The Qualities of the Real Personal Statement Example | Topics and Well Written Essays - 250 words

The Qualities of the Real - Personal Statement Example My conception of the Divine is based on the very real existence of my intellect, which has no physical form. I hold that nothing real can come out of nothingness. The reality of biological life is proof of the reality of a Creator, who was the first cause of life. He is infinite and is the cause of all finite things. He is independent and does not depend on anything for his existence. Â  It cannot be denied that good is real. There are degrees of goodness. These degrees of goodness are possible only with reference to something which is absolutely good. My conception of the Divine is that absolute good. My God is the embodiment of the highest degree of Perfection. He is removed from the senses and the body and belongs only to the mind. He is the foundation of moral values. My God is real. The existence of the unicorn and the leprechaun do not meet my criteria of real, as I can neither see them with my senses nor with my intellect. They are merely part of my imagination. They have not originated independently: they originate in my imagination. These imaginary creatures are not infinite, or perfect. They are not real. Â  

As the world becomes increasingly polarised where social issues Essay

As the world becomes increasingly polarised where social issues seemingly get lost, how can we encourage future technology and design to engage and augment our future - Essay Example This paper will explore the issue in depth and highlight the application of technology to ceramic design. After the Second World War, the globe experienced a social and economic recession that instilled hopelessness in majority of them. However, modernism emerged, promising to present the glob with hope despite the hardships. The ideologies that defined modernism seemed to be promising a palpable pattern of social responsibility. In the opinion of many, modernism had the capacity to induce change in the living conditions of the people. Therefore, embracing modernism translated to changes in different sectors. In the years that followed, the globe saw technological innovations in agriculture, economy, medicine, and media. In agriculture, technology has registered numerous changes. High levels of mechanization have increased the rates of production in agriculture. As expected, mechanization and forms of technology in agriculture have served to provide enough for the growing population. Sadly though, there are two sides of the inside story (Lee, 2008:61). Whereas some nations have more than they need, the developing world has to rely on support from the developed world. Reports indicate that Europe and America waste food products that could suffice to feed the entire developing world. While some wastage occurs unavoidably during production, a high percentage of wasted agricultural products occur deliberately accounting for about 60 %. The current trends in agricultural production reveal that the developing world only gets wealthier while third world countries remain in ardent poverty. In order to address the challenges of some nations, biotechnology seemed to provide a solution through the development of genetically modified organisms. At first, this technology presented a viable solution to pests, diseases and unfavorable climatic conditions because genetic engineering provided crops with the capacity to withstand all these.

Romeo and Juliet Movie Analysis Essay Example for Free

Romeo and Juliet Movie Analysis Essay Romeo and Juliet is a beautiful and romantic famous love story known through almost all over the world. Many producers have remade this dramatic story ad producers will get many ideas from this story to help them create their own. There was a movie made in 1996 and in 1968. These two movies are very unique in their own way. Many people like the original 1968 version, but others like the newer 1996 version better. Personally, I believe that the 1968 version was better story wise because it followed the ‘reality’ of the story better. In the 1996 version, they have more of a ‘today’ like scenes with cars, beaches, guns, and helicopters. However, in the 1968 version, it was more†¦ Romeo and Juliet like than the other version. This version had more of an olden day theme that I feel personally fit the story better. They had swords, older clothing, no cars, helicopters or beaches, everything was more in the time era that the famous love story took place. When and after watching this movie there was a lot that stood out to me when thinking about the love story that everyone knows or has at least heard of before. The things that stood out to me were on how well and closely related this movie was to the story I heard and imagined in my mind when I first heard it from my family. Another thing is that because of how the movie was made, really gave off a good intention that this was how the story went, and that many people would be able to think of this version first not only cause of how old this version is, but because of the realizations that the movie had towards the original story. Even though these two movies are about the same story, and have the same concept, there are many different things that contrast between them. In one version of the movie the music gives off a more energetic, suspenseful, action sound; while the other gives off a more mellow, sweet, calming, loving sound. In one version of the movie the characters play fairly different personalities than in the other. For example, in the 1996 version, Mercutio is a wild, crazy, histarical character who will do the weirdest things that draw you to fall in love with him before he dies. However, in the 1968 version, Mercutio is still a wild and histarical character and maybe a little bit crazy but he doesn’t have the effect on you to fall in love with him before he dies. In the 1996 version, Mercutio gives you a almost ‘welcoming’ atmosphere, while the 1968 version, Mercutio doesn’t give you that feeling. Many people will have their opinions on which movie version they liked better, which movie told the better story, which movie had the better plot, but Romeo and Juliet, the original 1968 version not only follows the plot and theme, but also gives you the way many people would’ve imagined it before they saw the new 1996 version. But if you are to see any Romeo and Juliet version first, I’d suggest the 1968 version so that you can understand better how things were back when Romeo and Juliet were star cross lovers, and where the story line fits the love story better for that more original taste.

