World War II Turning Points in the Pacific

Following the attack on Pearl Harbor and other Allied possessions around the Pacific, Japan swiftly moved to expand its empire. In Malaya, Japanese forces under General Tomoyuki Yamashita executed a lightning campaign down the peninsula, forcing superior British forces to retreat to Singapore. Landing on the island on February 8, 1942, Japanese troops compelled General Arthur Percival to surrender six days later. With the fall of Singapore, 80,000 British and Indian troops were captured, joining the 50,000 taken earlier in the campaign (Map). In the Netherlands East Indies, Allied naval forces attempted make a stand at the Battle of the Java Sea on February 27. In the main battle and in actions over the next two days, the Allies lost five cruisers and five destroyers, effectively ending their naval presence in the region. Following the victory, Japanese forces occupied the islands, seizing their rich supplies of oil and rubber (Map). Invasion of the Philippines To the north, on the island of Luzon in the Philippines, the Japanese, who had landed in December 1941, drove US and Filipino forces, under General Douglas MacArthur, back to the Bataan Peninsula and captured Manila. In early January, the Japanese began attacking the Allied line across Bataan. Though stubbornly defending the peninsula and inflicting heavy casualties, US and Filipino forces were slowly pushed back and supplies and ammunition began to dwindle (Map). Battle of Bataan With the US position in the Pacific crumbling, President Franklin Roosevelt ordered MacArthur to leave his headquarters on the fortress island of Corregidor and relocate to Australia. Departing on March 12, MacArthur turned over command of the Philippines to General Jonathan Wainwright. Arriving in Australia, MacArthur made a famous radio broadcast to the people of the Philippines in which he promised I Shall Return. On April 3, the Japanese launched a major offensive against the Allied lines on Bataan. Trapped and with his lines shattered, Major General Edward P. King surrendered his remaining 75,000 men to the Japanese on April 9. These prisoners endured the Bataan Death March which saw approximately 20,000 die (or in some cases escape) en route to POW camps elsewhere on Luzon. Fall of the Philippines With Bataan secure, the Japanese commander, Lieutenant General Masaharu Homma, focused his attention on the remaining US forces on Corregidor. A small fortress island in Manila Bay, Corregidor served as the Allied headquarters in the Philippines. Japanese troops landed on the island on the night of May 5/6 and met fierce resistance. Establishing a beachhead, they were quickly reinforced and pushed the American defenders back. Later that day Wainwright asked Homma for terms and by May 8 the surrender of the Philippines was complete. Though a defeat, the valiant defense of Bataan and Corregidor bought valuable time for Allied forces in the Pacific to regroup. Bombers from Shangri-La In an effort to boost public morale, Roosevelt authorized a daring raid on the home islands of Japan. Conceived by Lieutenant Colonel James Doolittle and Navy Captain Francis Low, the plan called for the raiders to fly B-25 Mitchell medium bombers from the aircraft carrier USS Hornet (CV-8), bomb their targets, and then continue on to friendly bases in China. Unfortunately on April 18, 1942, Hornet was sighted by a Japanese picket boat, forcing Doolittle to launch 170 miles from the intended take-off point. As a result, the planes lacked the fuel to reach their bases in China, forcing the crews to bail out or crash their aircraft. While the damage inflicted was minimal, the raid achieved the desired morale boost. Also, it stunned the Japanese, who had believed the home islands to be invulnerable to attack. As a result, several fighter units were recalled for defensive use, preventing them from fighting at the front. When asked where the bombers took off from, Roosevelt stated that They came from our secret base at Shangri-La. The Battle of the Coral Sea With the Philippines secured, the Japanese sought to complete their conquest of New Guinea by capturing Port Moresby. In doing so they hoped to bring the US Pacific Fleets aircraft carriers into battle so that they could be destroyed. Alerted to the impending threat by decoded Japanese radio intercepts, the Commander-in-Chief of the US Pacific Fleet, Admiral Chester Nimitz, dispatched the carriers USS Yorktown (CV-5) and USS Lexington (CV-2) to the Coral Sea to intercept the invasion force. Led by Rear Admiral Frank J. Fletcher, this force was soon to encounter Admiral Takeo Takagis covering force consisting of the carriers