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

Organizational Readiness Project Risk Management Essay

Assignment 1: Assess Organizational Readiness Project Risk Management Dr. Steven Englehart BUS 519 October 20, 2016 Stephanie Fletcher Strayer University Assess Organizational Readiness For any company, risk management is an important strategy to have in place. There are a number of factors that need to be reviewed in order to decrease the risk of failure. A presence of a Risk management program would not only set the framework into place to save time, money, and rework but also increases the chance of success for that particular company. Critical Success Factors According to Hillson Simon (2012), in order for a project to be considered successful, the Critical Success Factors (CSF) must be completed. Those CSF’s include: †¢ A supportive organization †¢ Competent people †¢ Appropriate supporting infrastructure †¢ A simple to use, scalable and documented process The CSF’s in the Environmental Quality International (EQI) in Siwa case study, apply by: CSF How they apply: Supportive Organization †¢ EQI’s president has a vested interest †¢ Sustainable by preserving the local culture †¢ Attracted attention for loans tech support from International finance Corp. Skilled and Competent Staff †¢ Local staff used for projects †¢ Skills being taught by older generation to younger generation †¢ Neamatalla and Laila played a major role in keeping the Siwa culture and traditions alive by helping pass the knowledge and skills Appropriate supporting infrastructure †¢ WillingnessShow MoreRelatedThe Critical Success Factor Of British Petroleum1562 Words   |  7 Pagesstarting with senior management as well as disregarding safety concerns throughout BP. 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Effects of Civil War Essay - 871 Words

When a war occurs, it takes years for the society or societies involved to return to a more normal, calm state. In the case of the American Civil War, many aspects of the country were disrupted after the war ended in 1865. Relations were strained, land had been destroyed, families torn apart, and much more. The economy struggled, and many Southerners did not want to accept a loss. The death count for the American Civil War was also an amazing number, and made a large dent into families, businesses, and towns across the nation. nbsp;nbsp;nbsp;nbsp;nbsp;When examining the physical damage to the land after the end of the war, it was obvious that much of the country had been brutally trampled and scarred by the battles and rampages of†¦show more content†¦Money was a great issue, as well as finding another place to build. The emotional stress of losing a home or business took a gigantic toll on survivors of the war too. The destruction left behind by the war overwhelmed many people; Northerners, Southerners, and blacks alike. nbsp;nbsp;nbsp;nbsp;nbsp;Economically, the huge cost of the war; which covered weapons, ammunition, clothes, food, and medical supplies, took a very large toll on the nations budget. The South was worse of then the North, but both sides would struggle for years due to the great loss. Millions of dollars were spent on these supplies, and the money came from many different places. For example, the South made some of their own paper money, while also borrowing from other countries. On top of the major expenses of the war as it had pressed on, the loss of businesses and important city buildings would cost a large amount of money for the people to replace; money that sometimes could not be raised for years to come after the end of the war. nbsp;nbsp;nbsp;nbsp;nbsp;With thousands of deaths on either side throughout the war, America’s population had been hit enormously. 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Cultural Differences-Free-Samples for Students-myassignmenthelp

Question: Do you think People living in regional areas are less or more Culturally Competent than those living in Cities? why? what is the best way to learn about Cultural differences? Answer: Introduction Cultural responsiveness is a key element of the recovery oriented service delivery and is of great paramount in improving quality and safety of healthcare services (Bloomer Al-Mutair, 2013). As the cultural diversity in Australia continues to grow, health care service providers need to know and respond to changes in the local communities they serve. According to Bloomer Al-Mutair (2013), these changes include the arrival of refugees and immigrants whom their values, social structures and beliefs (both traditional and