Stephen Cranes Red Badge of Courage Essay -- Stephen Crane Red Badge

Stephen Crane's Red Badge of Courage   Ã‚  Ã‚  Ã‚  Ã‚  When reading the Red Badge of Courage, it is necessary to understand the symbolism that Stephen Crane has created throughout the whole book. Without understanding the true intent of color use, this book loses a meaningful interpretation that is needed to truly understand the main character, his feelings and actions. Crane uses very distinct colors in his text to represent various elements that the main character, Henry or â€Å"the youth†, is feeling along his adventure of enlisting into battle. Red, yellow and gray are the main color's Crane uses consistently in the majority of the chapters to describe Henry’s inner conflicts and feelings. The color purple is mentioned very briefly but reflects Henry’s feelings in a powerful manner. Certain colors dominate throughout the book and there is a change of domination as Henry matures into a real soldier.   Ã‚  Ã‚  Ã‚  Ã‚  The color yellow, when mentioned in the text, represents Henry feeling like a coward and knowing his actions were cowardly. Crane uses the color yellow more in the beginning as Henry was just learning to become a soldier. As the book goes on and Henry matures, the color yellow is not mentioned as often. The color yellow appears in the first chapter when Henry’s mother states that enlisting is a bad idea. He feels his mother’s words were putting a â€Å"yellow light upon the color of his ambitions.† This is a significant statement because at this point in the book, Henry’s cowardice has not yet emerged and his only visions of battle are of him becoming a brave, heroic soldier. Henry’s feelings switch from confidence to cowardice as he runs away from his very first battle. When he looks back at the battlefield with shame, he can see nothing but yellow fog. Crane intended this yellow fog to represent Henry’s feelings of cowar dice after running from his first opportunity of battle. The color yellow appears again in chapter nineteen, as Henry is about to face another battle. The guns that are fired are described as having a yellow flame. This image brings the reader back to the fact that Henry still has cowardice feelings about-facing this battle even though his actions may be contradicting.   Ã‚  Ã‚  Ã‚  Ã‚   The color red takes on various contexts in this book and is often used when there is some reference to battle, war, and rage. Unlike the color yellow, Crane used the color red... ...nded that war brings about horrible situations and leaves the few surviving with lost loved ones and terrifying memories.   Ã‚  Ã‚  Ã‚  Ã‚  The color purple is mentioned only a few times but reflects Henry’s feelings at the beginning and the end of the book. This color signifies royalty and honor. In chapter two, when Henry still believes that in the end all the men will be honorable brave hero’s the uniforms are described as being a deep purple. Not till the end of the book in chapter 24 does Crane again use the color purple when he mentions that the â€Å"fellows marched now in wide purple and gold† to show once again that royalty is present and all that had survived are being now being honored.   Ã‚  Ã‚  Ã‚  Ã‚  Throughout the text of the Red Badge of Courage Crane uses but a few specific colors and has significant meaning for each one of them. In order to truly understand and feel what the main characters are feeling, more importantly Henry, it is extremely important for the reader to comprehend what each color signifies and how it relates to the feelings of Henry and the other characters. Without this type of understanding one can not fully appreciate Cranes writing in the Red Badge of Courage.