Shokaku and Zuikaku, as well as the light carrier Shoho (Map). On May 4, Yorktown launched three strikes against the Japanese seaplane base at Tulagi, crippling its reconnaissance capabilities and sinking a destroyer. Two days later, land-based B-17 bombers spotted and unsuccessfully attacked the Japanese invasion fleet. Later that day, both carrier forces began actively searching for each other. On May 7, both fleets launched all of their aircraft, and succeeded in finding and attacking secondary units of the enemy. The Japanese heavily damaged the oiler Neosho and sunk the destroyer USS Sims. American aircraft located and sunk Shoho. Fighting resumed on May 8, with both fleets launching massive strikes against the other. Dropping out of the sky, US pilots hit Shokaku with three bombs, setting it on fire and putting it out of action. Meanwhile, the Japanese attacked Lexington, hitting it with bombs and torpedoes. Though stricken, Lexingtons crew had the ship stabilized until fire reached an aviation fuel storage area causing a massive explosion. The ship was soon abandoned and sunk to prevent capture. Yorktown was also damaged in the attack. With Shoho sunk and Shokaku badly damaged, Takagi decided to retreat, ending the threat of invasion. A strategic victory for the Allies, the Battle of the Coral Sea was the first naval battle fought entirely with aircraft. Yamamotos Plan Following the Battle of Coral Sea, the commander of the Japanese Combined Fleet, Admiral Isoroku Yamamoto, devised a plan to draw the remaining ships of the US Pacific Fleet into a battle where they could be destroyed. To do this, he planned to invade the island of Midway, 1,300 miles northwest of Hawaii. Critical to Pearl Harbors defense, Yamamoto knew the Americans would send their remaining carriers to protect the island. Believing the US to only have two carriers operational, he sailed with four, plus a large fleet of battleships and cruisers. Through the efforts of US Navy cryptanalysts, who had broken the Japanese JN-25 naval code, Nimitz was aware of the Japanese plan and dispatched the carriers USS Enterprise (CV-6) and USS Hornet, under Rear Admiral Raymond Spruance, as well as the hastily repaired Yorktown, under Fletcher, to the waters north of Midway to intercept the Japanese. The Tide Turns: The Battle of Midway At 4:30 AM on June 4, the commander of the Japanese carrier force, Admiral Chuichi Nagumo, launched a series of strikes against Midway Island. Overwhelming the islands small air force, the Japanese pounded the American base. While returning to the carriers, Nagumos pilots recommended a second strike on the island. This prompted Nagumo to order his reserve aircraft, which had been armed with torpedoes, to be rearmed with bombs. As this process was underway, one of his scout planes reported locating the US carriers. Hearing this, Nagumo reversed his rearmament command in order to attack the ships. As the torpedoes were being put back on Nagumos aircraft, American planes appeared over his fleet. Using reports from their own scout planes, Fletcher and Spruance began launching aircraft around 7:00 AM. The first squadrons to reach the Japanese were the TBD Devastator torpedo bombers from Hornet and Enterprise. Attacking at low level, they did not score a hit and suffered heavy casualties. Though unsuccessful, the torpedo planes pulled down the Japanese fighter cover, which cleared the way for the American SBD Dauntless dive bombers. Striking at 10:22, they scored multiple hits, sinking the carriers Akagi, Soryu, and Kaga. In response, the remaining Japanese carrier, Hiryu, launched a counterstrike that twice disabled Yorktown. That afternoon, US dive bombers returned and sunk Hiryu to seal the victory. His carriers lost, Yamamoto abandoned the operation. Disabled, Yorktown was taken under tow, but was sunk by the submarine I-168 en route to Pearl Harbor. To the Solomons With the Japanese thrust in the central Pacific blocked, the Allies devised a plan to prevent the enemy from occupying the southern Solomon Islands and using them as bases for attacking Allied supply lines to Australia. To accomplish this goal, it was decided to land on the small islands of Tulagi, Gavutu, and Tamambogo, as well as on Guadalcanal where the Japanese were building an airfield. Securing these islands would also be the first step towards isolating the main Japanese base at Rabaul on New Britain. The task of securing the islands largely fell to the 1st Marine Division led by Major General Alexander A. Vandegrift. The Marines would be supported at sea by a task force centered on the carrier USS Saratoga (CV-3), led by Fletcher, and an amphibious transport force commanded