a number of parallel change management processes are undertaken. Numerous change management processes will be identified that are needed to combine the five organizations into a consolidated organization. The very ability of PRASA to ensure effective implementation of such processes becomes critical as is the capacity of the organization (including divisions and subsidiaries) to manage them successfully PRASA (2009). 1..6 Leadership Skills Development There is currently an acknowledged shortage of key skills as well as a lack of depth of skills in critical areas within the organization. For PRASA to meet the expanded mandate of supporting government’s socio-economic and transport objectives in both urban and rural contexts, the organization will need a focused approach to human capital development, on leadership development, talent management and the progressive training of a strong base of key skills that will lay the foundation for sustaining rail passenger transport sector PRASA (2009). 1..7 Rail Technology Development PRASA, of necessity, will need to become a technology based organization that blends best practice policies with intelligent asset management philosophies to leverage organisational productivity and efficiency gains to provide shareholder value. PRASA recognises that technology upgrade is critical to the modernisation of South Africa’s railways and is well aware that the capacity for technology upgrade may not be immediately available in South Africa or the African Continent as a whole. Technological obsolescence is a major factor that will inhibit PRASA from delivering on its mandate. A rail technical strategy that guides technological renewal, upgrading, replacement and development over the next 30 years is a critical requirement. The average age of the metropolitan rail commuter networks/system in South Africa ranges between 60 80 years and still supports 1940/50’s technology. The system in SA is showing serious age related condition decline with increasing systemic risks and technological obsolescence. Railway systems are designed for an extended economic life, but it is acknowledged that the current ad hoc investment flows into the ageing system in South Africa are not productive in terms of future demand, operational performance requirements and escalating maintenance costs. Global technology advancement in rail has moved beyond the limited application of heavy rail, regional and long distance passenger rail. Various new rail based technologies of alternative applications have evolved globally to ensure the competitiveness and attractiveness of rail solutions. If South Africa is serious about ensuring environmentally friendly and energy efficient transportation for its cities to counter growth in private vehicle travel, congestion and spiralling cost of fossil fuels, a selective conversion of appropriate new and improved rail based and mass transit technologies needs to be evaluated, introduced, and established in South Africa ensuring that these take their place in the hierarchy of public transport service provision. The technological needs of PRASA over the next 30 years need to be clearly articulated and incorporated into PRASA’s long-term planning if passenger rail is to be sustained over the longer-term. The development of a rail technology strategy, together with the appropriate migration requirements over this period will assist in guiding decision-making in much critical technology upgrade or replacement areas within the organisation. The phased implementation of the strategy will be captured in each of the Business Plans roll-outs over time PRASA (2009). 4.1 RESEARCH AIM, QUESTION, SUB-QUESTIONS AND OBJECTIVES Research Aim The aim of this research is to understand to what extent alignment between Business and IT strategies exists, at the Passenger Rail Agency of South Africa (PRASA). Research Questions The research question derived from the problem statement is What can PRASA do to improve business and IT strategies, alignment? The sub questions to answer the main question are: What are business and IT strategies? What is alignment between business and IT strategies? What factors contribute to an alignment gap between business and IT strategies? What factors contributes to an improved alignment between business and IT strategies? Objectives of the research Based on the sub questions the objectives of the research are to 1. Analyse the Business’s and IT strategy 2. Carry out a literature review on the alignment between Business and IT strategies. 3. Analyse the factors that contribute towards Alignment Gap 4. a. Establish strategic alignment best practice. b. Formulate a methodology for aligning Business and IT strategies. c. Propose recommendations to improve PRASA’s Business and IT strategies alignment. 4.1 CURRENT STATUS OF THE RESEARCH AREA The literature review will be based on the research into alignment of business and IT strategies. There is a plethora of research available on the alignment of business and IT strategies. Chan and Reich (2007) have carried out comprehensive research on this topic. 