religious) might vary significantly from those of the Australian tradition. Cultural beliefs about what constitutes pain and chronic diseases and how to address it may affect how refugees and immigrants seek help in the hospitals and whether or not theyll consider accessing healthcare service (Crail,Walker, Brown, 2013). Besides, understanding cancer (either brain or breast ) as a serious illness that requires early medical treatment is a concept that may seem strange or even threatening to different people from culturally linguistic diverse set ups. However, to respond to the needs of the culturally diverse set ups, Evans, Menace, Koffman, Harding, Higginson, Pool, Gyles (2012) holds that healthcare service providers need to first know who their patients are before engaging them in partnership to deliver health care services that are culturally responsive. This essay explores how cultural views and values play out in two different ethnic religious community groups. To address this issue, the essay will narrow down its research into two cases; one for Jessie, an indigenous Australian who had breast cancer and Raghda, a Syrian refugee but immigrant in Australia who had brain tumor-both are females. Culturally Responsive Care among the Indigenous Australians Wiener, McConnell, Latella, Ludi (2013) define pain as an intense, unpleasant sensory feeling that has physical, social and psychological implications. It has been noted that non-aboriginal physicists carry out unsafe Procedures especially during pain assessment. However, culturally pain assessment techniques have been adopted based on the research findings as well as though consultation with the Torres Strait Islander people (Wiener et al., 2013). Surprisingly, indigenous Australians suppress pain behaviors, as well as show reluctance their pain experiences with other people. This point manifests itself clearly in the case study where nurses come to realization that Jessie was aware of her condition one year later but could not seek biomedical health care; instead, she chose to use traditional herbal medicines. According to Fang, Sixsmith, Sinclair, Horst (2012), suppression of pain by the indigenous Australians can be as a result of suppression and oppression theyve endured since colonization. Fang et al., (2012) postulate that Aboriginals express their pain by muting, even when undergoing excruciating pain. However, Indigenous Australians who do as theyre requested and appear to accept health care process are considered to be well-behaved. On the other hand, non indigenous nurses refer to the Aboriginal patient as unobtrusive since they dont draw attention to themselves especially when in pain (Hanser Pedersen, 2013). Besides, most of them dont seem to bother about receiving a pain relief. This behavior has been referred as stoicism. The behavior manifests in Jessies case when she continues to use herbal medicines knowing that, they were not as effective as they were initially. According to the clinical observations, Aboriginals are reserved and non-obtrusive especially when undergoing pain; besides, this shouldnt mean that they dont feel pain (Lopez-Sierra Rodriguez-Sanchez, 2015). This phenomenon may enhance nurses belief that Aboriginals dont experience pain and have high tolerance to pain. But if such practices are taken into consideration, therell be limits in the palliative care provided. For cultural safety, Non- Aboriginal physicists should be cautious of the undesirable variables which define pain behavior including suggestive assessment, body language, caretakers, and measuring tools. Pain assessment among Aboriginals is not inclined to the person in pain alone, but to the extended family that conforms to the indigenous culture. In most cases, nurses find that a family member may contribute to the pain assessment by acting as a distraction from the pain (O'Brien, Bloomer, McGrath, Clark, Martin, Lock, 2013). An Aboriginal Torres strait islander person may seem to be comfortable, but once their relative appears, the physicist may be informed that their relative is in pain. This aspect of alerting health officers to the suffering of their family member is intertwined into the accountability within the Aboriginal family structure. According to O'Brien et al., (2013), the intimacy among family relations allows their members to seek alterations in character. To perform a patient -pain assessment, its significant to involve relatives into communication concerning pain experience of their loved ones. After all the intervention methods have been exhausted and failed to cure an Aboriginal