by Rear Admiral Richmond K. Turner. Landing at Guadalcanal On August 7, the Marines landed on all four islands. They met fierce resistance on Tulagi, Gavutu, and Tamambogo, but were able to overwhelm the 886 defenders who fought to the last man. On Guadalcanal, the landings went largely unopposed with 11,000 Marines coming ashore. Pressing inland, they secured the airfield the next day, renaming it Henderson Field. On August 7 and 8, Japanese aircraft from Rabaul attacked the landing operations (Map). These attacks were beaten off by aircraft from Saratoga. Due to low fuel and concerned about further loss of aircraft, Fletcher decided to withdraw his task force on the night of the 8th. With his air cover removed, Turner had no choice but follow, despite the fact that less than half of the Marines equipment and supplies had been landed. That night the situation worsened when Japanese surface forces defeated and sank four Allied (3 US, 1 Australian) cruisers at the Battle of Savo Island. The Fight for Guadalcanal After consolidating their position, the Marines completed Henderson Field and established a defensive perimeter around their beachhead. On August 20, the first aircraft arrived flying in from the escort carrier USS Long Island. Dubbed the Cactus Air Force, the aircraft at Henderson would prove vital in the coming campaign. In Rabaul, Lieutenant General Harukichi Hyakutake was tasked with retaking the island from the Americans and Japanese ground forces were routed to Guadalcanal, with Major General Kiyotake Kawaguchi taking command at the front. Soon the Japanese were launching probing attacks against the Marines lines. With the Japanese bringing reinforcements to the area, the two fleets met at the Battle of the Eastern Solomons on August 24-25. An American victory, the Japanese lost the light carrier Ryujo and were unable to bring their transports to Guadalcanal. On Guadalcanal, Vandegrifts Marines worked on strengthening their defenses and benefited from the arrival of additional supplies. Overhead, the aircraft of the Cactus Air Force flew daily to defend the field from Japanese bombers. Prevented from bringing transports to Guadalcanal, the Japanese began delivering troops at night using destroyers. Dubbed the Tokyo Express, this approach worked, but deprived the soldiers of all their heavy equipment. Beginning on September 7, the Japanese began attacking the Marines position in earnest. Ravaged by disease and hunger, the Marines heroically repulsed every Japanese assault. Fighting Continues Reinforced in mid-September, Vandegrift expanded and completed his defenses. Over the next several weeks, the Japanese and Marines battled back and forth, with neither side gaining an advantage. On the night of October 11/12, US ships under, Rear Admiral Norman Scott defeated the Japanese in the Battle of Cape Esperance, sinking a cruiser and three destroyers. The fighting covered the landing of US Army troops on the island and prevented reinforcements from reaching the Japanese. Two nights later, the Japanese dispatched a squadron centered on the battleships Kongo and Haruna, to cover transports heading to Guadalcanal and to bombard Henderson Field. Opening fire at 1:33 AM, the battleships struck the airfield for nearly an hour and half, destroying 48 aircraft and killing 41. On the 15th, the Cactus Air Force attacked the Japanese convoy as it unloaded, sinking three cargo ships. Guadalcanal Secured Beginning on October 23, Kawaguchi launched a major offensive against Henderson Field from the south. Two nights later, they nearly broke through Marines line, but were repulsed by Allied reserves. As the fighting was raging around Henderson Field, the fleets collided at the Battle of Santa Cruz on October 25-27. Though a tactical victory for the Japanese, having sunk Hornet, they suffered high losses among their air crews and were forced to retreat. The tide on Guadalcanal finally turned in the Allies favor following the naval Battle of Guadalcanal on November 12-15. In a series of aerial and naval engagements, US forces sank two battleships, a cruiser, three destroyers, and eleven transports in exchange for two cruisers and seven destroyers. The battle gave the Allies naval superiority in the waters around Guadalcanal, allowing for massive reinforcements to land and the beginning of offensive operations. In December, the battered 1st Marine Division was withdrawn and replaced by XIV Corps. Attacking the Japanese on January 10, 1943, XIV Corps forced the enemy to evacuate the island by February 8. The six month campaign to take the island was one of the longest of the Pacific war and was the first step in pushing back the Japanese.

