Misuse of Information Technology

Misuse of Information Technology INTRODUCTION The word IT stands for Information Technology and it is defined as a part of engineering that contributes in creating and studying computer systems and computer application as well as being part of telecommunication, helping to retrieve, store and transmit data. In this current era many impossible things has been made possible with the help of Information Technology. In fact, many organizations are computerized and they use information technology in many ways in their day-to-day routine. The use of IT has becomes part of everybodys life. Information technology has many norms and rules that one should follow and respect. This is where the ethics of information technology comes into action. Ethic is the reflective study of the general nature of moral values, legal and social issues. There are some rules to be followed and standard to direct and control conduct of an individual at professional level. Most of the professional organizations which deal with computing have published their c ode of ethics. OBJECTIVE One should study computer ethics because doing so will make individuals behave like responsible people. One should also study computer ethics as it will keep the latter away from computer abuse and catastrophes. These can be done by studying the different code of ethics. A code of ethics is defined as a means to promote a variety of purposes and goals, in other words, it is a way to promote many motives. Misuse of Information Technology Computer crime is a very vast topic. It includes many mal functions by computer users. It is all about making bad use of information technology for personal interest or in order to create troublesome situation for others. Plagiarism is one aspect. It is passing off the work of other people as your own without giving any credit to them. Piracy is another topic worth thinking about because people make a lot of effort and spend lot of money to create or make something where other just make a copy of them instant of buying the original one. Crackers are basically attention who break into computer system and make illegitimate use of them. With the rapid evolution in Information Technology, the numbers of crackers are also growing. It is very difficult to get hold of all these issues that is why we have some association running, aiming to reduce and stop these concerns. Ethics from different perspective When talking about ethics in information Technology, there are different issues that come in our mind. In order to deal with these problems, there are many associations that have been created and some of them have been mention below. Many professions have established professional societies which have adopted codes of conduct. For example, the medical profession established the AMA (American Medical Association), and the legal profession established the ABA (American Bar Association) (Tavani 2007, p.100). These two associations deal with code of conducts of their members. The Association for Computing Machinery (ACM) and the Institute for Electrical and Electronics Engineers-computer society (IEEE-CS) are examples of professional societies recognized by the computing profession. The Association of Information Technology Professional (AITP) deals with level of conduct for professional. Institute of Electrical and Electronics Engineers (IEEE) Here we will be looking at the Institute of Electrical and Electronics Engineers code of ethics. The IEEE code of ethics contains ten general directives. The first four teach members to accept responsibility in making engineering decisions consistent with the safety, health and welfare of the public. The second command is to let alone difference of opinion wherever possible. The third instruction is to be honest and the fourth is not to accept bribery. These four commands are same for both ACM and the IEEE code of ethics. The member of the IEEE needs to accept responsibility in making engineering consistent with the safety, health and welfare of the public. They also need to avoid real conflict of interest wherever possible. They need to be honest in their work and while handling the organizations data. A member of IEEE should support colleagues and subordinates in their happening and achievements. The IEEE code gives a list of categories for nondiscrimination, but does include anything that might be interpreted to include sexual preference (Bowyer 2001, p56). The Association of Computing Machinery In 1992, the ACM adopted a new code of ethic and professional conduct with supplemental explanation and guidelines. The ACM code of ethics consists of eight general imperatives, eight specific professional responsibilities, six organizational imperatives and two elements for compliance (Bowyer 2001, p.50). Here we are looking at a scenario where a member of the ACM has to implement general moral. He will have to contribute to the society. He will have to avoid harm to others; he will need to be honest and trustworthy. He will have to be fare in his decision making and fair judgment. He will also need to respect property rights including copyrights and patents. He will have to give proper credit for knowledgeable property. He will need to respect the privacy of others, and he will also need to keep confidentiality. Now, we are looking at some more qualified duties, as an ACM computing professional, a member will have to work hard to achieve the highest level in both the development and outcomes of skilled works. He will need to obtain expert skills, which means that he will need to show that he can perform skillfully. The member needs to know and respect the laws belonging to the appropriate profession. He will need to give performance review of computer systems and their impacts together with the analysis of possible risks as well as respect arrangement made and the given responsibilities. He will need to improve good understanding of computing. And finally he will get the opportunity to use computer and communicating resources but with authorization. Regarding the Organizational Leadership Imperatives, a member of the ACM will need to handle social duties of the members of an organizational unit and fully take over his responsibilities. The member also needs to practice personnel and resources to design and build information system that will raise the self respect of the member. He must ensure that the members, who are getting access to the computer system and those who will be affected, will have their needs clearly stated during the assessment. Afterwards the system must be formalized to such a level so that it satisfies all the needs. The ACM member should also create favorable circumstances for others in the organization to absorb notion and bound of computer systems. There should be accordance with the code. The member of the Association of the Computing Machinery has to retain and boost the rules of the code. The member will also have to treat violation of this code unstable with membership in the ACM. The Software Engineering Code of Ethics The Software Engineering code of ethics starts with a summary of eight general ethical