person, it's then taken to be the spirits decision for them to die (Hansen Pedersen, 2013). However, when palliate care is provided by the nurse, other perspectives can come into use. Treatment plus palliative procedure that cause pain to the patient are considered as inferences to the desire of the spirits. Basing on this perception, its likely that the patient or those with her will ask for the termination of the end of care procedure, as well as the adoption of culturally safe pain management methods (Evans et al., 2012). In the event of a death and its found to be culturally immature, investigations are conducted to unearth its cause. In such scenarios, a nurse may be implicated with banishment from the community. According to Evans et al., (2012), the use of injection in end of life care may be taken for poison by the indigenous Australians. Lastly, its common for Aboriginals with serious il lness to ask to be escorted home when death approaches. Consequently, those doing the end-of life care in hospitals may ask to be discharged to die in their home since theres comfort and peace. Among the indigenous Australians, death is taken to be a natural event, unless suspicions arise. Since Aboriginals have a great value for their family, they consider it as a place where theyd like to be during the last moments of their life (Davidson, Jiwa, DiGiacomo, McGrath, Newton, Durey, Thompson, 2013). Because Jessie is suffering from Brest cancer that is incurable, its expected all that she needs is peace of mind as well as reassurance as she spends her end of life moments before death, Culturally Responsive Care among the Muslim Culture Public health research across the globe has continually reported on patients, mainly women with immigrant background continue to face difficulties in getting sufficient levels of health care particularly in the social health care set up (Asadi,-Lari, Goushegir, Madjd, Latifi 2012). Also, its evident that women with migrant background especially Muslims face large disparities in health care due to cultural, linguistic and socioeconomic factors. Muslims believe that health comes from Allah and that sickness can occur through his will. However, when sickness occurs, there are expectations put upon other people towards healthcare and welfare of those ailing (Crail et al., 2013). For example, Muslim culture encourages friends and family members to visit their loved ones in hospitals. This is evident in the case of Raghda, a Syrian refugee of Islamic faith but an Australian immigrant who has been receiving many visitors from the Syrian refugee community to check on her condition (brain tu mor). According to Islam, visiting the patient in the hospital is an act of honoring the patient by praying for them or with them, seeking forgiveness from them for the wrongdoings they might have done to them in the past, or giving support in any means possible (Asadi et al., 2013). Such acts can be very comforting especially for patients who suffer chronic diseases as they struggle with a vast range of physical, psychological and spiritual challenges. According to Bloomer and Al-Mutair (2013), a greater level of responsibility is encouraged for the close family members especially those in critical conditions. When such deeds are done in the aspect of care, it is with the aim of encouraging as well as supporting those ill, and to strengthen firmly their relationship with Allah prior to their death. The physical appearance of the relative or friends is believed to be essential to the physical and spiritual well being of the patient (Bloomer Al-Mutair, 2013). Through this, the patient can be assured that shes still valued and she has not been abandoned. In the event where the patient is not in a position to express her preferences in connection with treatment and health care, relatives especially the family members can be used to provide information in communications with the nurses. When Raghda is admitted in the hospital, her husband acts as a communicator to the nurses. Essentially, Islam does not recognize the right to die voluntarily irrespective of the excruciating pain a person is going through. This stems from the belief that life is divine and sacred and each moment in life is very precious and should be cherished as well as preserved. However, Muslims are forbidden from ending their life. As a matter of fact, no health professional or family member should render any service to bring about their death. Since palliative care helps in alleviating pain and suffering, Islam holds that pain and suffering endured by a patient can lead him/her to