Abstract
This paper examines Intel's strategy and how it is aligned with the company's mission, vision, goals and objectives.

From the Paper
"Intel has long been the undisputed leader in computer chips, ranking ... in chip manufacturers around the world, but in recent years it has encountered strong competition from AMD. Intel's new CEO Paul Otellini is making sweeping changes in the company's strategy and these align beautifully with its organizational structure, culture, mission, vision, goals and objectives. Intel's organizational structure is an open and flexible one and its culture emphasizes egalitarianism and meritocracy where employees who demonstrate their desire and ability to do the work..."

Tags:Intel, strategy, mission, vision, goals, objectives, Internet cafe, AMD, antitrust, Otellini, China, nursing, motion capture

Abstract
As businesses seek to gain competitive advantage in today's technology driven world, they are finding it difficult to realise benefits and value from their information system investments. This paper discusses the strategic alignment model as presented by Henderson and Venkatraman (1999) and the concept of business models as related by Osterwalder (2004) in the context of Advantage Credit Ltd. Firstly, a review of relevant concepts and literature is made in order to introduce the reader to the subject matter. Advantage Credit Ltd is the leading payment services organisation operating in Israel. The company's business model is explained in depth using Osterwalder's nine business model building blocks and its strategic strengths and weaknesses are discussed within the framework of the strategic alignment model. Recommendations for closer alignment between IT and general business processes are also made.

Outline:
Executive Summary
Review of business models
Value Proposition
Target Customer
Distribution Channel
Relationship
Value Configuration
Core competency
Partner Network
Cost Structure
Revenue Model
Suggested solutions
Conclusion

From the Paper
"The concept of business models is not clearly understood as is evident in many publications by journalists, business executives and even academics (Osterwalder 2005). It is of paramount importance to reach an accurate definition of business models in order to utilise this concept in more complex models and strategies, including that of strategic alignment. The Strategic Alignment Model seeks to maximise the competitiveness of businesses by making optimum use of business and IT processes through symbiotic relationships, as opposed to having business and IT people competing within the same organisation. Osterwalder (2005) posits that a business model represents a conceptual blueprint of how an organisation goes about its business. It is a simple representation of the strategic positioning and strategic goals of the organisation which can be translated into a business structure and processes that are ultimately the organisation's daily operations and physical form. "

Tags:Advantage, Credit, Ltd, Osterwalder, Henderson, Venkatraman

Abstract
This paper discusses the leadership skills and strategies needed to successfully integrate human, information and organization capital with corporate strategy. It reviews the goals, resources and barriers for aligning the elements of the Learning and Growth Perspective with a Balanced Scorecard Strategy Map. The paper contains graphs.

Table of Contents:
Introduction
Leadership and Strategic Organizational Change
Culture, Alignment and Teamwork
Motivation, Performance and Organizational Culture
The Process of Change
Barriers and Solutions
Summary

From the Paper
"Leaders who implement a Strategy Map system face numerous implementation decisions. To maximize the success of an implementation, leaders need to carefully match their vision, mission and strategy with the framework chosen to visualize performance measures. Leaders also need to consider how this affects the levels of the organization in which they plan to implement the system and the method it will take to accomplish such an implementation. Finally, leaders should formally link the scorecard system to its strategic business model. By carefully considering all of these factors, leaders, managers, workers and entire organizations can maximize chances for successfully implementing a strategic vision."

Tags:vision, goals, corporate

Abstract
This paper discusses how to allign curricula with state and federal high standards in the specific content area of math and science. Assessment tools are emphasized.

From the Paper
"According to Hodges, international tests have repeatedly shown that math and science education in America must improve as American students are now repeatedly underscoring students from other countries in both math and science. One attempt to improve the quality of student knowledge in the math science area is to develop high standards at both the state and federal levels and then alignment of the curriculum to these standards. As to how to ensure that the curriculum is properly..."

Tags:curricula, state and federal standards, math, science

Abstract
This paper makes a strong case that Jesus was supportive of and aligned with the Zealot movement, if not in deed, then certainly in principle. The author presents evidence that Jesus was seeking the throne and would therefore have enlisted the aid of the militant Zealots.