What{s Catatonic Schizophrenia - 657 Words

Catatonic Schizophrenia is a specific type of schizophrenia, or brain malfunction, which is distinguished by extreme, yet direct opposite behaviors. Its symptoms focus on movement and motor skills. You might be more familiar with the catatonic stupor, where the individual is incapable of movement, speech or response to external stimuli. Oppositely, catatonic schizophrenia manifests as voluntary bizarre movements, repetitive nonsensical words and/or sounds. Basically, an individual gets stuck either in a trance-like state or in a hyper-excited state. Both types are serious, but treatable. To receive a diagnosis of catatonic schizophrenia, an individual must first be diagnosed with schizophrenia. Once all the symptoms are evaluated, it will become obvious whether or not they qualify for the specific catatonic diagnosis. What are Symptoms Specific to Catatonic Schizophrenia? †¢ Malfunctioning Motor Skills – Incapable of body movement. Mutism. Body clenched in a stiff position. No awareness of environment. †¢ Waxy Flexibility – Person appears like a wax figure, remaining immobile, but body is flexible. For example, if a limb is repositioned, the individual will hold it in that position and stare, barely blinking until the limb falls back down from fatigue. †¢ Excessive, Constant Mobility – Frenzied pacing, spinning in circles, flailing of arms, constantly moving but going nowhere. †¢ Bizarre Movement – curious mannerisms, grimacing, rocking, exhibiting weird orShow MoreRelatedA Long Term Mental Disorder1344 Words   |  6 PagesDefinition of schizophrenia â€Å"A long-term mental disorder of a type involving a breakdown in the relation between thought, emotion, and behavior, leading to faulty perception, inappropriate actions and feelings, withdrawal from reality and personal relationships into fantasy and delusion, and a sense of mental fragmentation† (Oxford Dictionary, 2014). 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Journal of Power and Energy of Engineering - MyAssignmenthelp.com

Question: Discuss about the Journal of Power and Energy of Engineering. Answer: Introduction In the modern world, pressure from growing population and urbanization put heavy pressure on natural resources. The rapid use of exhaustible resources lead to an end of the stock of these resources. The exhaustible resources cannot be regenerated in the recent future. Hence, countries now focus on increasing their reliance on the renewable energy sources. Australia put forward great effort to increase its use of renewable energy source for electricity generation, generation of thermal fuels and replace fossil fuels used in transportation. The energy sources used here include wind, hydroelectric, solar thermal, biomass and bioenergy (cleanenergycouncil.org.au 2017). The report evaluates a news article claiming subsidies to renewable energy pushes up bills. Summary of the Article Story A significant growth in renewable electricity generation is observed in Australia since the beginning of twenty first century. Around 14.6 percent of total energy production in Australia is of renewable energy. The estimated production of renewable energy in 2015 was 35007 gigawatt-hours. Australian government provides subsidy to the renewable electricity to encourage energy production using renewable energy sources. 82 percent of the subsidy is granted to Clean Coal Technology. The remaining 18% fund goes to renewable energy project named Project Solar System. The Subsidies given to the energy sector have made responsible for increase in power prices. With this, electricity bills averaged to $300 as per the report published in energy market. Therefore, government consider revising of its subsidy policy to counter the price rise. Josh Frydenberg, the federal energy minister recently published Research Centre report that mentioned phasing out of subsidy on renewable energy (theaustralian.com.au 2017). In addition, Fed government announces to eliminate ban on gas extraction to stabilize power prices. Recommendations are given to rethink about community planning on nuclear energy and revise the target of state renewable energy with framework set for the national scale. The ongoing energy price hike makes business owners and consumers angry. They do not have complete information regarding the impact and implementation of state supported renewable energy target program. They are direct bearers of the cost of subsidy. Their cost for electricity b ill has increased and that was not clear to them earlier. The consumers suffer from rising power price and hence bear the cost of states ill-judged policy. The state subsidy policy has ended up with less efficient and interrupted supply of electricity pushing prices up. Last year, South Australia experienced a statewide blackout. This reflect policy failure of energy market at all levels of government. No warnings are given to the users about large-scale integration of non-synchronous energy into grid. In addition, they were not informed regarding high costing of energy generation from sources like wind and solar energy. The combination of high demand and reduced base