spiritual and moral nourishment (Shahid, Bessarab, Van Schaik, Aoun, Thompson, 2013). Muslims not only in Australia but all over the world are inclined not to use drugs containing alcohol because consumption of alcohol is forbidden in the Islamic culture (Asadi et al., 2012). Its a matter of common sense that some Muslims take alcohol even though its against the Islamic tradition. However, its not uncommon that in some areas people prefer not to use sedatives when theyre sick. Asadi et al., (2012), holds that most people use analgesics when theres need for it yet other prefer to remain alert and spend the rest part of their life in the memory for Allah, rather than being under the effect of alcohol or a sedative. According to the Islamic faith, Raghda chose to use cupping- a traditional middle east approach for treating headache especially migraines than analgesic medications that could keep her sedated Conclusion The nursing staff should keep a couple of things in mind when dealing with patients from different social-ethnic groups. First, a health care professional should notify his /her client of diagnosis prognosis and should never at any time give an estimated life expectancy since they do not hold life! A patient should make peace with his creator through religious responsibilities in order to meet the Almighty free of sin. Second, nurses should be considerate to the patients fear that the choice of pain relief care is a type of discrimination, pushing them away so as to make a space for others. Third, nurses need to adopt cultural competencies plus sensible caution when dealing with patients from different social-ethnic groups. Essentially, a holistic approach to healthcare calls for an understanding of spiritual beliefs, cultural values, and practices as well as religious practice by the nursing staff. With open borders strategy as well as population shifts, its vital that medical offic ers be trans-cultural with sensitivity to the spiritual needs of the clients. A patient should be given attention and the differences in his value as well as faith be acknowledged. Finally, it should be noted that spiritual and psychological care are essential components of healthcare that should be provided alongside patients needs and wishes. References Asadi?Lari, M., Goushegir, S. A., Madjd, Z., Latifi, N. A. (2012). Spiritual care at the end of life in the Islamic context, a systematic review. Iranian Journal of Cancer Prevention, 1(2), 63-67. Bloomer, M. J., Al-Mutair, A. (2013). Ensuring cultural sensitivity for Muslim patients in the Australian ICU: Considerations for care. Australian Critical Care, 26(4), 193-196. Crail, S. U., Walker, R., Brown, M. (2013). Renal supportive and palliative care: position statement. Nephrology, 18(6), 393-400. Davidson, P. M., Jiwa, M., DiGiacomo, M. L., McGrath, S. J., Newton, P. J., Durey, A. J., ... Thompson, S. C. (2013). The experience of lung cancer in Aboriginal and Torres Strait Islander peoples and what it means for policy, service planning and delivery. Australian Health Review, 37(1), 70-78. Evans, N., Meaca, A., Koffman, J., Harding, R., Higginson, I. J., Pool, R., Gysels, on behalf of PRISMA, M. (2012). Cultural competence in end-of-life care: terms, definitions, and conceptual models from the British literature. Journal of palliative medicine, 15(7), 812-820. Fang, M. L., Sixsmith, J., Sinclair, S., Horst, G. (2016). A knowledge synthesis of culturally-and spiritually-sensitive end-of-life care: findings from a scoping review. BMC geriatrics, 16(1), 107. Hanssen, I., Pedersen, G. (2013). Pain relief, spiritual needs, and family support: Three central areas in intercultural palliative care. Palliative supportive care, 11(6), 523-530. Lpez-Sierra, H. E., Rodrguez-Snchez, J. (2015). The supportive roles of religion and spirituality in end-of-life and palliative care of patients with cancer in a culturally diverse context: a literature review. Current opinion in supportive and palliative care, 9(1), 87-95. O'Brien, A. P., Bloomer, M. J., McGrath, P., Clark, K., Martin, T., Lock, M., ... McGrath Margaret, O. C. (2013). Considering Aboriginal palliative care models: the challenges for mainstream services. Rural Remote Heal, 13, 2339. Shahid, S., Bessarab, D., van Schaik, K. D., Aoun, S. M., Thompson, S. C. (2013). Improving palliative care outcomes for Aboriginal Australians: service providers perspectives. BMC palliative care, 12(1), 26. Wiener, L., McConnell, D. G., Latella, L., Ludi, E. (2013). Cultural and religious considerations in pediatric palliative care. Palliative supportive care, 11(1), 47-67.