From the Paper
"The manner in which Jesus was said to have entered Jerusalem, was that of a Jewish king with a claim to the throne. His conviction that he was the King of the Jews, was in deliberate fulfillment of Zechariah's prophecy, that the Messiah would ride into Jerusalem on an ass's colt. As Jesus himself was described making his entrance into Jerusalem , the people were said to have greeted him with palms and cries of "Hosanna," which was the ancient cry of Jewish independence. From this very beginning, it has been claimed that Jesus had to have been well aware of the seditious actions implied, as well as the political impact that would be caused. This supposition was in direct contrast with the Gospels, which attempted in contradiction of Jesus' actions, to claim that he was not seeking an earthly kingdom."

Tags:Ancient, History, Judaism, Christianity, Romans, Messiah, Essene

Abstract
This paper is a proposal for a research study which will attempt to examine the evidence that supports the motives of the terrorist organizations around the world to conduct terrorism on a global basis. It outlines how the study will be exploratory in nature, primarily through various government reports and reports of Embassy's around the world and how the research will explore a number of terrorism incidents, their patterns, the major groups involved, financing connections and the use of improved communications as a means to coordinate attacks. It encompasses terrorism data from 1992 through the year 2002.

Outline:
Abstract
Chapter 1
Introduction
Rationale for Study
Scope of Study
Thesis and Research Objectives
Chapter 2
Review of the Literature
Overview of Preliminary Research
Chapter 3
Methods
Chapter Four
Findings
Timeline
Works Cited

From the Paper
"Terrorism is politically motivated violence against persons who are not combatants in a conflict. Americans have always been targeted while in other countries, but on September 11, 2001, they also became the direct recipients of terrorist activities. The goal of these activities is to promote a sense of fear and deep insecurity. Terrorists strike those who are not combat ready. The victims are nor trained soldiers, they are ordinary citizens. These attacks often come without warning, in an attempt to invoke the greatest amount of fear (Wilcox, 1996). Terrorism attempts to undermine the citizen's faith in their government's ability to protect them. Terrorists use intimidation as their primary weapon to induce fear in a society."

Tags:911, middle, east, osama, bin, laden

Abstract
This paper examines Merrill Lynch's treatment of internal and external stakeholders and its short- and long-term plans, aligning these with the requirements for a strategic plan.

From the Paper
"Merrill Lynch's positioning strategy calls for a strategic plan that promotes risk management to ensure appropriate returns on its stockholders' equity, yet investment in opportunities for growth and diversification that take advantage of the firm's strengths and global client franchise. In addition, the company puts a premium on providing value-added advice, products and services and on developing employee talent and leadership to its full potential to achieve superior results. This paper will examine the degree of alignment between Merrill Lynch's..."

Tags:Merrill Lynch, strategic plan alignment, stakeholder, internal, external, short-term plan, long-term plan

Abstract
This paper focuses on the efforts of Frito Lay, Incorporated, to implement a micromarketing plan. The paper explains that the company experiences a steady rise in sales, peaking between the years of 1989 and 1992. Despite their success in sales, the paper continues, their market share presence for their products continued to slowly decline during those years; senior management predicted the need to implement a micromarketing strategy a few years before this happened. The paper describes the plan, which would involve an alignment and redesign of their current business processes. The plan also included integrating, reorganizing, and synchronizing operating processes with the business cycle, creating a flexible informational infrastructure, and establishing a solid relationship between IT and the business side. The paper concludes that companies today would do well to implement what Frito Lay learned by using strategies that involved business and IT alignment, and allowed them to blaze the trail toward success.

Outline:
Introduction
Frito Lay's Limitations
Frito Lays IT & Strategic Plans
Strategies for Communicating Plans to Senior Management
Conclusions
References

From the Paper
"Implementing a micromarketing strategy was not easy for Frito-Lay Inc. In fact, because they did not have the proper systems and infrastructures to support this plan, profits dropped significantly in 1986 and their initial attempt was abandoned. Their organizational structure was not flexible enough, they clung to their hierarchal (top to bottom) approach and old fashioned paper based processes. The reporting and control relationships were not adequate enough. They failed to obtain employee commitment because the new strategy was not clearly explained to the employees. Managers continued to function as if nothing changed and new products where stagnant in their warehouses. The managers lacked the vision of the relationships between processes, technology and business organization. There was also a disconnect between communications with senior management and field managers, there was no commitment from senior management which affected the resources needed to accomplish the task."