load power impose threat of state wide black out in coming season (news.com.au 2017). The newly designed policy aims at maintain a balance between conventional and renewable sources of energy. The appropriate balance will help to carry out the high production or operating cost in new power plants. Economic theories and concept Subsidy policy Subsidy is a form of government assistance to encourage production or consumption of a particular good. Policy aims to reduce burden on producers and consumers. The policy of subsidy supports the particular sector of the economy. Subsidies often design to support industry that is in its initial phase. The effect of a general subsidy policy is described in the following figure. Figure 1: Subsidy policy and cost of (Source: Friedman 2017) In figure 1, D and S1 stand to denote demand and supply curve in the market. When a subsidy of amount ab is imposed then this encourages the producers to supply more. As a result, the supply curve will shift to the right from S1 to S2. The price received by the prouder is P1, a price higher than the equilibrium price. Buyers now pay a price of P2, lower than earlier equilibrium price. The difference between consumer and producer prices is the cost of subsidy born by the government (Byrnes et al. 2013). To encourage use of renewable energy subsidy is given to the energy market. The subsidy entails a huge cost burden on government and the cost in turn by pass to common people in form of increasing cost of electricity bill (Molyneaux et al. 2013). Supply shortage and high price In the market economy, demand and supply are two crucial factors in determining state of equilibrium. Change in any of these factors causes price and quantity to change. The people in Australia is now facing a shortage of power supply followed by the increased focus on renewable energy (Azad et al. 2014). This is shown in the following figure Figure 2: Supply shortage and rise in power prices (Source: As created by Author) The subsidy given to renewable energy expected to increase power supply from this energy source. Many of the coal plants in Victoria and Southern Australia has closed (skynews.com.au 2017). However, renewable energy source fails to attain the expected supply level and hence the economy end up with power shortage and increased prices. Recommendation Australia makes a strong stand for renewable energy. In addition to encourage electricity generation using renewable source of energy the nation should also looks after the rising cost of electricity bills. Sudden switching from conventional energy sources to renewable one leads to power shortage and raises prices. Before implementing such policy, detailed information should be given to people so that they can adjust their demand and cost. In addition to clean energy target the cost aspect should also be analyzed. The sudden close-down of traditional power plant should be prevented and reliance on renewable means of energy should be done gradually. Conclusion In the phase of rapid globalization and urbanization pressure on exhaustible resources are increasing. To address this issue, Australia attempts to shift its dependence from conventional energy source to renewable sources. The state based policy of heavy subsidy to renewable energy sector increases the cost of electricity bills. Hence, the energy ministry now considers a revision of the policy to attain the objective of clean energy goals while protecting the interest of people as well. References Azad, A.K., Khan, M.M.K., Ahasan, T. and Ahmed, S.F., 2014. Energy scenario: production, consumption and prospect of renewable energy in Australia.Journal of Power and Energy Engineering,2(04), p.19. Byrnes, L., Brown, C., Foster, J. and Wagner, L.D., 2013. Australian renewable energy policy: Barriers and challenges.Renewable Energy,60, pp.711-721. Cleanenergycouncil.org.au. (2017).Clean Energy Council - Renewable Energy Target. [online] Available at: https://www.cleanenergycouncil.org.au/policy-advocacy/renewable-energy-target.html [Accessed 5 Dec. 2017]. Friedman, L.S., 2017.The microeconomics of public policy analysis. Princeton University Press. Hutchinson, S. and Hutchinson, S. (2017).Renewable subsidies push up bills. [online] Theaustralian.com.au. Available at: https://www.theaustralian.com.au/national-affairs/renewable-energy-subsidies-push-up-bills-says-report/news-story/7ac107f97ae27bb0cb52a5d84ddeb3c6 [Accessed 5 Dec. 2017]. Molyneaux, L., Froome, C., Wagner, L. and Foster, J., 2013. Australian power: Can renewable technologies change the dominant industry view?.Renewable energy,60, pp.215-221. NewsComAu. (2017).Australias Chief Scientist Alan Finkel has hit back at the Prime Ministers comments about renewable energy policy. [online] Available at: https://www.news.com.au/national/politics/australias-energy-market-new-report-backs-labors-50-per-cent-renewable-target/news-story/1d70ac663360225b0c270c0504810d30 [Accessed 5 Dec. 2017]. Skynews.com.au. (2017).South Australia moves to renewable energy. [online] Available at: https://www.skynews.com.au/news/national/sa/2017/11/29/south-australia-moves-to-renewable-energy.html [Accessed 5 Dec. 2017].

