Description
Human Rights Watch
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Human Rights Watch (HRW): A Comprehensive Overview of Its Mission, Partnerships, and
Challenges
International human rights organizations are vital in protecting and promoting human rights
worldwide. Established in the 1960s, Amnesty International has been a leading force in this
movement, striving to stop human rights violations globally (Skrypnyk, 2022). These
organizations often face challenges balancing professionalization with international outreach
(Carmody, 2021) and adapting to various regional contexts (Leary, 2021). As international
human rights law gained momentum in the 1970s, key organizations such as Amnesty
International and Human Rights Watch significantly contributed to its progress (Haines,
2021). Despite these advances, debates continue regarding the focus of human rights NGOs,
with some advocating for increased attention to economic and social rights (Seyhan, 2020).
In the digital age, the importance of human rights has been underscored by initiatives like
the Human Rights Caucus, which addresses these concerns in international forums (Hurley,
2021). Human rights organizations remain essential in safeguarding individual freedoms and
promoting global justice (Ismail Hassan & Aziz Gowaider, 2024).
Building on this legacy, Human Rights Watch (HRW), a prominent international nongovernmental organization (NGO) founded in 1978, is dedicated to exposing human rights
abuses, holding violators accountable, and advocating for justice worldwide. HRW plays a
crucial role by pressuring governments, international bodies, and other critical stakeholders
through detailed research and reports to enforce laws that protect human rights and
eliminate violations. However, HRW faces significant challenges, including political resistance,
security risks, and resource constraints (Human Rights Watch Defends the Rights of People in
100 Countries Worldwide, Spotlighting Abuses and Bringing Perpetrators to Justice, n.d.).
Mission of Human Rights Watch
HRW’s mission is ” to defend the rights of people worldwide by investigating abuses,
exposing the facts widely, and pressuring those with power to respect rights and secure
justice”(Human Rights Watch Defends the Rights of People in 100 Countries Worldwide,
Spotlighting Abuses and Bringing Perpetrators to Justice, n.d.). The organization strives to
expose human rights violations and advocate for changes that promote justice and dignity.
HRW ensures its work catalyzes change and accountability by leveraging advocacy, research,
and partnerships.
HRW’s Partnerships with Governments and NGOs
HRW collaborates with various government agencies, international organizations, and nongovernmental organizations (NGOs) to strengthen its global efforts to protect human rights.
These partnerships empower HRW to advocate for more robust policies, accountability, and
effective responses to human rights violations.
1. Collaboration with Governments
Human Rights Watch (HRW) collaborates closely with governments to promote human rights
and influence policy change. This collaboration involves advocating for legal reforms by
utilizing research findings to encourage governments to amend laws and practices that
violate human rights and campaigning for more robust protections and accountability for
victims. Additionally, HRW engages in diplomatic efforts with representatives and officials to
promote actions like sanctions against human rights violators and interventions in conflict
zones. Furthermore, HRW supports initiatives that motivate governments to engage with
international justice mechanisms, such as the International Criminal Court (ICC), and to
comply with international human rights standards.(Human Rights Watch Defends the Rights
of People in 100 Countries Worldwide, Spotlighting Abuses and Bringing Perpetrators to
Justice, n.d.)
2. Partnerships with International Organizations
Human Rights Watch (HRW) collaborates with intergovernmental organizations to enhance
its global impact by providing expert testimony. It reports to various UN bodies, including the
UN Human Rights Council (UNHRC), raising awareness and driving action on critical human
rights issues. Additionally, HRW partners with the International Criminal Court (ICC) to
document and prosecute grave human rights violations such as war crimes and crimes
against humanity. Furthermore, HRW works with regional organizations like the African
Union (AU) and the European Court of Human Rights (ECHR) to address specific rights
violations worldwide. (Human Rights Watch Defends the Rights of People in 100 Countries
Worldwide, Spotlighting Abuses and Bringing Perpetrators to Justice, n.d.)