4.1 Business and IT strategies 1..1 Business Strategies Croteau and Bergeron (2001) define business strategy as â€Å"the outcomes of decisions made to guide an organisation with respect to the environment, structure and processes that influence it’s organisational performance†. Hambrick (1980) states that business strategies may be textual, multivariate or typological. Henderson and Venkatraman (1993) architects of the SAM model, view strategy as involving both strategy formulation (decisions pertaining to competitive, product market choices) and strategy implementation (choices that pertain to the structure and capabilities of the firm to execute it’s product market choices).The SAM model presents two business strategy perspectives where business strategy is the driver namely strategic execution, and technology transformation. figure 3 presents the key attributes of these perspectives. Figure 3 Attributes of Business Strategy perspectives (Henderson Venkatraman 1993) One of the six components of the SAMM Luftman and Kempaiah (2007), is partnership which includes IT’s role in defining the business’s strategies. Both of these models (SAM and SAMM) are about aligning business and IT strategies and can be criticised because it does not define what business strategy is. Kay (1996) says that there is much debate on the substance but that

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As we compare to Japanese and American culture we can more or less comment on why GM was having difficulties while learning from the ANNUM experience. The GM plant in Fremont, California was opened in 1963 and closed down in 1982 due to bottom ranked in productivity among GM plants and the reputation of the worst quality cars in the entire GM system. The major problem was heavily relying on mistrust and fairness between management and union.Whereas Toyota at Annum showed the importance of using all means available to establish a climate of fairness such as flat organization, fewer levels of management, no exclusive bonuses and no distinctions between managers and team members such as using the same cafeteria for lunch or no dress differences. The core values were customer satisfaction by means of high quality and low cost, dignity, trust, teamwork, consistency, continual improvement. This sort of approaches was quite different from happily American manufacturing culture as well as it s culture itself.Japanese already discovered that in order to maintain waste free and high quality production they have to work well with people work on the line and provide them to the same privilege as white collar employees. Employees In most Japanese companies stay In the companies from low position to higher position and they generally work In the companies for their whole career. In the U. S. Companies often go through massive reorganization, therefore employees will be promoted or laid off.

Adolescence Is A Critical Time For A Human - 1405 Words

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Hunger The Biology And Politics Of Starvation - 890 Words

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In Order To Combat The Hate Of The Kkk We Must Understand

In order to combat the hate of the KKK we must understand where this hatred comes from, so we can stop it directly at the source. Creating laws to stop hate crimes is a solution only on the surface, the hate from the KKK is still present and strong in today’s society regardless of the laws in place. One distinct source of hate are the cognitive influences that play a role. How people think is ultimately what directs their emotions and behaviors. So, the best strategy to combat hate is to identify the cognitive influences on prejudice and hate and develop ways to change their thinking. These cognitive influences surrounding hate include Categorization and In-group Centrism, Disinhibitory Influences, and Dehumanization. People often group†¦show more content†¦Social norms can potentially act against hate because aggression may be frowned upon by the general public. â€Å"Violence-inhibiting social norms and laws are backed up to considerable extent by the threat of public disapproval and, in some cases, the possibility of legal punishment† (Sternberg, 2005, p.172). However, be surrounded by likeminded people who also have the same biases may disinhibit the hate. Additionally, anonymity, the sense that a person is not known by onlookers and the public at large, can cause acts of hate to arise (Sternberg, 2005, p.172). The idea that those committing acts of hate won’t be identified can lead to aggressive behavior. â€Å"Social scientists have long noted how people in crowds, each believing that he or she cannot be individually identified in the midst of so many others, can depart from socially approved standards of conduct† (Sternberg, 2005, p.172). This may be why hate c rimes usually involve multiple offenders. This can also be used to explain why hatred is carried out in groups within the KKK. Dehumanization is another cognitive influence that surely relates to hatred in the KKK. It was stated that â€Å"dehumanization occurred in two steps: first, robbing persons of their individual identities by defining them solely in terms of membership in an ethnic or racial category – only as â€Å"Jews† or â€Å"Blacks† – and second, excluding them from the community of humans† (Sternberg,Show MoreRelatedA White Shroud Of Cowardice Essay2594 Words   |  11 PagesA White Shroud of Cowardice White hoods. Fire. Hatred. Lynching. A faceless army has been quietly growing in