Tyre Manufacturing Company Analysis

Tyre Manufacturing Company Analysis INTRODUCTION: MADRAS RUBBER FACTORY is major tyre manufacturing company located in Chennai, southern part of India. It is successful and Indias biggesttyre manufacturing company and one of the best competitor in production of tyres worldwide. The MRF products are renowned for its quality andinnovation. It exports its products to more than 65 countries in America, Europe, Japan, Middle East, Japan and Pacific. HISTORY: In 1946, K.M. Mammen Mappillai started this company as a small toy balloon manufacturing unit in a shed. In 1949, the business started producing a variety of products like balloons, toys to industrial gloves and contraceptives. MRF was also established as first office at Thambu Chetty Street, Chennai, India. In 1952, manufacturing of tread-rubber started in that unit by installation of first machine and a rubber mill at that factory. In 1961, MRF established with Mansfield tire Rubber Company of USA and started manufacture of tyres with a huge success gained in tread-rubber. In 1964, the export business of tyres made in progress. At Beirut (Lebanon) an overseas office was established for the development export market. MRF muscleman is popularly known now but this year was his birth. In 1967, MRF has become the first Indian company to export tyres to USA. In the next 3 years MRF inaugurates Kottayam unit, a factory in Goa and Arakkonam plant. This was first company to produce Nylon tyres and gained huge commercial success. And later MRF Superlug-78 was introduced for heavy duty trucks, this largest selling truck tyre in the country. In 1980, MRF technically collaborated with B.F Goodrich Company of USA which was involved in development with NASA space-shuttle. In the year 1984, the turnover of company crossed 2 billion INR and the first India tyres produced by MRF for the fitment of MARUTI SUZUKI 800, which is first Indias small car. Nylogrip tyres were launched for two wheelers in next year. In 1986, National Institution of Quality Assurance recognised MRF against 20 tyre manufacturing companies worldwide. B.F. Goodrich Tyre Company has instituted 6 quality improvement awards to MRF. Due to the companys effectiveness in the market again the turnover has reached to 3 billion INR. Premium Nylon tyre was also launched in the year 1987. In 1989, once again MRF was awardedthe Visvesvaraya award for the bestbusiness company in South India. It is recognised for its quality and excellence in the market. Hasbro International (USA) and MRF collaborated with each other and Funskool India has launched in the year 1989. From 1993 to 1995, the turnover of company reached 10 billion INR to 15 billion INR. And MRF tyres were chosenfor fitment on Daewoo Cielo. Mr and Mrs Mammen Mapillai received gold medal for being first 2 employees of the company, in the golden jubilee year The first ever F3 car and Super Lug tyres for trucks,ZVTS tyres for passenger cars, Nylogrip Zapper for two-wheelers were launched. The rally team of MRF wins APRC rally for first time in the 2001, second time in the year 2003 and third time win in the year 2005. MRFs turnover crossed 30 billion INR in the year 2004 and 50 billion INR in the year 2006. In the year 2007, MRF won JD Power Award. A new type of tyres Super Lug 505 for the trucks was launched. Super Lug FS tyres were also launched because the customers had claimed to be provided them saving fuel. ZLSK tyres were launched. JD Power award was again won by MRF in the year 2008. AWARDS AND ACHIEVEMENTS: MRF achieved to be voted as Most Trusted Tyre Company in India by TNS 2006 global CSR study. JD POWER ASIA PACIFIC award was won by MRF for the customer satisfaction 6 times in last 7 years. CAPEXIL award was won by MRF for exports. MRF PRODUCT DESINGING PROCESS: The process in designing of the product starts directly from the regular customers. From each individual customer, the inputs are compiled Product Development Division or Vehicle specific requirement are received from the OE customers. A special team of 300 scientists and engineers work for MRF and gives its enormous strength in designing the product. First the customers inputs are collected and according to them the team works on to convert them into Design concept. The Cutting-Edge technologies are used in design validation and predictive testing is done before it leaves the drawing board. For new designs, this type of advancement had significantly brought down the time to market. Usage of advanced raw materials are tested and approved in NABL accredited laboratories of the company. MRF works for global suppliers very closely in using latest developments. At the time of approval and after the product is released in the market, the quality of materials used in manufacturing the tyres are closely monitored in the laboratories by the latest testing equipment. All MRFs factories are TS16949/ISO9001 certified in which validation testing and verification of prototypes is manufactured. Then indoor testing of tyres ensures toconform the testing of architecture tomeet MRFs standards and the national standards like BIS/JIS/ETRTO/TRA. Now the tyres are handed over to