rules. The eight views represent different areas of concern for the software engineer: public, employer, product, judgment, management, profession, colleagues and self (Bowyer 2001, p.51). Computers have a role in industry, government, medicine, education and many more. Software engineers role start with the implementation part in the software life cycle where they deal with coding of the software systems. Software engineers have relative chances to perform well without causing harm. Together with the commitment, software engineers shall stick to the following code of ethics and professional procedure. The code contains definite rules related to the behavior of and decisions made. It is not expected that the individual parts of the code is to be used in isolation to justify errors. The code prescribes these as duties of anyone targeting to be or aiming to be a software engineer. The code is not a simple ethical procedure that brings ethical decisions. In some instances, the level could be in conflict with each other. Ethical conflicts can best be reported by considerate consideration of important rules, rather than blind confidence on guidelines. These rules should make a difference to software engineers to consider who is altered by their performance. In all these decisions, concern for health, safety and welfare of the public comes first, which means that the public interest is the most important. Software engineers shall perform reliably with the public interest. In other words, software engineers should be very loyal to their job. Software engineers shall act in a way that is best for their client and employer. Software engineers should also ensure that their outcomes meet the highest skilled standards possible. Association of Information Technology Professionals (AITP) The AITP code of ethics comes in two parts. One of which is the code of ethics and the second one is the standards of conduct. Sections of the standard of conduct are related to the members obligations to management. A member of the AITP code of ethics should be honest in all professional relations. He should be loyal and there should not be any kind of whistle blowing at any point in the organization. He should be ready to share his experience and knowledge with the other members. He should not take credit for work that he has not done, unless given permission. He should not take advantage of other members who lack experience or knowledge. The member should be up to date and he should have the skills required. Members should not make use of computer system for personal use. Conclusion The whole idea here was to see how ethics have become part of information technology and what the implementations of those ethical codes are. The code of ethics discussed here are more of voluntary kind in other word there is no observance against disobedience. Discrimination based on sexual preference is still a major concern in the community these days. Licensing is another issue worth talking about because companies or individual tend to buy a computer program and then have it installed on different systems. This debate will never come to an end until your internal moral sense guide you to take a step forward for the welfare of the Information Technology society, as it is always said lead by example. References Tavani,H. T., 2007. Ethics and Technology: Ethical Issues in an Age of Information and Communication Technology. 2nd ed. United States of America: Bruce Spatz. Bowyer,K. W. ed., 2001. Ethics and Computing: Living Responsibly in a Computerised World. 2ne ed. New York: The Institute of Electrical and Eletronics Engineers. Quinn, J.M. 2006., Ethics for the Information Age. 2nd ed. New York: Pearson Education. Bibliography Adams A., McCrindle J. R., 2008, Pandoras Box: Social and Professional Issues of the Information Age. West Sussex, England: John Wiley. Baase S, 2009, A Gift of Fire: Social, Legal, and Ethical Issues for Computing and the Internet. New Jersy: Pearson Education. Spindello A. R., 1995, Ethical Aspects of Information Technology. New Jersy: Prentice-Hall. Johson.D.G., 2009, Computer Ethics, 4th ed. New Jersy: Pearson Education. Online Resources http://www.cs.bgsu.edu/maner/ethicomp95/keynote3.pdf (last accessed 06.02.2010) http://www.bcs.org/server.php?show=ConWebDoc.2914 (last accessed 06.02.2010) http://www.southernct.edu/organizations/rccs/resources/teaching/teaching_mono/moor/moor_definition.html (last accessed 08.02.2010)

The Progressive Period Essay -- American Government, Roosevelt, Politi

In 1901, America welcomed the youngest president to ever rule, President Theodore Roosevelt. At forty-two years old, the former New York governor dominated the news unlike any previous president had done. His many exploits, such as boxing and horseback riding, led the press to gain interest in him. Known for being very outgoing and likable, Roosevelt used his personality and popularity to advance in his programs. â€Å"His leadership and publicity campaigns helped create the modern presidency, making him a model by which all future presidents would be measured†(524). He felt that the government should take control when states show incompetence in dealing with problems. Roosevelt saw the presidency as a â€Å"bully pulpit.† He believed he could use the media to persuade the public, rather than going to congress. â€Å"By 1900, trusts-legal bodies created to hold stock in many companies-controlled about four-fifths of the industries in the United States†(525). Some trusts used unfair business practices. This gave trusts a bad reputation. There were many trusts that lowered their prices to drive competitors out of the market. These trusts then took advantage of the lack of competition and jacked prices up even higher. Even though Congress passed the Sherman Anti Trust Act in 1890, the act’s indistinct language made enforcement difficult. â€Å"President Roosevelt did not believe that all trusts were harmful, but he sought to curb the actions of those that hurt the public interest†(525). The president’s main focus was filing suits under the Sherman Antitrust Act. Roosevelt made newspaper headlines in 1902 when he ordered the Justice Department to sue the Northern Securities Company, which established a monopoly over northwestern railroads. The Suprem... ...air business practices. The FTC issued over 400 cease and desist orders. Under Taft’s administration, the LaFollette Seamen’s Act was passed in 1915. This law helped improve conditions for sailors in the merchant marine considerably. In 1916 goods manufactured by children were outlawed due to the Keating-Owen Child Labor Act. Child labor was declared unconstitutional in 1918, as was the Chile Labor Act of 1919. Interstate railroads were provided an 8-hour day by the Adamson Act of 1916. The Smith-Lever Act was passed in 1914 during Taft’s presidency. Under the supervision of the Department of Agriculture, this act granted Federal funds to states for farm extension work. Two years later, the Federal Farm Loan Act was passed in 1916, providing farmers with long-term credit facilities similar to those granted business and industry under the Federal Reserve Act.