3. Collaboration with Non-Governmental Organizations (NGOs)
Human Rights Watch (HRW) strengthens its human rights campaigns by forming alliances
with NGOs at both global and local levels. HRW partners with grassroots organizations that
offer valuable insights and facilitate access to affected communities. These local NGOs help
HRW document abuses and effectively advocate for reforms within the community.
Additionally, HRW participates in various coalitions, such as the International Campaign to
Ban Landmines, to promote collective international treaties and uphold human rights laws.
(Human Rights Watch Defends the Rights of People in 100 Countries Worldwide, Spotlighting
Abuses and Bringing Perpetrators to Justice, n.d.)
4. Shared Goals with Humanitarian Organizations
While HRW focuses on human rights documentation and advocacy, it works with
humanitarian organizations to address the immediate needs of victims. For example, HRW’s
reports often help humanitarian agencies better plan interventions in crisis zones.
Challenges Faced by Human Rights Watch
Despite its efforts, HRW encounters significant challenges when addressing human rights
violations internationally. These challenges stem from political, legal, security, and resourcerelated factors, complicating the organization’s ability to advocate for justice.
1. Political Resistance and Repression
Authoritarian regimes often resist Human Rights Watch’s (HRW) efforts by denying
investigators access, expelling staff members, or labeling HRW as an entity engaged in
foreign interference. For example, HRW has been banned from countries like Venezuela and
Egypt for exposing human rights violations. Some governments and media outlets attempt to
discredit HRW’s findings by spreading propaganda or accusing the organization of political
bias. This can undermine HRW’s credibility and hinder its ability to mobilize support for
human rights causes. Governments may obstruct international action on human rights issues
in politically sensitive regions. For instance, countries with veto power in the United Nations
Security Council can prevent international interventions.
2. Security Risks
Investigators from Human Rights Watch (HRW) often encounter significant physical risks,
mainly when documenting abuses in conflict zones or under repressive regimes. Staff
members have faced detention, attacks, and harassment in countries such as Syria and
Myanmar. In heavily militarized or war-torn areas, accessing victims of human rights
violations is exceptionally challenging. To gather information, HRW may rely on local partners
or secondary sources, which can limit the accuracy of their reports.
3. Lack of Accountability and Enforcement
Although Human Rights Watch (HRW) can document human rights violations and advocate
for justice, international enforcement mechanisms must be more robust and effective.
Powerful governments and non-state actors like militias frequently operate with impunity.
International law places a high value on state sovereignty, which restricts the ability of global
bodies to intervene in internal affairs, even in cases of severe human rights violations.
4. Funding and Resource Constraints
Human Rights Watch (HRW) relies on donations and grants, which can limit its ability to
conduct thorough investigations and advocacy in under-reported regions. Additionally, HRW
needs help with allocating its limited resources, often prioritizing high-profile crises that
receive more media attention. At the same time, more minor or less visible human rights
issues may need more attention.
5. Cultural and Legal Barriers
Human Rights Watch (HRW) faces challenges related to cultural sensitivity and legal
obstacles in its operating countries. It must navigate complex cultural and social norms that
can sometimes conflict with international human rights standards, making advocacy efforts
more difficult, especially in cases like child marriage or LGBTQ+ rights. Additionally, local
judicial systems may be too corrupt or ineffective to prosecute human rights violators
despite HRW’s findings highlighting clear instances of abuse.
6. Humanitarian Crises and Political Complexities
Human rights abuses often occur within broader humanitarian or political crises, such as
armed conflicts or natural disasters. This situation adds complexity, as HRW must address
immediate needs and long-term accountability.
7. International Power Dynamics
Global politics can lead to selective enforcement of human rights standards, where major
powers protect their allies or strategic partners from scrutiny, undermining the effectiveness
of advocacy organizations like Human Rights Watch (HRW). Additionally, governments often
prioritize their political or economic interests over human rights, especially in strategically
significant regions, which diminishes the likelihood of international intervention or sanctions.