Vehicle Dynamics Group who makes the design and validates on the vehicle. Tests of tyres are done on testing tracks in a series at several speeds by pushing the limits of its capabilities. MRF ensuresthe tyres are tested successfully on all types of roads, race tracks, and companys laboratories. Only after completing these all various types of testing, the tyres are released to customers. MRF tyres are very much demanded by the customers for its quality and standards. There are 6 manufacturing units in India (GOA, MEDAK, TIRUVOTTIYUR, ARKONAM, PUDUCHERRY and KOTTAYAM.) PRODUCTS AND SERVICES: MRF is the leading manufacturing company of the tyres in various segments. Including tyres, Pretreads, Paints, Coats and Toys are diversified business interests of MRF. By innovation ofthe product and technology, each and every tyre that comes out is tested to weather the toughest conditions and the highest standards that take on any road. Customers are offered by a host of services of the MRF, they are helped from selecting the tyre of their choice to maintaining their vehicle. FUTURE PROJECTS: Radialisation in the tyre industry has become the most important factor in trucks and buses category. The future projects of MRF tyres are to produce radialisation in India. Radialisation can be explained as the most important innovation in the tyre technology. As radialisation was introduced in India since 1978, MRF had not reached to catch its pace according to its expectations in spite of several advantages like additional mileage, saving of fuel, improved driving. In India older vehicles had not suitable geometric fitment of radial tyres on Indian roads. But now the situation is completely different, for the passenger car type segment radialisation has reached to 98%. And for medium and heavy vehicles segment radialisation is 8%, LCV segment radialisation is estimated at 18%. The radialisation of trucks, buses and LCV tyres had started obtaining the momentum. MRF have kept its pace with the improvements of technology that radialisation signifies the art of tyres compared to be th e best in market. A special factory was started in Puducherry for manufacturing of radials. MRF tyres were chosen to use on FIAT UNO, OPEL ASTRA and FORD ESCORT because of its good quality in the market. MRF in India has collaborated with companies like Maruti, Mahindra Mahindra, Tata motors, and Gneral motors. PESTLE ANALYSIS OF MRF: This analysis is used in every type of business organisations. Let us consider on MRF company. There are 6 type of views considers in PESTLE analysis of this organisation, they are: POLITICAL FACTORS OF MRF: The company is politically strong for its high standards and quality assurance in this industry. As the company was started in 1946 before the independence of the country and it is first company which has got success in rubber industry. In 1956, MRF had become leader of market with 50% share of the tread-rubber in India with its good quality and high standards. Many multinational companies had to withdraw from tread-rubber business in India because of an MRFs effective hold on the market. In 1990, the 6th World Cup Boxing Championship was brought to Mumbai, India by MRF where 39 countries had participated. MRF Pace Foundation was setup in the year 1988. Dennis Lille is the director for that academy. Many pace bowlers trained at that foundation were selected to Indian cricket team. The company has all legally approved certifications and it maintains all the national standards. Company is succesfull in satisfying every one specially to the customers and rules and regulations of Indian Government. ECONOMICAL FACTORS OF MRF: By unressolving tax issues, the import duty on natural rubber is more as 20% and 10% as less as on finished tyres is unaddressed because of the issue of tax structure. Due to the increasing cost of raw materials tyre manufacturing companies profit is changing. As the materials based on natural rubber, crude and steel are historically volatility in prices. Domestic natural rubber has increased to 40%. The fact is known that 70% production of price is combines with the manufacturers. As there is a huge demand for tyres of TB category MRF has builded up expoting business with neighbouring countries like Sri Lanka and China. Globally this TB tyre segment has more demand for radial tyres. MRF is developing radialisation globally to protect share in international market, and also make complelete grip in Indian market. MRF has set up a factory at Puducherry for radial tyres. SOCIAL FACTORS OF MRF: Presently, small families are demanding for 2/4 wheelers for individuals. The sales of tyres has gained more in past decade. From upper class families with more than 1 car per family observed to be increasing demand of tyres exponentially, mainly in cities where woking couples find difficult to maintain them without more than 1 car. As we know that Indian middle class families are known for its savings frenzy has now been slowly warming up to an idea of EMI and buying on credit. Due to this factors, there is a enormous demand in passenger cars. MRF had gained high profits in providing customer needs in passenger car category.