the heart of the United States of America. The KKK, or Ku Klux Klan is often known for its violent racist attacks on others, but what is often unbeknownst is that the Ku Klux Klan has been reincarnated three times, each with a slightly different goal in mind. The first Klan was primarily focused on race, targeting black political movements, and undermining black civil rights however, somethingRead MoreThe Controversy Of The Word Islamophobia By Orientalist Etienne Dinet2066 Words   |  9 Pagesthis misunderstanding is causing a clear divide between Muslims and other Americans in communities and schools. To eliminate this issue, one must look at the political, cultural, social implications, which includes how to protect America’s foundation on religious freedom, how to decrease the discrimination against women, and stop bullying in schools and hate crimes against Muslim Americans. Although man y believe interference is unnecessary as Muslims are seen as a minority, that there are other waysRead MoreSAT Top 30 Essay Evidence18536 Words   |  75 Pagespilot’s license. As she gained more experience as a flyer, she began to write newspaper columns promoting air travel and took up a leadership position among female pilots. P age |6 In one air race, she gave up her chance at first place in order to help a friend whose plane had crashed on the runway - an act considered symbolic of her courage and selflessness. She married wealthy publisher G.P. Putnam in 1931, but stood current marriage convention on its head by insisting on her status

The Teachings of Christ For Christian Education Free Essays

In my opinion I feel that the biblical basis of educational ministries are four basic ideas that teaching should be seen as a light of the world, it should bring out old as well as new feelings in people, be an example to all mankind, and be followed always. There are many more biblical basis for Christian education, but in my eyes I find these the most important. In Proverbs 6:23 the Lord states, â€Å"For these commands are a lamp, this teaching is a light. We will write a custom essay sample on The Teachings of Christ For Christian Education or any similar topic only for you Order Now † Teaching should not feel like a burden of the church, or of the parents. Look at teaching the word of Christ as a gift and teach this gift wholeheartedly. As a Christian one of our duties of the Lord is to pass down His teachings as well as His faith. God has given you a wonderful gift and it would be no less then sinful to hoard it all for yourself. (Note: This was described perfectly by Lou Foltz today in chapel.) A teacher has the hard task of not only teaching the gospel but also bringing out each of the students individual strengths, so that they may use them to serve Christ. Matthew 13:52 says † Therefore every teacher of the laws who has been instructed about my kingdom of heaven is like the owner of a home who brings out his storeroom new treasures as well as old.† This is where imaginative, dynamic, analytical, and common sense learners come into play. You must cater to every type of learner so everyone has a chance to shine and become all God wants them to become. When the students have finally learned the Christian walk of life they must submit their lives to Jesus Christ. They cannot only talk the talk; they must also walk the walk. Deuteronomy 5:1 gives us an example when Moses summoned all Israel and said: â€Å"Hear, O Israel, the decrees and laws I declare in your hearing today. Learn them and be sure to follow them.† This shows that it is not good enough to just learn the word; we must follow the word as well. Otherwise, we are no better off then where we started. The final basis I have is that you must spread the word of Christ. What good does it do when twenty people know about Christ and do not share this with others? Nothing. Christianity would cease to exist without teachers training new Disciples of Christ. John 13:14-15 states † Now that I, your God and Teacher have washed your feet. I have set you an example that you should do as I have done for you.† Jesus taught twelve disciples the word of Christ and it is now our job as potential teachers to keep this cycle going. All of these principles I have talked about all together create my biblical basis for Christian education. These ideas show basic rules to live by as Christian educators. If I ever do teach Christian education I will do my best to live by these rules for teaching as well as life itself. How to cite The Teachings of Christ For Christian Education, Papers

Risk Management of Car Rental Essay Sample free essay sample