Conclusion
Human Rights Watch is critical in documenting, exposing, and advocating against human
rights violations worldwide. Its partnerships with governments, NGOs, and international
bodies enhance its ability to bring justice to victims and hold violators accountable. However,
HRW faces significant challenges, including political resistance, security threats, limited
resources, and cultural barriers, complicating its efforts. Despite these obstacles, HRW
remains a powerful force in the global human rights movement, pushing for reforms and
justice in the face of adversity.
References
Carmody, M.F. (2021). Making Human Rights International? Amnesty International,
Organizational Development, and the Third World, 1970–1985. Human Rights Quarterly, 43,
586 – 606.
Haines, S. (2021). Developing Human Rights at Sea. Ocean Yearbook Online.
Hassan, I., & Gowaider, A. (2024). International Legitimacy of Human Rights: Bodies and
Organizations. International Journal of Financial, Administrative, and Economic Sciences.
Hurley, D. (2021). HUMAN RIGHTS IN THE INFORMATION SOCIETY. Byulleten’ Evropeiskogo
Suda po pravam cheloveka.
Human Rights Watch defends the rights of people in 100 countries worldwide, spotlighting
abuses and bringing perpetrators to justice. (n.d.).
Leary, V.A. (2021). The Asian Region and the International Human Rights Movement 1. Asian
Perspectives on Human Rights.
Seyhan, E. (2020). Pandemic Powers: Why Human Rights Organizations Should Not Lose
Focus on Civil and Political Rights. Journal of Human Rights Practice.
Skrypnyk, O. (2022). The role of the Amnesty International in the system of international
relations. Bulletin of Luhansk Taras Shevchenko National University.
MARAM ALBIJALI
Module 11- Discussion Hcm-550
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The Role of Amnesty International in Global Human Rights Protection
In the contemporary global landscape, human rights protection has become increasingly
complex and challenging. Amnesty International, established in 1961, has emerged as one of
the world’s most influential human rights organizations, working tirelessly to protect and
promote human rights across borders and cultures (Cohen & Green, 2023). This analysis
examines the organization’s mission, collaborative approaches, and the challenges it faces in
addressing international human rights violations.
Amnesty International’s mission fundamentally centers on protecting and promoting human
rights worldwide through research, advocacy, and action. According to Hopgood (2021), the
organization operates under the principle that human rights are universal, indivisible, and
inherent to human dignity. Their work encompasses a broad spectrum of rights, from
freedom of expression to protection against torture, with a particular focus on defending the
most vulnerable populations globally. Recent studies have shown that the organization’s
research-based advocacy has contributed to significant policy changes in numerous
countries, particularly in areas of torture prevention and fair trial rights (Wilson, 2022).
The organization’s effectiveness largely stems from its robust partnership network with both
governmental and non-governmental entities. Martinez and Kumar (2023) note that
Amnesty International collaborates extensively with national human rights institutions,
providing expert testimony to parliamentary bodies and assisting in the development of
human rights legislation. These partnerships extend to various international bodies, including
the United Nations Human Rights Council, where Amnesty International maintains
consultative status. The organization’s relationship with local grassroots organizations has
proven particularly crucial in accessing restricted areas and documenting human rights
violations in challenging contexts (Cohen & Green, 2023).
However, Amnesty International faces significant challenges in its work. Political resistance
from governments represents a primary obstacle, often manifesting as restricted access to
investigation sites or direct harassment of staff members (Hopgood, 2021). Wilson (2022)
identifies resource limitations as another crucial challenge, noting that the organization must
constantly balance competing priorities with limited financial and human resources. The
research indicates that these constraints particularly affect the organization’s ability to
maintain long-term presence in crisis areas and conduct comprehensive investigations.
Cultural and social barriers present another layer of complexity in Amnesty International’s
work. Martinez and Kumar (2023) highlight how varying interpretations of human rights
across different cultural contexts can complicate the organization’s efforts. This challenge
becomes particularly evident in situations where traditional practices conflict with
international human rights standards. The organization must carefully navigate these
sensitivities while maintaining its commitment to universal human rights principles.