How to Tell a True War Story Essay -- essays research papers

War can be defined as â€Å"an active struggle between competing entities. It’s truly hard to tell who is right or wrong during a war. Both sides are fighting for what they believe in and what is true to their heart. In the end there is always two things promised – destruction and death. These two objects can explain the result in every facet of war from the physical to emotional.   Ã‚  Ã‚  Ã‚  Ã‚  In â€Å"How to Tell a True War Story† O’Brien explores the relationship between the events during a war and the art of telling those events. O’Brien doesn’t come to a conclusion on what is a true war story. He writes that one can’t generalize the story as well. According to O’Brien, war can be anything from love and beauty to the most horrid thing ever experienced. The story doesn’t even have to have a meaning. Evidence of both descriptions of war leading to death and destruction being used is how O’Brien tells of Curt Lemons death. He tells it as a love story with the scenery being described as being beautiful. In addition to O’Brien referencing it to a love story he also includes the gruesome details of how Curt Lemon died. These stories not only shape the listeners perception and attitude of the war, but it also affects the one telling the story. Some stories are true and others are rather embellis hed. The storyteller, speaking from the point of being in the war, has usually been through the most traumatic events ever in their life. Does the storyteller even know the truths ...

Bus Transport Essay -- Economics

Bus Transport A) The nature of the competition in the bus transport market is very specific. The article suggests competition is used to keep out new entrants to the market thus maintaining market share for the larger firms, "active competition takes place between small operators or between a large and a small operator." Further evidence suggests the competition was not of substantial benefit to the consumer and only used to get one over on the firms rivals, "more services run on routes which where already reasonably well serviced." However some methods of competition showed reasonable benefits to consumers, "charged lower fares than the incumbent." Yet in the long run predatory pricing is not a good thing, as it will eventually push out competition, creating a monopoly where the price will soon go back up again. Non-price competition is lacking in the market, " difficult for suppliers to differentiate their products." As long as the price is reasonable consumers will act on which service requires them to wait for the shortest amount of time, i.e. the first bus to arrive or the most reliable service, "not prepared to wait for a later bus which maybe more comfortable." Cumulatively this type of competition in a market has negative effects, "can lead to congestion, pollution, and instability of services." Large companies that actively compete are likely to loose out in the long run due to the nature of the Kinhed demand curve theory suffering, as...