An Investigation Into the Factors Influencing the Implementation

Chapter One Introduction 1. Introduction This chapter will cover the background of the research problem, purpose of study, hypotheses, importance of the study, and the scope of the study. The chapter introduces the major concepts of the study of strategic alliances and agent banking models. 1. 1. Background 1. 1. 1 Strategic Management Process Although most can agree that a firm’s ability to survive and prosper depends on choosing and implementing a good strategy, there is less agreement about what constitutes a good strategy (Barney, 2008).However, there seems to be an agreement as to what a strategy really means: a firm’s theory about how to gain competitive advantage. The strategic management process is a sequential set of analyses and choices that can increase the likelihood that a firm will choose a strategy that generates competitive advantage (Hesterly, 2008). The first step is mission (long term purpose) definition, followed by setting of objectives, that is, sp ecific measurable targets that a firm uses to evaluate the extent to which it is realizing its mission.The next phase are the internal and external analyses, where a critical evaluation of the strengths, weaknesses, opportunities and threats is done in regard to both the internal and external environments. Once a firm establishes a sound balance between internal capabilities and weaknesses with external opportunities and threats, the management is in an informed position to select strategies that presents the best way possible to achieve the firm’s objectives. Barney (2008) categorizes strategy choices into business level strategies and corporate level strategies.Business-level strategies are actions a firm takes to gain competitive advantage in a single market and includes cost leadership, differentiation and focus. Corporate level strategies are actions a firm takes to gain competitive advantage in multiple markets and includes vertical integration strategies, strategic all iances, mergers and acquisitions. This study draws its subject on strategic alliances as a corporate-level strategy a firm may choose to achieve its broad objectives. 1. 1. 2 Strategic AlliancesA strategic alliance exists whenever two or more independent organizations cooperate in the development, manufacture, or sale of products or services. These alliances can be groped into three broad categories: nonequity alliances, equity alliances, and joint ventures (Barney, 2008). In a nonequity alliance, the cooperative relations are managed through the use of various contracts: licensing agreements, supply agreements, and distribution agreements. For instance, in the banking industry, agent banking falls under distribution agreements since agents are contracted by banks to offer banking services on behalf of the banks (C.G. A. P, 2009). 1. 1. 3 Agent Banking In a growing number of countries, banks and other commercial financial service providers are finding new ways to make money and deli ver financial services to unbanked people (Lyman, 2009). Rather than using bank branches and their own field officers, they offer banking and payment services through third parties. For poor people, â€Å"branchless banking† through retail agents may be far more convenient and efficient than going to a bank branch (C. G. A. P, 2009).For many poor customers, it will be the first time they have access to any formal financial services—and formal services are usually significantly safer and cheaper than informal alternatives. Two models of branchless banking through retail agents are emerging: one led by banks, the other by non-bank commercial actors (Lyman, 2009). Both use information and communication technologies, such as cell phones, debit and prepaid cards, and card readers to transmit transaction details from the retail agent or customer to the bank (C. G. A. P, 2009).Branchless banking through retail agents appeals to policymakers and regulators because it has the p otential to extend financial services to unbanked and marginalized communities. But it also challenges them to ask: What are the risks of these new approaches, and are they different from those of conventional branch-based banking? How should banks respond to these risks, so as to permit branchless banking with retail agents to operate safely and expand access to finance (C. G. A. P, 2009). Agency banking can be understood by examining the experience of five ioneering countries— Brazil, India, South Africa, the Philippines, and Kenya—where agent-assisted branchless banking that targets poor customers is already a reality (Kumar, 2009). Some models of branchless banking—for example, Internet banking and automatic teller machines (ATMs)—can be seen as modest extensions of conventional branch-based banking. Other models offer a distinct alternative to conventional branch-based banking in that customers conduct financial transactions at a whole range of retai l agents instead of at bank branches or through bank employees (Staschen, 2009).Agent-assisted branchless banking is relatively new. Among the countries studied, the phenomenon ranges in age from only a few months (in the case of Kenya), to a few years (in the case of Brazil and some services in India). Outside of Brazil and the Philippines, branchless banking through retail agents reaches relatively few customers with a limited range of financial services (C. G. A. P, 2009). As compared with conventional branch-based banking, both models of agent-assisted branchless banking touch on issues that lie at the heart of traditional bank regulation and supervision.One set of issues, common to both models, arises from the outsourcing of substantially all direct customer contact to a potentially infinite array of different types of retail agents (Lyman, 2009). According to F. S. D/Kenya, key issues to be considered are: authorization of agent network managers, establishment of a register of agents, review of agent licensing requirements, competition & agent exclusivity, and need for consumer protection arrangements covering agents.Coupled with the risks associated with new operational platforms, these issues are likely to be of major concern to commercial banks and may indeed hamper the implementation of agent banking. 1. 2 Problem Statement In the year 2009, C. B. K became one of the founding members of the Alliance for Financial Inclusion (A. F. I) in September 2009. Through A. F. I, C. B. K conducted a study tour of Brazil and Colombia to gain an understanding of Agent Banking. This model introduced through the Finance Act, 2009 entail the use of third parties by banks to extend their outreach cost effectively.The National Financial Access Survey released in 2009 indicates that 32% of Kenya’s bankable population remains totally excluded from any form of financial services. The Central Bank has therefore continued to promote policy solutions geared towards en hancing financial inclusion, with the introduction of agent banking being one of the initiatives. In a growing number of countries, banks are finding new ways of delivering financial services to unbanked people. The introduction of agent banking is intended to enable institutions to provide banking services in a more cost effective way which is equally cheaper to the customers (C.G. A. P, 2009). It is further intended to enhance financial access especially for those people who are currently unbanked, while giving banks an opportunity to increase their market shares (F. S. D/Kenya, 2009). Despite the strong presence of retail outlets showing interest to work with banks as agents, the adoption of this model is rather slow. Since the coming into operations of the Guidelines on Agent Banking, only six banks have applied to the C. B. K for Agent Network approval (C. B. K, 2010).Of these, only two applications had been granted approval by end of September 2010, while the other four were s till in the early stages of review. As at 30th September 2010, CBK had approved 5,892 agents of which 4,392 of these agents are telecom related with 1,500 comprising other types of enterprises. In addition, 66% of the approved agents are in the rural areas while the rest are in urban areas. (C. B. K, 2010). This study therefore seeks to find out the factors influencing the implementation of agent-banking by commercial banks in Kenya. 