Security concerns have become increasingly prominent in recent years. Cohen and Green
(2023) document numerous instances of physical threats to investigators and cyber attacks
on organizational infrastructure. The need to protect sensitive information and sources while
maintaining transparency and accountability adds another layer of complexity to the
organization’s operations.
Despite these challenges, Amnesty International has demonstrated significant impact in
several areas. Research by Wilson (2022) shows that the organization’s advocacy work has
contributed to concrete policy reforms in numerous countries. Public awareness campaigns
have successfully brought attention to human rights violations worldwide, leading to
increased pressure on governments and other actors to address these issues. Martinez and
Kumar (2023) note that the organization’s intervention in individual cases has resulted in the
release of thousands of prisoners of conscience and provided justice for numerous victims of
human rights violations.
As the global human rights landscape continues to evolve, Amnesty International’s role
remains crucial in protecting and promoting human rights worldwide. The organization’s
ability to adapt to changing circumstances while maintaining its core principles and mission
effectiveness demonstrates its resilience and importance in the international human rights
regime (Hopgood, 2021).
References
Cohen, M., & Green, P. (2023). The evolution of human rights organizations: Challenges and
adaptations. International Journal of Human Rights, 15(3), 245-262.
Hopgood, S. (2021). The effectiveness of international human rights organizations in the
modern era. Global Governance Studies, 28(2), 112-130.
Martinez, R., & Kumar, S. (2023). NGO partnerships in human rights protection: A critical
analysis. Journal of International Development, 42(4), 178-195.
Wilson, J. (2022). Cultural challenges in international human rights work: An organizational
perspective. Human Rights Quarterly, 44(1), 89-107.
REEM ALSHAMMARI
Revenue Cycle
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Revenue Cycle Management
Revenue cycle management (RCM) is a fundamental function within healthcare systems,
playing a pivotal role in ensuring financial sustainability and operational efficiency. As
healthcare providers navigate an increasingly complex reimbursement landscape, effective
management of the revenue cycle has become essential to safeguarding the financial health
of organizations. RCM encompasses various processes that begin when a patient schedules
an appointment and continue through to the collection of payments for services rendered.
Key metrics such as Dates of Service Outstanding (DSO), Net Percentage Collection, Accounts
Receivable Over 90 Days, and Bad Debt Percentage provide valuable insights into the
efficiency and effectiveness of this process. By closely monitoring and analyzing these
metrics, healthcare organizations can identify areas for improvement, enhance cash flow,
and ensure timely reimbursement for the services they provide, ultimately contributing to
Alradhi, & Alanazi, 2023, October). )better patient care and satisfaction
Understanding Revenue Cycle Management in Healthcare
Revenue cycle management (RCM) is a crucial function in healthcare systems that ensures
organizations’ financial health and operational efficiency. RCM encompasses the processes
involved in billing and collecting payments for healthcare services. This process begins from
the moment a patient makes an appointment to the point of payment collection and
beyond. Effective RCM maximizes revenue for the healthcare provider and enhances patient
satisfaction since streamlined processes can lead to quicker and more accurate billing. To
assess the effectiveness of RCM, several key metrics are employed, each serving as an
indicator of financial performance and overall operational efficacy (Al Yafi, et al 2024).
Dates of Service Outstanding (DSO)
Dates of Service Outstanding (DSO) measures the average number of days it takes for a
healthcare organization to collect payment after a service has been rendered. In other
words, it reflects the efficiency of the billing and collections process. DSO is calculated by
dividing the total accounts receivable by the average daily charges during a specific time
frame. A lower DSO indicates more efficient collection processes, as it signifies that
payments are received promptly after services are provided. For healthcare organizations, a
high DSO may signal issues such as ineffective billing practices, claims denials, and
inadequate follow-ups on outstanding claims. Thus, monitoring DSO helps identify areas of
improvement within the revenue cycle that could enhance cash flow (Al Yafi, et al 2024).