Since 2007. the rent a auto industry has been dining since the fiscal crisis had hit the universe. Peoples’ purchasing power drastically went down as they could non afford to pay the immense amount of money to auto traders. After 2007. Bankss refused to give loans to the general populace as they were in no place to. In the Middle East having a auto has become more of a necessity than merely a luxury as people can non make their house clasp occupations without it. and even little concerns can non run without a auto. However. the disbursals of having a auto is increasing twenty-four hours by twenty-four hours and managing care of a auto is hard for people with busy work agendas. so clients are now deviating to lease a auto companies and trusting on them to manage all the excess auto disbursals in consequence for a good working auto. With carry throughing the demands of the lower market. lease a auto companies are now aiming the high terminal market by supplying them the most luxuries autos for themselves or for their VIP invitees. More over the market has been systematically up lifted by the locals of the state as they are auto fiends by nature. Majority of the immature UAE subjects are brought up in households who own high esteem autos and with such upbringing they develop a passion about autos and desire latest or alone theoretical accounts. Now with the rent a auto industry spread outing they can now supply different assortment of autos at sensible monetary values to the local clients with the option of leasing autos merely for a few months and can later on switch to newer theoretical accounts if they desire. Money is non an issue for the UAE subjects ; so long the merchandise they are buying is satisfactory. Business of leasing autos has been ever really profitable. Many new international companies have already started providing this portion of the universe and with so many people migrating to UAE on contract footing. they are looking for competitory monetary values to lease the autos on annual footing till their contract expires. Hertz has more than 40 different locations for leasing the autos and last twelvemonth Hertz and Dollar Thrifty announced Definitive Merger Agreement. under which Hertz would get Dollar Thrifty for $ 87. 50 per portion in hard currency in a dealing valued at a corporate endeavor value of about $ 2. 3 billion. Budget Car A ; Van Rental. UAE. is owned by the extremely respected UAE-based Liberty Investment Company ( LIC ) . which is the keeping company for a diversified group with extended involvements in the Automobile Trade and related concerns. Travel A ; Tourism. Transportation. Logistics. Real Estate A ; its services and Management A ; Consultancy. The IS O criterions. combined with the service committedness of the full rent a auto industry. companies in this portion of the universe would guarantee clients to have great value through superior services across all countries of the company. AimAl Jaber EstablishmentAl Jaber group is among taking concern baron who has lived in UAE for rather a long clip and has been wining in about all its sectors. Al Jaber. the proprietor of Al Jaber Group. was non from a affluent household. However. with his concern enterprise and hazard seeking nature he managed to spread out from a little company into a multibillion dollar constitution. Now he has passed on his company to his kids. two boies and one girl. who are spread outing his constitution into different sectors. Mohammad Al Jaber. the boy of the proprietor. has a great passion for the modified autos so he established his ain concern of modified and leasing autos which he started under his father’s name. In this division he opened up three companies. Prestige autos. Prestige services and German Rent A Car. All the three companies deal with alien modified autos which cater the upper niche market of UAE with their offices located across Abu Dhabi and Dubai. German Rent a Car German RENT A CAR is a new pinnacle in the luxury limousine and auto lease sector in Abu Dhabi and Dubai. Since induction in 2007 they have set a new definition for luxury and service. They are empowered by a fleet of the most epicurean automotive trade names. and a passion for excellence in service. This combination sets them apart from their competition. By go toing to the UAE’s discerning clients. they have evolved to make full a market spread that was non tackled earlier. German RENT A CAR ; their attack is simple: to offer the most epicurean merchandise crowned with the highest service criterions. An array of trade names include Rolls Royce. Bentley. BMW. Audi and much more. which offers their clients new experiences while driving these esteemed trade names. Their fight is built on a scope of factors that makes their offering by far alone. They are the sister company of Prestige Cars International and Formula one Agency. two open uping companies that offer the latest in tuned luxury auto section. Their Vision is to be a prima rental auto company that operates harmonizing to international criterions. They strive at carry throughing their Mission to offer the most epicurean trade names accompanied by highest service criterions. Their values are built on supplying solutions and support to their clients. They work twenty-four hours and dark to guarantee that covering with German RENT A CAR will be a seamless procedure that consequences in an gratifying experience. Their subdivisions in Abu Dhabi and Dubai service their clients throughout the UAE. They are proud to offer a scope of solutions from: †¢ Short term rental day-to-day A ; hebdomadal †¢ Long term rental upper limit one twelvemonth†¢ Lease to lease available from one to three old ages†¢ Lease to have†¢ Limousine A ; VIP Chauffeur Drive with a squad of extremely professional drivers Their corporate histories squad mark big corporations. governmental sections. organisers of exhibition and conferences. touristry organic structures and the similar offering flexible seamster made solutions. Their big figure