1. 3 PurposeThis study aims at discovering the factors behind the sluggish pace of agent banking implementation in Kenya, with emphasis on the position taken by commercial banks in Kenya towards agent-assisted banking models. The results of the study will include comprehensive recommendations to both commercial banks and the industry regulator on possible strategies of making agent banking, as an alternative service delivery channel, a success in bringing financial services closer to the poor and currently unbanked population. 1. 4 Objectives of the stu dy 1. 4. 1 General objectiveThe general objective of the study is to determine factors influencing the implementation of agent banking in the Kenyan Financial Services Sector. 1. 4. 2 Specific objectives The study aims to achieve the following specific objectives; i. To determine how consumer protection influences the implementation of agent banking by commercial banks in Kenya ii. To determine how laws and regulations influences the implementation of agent banking by commercial banks in Kenya iii. To determine how risk appetite affects the implementation of agent banking by commercial banks in Kenya iv.To find out the effect of overall business strategy on the implementation of agent banking by commercial banks in Kenya. 1. 5 Hypotheses Table 1. 1 Hypotheses sets |Set |H0 |HA | |1 |Consumer protection requirements influence the |Consumer protection requirements have no influence on the | | |implementation of agent banking by commercial banks in |implementation of agent banking by c ommercial banks in | | |Kenya. Kenya. | |2 |Unfavorable legal and regulatory guidelines on agent |Legal and regulatory guidelines on agent networks have no | | |networks affect the implementation of agent banking by |effect on the implementation of agent banking by commercial | | |commercial banks in Kenya. |banks in Kenya. | |3 |Low risk appetite influences the operationalization of |Low risk appetite has no effect on the operationalization of| | |agent banking by commercial banks in Kenya. |agent banking by commercial banks in Kenya. |4 |Lack of an elaborate business strategy on agent banking|Business strategies have no effect on the adoption of agent | | |affects the adoption of agent banking models among |banking models among commercial banks in Kenya | | |commercial banks in Kenya | | 1. 6 Scope The study will cover duly registered commercial banks in Kenya, with information being gathered preferably from the headquarters of the institutions.Respondents will be individuals hold ing managerial position related to retail banking, channels management, risk management and marketing or strategy functions. All aspects of service delivery by third party agents will form the main subject of the study. 1. 7 Significance of the study 1. 7. 1 To regulatory authorities The study will be of major use to the CBK, Central government and other oversight bodies as it will give insights on the unique attributes of the Kenyan banking sector and identification of potential problem areas in the quest of increasing financial inclusion through alternative channels.This will go along pay in guiding policy decisions that can be exploited to make banking services conveniently available all segments of the population. 1. 7. 2 To commercial Banks The study is important to Commercial bank managers since it will help them appreciate the magnitude of potential loss of business opportunities to their competitors due to lack of flexible strategic planning. The report will also produce val uable industry data that can be used by commercial banks to develop comprehensive business strategies on agent banking as key potential problem areas in the banking model will be identified and quantified. . 7. 3 To academicians and researchers The study will be a source of reference material for future researchers on related topics; it will also help other academicians who undertake the same topic in their studies. The study will highlight important relationships that require further research; this may be in the areas of relationships between firm’s performance and delivery channels’ dynamics. 1. 8 Limitations of the study This study will be confined to the headquarters of 12 Commercial Banks in Kenya.The responses given might be inadequate to make generalizations for the whole banking sector. This problem will however be averted by stratifying the population into three categories based on asset book size and market reach, and in line with the classification provided by the industry regulator, followed by random sampling. This will ensure that the sample will indeed be a true representative of the population. 1. 9 Assumptions The study assumes that consumer protection requirements, low risk appetite, cumbersome regulations and restrictive business strategies have a negative influence on the adoption of agent banking models in Kenya.The study further assumes that middle and top level bank managers in the areas of retail banking, marketing, strategy and risk management are conversant with the subject of service delivery through third party agents. 1. 10 Definitions Strategy- a firm’s theory about how to gain competitive advantage Strategic management process – sequential set of analyses and choices that can increase the likelihood that a firm will choose a strategy that generates competitive advantage Strategic alliances – arrangements where two or more independent organizations cooperate in the development, manufacture, or sa le of products or servicesAgent banking – a banking model where commercial banks offer their core services through third party intermediaries Consumer protection – set of guidelines a firm/industry employs to cover its customers from any form of exploitation due to their vulnerable position in a business transaction Risk appetite – the amount of loss a firm is ready to absorb due to risk events Risk – uncertainty in the occurrence of loss or gain Reputation risk – risk of loss resulting from compromised external opinion towards a firm Operational risk – risk of loss resulting from inadequate or failed internal processes, people and systems, or from external eventsLiquidity risk – risk that an imbalance between cash inflows and outflows will result in insufficient cash reserves to meet all demands of the depositors. Chapter Two Literature Review 2. 0 Introduction This chapter presents the literature review and theories, and conceptual framework adopted in the study of strategic alliances and more specifically, the evolution of agent banking. In addition, an empirical work has been reviewed with the final presentation of conceptual and operational frameworks of the study. 2. 1 Theoretical Literature ReviewThe sections analyses current theories related to strategic management process, strategic choice, strategic alliance threats and opportunities, and their relevance in the agent banking models. Research gaps and theoretical weaknesses have also been identified. 2. 1. 