ERP in Public Administration Enterprise Resource

Question: Describe about the ERP in Public Administration for Enterprise Resource. Answer: Introduction ERP stands for Enterprise Resource Planning and it is a business process management system which is includes a set or methods and techniques that allow the system to use integrated set of applications towards achieving the business objectives. ERP includes the automation of a number of back office services associated with the technology, people resources in the organization, operations and many others. Implementation of ERP in the public administration requires a number of steps and a detailed plan to achieve the objectives and come out with fruitful results at the end of the process. ERP Implementation: Objectives of Public Administration There are a number of objectives that the public administration targets while implementing the ERP systems in its architecture and infrastructure. The prime objective behind the implementation of ERP systems in public administration is to overcome the drawbacks and loopholes of the existing systems. Following is a list of the objectives that are associated with the procedure (Motiwalla and Thompson, 2012). To speed up the processes that are involved in the public administration by integration all of the applications on a common platform and automating the major set of activities To achieve the potential growth rate associated with the services of the public administration and the associated functions and operations by providing better quality results in lesser turnaround time To achieve higher return on investment through the services of the public administration and the associated functions and operations by providing better quality results in lesser turnaround time To provide information to the customers and the associated stakeholders at a non-stop basis that is on the basis of 24x7 availability so that the customers feel engaged and connected with the public administration at all times (Patrick, 2016) To provide enhanced decision making and problem solving ability to the management and administrative unit engaged with the public administration through the ERP Systems to ensure streamlined and organized work structure and services at all times To include the element of scalability with the business operations through the involvement of ERP Systems to enable them to be scaled up or scaled down as per the changing conditions The objectives that have been set up by the public administration in association with the implementation of the ERP Systems focus broadly upon the return of investment, management decisions, customer services and enhanced growth of the public administration as a whole. There are also certain expectations of the customers from the present day businesses and operations in terms of the availability of information and the flexibility and scalability of the operations as well. These system qualities have also been included in the set of objectives of the ERP Systems for the public administration. These objectives are therefore been set up rightly and aptly by the organization to gain maximum out of the ERP Systems implemented at the public administration. However, there is one element that is missing from the list of objectives that are set for the public administration. The missing element is the security of data and information. Data security is one of the major concerns that is associa ted with the current technology and the same has not been incorporated in the public administrations list of objectives (Nickmutt, 2016). Critical Success Factors for ERP Implementation There are a number of Critical Success Factors that are present in the ERP implementation associated with the public administration. These factors have been categorized in three broad categories as explained and listed below. People Related Factors Factors related to the human or people resources are the critical success factors that are included in this category. The skills that are present with the people included in the implementation of ERP for the technical and effective project management Assistance from the op management resources that are associated with ERP implementation Involvement of the users and the client in the ERP implementation process Leadership abilities of the team leads and the managers associated with the implementation process Motivation and team spirit among every resource engaged with the implementation process (Ziemba and Oblak, 2013) Process Related Factors Factors that are associated with the operational and functional decisions are the process related factors. Clarity of the requirements and specifications that are specified for the ERP implementation Clarity of the goals, aims and objectives that are specified for the ERP implementation Realistic budget and schedule that has been designed for the implementation of the ERP systems Risk management process that is associated with the implementation of the ERP systems Quality standards and practices that are followed during the implementation of the ERP systems Planning activities that are associated with the implementation process and the subsequent activities related to the same Clarity of the roles, responsibilities and tasks that are associated to the resources that are engaged with the implementation procedure Technology Related Factors These are the factors that are related with the technology that is utilized during the implementation of the ERP Systems in the public administration Level of knowledge and familiarity with the technology that is followed in the implementation procedure of the ERP Systems Presence and accessibility to the tools and equipment that are required for the application of the technology The complexity of the operations and the integration of the same with the technology that is opted Difference between Critical Success Factors with the Private Sector There are a lot many differences in the critical success factors that have been listed above for the public administration and the ones that are present in the private sector in association with the ERP implementation. Legislative, social and public accountability are the elements that largely determine the critical success factors in case of the public administration. However, these elements have a lesser impact in case of the private sectors. Also, the factors such as organizational culture and associated factors along with the relationship and knowledge management come up as major issues in the ERP adoption for public administration which directly impact the critical success factors that are associated with it. The same has again a lesser impact and association in case of the private sectors (Wagner, 2016). ERP Implementation: Organizational Commitment and focus on Business