of several clients. from private persons to big corporations. can anticipate a adept interface from German RENT A CAR. At German RENT A CAR they are extremely concern oriented. and acknowledge the importance of competition. This is reflected in their pricing as they are confident that their competitory monetary values coupled with their first-class services and alone merchandises. all place them at an inevitable finish for clients seeking rental of outstanding autos. StakeholdersInternal Stakeholder The cardinal internal interest holders will be the proprietor of the constitution Al Jaber Obaid. taking on to his boy who is the pull offing manager of the Company and the individual who financed German Rent a Car. Furthermore. the cardinal component where German Rent a Car focuses internally is its employees. They have a simple believe that the employees’ felicity in their work would reflect it on to fulfilling the client everyday they deal with. All employers want a motivated work force. Dissatisfied or unhappy employees tend non to bring forth good work and will finally seek for other occupations. Read more: hypertext transfer protocol: //businesscasestudies. co. uk/bt/stakeholders-as-partners/internal-stakeholders. hypertext markup language # ixzz2KORKIbBf To increase the company’s nucleus competences. the general director every twelvemonth gives fillips and provides preparation to better the accomplishments of its employees. External Stakeholder German Rent A Car’s chief External stakeholders are the regulating organic structures and industry regulator. providers and its Parent Company ( Al Jaber Establishment ) . its client and its community. GovernmentThe regulations and ordinances which are set by the authorities and should be followed precisely as it can straight hold an impact on the concern. The ground for ad-herring the regulations is that the authorities is the 1 who issues licenses to run lease a auto and chauffer service concern in the state. Without these licences it’s illegal for a company to lease out autos to its clients. TRANSAD ( The Centre for Regulation of Transport by Hire Cars in the Emirate of Abu Dhabi ) keeps full path on the company’s manner of runing the concern as it has many guidelines which it enforces on the company to follow or otherwise the company has to confront brawny mulcts. CustomerTo guarantee satisfaction of the client. GRAC focuses on advanced ways to make that by offering such alone autos and high degree of services. For illustration. Grac late had the ISO 9001 trial taking topographic point to guarantee that they are non losing out anything which can compromise the effectivity and safety of its clients and employees. SuppliersThey have ever been the chief border for GRAC as they would keep the auto it’s in perfect status. However if you managing 1000 autos in your fleet. maintaining path of good providers is really necessary as the chief business’s motivation is to supply first-class status autos to the client. so GRAC values and delivers excess penchant to its providers. CommunityAll companies can hold an impact on the communities in which they operate. This is why the wider community is an of import stakeholder. These impacts can be positive. For illustration. concerns provide occupations. which have an impact on local economy’s employment rate. As in old months GRAC has been engaging drivers for its Chauffer service therefore making tonss of chance for under qualified people in the state. There can besides be negative impacts. such as pollution and other environmental perturbation. All concerns must be sensitive to community concerns. Negative promotion can damage a company’s repute. With Huge figure of autos. GRAC neer forgets about its environment with autos coming in every twenty-four hours and acquiring washed. The company earnestly considers disposing the rubbish in the designated country to avoid pollution. In coming hereafter they are be aftering to subscribe a trade with Abu Dhabi Motors to supply them with Hybrid autos. this will do the first rent a auto company in the part to supply its clients with autos which are eco-friendly. Tools and techniques risk designation methods and procedureHazard designation is the procedure of happening. acknowledging and entering hazards Anything which can do danger to its community. concern and it employees is called hazard and anything which can do these possible danger. gets recognized beforehand is known as hazard Identification. Most of the little hazard which companies tend to disregard can be the average ground of the failure in the hereafter. so even a minor menace to an organisation should be analyzed decently. Hazard designation methods can include:†¢ Evidence based methods. illustrations of which are check-lists and reappraisals of historical informations ; †¢ Systematic squad attacks where a squad of experts follow a systematic procedure to Identify hazards by agencies of a structured set of prompt or inquiries ; †¢ Inductive concluding techniques such as HAZOP. To be certain that the hazard. which needs to be identified. should be processed efficaciously to guarantee that when the hazard designation coatings. there would be no infinite for any major issues being missed out during the procedure. During the procedure there are cardinal elements a hazard analyst