1 Strategic Management Process Although most can agree that a firm’s ability to survive and prosper depends on choosing and implementing a good strategy, there is less agreement about what constitutes a good strategy (Barney, 2008). However, there seems to be an agreement as to what a strategy really means: a firm’s theory about how to gain competitive advantage.The strategic management process is a sequential set of analyses and choices that can increase the likelihood that a firm will choose a strategy that generates competitive advantage (Hesterly, 2008). The first step is mission (long term purpose) definition, followed by setting of objectives, that is, specific measurable targets that a firm uses to evaluate the extent to which it is realizing its mission. The next phase are the internal and external analyses, where a critical evaluation of the strengths, weaknesses, opportunities and threats is done in regard to both the internal and external environments.Once a firm establishes a sound balance between internal capabilities and weaknesses with external opportunities and threats, the management is in an informed position to select strategies that presents the best way possible to achieve the firm’s objectives. Barney (2008) categorizes strategy choices into business level strategies and corporate level strategies. Business-level strategies are actions a firm takes to gain competitive advantage in a sin gle market and includes cost leadership, differentiation and focus.Corporate level strategies are actions a firm takes to gain competitive advantage in multiple markets and includes vertical integration strategies, strategic alliances, mergers and acquisitions. This study draws its subject on strategic alliances as a corporate-level strategy a firm may choose to achieve its broad objectives. One major weakness of this framework is that it presents strategic management in a form of series while in real sense, management decisions are made within a network of closely interwoven and interrelated activities. For instance, S. W. O.T analysis is done at every stage in the strategic management process 2. 1. 2 Strategic Alliances A strategic alliance exists whenever two or more independent organizations cooperate in the development, manufacture, or sale of products or services. These alliances can be groped into three broad categories: nonequity alliances, equity alliances, and joint ventur es (Barney, 2008). In a nonequity alliance, cooperating firms agree to work together to develop, manufacture, or sell products or services, but they do not take equity positions in each other or form an independent organizational unit to manage their cooperative efforts.Rather, these cooperative relations are managed through the use of various contracts: licensing agreements, supply agreements, and distribution agreements. For instance, in the banking industry, agent banking falls under distribution agreements as agents are contracted by banks to offer banking services on behalf of the banks (C. G. A. P, 2008). The classification according to Barney (2008) is in agreement with that given by Day (1990) and gives a clear distinction between strategic alliances and mergers and acquisitions.However, other writers have questioned this classification as merger could be indeed be a form of strategic alliances involving capital. 2. 1. 3 Strategic Alliance Opportunities Strategic alliances c reate value by exploiting opportunities and neutralizing threats facing a firm. Opportunities associated with strategic alliances fall into three large categories. First, these alliances can be used to improve performance of a firm’s current operations. Second, alliances can be used to create a competitive environment favorable to superior firm performance.Finally, they can be used to facilitate a firm’s entry into or exit from new markets or industries (Hesterly, 2008). Indeed, the major reason why most firms cooperate is to increase efficiencies and open more avenues of improving firms’ performance. However, Hesterly (2008) has not clearly whether opportunities of strategic alliances attract firms or it is the business needs that compel firms to initiate alliances in the market. 2. 1. 4 Strategic Alliance Threats Just as there are incentives to cooperate in strategic alliances, there are also incentives to cheat on these cooperative agreements.Indeed, research shows that as many as one-third of all strategic alliances do not meet the expectations of at least one alliance partner (Barney, 2008). In the case of distributor agreements (nonequity alliance), the producers often evaluate the threats of the alliance using a framework of risk. The risk based approach has particularly been adopted in the financial services contracting in countries like Brazil and Mexico. (C. G. A. P, 2006) Hesterly (2008) has highlighted four issues of concern to forming strategic alliances: consumer protection, legal / regulatory implications, competitive networks, Reputational and operational risks.In addition, an organization needs to have an overall business strategy that is open to strategic linkages with other entities. Lyman (2009) has brought these threats into perspective while studying the branchless banking model in Brazil, Kenya and the Philippines. 2. 1. 4. 1 Consumer Protection And Resolution Of Grievances According to Lyman (2009), any of the foreg oing categories of risk triggers consumer protection concerns if the resulting loss falls on customers. Use of retail agents may also increase the risk that customers will be unable to understand their rights and press claims when aggrieved.Customers are protected against fraud by laws and regulations in the countries studied. But it is not always clear to customers how they will be protected against fraud when they use retail agents to conduct financial transactions. 2. 1. 4. 2 Legal / Regulatory Risks Since industry regulators have had little experience with agent banking models and are still adjusting existing rules to address them (or had yet to begin this process), some level of legal and regulatory uncertainty and ambiguity for both the banks and nonbanks (and to a lesser extent also for retail agents) has remained.Once a model becomes widely used in a country, these uncertainties and ambiguities could take on a systemic dimension if, for example, several banks with significan t operations conducted through retail agents suddenly face an unfavorable interpretation that challenges their authority to transact business through retail agents or the enforceability of related legal agreements (Lyman, 2009) 2. 1. 4. 3 Operational Risk Operational risk refers to potential losses resulting from â€Å"inadequate or failed internal processes, people and systems or from external events. For banks and nonbanks that use retail agents and rely on electronic communications to settle transactions, a variety of potential operational risks arise. For example, customers or retail agents could commit fraud, or a bank’s equipment or other property could be stolen from a retail agent’s premises. Financial loss for banks or nonbanks (and also potentially for customers) can also occur from data leaks or data loss from hacker attacks, inadequate physical or electronic security, or poor backup systems (Lyman, 2009). 2. 1. 4. 4 Reputation Risk When retail agents under perform or are robbed, banks’ public image may suffer.Many operational risks mentioned (such as the loss of customer records or the leakage of confidential customer data) also can cause reputational risk, as can liquidity shortfalls in the retail agent’s cash drawer. Moreover, reputation risk can spread from one bank or nonbank to another and take on systemic dimensions (Lyman, 2009) 2. 1. 4. 5 Liquidity Risk Retail agents, especially those that are relatively small, unsophisticated, and remote, may not have enough cash to meet customers’ requests for withdrawals and may lack experience in the more complex liquidity management required for offering financial services.To manage liquidity effectively, retail agents must balance several variables, including turnover of cash, ease of access to the retail agent’s bank account, and processing time of transactions, among others (C. G. A. P, 2008). 2. 1. 4. 