Increasing Productivity in SMEs Essay

Introduction The literature indicates that Small and Medium Enterprises (SMEs) contribute a significantly to a country’s GDP. In addition, they employ large numbers of people. According to the Bank of England Quarterly Report on Small Business Statistics (2001), almost 99.8% of businesses in the UK, one for every 10 workers, are SMEs, employing less than 250 people. This means that one out of eight workers is self-employed. Similarly, according to Cole (n.d.), the World Bank believes that one significant difference between high and low income countries is the percentage of SMEs in each. In a typical high-income country about 57% of employment comes from the SME sector, while in a typical low-income country only 18% of employment comes from the same sector. An example of a high-income country is the US, with 85% of companies designated at SMEs, contributing 50% of the GDP and employing 50% of the labor force (Cabello, 2010). Another example of a high-income country is Japan with 99.5% of bu sinesses designated as SMEs employing fully two-thirds of the entire labor force (Cabello, 2010). Given the sizeable contributions SMEs make in terms of employment and adding to a country’s GDP, it is tremendously important they increase their competitiveness in a globalized economic environment. Unfortunately, there is significant evidence that SMEs lag in productivity—the reasons vary based on what line of business the SME is in. For example, in a small factory, low worker output may be due to problems with the machines or low morale because of bad worker-manager relations (Calzado, 2003). However, another reason that SMEs are unproductive is their inability to effectively utilize Information and Communication Technology (ICT), sometimes simply referred to as Information Technology (IT) (Calzado, 2003). According to Qureshi and York (2008), Ho, Kauffman, and Liang (2008), and Bharadwaj (2000), there is a large consensus among scholars and policymakers that the adequate use of ICT increases the competitiveness of employees and strengthens the position of companies in the global economy (as cited in Millis, 2008). This literature clearly shows that companies who integrate ICT in a proper way score significantly better than their competitors in the field of cost control and profit. In fact, a high level of computerization and networking is perceived as a crucial factor to enhance the efficiency of employees and thus to remain competitive, which is one reason that governments around the world have responded to these finding by launching initiatives to encourage companies to adapt ICT more aggressively (Millis, 2008). However, while there is agreement that SME productivity must be increased and that this can be achieved by the successful integration and use of ICT, the literature also indicates that SMEs are not successful at acquiring, utilizing or integrating ICT. Therefore, while large corporations have successfully integrated ICT so as to generate more output with fewer resources, SMEs have been left behind (Wielicki & Arendt, 2007). Therefore, this paper seeks to investigate the reasons why SMEs do not utilize technology effectively and possibly provide some recommendations for dealing with this situation. The Problem with Technology Integration and Utilization in SMEs Why Government Initiatives Fail In an analysis of policy measures designed to advance the computerization levels of SMEs, Millis (2008) indicates that governments around the world have launched initiatives to encourage companies to adapt ICT more aggressively. However, while this has met with success in larger companies, adaptation of ICT in SMEs has not yielded the same return on investment. He found the following reasons for this lack of success: Inadequate standards. Generally, hardware expenses are used as a benchmark standard to measure level of computerization in companies. However, this does not work well in SMEs because some companies rent rather than own hardware, and ownership does not equate with effective usage. This has resulted in a lack of empirical data by which to assess the effectiveness of government initiatives (Millis, 2008). Oversimplified assumptions and underestimation of SME diversity. All initiatives to encourage the adaptation of ICT are based on a model that assumes a structured sequential process for optimal use of new technology. The model oversimplifies the complexity of the process and overlooks the individual differences between SMEs. For example, some SMEs with an export component are better positioned to computerize faster than companies that do not have an export component. As a result of the diversity of SMEs, government initiatives are too bureaucratic to be effective. Moreover, they lack in SME engagement. This results in many initiatives missing their goals (Millis, 2008). Mismatched expectations. It is ultimately the SME manager’s decision to adapt ICT. This means that each manager must be well informed about the opportunities and threats of the market that they are operating in. In addition, they need to have some knowledge of how to integrate the technology effectively. Oftentimes SME management is suspicious of government initiatives. That, coupled with the lack of engagement between government agencies and SMEs, results in mismatched expectations between managers and government bodies (Millis, 2008). Integration of IT Alone does not Guarantee Increased Performance Francalanci and Morabito (2008) took an