Process Management The required level of organizational commitment is high in case of the ERP implementation in the public sector. There are a lot of objectives that are set up by the public administration that directly depend upon the commitment and support from the end of the organizational. Achievement of the higher growth or the return of investment along with the implementation of the ERP Systems efficiently and effectively can only be done by the assistance and higher commitment from the organization and the resources that are engaged with the same. Business Process Management is also a mandate for achieving success in the implementation process of the ERP Systems. There are a number of components that are associated in the implementation process and the business process as well which must be managed accurately. The first element in the business process management is the continuous process improvement. The activities in the implementation process such as design activities, development and deployment tasks and many others shall be monitored, reviewed and improved continuously. Such an approach will update the system as and when required and will also keep it completely at pace with the changes in the technological and operational framework. The next element that shall be focused upon in case of the overall business process management is the business process re-engineering. This is the process that will automate the non-value added tasks and will help in the achievement of first two objectives of attaining automation and speeding up of the processes. Optimization of end to end processes that will be involved in the implementation of the ERP systems will also be done by thorough analysis and re-design of the workflows that will be present in the enterprise and between enterprises as well. The third element that is present in the business process management is the business automation that would introduce automated systems across all the levels of the organization (Alves and Matos, 2016). It is extremely important to focus upon the three elements of the business process management as all the three are directly related and associated with the objectives that have been set up for the public administration for the implementation of the ERP Systems. These measures will suggest steps to follow for the attainment of the objectives and will also simplify the tasks that will be present within the same. There may also be scenarios of disruptions or the presence of an attack or risk during the implementation process that may adversely affect it. The guidelines suggested in the business process management will also aid the public administration to recover to the normal position in a quick turnaround time. These will also ensure that the root cause of the problem are also eliminated completely so that it does not enter the system again in the future and have the same negative impact resulting out of it. ERP Implementation in Public Sector v/s Private Sector ERP Implementation in Public Sector ERP Implementation in Private Sector Authoritative, social and open responsibility are the components that to a great extent decide the basic achievement considerations associated with the in public sector organization. Likewise, the components, for example, authoritative culture and related variables alongside the relationship and learning administration come up as real issues in the ERP selection for open organization which straightforwardly affect the basic achievement calculates that are connected with it. The components such as accountability in terms of public and legislations have a lesser impact in case of the private sectors. Also, the organizational culture varies a lot in the private sector organizations which reflects in the critical success factors as well Skill sets that are available with the public administration in the current scenario are lesser in sync with the requirement that is otherwise associated with the implementation activities in the ERP Systems Skill sets that are available with the private sector organizations in the current scenario are more in sync with the requirement that is otherwise associated with the implementation activities in the ERP Systems (Alves and Amaral Matos, 2013) Regulatory policies that guard the implementation process of an ERP system in the public administration is followed more judiciously in this sector There are a certain loopholes that exist in the regulatory policies and adherence to the same in the case of the private sector organizations in association with the ERP implementation Importance of Change Management in the ERP Implementation Change Management refers to the process of preparing, managing and reinforcing the changes that are introduced in the system in association with a particular service or activity. There are a lot many changes that are done in the technology and the business operations with each passing day. The case is the same for the ERP systems with the enhancement in the technical processes that are involved. In order to keep the pace with the technology and operations, it is necessary to implement the change management process in the architecture. It will also allow the information to flow smoothly in the entire public administration system (Al-nafjan and Mudimigh, 2016). These changes may be reflected in the form of changes in the job description and skill set of the employees that are associated with the public administration. With the introduction of ERP Systems, there is also a change in the approach with the shift from task based approach to the process based approach. These changes are therefore required to be managed by the defined guidelines and these efficiently managed changes will result in the attainment of the business objectives. There are a number of changes that get introduced post the implementation of ERP Systems such as those in the people relationships and responsibilities. The management of these changes by introduction of user and employee trainings and many other measures will allow the enhancement in employee satisfaction and productivity (Shwetha and Siddalinga, 2016). Conclusion ERP Systems are an integral part of the organizations in the present era and their implementation of the same in the public sector has its own set of elements and issues. The objectives in this case revolve around the customer satisfaction, growth rate, return on investment and management policies. There are also a number of critical success factors that determine the implementation process. Business process management and its elements play a significant role in the entire process. References Al-nafjan, A. and Mudimigh, A., 2016. The impact of change management in ERP System: A Case study of MADAR. 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