6 Business Strategy Although most can agree that a firm ’s ability to survive and prosper depends on choosing and implementing a good strategy, there is less agreement about what constitutes a good strategy (Barney, 2008). According to Aaker (1998), t is usually very difficult to predict how competition in an industry will evolve, and so it is rarely possible to know for sure that a firm is choosing the right strategy and this is why a firm’s strategy is almost always a theory. However, this theory sets the tone at which competition evolution is handled in the future. For a firm to make the choice of making strategic alliances, the overall business strategy must be open to the formation of strategic linkages with other entities.This fact has been acknowledged by the Central Bank of Kenya which has directed that for any commercial bank to be allowed to offer services through third party agents, it must have an elaborate business strategy on agent banking (CBK guidelines on Agent Banking, 2010). In summary, the classification of threats in agent banking models as given by Lyman (2009) appears to be widely accepted by industry players as the framework was drawn from case studies done in the banking industry in the pioneering countries.However, the framework fails to suggest possible avenues of avoiding or at least neutralizing these threats to be used as a guideline by financial institutions which are interested in agent banking models. More research is indeed required to meet this gap if agency banking is to be the new frontier of increasing financial inclusion. 2. 2 Empirical Review The concept of agent banking has only taken momentum in the twenty first century, with Brazil being a success story of branch-less banking. Other countries where the banking approach has been implemented are South Africa, India, Mexico, Kenya and the Philippines.In Kenya, the idea of agent banking evolved from the innovations of the mobile telecommunications company, Safaricom Ltd, with its innovative and transformative mon ey transfer service, ‘M-PESA’. In 2009, the Banking Act was amended to allow commercial banks use agents in their outreach to extend the formal financial services access frontier. Three organizations have been instrumental in studying agent banking models and their contribution to the universal goal of raising financial inclusion among the poor. These organizations are F. S.D/K (Financial Sector Deepening, Kenya), C. B. K (Central Bank of Kenya) and C. G. A. P (Consultative Group to Assist the Poor). In an effort to promote financial access by the majority of Kenyans, the Central Bank and the banking sector continued with initiatives to put in place a credit information sharing mechanism which would enable individuals to use their information capital as â€Å"collateral† to access bank services. Further, the amendment of the Banking Act to permit banks to use agents in their outreach would also extend the formal financial services access frontier.In 2009, banks p ursued revenue growth strategies based on their ability to acquire new customers and cross-selling more products and services to existing customers by leveraging on technology (C. B. K, 2010). In a growing number of countries, banks and other financial service providers are finding new ways to make money and deliver financial services to unbanked people (C. G. A. P, 2009). Rather than using bank branches and their own field officers, they offer banking and payment services through third parties.For many poor customers, it would be the first time they have access to any formal financial services—and formal services were usually significantly safer and cheaper than informal alternatives. Two models of branchless banking through retail agents have emerged: one led by banks, the other by non-bank commercial actors (Lyman, 2009). Both use information and communication technologies, such as cell phones, debit and prepaid cards, and card readers to transmit transaction details from the retail agent or customer to the bank (C. G. A. P, 2009).For example, customers of Caixa Economica Federal, a Brazilian state-owned bank, could open and deposit money in a current account, make person-to-person transfers, and get loans—all using simple bankcards and card readers at over 12,000 lottery outlets, supermarkets, and even butcher shops (Lyman, 2009). In Kenya Customers could use their phone to send and receive â€Å"M-PESA,† make payments to other people and shops, and store money for future use (F. S. D/K, 2010). Branchless banking through retail agents appeals to policymakers and regulators because it has the potential to extend financial services to unbanked and marginalized communities.But it also challenges them to ask: What are the risks of these new approaches, and are they different from those of conventional branch-based banking? How should banks respond to these risks (C. G. A. P, 2009) F. S. D/Kenya and C. G. A. P have done immense research and advocacy on agent banking. Agency banking can be understood by examining the experience of five pioneering countries— Brazil, India, South Africa, the Philippines, and Kenya—where agent-assisted branchless banking that targets poor customers is already a reality (Kumar, 2009).Branchless banking represents a new distribution channel that allows financial institutions and other commercial actors to offer financial services outside traditional bank premises. Lyman (2009) has outlined two models of agent banking. One model of branchless banking—for example, Internet banking and automatic teller machines (ATMs)—can be seen as modest extensions of conventional branch-based banking. Other models offer a distinct alternative to conventional branch-based banking in that customers conduct financial transactions at a whole range of retail agents instead of at bank branches or through bank employees (C. G. A.P, 2009). This concept has introduced new risks and other regulatory issues in the industry. For regulators, the task is not to try to eliminate these risks, but to balance them appropriately with the benefits of branchless banking—including expanded outreach of financial services. Of the countries so far studied, Kenya may best reflect the situation of most developing and transition countries (F. S. D Kenya, 2010). Policymakers and regulators have greeted branchless banking with a mixture of great enthusiasm for its potential to expand access and real concern about new risks for vulnerable customers and the financial system.The case for accepting bank agents in Kenya has already been accepted by policy makers and regulators in Kenya; the question is how to regulate and supervise this (FSD Kenya. 2010). In addition, it is left to the individual banks to decide whether they will use the model to meet their strategic objectives. The Central Bank of Kenya has indeed placed a requirement for an elaborate business strategy on agent banki ng before any approval is given for agent networks. Section 2. 3. 2. f CBK guidelines on agent banking approval requires the applying institution to have a delivery channel strategy and how agents fit in the strategy, feasibility study of the global view of future operations and development of the agent business for a minimum period of three years and a business strategy for agent banking (C. B. K, 2010). According to FSD-Kenya, key issues to be considered are: review of agent licensing requirements, risk management, and need for consumer protection arrangements covering agents.These issues are likely to be of major concern to commercial banks and may indeed hamper the implementation of agent banking. The threats associated with agent banking have not gone unnoticed. Indeed most commercial banks are taking a rather conservative position regarding the implementation of agent banking model. Like F. S. D/K, C. G. A. P (2009), has identified three issues that agent banking, as a strateg ic alliance orientation, poses to both the regulator and the market players: reputational and operational risks, consumer protection, regulatory framework and business strategies at the institutional level. On its part, C. B.K has alluded that any bank wishing to operate through agents must have an elaborate business strategy on agent banking before any approval is given. 2. 3. 1 Conceptual Framework [pic] Independent Variables Dependent Variable Figure 2. 1: Conceptual framework Source: (Author, 2010) 2. 3. 2. Operational Framework: [pic] Dependent variable Independent variables Parameters Figure 2. 2: Operational framework Source: (Author, 2010) Chapter Three Research Methodology 3. 