in-depth look at the literature regarding the relationship between Information Technology (IT) and business performance. They concluded that integrating IT does not automatically guarantee increased business performance, unless the organization completes the learning curve associated with the integration of data and applications, also known as Information Systems (IS). The authors, labeled this integration of IS as the organization’s â€Å"absorptive capacity† and claimed that it plays an intermediary role between IS integration and business performance, where IS integration is the degree to which data and applications have become routine in the day to day activities of an organization. Therefore, the authors hypothesized that â€Å"IS integration leads to greater business performance through absorptive capacity, that is, that absorptive capacity has a mediation role [in how a business performs]† (Francalanci & Morabito, 2008, p. 298). The hypothesis was tested on 466 Italian SMEs who lacked economies of scale in the business setting; exhibited a general lack of IT literacy; and were led by management that was rarely IT-oriented. Absorptive capacity defined. Cohen and Levinthal (1990) and Zahra and George (2002a) defined â€Å"absorptive capacity† as an SME’s ability to first identify/recognize knowledge from external sources, then to assimilate this knowledge in relation to its needs, and finally to exploit this knowledge to its advantage (as cited in Francalanci & Morabito, 2008). This might include the ability to imitate competitors’ products or processes, or to exploit less commercially focused knowledge (e.g., scientific research or IT solutions). Integrating anything external requires a learning curve on the part of the entity attempting its integration. Since IT is a complex technology, it too requires a learning curve so that data and applications may be effectively integrated with the company’s day to day functioning. If this is achieved, IT will have a positive impact on business performance. However, if this is not achieved, then the company not only does not perform better, but also fails to achieve a return on its investment in the IT. Francalanci and Morabito (2008) found that in order for IT to be successfully absorbed, the company first needed to align its processes with the new IT in order for it to result in the desired increase in efficiency. Next, the company needed to make sure that all IT users were sufficiently trained in its uses and applications. In addition, management must ensure that the organization is ready to embrace the change that IT integration and use will bring. And finally, the organization needs to display flexibility in adapting to the new IT integration so that there is little loss of time and cost. However, if a company has management that is not IT oriented or that is unwilling to train its employees in IT use, then the absorptive capacity of the company is low resulting in little or no increase in business performance even after an investment in IT. The Digital Divide Wielicki and Arendt (2007), agree with Francalanci and Morabito (2008) in their findings as to what barriers prevent the successful integration of IT. According to Wielicki and Arendt (2007), these barriers include a lack of elementary digital experience caused by lack of interest; computer anxiety and unattractiveness of the new technology; lack of computers and network connections; lack of digital skills caused by insufficient user friendliness and inadequate education or social support; lack of significant usage opportunities. These barriers are not dissimilar from the characteristics of the 466 SMEs chosen by Francalanci and Morabito (2008)—lack of economies of scale in the business setting; lack of IT literacy and management that was not IT-oriented. It is these barriers that, according to Wielicki and Arendt (2007), constitute the â€Å"digital divide† between SMEs and larger companies that have successfully and willingly adopted and absorbed IT to increase their competitive advantages. According to Wielicki and Arendt (2007), it is the failure to understand the digital divide which may have a profound impact on operations of business in this information-driven century. In other words, far from being a luxury, IT has become a necessity in this globalized economic environment. Without successful integration of IT, that is, moving beyond the basic use of the Internet and e-mail for basic communication purposes, a company might find itself unable to take advantage of e-commerce ventures due to the limited level of computer literacy of both employees and broad market participants. In particular, in developed and emerging markets, a company may find that the presence of the digital divide may prevent it from appreciating the benefits of technology-driven opportunities. As a result, the dynamic growth of the e-commerce economy could turn out to be somewhat deceiving unless we can move more businesses and more of society onto the right side of the divide. Implications and Recommendations Across the literature there is no doubt that integration of ICT has become a necessity for business success for SMEs. However, the literature also agrees that there are many barriers in the way of successful absorption and implementation of ICT in SMEs. In addition to the widespread agreement on these two points, the literature also provides proposals and recommendations for overcoming the barriers. One important factor in creating solutions is government