Introducing of Edisons Technologies

Introducing new technological inventions influences all spheres of social life and industrial production. At this point, Thomas Edison can be considered a strongly influential figure in industrial inventing, holding more than 1000 patient until his death.Advertising We will write a custom critical writing sample on Introducing of Edison’s Technologies specifically for you for only $16.05 $11/page Learn More In fact, the invention of electricity light, as well enormous contributions made to development of television and video media provides a new strand in perceiving the role and functions of technological advancement in society. Thus, by inventing the electric light, people have significantly improved their productivity. Moreover, they have reconsidered the needs and requirements by perceiving the advantage of new technology. At this point, although Edison’s technology redirected the attention from other inventions, their scientific and tec hnological achievements had captured the public attention and dictated new norms, values, and purposes in life. Recognized as the most prolific inventor, Thomas Edison redefined the concept of invention, and made the public reconsider the role of technologies in their life. So far, the inventions were focused on improving the quality of life by fulfilling physical needs of consumers. In fact, the emergence of electricity had not only contributed to the total reconstruction of the industrial process, but also compelled people to learn more about this new phenomenon to be able to reconstruct their lives. Thus, a shift of attention from gas light to the new electricity era had been introduced. The inventor had persuaded the public that previous devices were the matters of the past by explaining the main benefits of electricity – from its efficient work to the cost necessary to sustain the invention. In his interview with The Time reporters, Edison remarked, â€Å"the cost, comp ared to gas-pipe, will be very small, and there is very little change of their getting out of order† (Edison’s Electric Light, n. p.). Apart from outlining the main advantages of his new device, Edison also pointed to the similarities in functions of previous functions attributed to gas light. Nowadays, Edison’s strategy is heavily used by the inventors who strive to penetrate to the market and capture new segments of consumers.Advertising Looking for critical writing on engineering? Let's see if we can help you! Get your first paper with 15% OFF Learn More In fact, the inventor managed to grasp the attention of the majority to give rise to the new period of electricity enlightenment, as well as greater opportunities opened for development of telecommunications. The fact that the idea of electric lightning was not new also indicates the actual function of Edison’s inventions. Nevertheless, the inventor successfully manipulated the public inte rest and made them focus on his original solutions (Friedel Finn, 1987). Thus, while the public attention was given to the discovery of carbonized filament, Edison had been working on the development of seven element system, being important to the practical application of electricity (Friedel Finn, 1987). In particular, the scientist focused on the development of an improved dynamo, constant voltage, safety fuses, a durable light bulb, and the parallel circuit. The success of Edison’s invention brought recognition and fame because electricity light invention had spread all over the world. Various electric companies benefited greatly from this invention because Edison’s technology attracted multiple investors who were interested in developing new incandescent lightning industry. Despite the fact nothing new was about the concept of electricity lightning, Edison has managed to choose a unique approach to developing the new technology. Edison’s increased awarenes s of the need to participate in developing a vacuum lamp was partially a reflection of his strong commitment to producing a successful invention. Both his reputation and his money was at stake due to the great risk of failure, but Edison’s confidence in entering a new technological path was strong and, as a result, the public had acknowledged his achievements in industry and social media (Friedel Finn, 1987). Thus, the inventor took advantage of the easier and more efficient approaches he chose for advancement and managed to surpass his competitors. Moreover, Edison paid great attention to revealing any advances to the public to emphasize the importance of his contributions.Advertising We will write a custom critical writing sample on Introducing of Edison’s Technologies specifically for you for only $16.05 $11/page Learn More Explaining the benefits of new devices, as well as how those could be utilized, provided the inventor with a high competitive advantage over the other activists in the field. Apart from great attention of mass media to Edison’s remarks, the inventor also sought to attract other inventors and make them work on similar techniques. In such a manner, Edison had significantly promoted the development of electricity and telecommunication. Similar approaches to new product advertising are heavily employed by the producers of modern technology, including digital wireless devices that are popular among the consumers. Despite the fact that Edison’s technology redirected the public attention from other technological advances, his invention had gained public recognition and dictated new norms in social life and industrial production. To begin with, the misconception about considering Edison as the inventor of the light bulb is not accidental. In fact, Edison’s unique technique in developing new devices is premised on gaining public attention by expressing his strong commitment to prom oting technological progress. Most of his contributions, therefore, are confined to reinforcing the existing knowledge and enhancing their importance for the community development. References Edison’s Electric Light: Conflicting Statement As to Its Utility. (n. d.)The Times. Retrieved from https://archive.nytimes.com/www.nytimes.com/learning/general/onthisday/big/1021.html#article Friedel, R. D., Finn, P. I. (1987). Edison’s Electric Light: Biography of an Invention.US: Rutgers University Press. This critical writing on Introducing of Edison’s Technologies was written and submitted by user Kaylyn Martin to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.