0 Introduction This chapter presents the methodology that will be used to carry out this study.Research methodology is defined as an operational framework within which the facts are placed so that their meaning may be seen more clearly. The task that follows the definition of the research problem is th e preparation of the design. The methodology of this research includes the research design, population to be studied and sampling strategy, the data collection process, the instruments to be used for gathering data, and how data will be analyzed and presented. 3. 1 Research Design In this study a survey design will be used. This research problem can best be studied through the use of a survey.This method portrays an accurate profile of persons, events, or situations. Surveys allow the collection of large amount of data from a sizable population in a highly economical way. It allows one to collect quantitative data, which can be analyzed quantitatively using descriptive and/or inferential statistics. 3. 2 Population The population of study will consist of 46 commercial banks in Kenya. Target population in statistics is the specific population about which information is desired. A population is a well defined set of people, services, elements, and events, group of things or households that are being investigated.This definition ensures that population of interest is homogeneous. Population studies, also called census are more representative because everyone has equal chance to be included in the final sample that is drawn. The target population of this study will be all the 46 commercial banks in Kenya registered under the banking act. The study will focus on the headquarters of the banks, especially risk, marketing, strategy and retail divisions since they are the most conversant with the strategic directions of the banks in regard to the subject of the study. Table 3. 1 Target Population Class |Net Assets |Population |Percentage % | | |(‘000,000’ KES) |(Frequency) | | |Large Banks |> 15,000 |19 |42 | |Medium Banks |5,000 – 14,999 |14 |32 | |Small Banks |< 5,000 |12 |26 | |Total | |45 |100 | Source: (C. B. K, 2010) 3. 3 Sample size The sample size in this study will consist of 12 commercial banks in Kenya. The researcher will involve the mar keting managers, retail banking managers, and risk/compliance managers (preferably two managers from each of the mentioned functional areas) from each bank.This means that the total respondents in this study will be 72 in number. 3. 4 Sampling technique The researcher will use stratified random sampling to select 12 commercial banks out of 46 banks. The researcher will in this case consider all the commercial banks and choose 12 of them in a manner that will make the sample a true representative of the population. The population will be stratified into three categories according to the market shares and in line with the CBK classification of financial institutions. In each class, the researcher will select a random sample so that each item in the population has the same probability of being selected as part of the sample as any other item. Table 3. 2: Sample size Classes |Respondents |Target Population (2/Bank)|Sample size (2 |percentage | | | | |respondents * 4 | | | | | |banks per class) | | |Large |Marketing/strategy Managers |38 |8 |21% | | |Retail-Banking Managers |38 |8 |21% | | |Risk/Compliance managers |38 |8 |21% | |Medium |Marketing/strategy Managers |28 |8 |28% | | |Retail-Banking Managers |28 |8 |28% | | |Risk/Compliance managers |28 |8 |28% | |Small |Marketing/strategy Managers |24 |8 |33% | | |Retail-Banking Managers |24 |8 |33% | | |Risk/Compliance managers |24 |8 |33% | Source:(Author, 2010. ) 3. 5Instruments. The researcher will use primary data (questionnaires) to carry out the study. The questionnaires will include structured (close-ended) and unstructured (open-ended) questions. The structured questions will be used in an effort to conserve time and money as well as to facilitate in easier analysis as they are in immediate usable form; while the unstructured questions will be used so as to encourage the respondent to give an in-depth and felt response without feeling held back in revealing any information.With unstructured questions, a resp ondent’s response may give an insight to his feelings, background, hidden motivation, interests and decisions and give as much information as possible without holding back. 3. 6 Validity and Reliability The questionnaires to be used are estimated to be reliable as sets of questions measuring a single concept have been groped together, resulting in a high degree of internal consistency. In addition, the instruments will be subjected to a test-retest procedure before being distributed to the main respondents. The variables have been operationalized into parameters that represent issues which are handled on a day to day basis under normal business activities in the industry being studied.Besides, the selected respondents have been drawn from personalities with knowledge, experience and influence on matters forming the subject. This will ensure that the instrument actually measures the true situation, opinions and predictions on agent banking in Kenya. A survey designed will be u sed in this study because of its strength associated with collecting data in a real life situation. In addition, the sampling technique (random stratified) and the proposition of drawing respondents from relevant divisions in the head offices of commercial banks will increase the external validity as the results could be generalized to the entire banking sector in Kenya. 3. Data Collection Data will be collected using the drop and pick method. The method is deemed appropriate as all respondents are expected to be found within a small geographical area, that is, the city of Nairobi. This is coupled by the possibility of face to face interaction with the respondents which is likely to increase the response rate. 3. 8 Data Processing and Analysis Once the completed questionnaires have been received, the raw data will be edited to ensure accuracy, completeness and consistency as well as identifying cases where a respondent may give more than one response in a question that would otherwi se generate a single answer.A codebook of questionnaire items will then be developed and used to enter responses into a computer spreadsheet which would then be imported by S. P. S. S. Data will be analyzed using a multiple regression model. This will enable the researcher to make possible predictions about the study. A multivariate regression model will be applied to determine the relative importance of each of the three variables with respect to the implementation of agent banking by commercial banks in Kenya. The regression model will be as follows: y = ? 0+ ? 1X1 + ? 2X2 + ? 3X3 + ? 4X4 + ? Where: Y = Implementation of agent banking ?0 = Constant Term ?1, ? 2, ? 3, ? 4 = Regression coefficients associated with consumer protection, risk appetite, laws & regulations and restrictive business strategy respectivelyX1= consumer protection X2= risk appetite X3= laws and regulations X4= Restrictive Business strategy. 3. 