has to guarantee that he covers them. which are below Source of hazard: if the beginning of the hazard has non been identified. the opportunities of hazard reiterating in future would be high Aims are met or non: what are the chances that the forming would accomplish its aims? If non so would be the lower limit it could. or looking it possibilities which can assist them accomplish at that place more or less expeditiously. Additional benefit Consequence on Aims: is the hazard high plenty that it might be a menace for the company’s aim? Impacted by the hazard: if the hazard becomes into a world. who will be acquiring effected by it? Risk Control: Maximizing the hazard. if it could be good for the company or minimising the hazard. if it could do any danger to it. Risk appraisal methods and procedure. Hazard appraisal is the overall procedure of hazard designation. hazard analysis and hazard rating. When the hazard has been identified. the following measure is to do certain how these hazards would impact the concern. It wouldn’t be healthy for a company to extinguish all the hazard which was posed to it because of cost. Hence it is suggested that to measure all the hazard and separate those 1s which need particular attending as they can hold a greater impact on the concern. In an organisational section degree. single activities hazard can be monitored and analyzed based on it. Furthermore. different tools and techniques will be used depending on the nature of the state. Below are the different methods of analysing the Hazard. †¢ Market research.†¢ The consequences of public audience.†¢ Experiments and paradigms.†¢ Economic. technology or other theoretical accounts.†¢ Specialist and adept judgements. Techniques include:†¢ structured interviews with experts in the country of involvement ;†¢ Use of multi-disciplinary groups of experts ;†¢ Individual ratings utilizing questionnaires ; and†¢ Use of theoretical accounts and simulations†¢ Past records.†¢ Practice and relevant experience†¢ Relevant published literature. To analysis this techniques. there are three options. Either to travel for Quantitative. Qualitative or Semi Quantitative Analysis. In Qualitative Analysis Wordss are the beginning which helps to depict the magnitude of the possible hazard or even the opportunities of those hazards to take topographic point in the hereafter. The graduated tables can be modified and being compatible with the fortunes and the different description. it can be used for many hazards. Qualitative analysis is largely used in acquiring familiar with the hazard at first. if the company feels it can be a major menace it can so be converted into a elaborate analysis. In short it can assist salvage clip for the company. Quantitative Analysis The difference between Qualitative and quantitative analysis is that the qualitative the analysis is much deeper and has a batch of Numerical Details. It is used for those hazards which are really critical for the company’s aims. Analysts consider the theoretical accounts as the chief key to find how accurate the inside informations. numerical value and the cogency of the theoretical accounts were used. The phase where we get to cognize which hazard can do serious menaces and besides where hazard can move as endurable menace. We so note all these inside informations and set them into a Risk Matrix. which so generates for us the evaluation of each hazard for an organisation. Risk Matrix can be produced in three formats. which are quantitative. Semi Qualitative and Qualitative. Hazard Matrix Hazard Matrix helps to supervise the likeliness of a hazard. which is indicated by the connexion between the opportunities of an incident occurrence from the jeopardy. and the consequence of that jeopardy. The format of the recording could either be in alphabetical or numerical codification. The jeopardy is examined on the footing of the connexion between the likeliness and the effects. The degree of the Potential menace is so identified or treated on the footing of the HIGH hazard rank. means the more critical and likely. the faster the company has to respond or extinguish the chief beginning of that hazard. integrating hazard directionAs German rent a auto is spread outing its operations and offices across UAE. the opportunities of holding high degree of menaces are excessively great. particularly sing the delinquent traffic mulct which has non been paid yet by the client. financially they might non be in stable place to spread out. As GRAC is the lone rent a auto. which provides BMW autos in such high volume. with utilize rate of 90 % . the opportunities of provide a replacing auto for their client might non be possible in future if needed. With respects of wellness and safety the opportunities of holding a high degree of hazard is that there are no FIRST AID box in the office premises. neither there is any H2O sprinklers nor there are any fire drill taken topographic point. However there are smoke sensors installed. but there haven’t been any fire drills in since the company shifted to its new location. All the above factors are merely the basic hazard which were noticed without any research taken topographic point. nevertheless if these hazard comes into world there amendss could do serious drawback for the company and every bit good for its employees.