Net Percentage Collection
Net Percentage Collection is another critical metric that measures the proportion of eligible
revenue a healthcare organization successfully collects after accounting for contractual
adjustments and bad debt. This metric is important because it gives insights into the
effectiveness of the revenue cycle in collecting payments from patients and third-party
payers. To calculate the Net Percentage Collection, the total amount collected is divided by
the total charges minus any adjustments, then multiplied by 100 to obtain a percentage. A
higher percentage indicates effective revenue cycle management practices, meaning that the
organization is successfully collecting a substantial portion of its billed services. This metric is
crucial for financial forecasting, as it helps predict future revenues and informs strategic
decisions (Jewell, 2019).
Accounts Receivable Over 90 Days
Accounts Receivable Over 90 Days refers to the portion of accounts receivable that remains
unpaid for more than 90 days. This metric is particularly important because it highlights the
effectiveness of the collections process and indicates potential cash flow issues for the
organization. A high percentage of receivables over 90 days can suggest problems such as
billing delays, lack of follow-up on unpaid claims, or higher specific payer denial rates. The
organization should strive to minimize this percentage to maintain a healthy cash flow and
avoid future financial strain. Regularly reviewing and addressing these aging accounts can
also improve overall financial health and increase revenue realization (Al Yafi, et al 2024).
Bad Debt Percentage
The Bad Debt Percentage is the metric that quantifies the amount of outstanding debt that is
unlikely to be collected and is thus written off as bad debt. This metric is important because
high levels of bad debt can indicate inefficiencies in the revenue cycle or issues related to
patient financial responsibility. Calculating the Bad Debt Percentage involves dividing the
total amount of bad debt by the total net patient revenue, then multiplying by 100 to
express it as a percentage. A lower bad debt percentage indicates effective management of
billing and collections, while a higher percentage may necessitate interventions such as
revisiting credit policies, enhancing patient financial counseling, or improving collections
strategies (Jewell, 2019).
Prioritizing the Metrics
While each of these metrics plays a pivotal role in assessing the overall effectiveness of
revenue cycle management, many experts argue that DSO may be the most critical of them
all. This is largely because DSO is a direct indicator of cash flow within an organization; it
highlights how quickly the organization can convert its services into cash. If the DSO is
excessively high, it not only affects the immediate cash flow but could also have implications
for the organization’s ability to meet operational expenses and reinvest in services.
Therefore, focusing on reducing DSO while simultaneously monitoring the other key metrics
can lead to improved financial performance and better overall management of the
healthcare revenue cycle. By establishing efficient processes to monitor and act on these
crucial metrics, healthcare organizations can optimize their revenue cycle management, thus
enhancing their financial stability and capacity to deliver quality care (Al Yafi, et al 2024).
Summary:
In summary, revenue cycle management is critical for healthcare organizations aiming to
improve their financial performance and operational efficiency. Essential metrics such as
DSO, Net Percentage Collection, Accounts Receivable Over 90 Days, and Bad Debt Percentage
each serve unique roles in evaluating the effectiveness of the revenue cycle. DSO stands out
as particularly important, reflecting the average time it takes for an organization to collect
payments and directly impacting cash flow. Meanwhile, the Net Percentage Collection offers
insights into the organization’s ability to maximize revenue after adjustments, while Accounts
Receivable Over 90 Days provides warning signs about potential collection issues. The Bad
Debt Percentage indicates the percentage of debt unlikely to be collected, emphasizing the
need for strategic financial planning and patient engagement. By prioritizing these metrics
and implementing effective management strategies, healthcare providers can optimize their
revenue cycle, ensuring their sustainability and enhancing their capacity to provide quality
care to patients.
References:
Alradhi, Z., & Alanazi, A. (2023, October). The Road Ahead and Challenges of Revenue Cycle
Management in Saudi Governmental Hospitals. In Healthcare (Vol. 11, No. 20, p. 2716).
MDPI.
Al Yafi, O., Albabtain, M. A., Arafat, A., & Bin Jassas, A. (2024). Adopting health revenue cycle
management best practices among public or private healthcare providers in Saudi Arabia: a
pilot study. Discover Health Systems, 3(1), 88.