involvement due to the lack of financial resources on the part of individual SMEs. However, one size does not fit all, and Millis (2008) provides the following suggestions about how government should proceed: * Creation of a proper standard for measuring the progression of ICT and e-technology adaptation * Taking into account the complexity of the reality and circumstances in SMEs that prevent computerization proceeding as a structured, sequential process. * Taking into account that a holistic approach to IT integration cannot work because of the large diversity between SMEs * Avoidance of high-level approaches and over-bureaucratized project structures * Avoidance of overestimating the impact of government initiatives on the behavior of participating SMEs * Provision of direct and specific support to SMEs designed to elicit concrete results * Creation of realistic and measurable goals and models that support the choices of the company rather than something generic that is imposed on the company be the government Another recommendation comes from Wielicki and Arendt (2007). Since the US is the most advanced country with regard to IT use and integration, they suggest that it be used as a model of study to determine how the barriers to successful IT integration be overcome in other countries. In addition, they counsel continued research to track the progress of SMEs in crossing the business digital divide, tracking the level of implementation of ICT-based solutions at the business process level and the role of ICT training in SMEs or of ICT in integrating business processes of SMEs. In an effort to successfully define these research objectives, Thurasamy, Mohamad, Omar, and Marimuthu (2009), have proposed an empirical study across 1500 Malaysian SMEs in order to determine the following: 1. To profile the type of technologies adopted by SMEs. 2. To profile the extent of usage of each of those technologies. 3. To develop an index for performance and technological adoption tracking of SMEs. 4. To investigate factors that encourage, as well as those that remain barriers to technology adoption. 5. To establish the extent of technology adoption and performance (financial and non-financial) plus Internationalization. As we can see, the objectives of this study mirror the suggestions of Wielicki and Arendt (2007) as to the nature of further research into IT integration in SMEs. Another reason cited for the unsuccessful adaptation of IT was lack of employee training. Therefore, government initiatives like the ones featured in a report released by the Directorate-General for Education and Culture in Belgium (2003), could be utilized towards increasing the effectiveness of employees in relation to the use and adaptation of IT. The report profiles 10 European employee training programs ranging from Worldwide web-based information and communication technologies training for manufacturing SMEs to a CD-Rom based program to help SMEs define their training needs. Conclusion As can be seen from the above discussion, there is a definite need to foster the integration of IT/ICT in SMEs in both developed and developing economies. While this need has been documented by the literature, it is also clear that there are many obstacles that stand in the way of the successful implementation of the technology. It would seem, therefore, that the stage is set for further investigation into the technological and educational needs of SMEs around the world. It would also seem that there are employment and business opportunities for those with the necessary know-how and skills to offer their services as consultants and trainers to SMEs desiring to integrate IT/ICT into their day to day activities. References Bank of England Quarterly Report on Small Business Statistics. (2001, January). Retrieved from http://webcache.googleusercontent.com/search?q=cache:JvJUI7yMYv8J:www.accaglobal.com/pdfs/smallbusiness/EESME.doc+SME+percentage+of+GDP&cd=1&hl=en&ct=clnk&gl=us Cabello, N. (2010, March 1). Looking at some SME successes in developed countries. Manila Bulleting Publishing Corporation. Retrieved from http://www.mb.com.ph/node/245735/looking- Calzado, M. M. (2003). Productivity Management Guide for SMEs, 1, 25-28. Retrieved from http://www.ilofip.org/Documents/Module3-Causesforlowproductivity.pdf Cole, K. (n.d.). Technoserve and the Google Foundation spark Ghanaian economy through needed Small and Medium Enterprise development. Believe, Begin, Become. Retrieved from http://www.believe-begin-become.com/Ghana/morenews.asp?NewsID=23 Directorate-General for Education and Culture in Belgium (2003). Building Skills and Qualifications among SME employees. Retrieved from Academic Search Premier EBSCO database. Millis, K. (2008). Critical analysis of policy measures for the advancement of the level of computerization of SMEs. Information Technology for Development, 14(3), 253-258. Retrieved April 23, 2010 from Academic Search Premier EBSCO database. Thurasamy, R., Mohamad, O., Omar, A., & Marimuthu, M. (2009). Technology adoption among Small and Medium Enterprises (SME’s): A research agenda. World Academy of Science, Engineering and Technology 53. Retrieved from Academic Search Premier EBSCO database. Wielicki, T. & Arendt, L. (2007). ICT Training—Key to closing digital divide among businesses: Case of SMEs in central California. International Journal of Learning,organizational absorptive capacity in SMEs. Journal of Information Technology, 14(6), 181-186. Retrieved from EBSCO Host database.