Tags:organization

Abstract
In this article, the writer analyzes how an organization's goals need to be aligned with the information technology (IT) goals. The writer explores how IT can support the organization's goals. The writer maintains that it would be very unwise for any company nowadays to even consider running their business without IT. Further, the writer notes that IT's role in securing the business system is vital and should be taken into serious consideration when creating the over-all, long-term business strategy. The writer also points out that any present-day corporate strategy that fails to incorporate IT goals and objectives into the corporate system is bound to fail and fail miserably. The writer concludes that IT is like the nerves from which flows the life-blood of any respectable company.

Outline:
Introduction
What about IT?
Conclusion

From the Paper
"Let's face the fact: Information Technology (IT) is here to stay, and if the apocalyptic movies such as The Matrix were even half right, IT may very well outlast the human race. It would be very unwise for any company nowadays to even consider running their business without IT. In fact, they would find it next to impossible to function, since even the most mundane office equipment, such as the photocopier, has now evolved into an all-in-one copier-scanner-printer-fax machine. So how does management integrate IT into their system? First, create an IT unit or department. Determine the long-term goals of the company vis-a-vis the possible contributions of IT. Create a strategy integrating the input of the IT unit (their goals and plan of action) and those of the income-generating and backroom business unit/s. For example, it is no longer advisable to use a paper-based payroll, as apart from being more likely to become subject to fraud, it is an environmental hazard. Imagine the filing needs for a payroll for 100 people in one year only."The main asset of these SMEs is their pioneering spirit; the unique ability to meet a certain need through innovative means is what makes them flourish. It is understandable therefore, that these companies hold their owners and creative team in the highest regard, since this is the main source of the flow of money-making ideas. As these companies grow, the need to remain competitive quadruples and the source of ideas diversifies. It is now more than a matter of filling a need; it is now a matter of creating a need. Whether it is a product or a service, SMEs have to explore the target market, define their habits, interests and other nuances, in order to pinpoint where they can come in and create a demand for what they have to offer."
"In connection with this, SMEs should now turn towards becoming at par with the times, and in order to do so, they must become tech-savvy companies, able to penetrate markets at the speed of the latest technology. Their goals should evolve into keeping abreast instead of merely keeping afloat."

Tags:electronic, mail, IT, strategic, planning

Abstract
This paper provides a historical overview of the Zionist movement, and explains that although Zionism is dictionary-defined as "a theory, plan or movement for setting up a Jewish national or religious community in Palestine," Zionism was simply a word that was used to sum up all the feelings the Jewish people had concerning a homeland in Israel. The paper analyzes the forces that played an important part in the establishment of a Jewish homeland in Palestine, and the 1948 culmination of the Zionists' 2,600-year-old dream.

From the Paper
"Adolf Hitler may have masterminded the biggest killing spree in history, but he did a world of good for Zionism. By the time the world realized what Hitler and the S.S. meant by their Final Solution, it was too late. The Jewish population of Europe had fallen victim to his ideas of a master race, and its numbers had dropped dramatically from 9,480,000 in 1939 to 3,660,000 in 1945. Poland was hit especially hard, for of the 5,820,000 Jewish victims, 4,565,000 were Polish (Ellison 87). While the whole of the western world shrunk back in horror at these atrocities, the remnants of the Nazi Holocaust were left without a home. They could not go back to their neighborhoods in Europe, for though the legalized murder of the Jews may have been brought to an end, the intense hatred that almost all of Europe felt for the Jewish people as a whole was just as present as ever. Many would rather have been cooped up behind the barbed wire of the refugee camps than exposed to the defeated Germans (Ellison 91). The feeble hope the Jews held for assimilation into European culture was no longer a possibility. As Eric Black notes in his article "Parallel Realities: Anti-Semitism led to Zionist's Dream," the modern day founder of Zionism Theodor Herzl had realized almost fifty years earlier that the idea of Jewish assimilation into the present culture was a "pipe dream" (lines 148-150). To make matters worse, the Arab government felt that the Zionist leaders were exploiting the Holocaust in order to set up a Jewish state in Palestine. Since the Arabs held more power with the United Nations (because they had an established nation) they were listened to, and the doors to the promised land were shut to Jewish Immigration in a time when it was needed the most (Ellison 93). The Jews could never peacefully coexist with another race, a fact that the Holocaust made all too clear. They now had no choice but to put their faith in Zionism once again."

Tags:anti-semitism, arab, israeli, conflict