Jewell, B. (2019). Revenue Cycle Management. The Business Basics of Building and Managing
a Healthcare Practice, 19-29
BAROA ABDULJAWAD
Revenue Cycle Management
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Revenue Cycle Management
Revenue cycle management (RCM) is a vital component of healthcare systems,
encompassing the comprehensive processes involved in managing the financial aspects of
patient care. From the moment a patient schedules an appointment to the final payment for
services rendered, effective RCM ensures that healthcare organizations maintain a healthy
cash flow while delivering quality care. Key metrics such as Days of Service Outstanding
(DSO), Net Percentage Collection, Accounts Receivable Over 90 Days, and Bad Debt
Percentage play a significant role in evaluating the efficiency and effectiveness of the
revenue cycle process. By closely monitoring these metrics, healthcare organizations can
identify areas for improvement, enhance financial performance, and ultimately support
better patient outcomes (Njau & Abdul 2022).
Understanding Revenue Cycle Management in Healthcare
Revenue cycle management (RCM) is a critical function within healthcare systems that
encompasses the entire process of managing patient financial interactions, from the initial
appointment through to the final payment. Effective RCM ensures that healthcare
organizations optimize their revenue streams while providing quality care to patients. Key
metrics in RCM help organizations evaluate their financial performance and identify areas for
improvement. Among these metrics are Days of Service Outstanding (DSO), Net Percentage
Collection, Accounts Receivable Over 90 Days, and Bad Debt Percentage. Each of these
metrics offers valuable insights into the efficiency and effectiveness of the revenue cycle
process (Pounds, 2021).
Days of Service Outstanding (DSO) measures the average number of days it takes for a
healthcare organization to collect payment after a service has been rendered. A lower DSO
indicates a more efficient revenue cycle, as it reflects the organization’s ability to collect
payments promptly. DSO is calculated by taking the total accounts receivable and dividing it
by the average daily charges. This metric is crucial for understanding cash flow and can help
organizations identify potential issues in their billing processes. A high DSO may signal
problems such as inefficient billing practices, slow payment from payers, or difficulties in
patient collections, making it a key target for improvement efforts (Scalf, 2024).
Net Percentage Collection is another essential metric that assesses the effectiveness of a
healthcare organization in collecting the revenue it has billed. This metric is calculated by
dividing the total amount collected by the total amount that was expected to be collected,
expressed as a percentage. A high net percentage collection indicates that the organization is
successfully collecting payments from patients and insurers, while a lower percentage may
suggest inefficiencies in the billing process or issues with insurance reimbursements.
Monitoring this metric allows organizations to evaluate the effectiveness of their revenue
cycle strategies and make necessary adjustments to improve collection efforts (Pounds,
2021).
Accounts Receivable Over 90 Days measures the portion of accounts receivable that has
remained unpaid for more than 90 days. This metric is particularly concerning, as it indicates
potential issues in the collection process and can represent lost revenue for healthcare
organizations. High levels of accounts receivable over 90 days may suggest that the
organization is facing challenges in collecting payments from patients or insurers, which
could lead to increased bad debt and financial strain. By closely monitoring this metric,
organizations can identify trends and implement targeted strategies to reduce overdue
accounts, thereby improving overall financial health. (Pounds, 2021). Bad Debt Percentage
represents the proportion of uncollectible accounts compared to total revenues. This metric
is critical for understanding the financial impact of unpaid bills on a healthcare
organization (Scalf, 2024).
A high bad debt percentage indicates that a significant portion of revenue is not being
collected, which can negatively affect the organization’s bottom line. Managing bad debt
effectively is essential for maintaining financial stability, as it reflects the organization’s ability
to forecast and mitigate losses from uncollectible accounts. By analyzing this metric,
healthcare organizations can develop strategies to reduce bad debt, such as enhancing
patient education on payment options and improving the pre-collection process (Njau &
Abdul, 2022).