9 Presentation of Findings The findings will be presented using tab les and charts. Tables will be used to summarize responses for further analysis and facilitate comparison. This will generate quantitative reports through tabulations, percentages, and measures of central tendency. Cooper and Schindler (2003) notes that the use of percentages is important for two reasons; first they simplify data by reducing all the numbers to range between 0 and 100. Second, they translate the data into standard form with a base of 100 for relative comparisons.References Aaker, D. (1998), Strategic Market Management, Chichester, Wiley. Voll 13 pp 14 – 26 Achrol, R. S. and Kotler, P. (1999), â€Å"Marketing in a networked economy†, Journal of Marketing, (special issue). Aliouat, Boualem. (2006). â€Å"Effects of change paradigms on strategic Alliance† Montreal: pp, 26 – 84. Barney, J. B. and Hesterly, W. S. (2008), â€Å"Strategic Management and Competitive Advantage†. New Jersy, Prentice-Hall. Banking in Brazil. † World Bank Working Paper No. 85. Washington, D. C. : World Bank. http://siteresources. worldbank. org/inttopconf3/resources/363980retail0p101official0use0only1. pdf. Bengtsson, Maria & Kock, Soren. (2000). Competition in Business Networks- to cooperate and compete simultaneously†. Industrial Marketing Management Vol. 29 No. 5 pp. 411-426. Elsevier Science. Calori, R. et al. (1989). Strategic Action. Paris: Organisation Editions. Cravens, D. W. (1998), â€Å"Examining the impact of market-based strategy paradigms on marketing strategy†, Journal of Strategic Marketing. Vol. 45 No. 11 pp. 312-367. Central Bank of Kenya. (2009). Banking Supervision Annual Report, 2009: http://www. centralbank. go. ke/downloads/acts_publications/banking supervisionannualreport_2009. pdf Central Bank of Kenya. (2010). Banking Supervision Quarterly Repor, third quartert, 2010http://www. centralbank. go. e/downloads/acts_publications/banking supervisionthirdquarterreport_2010. pdf Central Bank of Kenya. (2010). Guidelines on Agent Banking, 2010 : http://www. centralbank. go. ke/downloads/acts_publications/banking agentbankingguidelines_2010. pdf Consultative Group to Assist the Poor (CGAP). (2009). Financial Access: Measuring Access to Financial Services around the World. http://www. cgap. org/financialindicators. Davis, S. M. (1984), Managing Corporate Culture, Cambridge, MA Ballinger Publishing Company. Vol. 15 No. 11. Day, G. S. (1990), Market Driven Strategy: Processes for Creating Value, The Free Press, New York, NY. The Free Press. Voll 9 No 2 Doyle, P. 1998), Marketing Management and Strategy, London Prentice-Hall Europe, Hemel Hempstead. Voll. 13 pp 42 – 48 Drew, S. A. W. (2001), â€Å"What really drives a fast company? †, Journal of Management. Vol. 65 No. 79 pp. 651-926. Elsevier Science. Financial Sector Deepening, Kenya. (2010). Regulation and Supervision of Bank Channels: Policy Options for Kenya : http://www. fsdk. com/downloads/acts_publications/ Regula tion and Supervision of Bank Channels,2010. pdf Hax, A. C. and Wilde, D. L. (2001), The Delta Project: Discovering New Sources of Profitability in a Networked Economy, Palgrave, Basingstoke. Vol. 10 No. 2, pp. 4-14. Johnson, G. and Scholes, K. (1997), Exploring Corporate Strategy,Prentice-Hall Europe, Hemel Hempstead. Vol. 7 No. 6, pp. 343-56. Lyman, Staschen, Kumar, Anjali, Ajai Nair, Adam Parsons, and Eduardo Urdapilleta. 2008. â€Å"Expanding Bank Outreach through Retail Partnerships: Correspondent Mas, Ignacio & Hannah Siedek. (2009). .Banking through networks of agents CGAP Focus Note 47. Ndungu, N. (2010). Banking Supervision Annual Report, CBK Focus Note 2009. Porter, M. (1980), Competitive Strategy: Techniques for Analyzing Industries and Competitors, The Free Press, New York, NY. Pp 26 – 31 Porter, M. (1985), Competitive Advantage: Creating and Sustaining Superior Performance, The Free Press, New York, NY. Pp 46 – 53 Slater, S. F. nd Narver, J. C. (1998), â⠂¬Å"Customer-led and market-oriented: let’s not confuse the two†, Strategic Management Journal. Vol. 59, July, pp. 63-74 ———————– Consumer protection Regulatory issues Risk appetite Business strategy Agent Banking Implementation Grievance Handling Information Confidentiality Fraud & employee theft Reputational risk Operational risk Liquidity Risk Agent Registration Agent control & monitoring Conflict resolution Channel strategy Feasibility studies Technical Expertise Consumer Protection Risk Appetite Laws & Regulations Restrictive &'e†#(2CUVCO > business strategy Agent Banking Implementation (Number of banks)

Does the Outcome of the Antigone Suggest That Creon Was...

Sophocles Antigone is, at its simplest, a tragedy of conflict and misunderstandings. In the play, the laws of the gods are set up against the laws of man, and the two appear irreconcilable as the values are upheld by equally opposing characters, Creon and Antigone respectively. Indeed, Wilkins and Macleod decide that in Antigone `not only is there conflict, there is also a refusal even to recognise the others point of view (23). Thus Chorus significantly warn against the pursuit of extremes and sing about the need for men to reconcile human and divine law: When he weaves in the laws of the land, and the justice of the gods that binds his oaths together he and his city rise high (409-12) In this essay I intend to†¦show more content†¦Creon is brazenly pompous, informing the Chorus that `I now posses the throne and all its powers (193), believing that `the ship of state is safe in his hands if he keeps it protected from traitors, such as Antigones brother, Polynices. Creons claim that `whoever places a friend above the good of his own country, he is nothing (204-5) is uncompromisingly maintained throughout the play, steadfastly refusing to give in to Antigones pleas to bury Polynices, believing him a `traitor (585) of the state, who cannot be given the same funeral rites as his brother, Eteocles, the `patriot ( 585). Wilkins and Macleod acknowledge that the conflict between a friend/loved and the state was a live issue in the fifth century (31) but Sophocles presents Creon as having no qualms in placing the state over his blood-relatives, inflexibly refusing the burial of his nephew and insisting on sentencing his niece, Antigone. Creon is also clearly power mad, as he unashamedly and autocratically informed his son, Haemon, that `that man the city places in authority, his orders must be obeyed, large and small, right and wrong (748-751), showing no remorse for wanting all the citizens to obey his law forbidding burial for Polynices. Indeed, Mark Griffith in his book Sophocles Antigone states that `Many have found Kreon to be wholly at fault, his authority illegitimate, his edict impious and foolish, his behaviour and language intemperate and vindictive (28). SophoclesShow MoreRelatedThe Choices Of Antigone And Sophocles Antigone1560 Words   |  7 Pagesthat Antigone and Creon face in Sophocles’ Antigone differ, their decisions often end up pitted against each other’s, inviting comparison. Since I am juxtaposing the characters’ degrees of rightness, I believe that the rightness of the reasoning, not just their ultimate stances, should be examined. The entirety of his or her argument, not just the conclusion, must be taken into account. I’ll also note that my perspective of rightness could and does conflict with that of the gods in Antigone and SophoclesRead MoreElements of a Tragic Hero Found in Oedipus and Creon in Sophocless Oedipus the King869 Words   |  4 PagesOedipus and Creon Sophocles demonstrates Aristotle’s definition of a tragic hero in his brilliant trilogy of plays, The Oedipus Cycle. Aristotle describes a tragic hero as a character of high status who experiences a fall from great social status. This character also exhibits a tragic flaw and takes responsibility for their actions and accepts the punishment. Oedipus, son of Laios, and the King of Thebes, tried to escape his fate of killing his father and marrying his mother, displays all of Aristotle’sRead MoreSophocles Antigone And Anouilh s Antigone : A Study Of Loyalty And Her Usefulness As A Character Essay2645 Words   |  11 PagesIsmene in Sophocles’ Antigone and Anouilh’s Antigone: a study in loyalty and her usefulness as a character Sophocles’ Antigone is a well-known Greek play, and Anouilh’s Antigone is a modern twentieth-century adaptation of it. Both deal with the aftermath of Antigone’s choice to go bury her brother Polyneices even though the king, Creon, has expressly forbidden the burial of the traitor brother. Antigone and Creon are of course the central characters, but Ismene, Antigone’s sister, is importantRead MoreThe Ancient Greek Of Ancient Greece1690 Words   |  7 Pagesacross the region. The ancient Greek plays were both entertaining and educative thus reflecting on the kind of life that this person lived (Hogan 11). Their settings can suggest a lot about the circumstances and conditions under which this play was performed. The dramatic presentations were crucial to Athenians, a fact that can be seen from the numerous and well- spread theatres across the city. The paper will focus on how the ancient playwrights utilized their respective stages and the personnel to he lp