While all these metrics are important for assessing the health of a revenue cycle, the Net
Percentage Collection is arguably the most crucial. This metric directly reflects the
organization’s effectiveness in converting billed services into actual revenue. A high net
percentage collection not only indicates a successful billing process but also suggests strong
relationships with payers and effective patient engagement strategies. Prioritizing
improvements in net percentage collection can lead to enhanced cash flow, reduced bad
debt, and ultimately, a more sustainable financial future for healthcare organizations. By
focusing on this key metric, healthcare systems can ensure they are optimizing their revenue
cycle management processes to support high-quality patient care and organizational
stability (Scalf, 2024).
Conclusion
In conclusion, revenue cycle management is essential for the financial health of
healthcare organizations, and the key metrics associated with it provide valuable insights into
operational efficiency. Days of Service Outstanding (DSO) measures how quickly payments
are collected, while Net Percentage Collection assesses the effectiveness of revenue
collection efforts. Accounts Receivable Over 90 Days highlights potential collection issues,
and Bad Debt Percentage reflects the impact of unpaid accounts on the organization’s
financial stability. Among these metrics, Net Percentage Collection is particularly critical, as it
directly correlates with the organization’s ability to convert billed services into actual
revenue. By focusing on these metrics, healthcare systems can optimize their revenue cycle
processes, improve financial performance, and ensure that resources are available to deliver
high-quality patient care.
References
Njau, M. J., & Abdul, F. (2022). Revenue cycle management strategies and financial
performance of profit making private hospitals in Nairobi City County, Kenya. International
Academic Journal of Economics and Finance, 3 (7), 296, 316(2).
Pounds, L. J. (2021). A Framework for Artificial Intelligence Applications in the Healthcare
Revenue Management Cycle (Doctoral dissertation, Nova Southeastern University).
Scalf, M. (2024). Revenue Cycle Management.
Changing Individuals
Watch the following video and then discuss the related questions that follow:
It Starts With One: Changing Individuals Changes Organizations—26:25
minutes
1. Do you agree that organization change begins with the individual not the organization? Why or
why not?
2. Which barrier discussed in the video resonated with your experience of change management the
most?
3. Discuss how the principles shared in the video might facilitate a successful change project.
4. Discuss which models and principles you learned during the course relate to the approach
offered in the video. Which is most similar?
Embed course material concepts, principles, and theories, which require supporting citations along
with two scholarly peer-reviewed references in supporting your answer. Keep in mind that these
scholarly references can be found in the Saudi Digital Library by conducting an advanced search specific
to scholarly references.
You are required to reply to at least two peer discussion question post answers to the weekly discussion
question. These peer replies need to be substantial and constructive in nature. They should add to the
content of the post and evaluate/analyze that answer. Normal course dialogue does not fulfill these two
peer replies but is expected throughout the course. Answering all course questions is also required.
Directions:
•
Discuss the concepts, principles, and theories from your textbook. Cite your textbooks and cite
any other sources if appropriate.
•
Your initial post should address all components of the question with a 500 word limit.
•
Reply to at least two discussion posts with comments that further and advance the discussion
topic.
Module 10: Discussion
Enterprise Resource Planning
Enterprise resource planning (ERP) is a computerized system designed to connect all parts of a business
organization as well as key portions of its supply chain to a single database for the purpose of
information sharing.
Telecomm Systems is a small organization offering satellite internet and mobile phone services that
wants to expand their reach internationally. Their decision making process is long and time-consuming
because they rely on paper reports created by various individuals throughout the organization to
evaluate decisions. Before expanding their service internationally, they have decided to implement an
ERP system.
•
Discuss three benefits the organization will achieve by using ERP.
•
Discuss three disadvantages the organization might face while implementing ERP.
•
Discuss how the use of ERP impacts planning and scheduling in the organization.
Directions:
•
Discuss the concepts, principles, and theories from your textbook. Cite your textbooks and cite
any other sources if appropriate.
•
Your initial post should address all components of the question with a 500 word limit.
•
Reply to at least two discussion posts with comments that further and advance the discussion
topic.
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