Retention Management

What is Employee Retention ? Employee retention refers to the various policies and practices which let the employees stick to an organization for a longer period of time. Every organization invests time and money to groom a new joinee, make him a corporate ready material and bring him at par with the existing employees. The organization is completely at loss when the employees leave their job once they are fully trained. Employee retention takes into account the various measures taken so that an individual stays in an organization for the maximum period of time.Importance of Retention Manage Employee Turnover Employers implement retention strategies to manage employee turnover and attract quality employees into the organization. Retention programs focus on the relationship between management and their workers. Competitive pay, benefits, employee recognition and employee assistance programs are all apart of a company's attempt to maintain employee satisfaction. Human resources special ists utilize feedback they receive from exit interviews and focus groups to improve employee relations and reduce turnover. Cost EffectiveA company can significantly benefit from employee retention programs because of a direct effect on an employer’s bottom line. High turnover can be very expensive. According to the Society for Human Resources Management, â€Å"employee replacement costs can reach as high as 50 to 60 percent of an employee’s annual salary. † Strategies geared towards retaining good workers helps offset employee replacement costs and reduces the indirect costs such as decreased productivity and lost clients. Maintain Performance And Productivity Employee retention practices help support an organization’s productivity.Recruiting and training new employees takes time. An unfilled position means work is not getting done. Even if a position is filled, there is still a learning curve most employees must overcome before their work becomes profit able. Taking the necessary steps to keep current workers satisfied with their roles will ensure productivity is not interrupted. Enhances Recruitment Effective retention strategies often begin during the employee recruitment process. Employees are more inclined to remain with a company that fulfills the promises made when their employment offer was extended.Companies that provide a realistic view of their corporate environment, advancement opportunities and job expectations to new hires can positively influence employee retention. Increases Morale Employees that enjoy what they do and the atmosphere in which they work are more likely to remain employed with their company. Retention strategies are important because they help create a positive work environment and strengthen an employee’s commitment to the organization. Strategies that target employee engagement, such as team-builders and community involvement, increase company morale and give employees a sense of pride in what they do.The procedure of Retention Management The procedure of retention management consists of six steps[5]: 1. Identification of the target and actual needs of the staff 2. Analysis of the fluctuation risk of the staff 3. The Analysis of factors of Motivation/Demotivation of the retention group 4. Identification of the targeted measures 5. Implementation of the measures 6. Evaluation of the measures Step 1: Identification of target and actual needs of the staff The starting point is the corporate strategy and business objectives.The product, market or organisational goals of the company can help to identify strategic staffing needs and the strategic relevant skills of employees. Step 2: Analysis of the fluctuation risk of staff In step 2, the HR manager is interested in the degree of the fluctuation risk. First, it is important, to analyse the common portfolio of the potentials and performance of the employees. In large companies, this could be done through a management audit. In small businesses this can be clarified with an employee interview. This gives the manager information about the power structure in the relevant group.But this information is not enough to estimate the probability of fluctuation. It is also necessary to consider the demand for the relevant skills in the labor market. When a manager combines the results of the analysis he can identify three risk categories, which would cause a priority for the retention management: * Those employees, who are in great demand in the labor market and who have a high capacity, are the key target group for retention management measures. * Those employees, who perform well and whose skills are somewhat in demand in the labor market, have a mean fluctuation risk.Depending on the corporate strategy they are the second important target group for retention management measures. * Employees that have skills that exist in large numbers in the labor market and who also who perform well are currently not a relevant retention target. Step 3: Analysis of factors of Motivation/Demotivation of the retention group Now motivators and demotivators must be found in the identified retention target group. The motivators must be taken into account and demotivators must be removed with the help of appropriate measures, to ensure that the employees develop affective commitment.Motivators and demotivators can be estimated from the outcome of questionnaires. Subsequently a Motivation/Demotivation profile of the retention target group should be formed. Step 4: Identification of the targeted measures The various measures of human resource management relate to different motivational factors. These connections can be used to create a specific matrix in which the action areas of personnel management and appropriate measures will be brought together with the motivational factors. Step 5: Implementation of the measures After the analysis measures will be implemented.Here are some important aspects: * Conceptual fo undations: The measures must be defined and applied according to clear rules, in this context ad hoc measures lead only to short-term success with negative cultural impact. * Cultural fit: Measures must be in accordance with the corporate culture and the existing Management tool system For example, a variable compensation system makes little sense without a performance appraisal system! * Marketing personnel action: The application of the measures must be accompanied by internal communication. Only then the efforts of a retention manager will be perceived! Retention factors: By the design and implementation of retention management policies respect and transparency must be taken into account. Only when these measures convey these values, they will have great influence! Step 6: Evaluation of the measures After the implementation of the measures it is necessary to assess the success of the activities. This can be achieved by comparing the results to the objectives that were set in the retention management strategy. After the expiry of the defined period and after application of the retention policies the manager can check how the objectives were achieved.For example, if the objective was that 80% of the defined strategically relevant staff should be in business at time X, then the manager can determine whether this ratio was reached at time X, and whether it was exceeded or not exceeded. From this statement the manager can derive new measures and draw conclusions about the practice of the concept of retention management. Important conditions for the success of retention management are on the one hand, human resource management in the company, and on the other hand project management of the implementation of retention management. Determinants of Retention CAREER DEVELOPMENT OPPORTUNITIESCareer development is a system which is organized, formalized and it’s a planned effort of achieving a balance between the individual career needs and the organizationâ€⠄¢s workforce requirements (Leiboiwitz et al, 1986). The rapidly growing awareness makes it obvious that people can give the firm its leading edge in the market place. The new challenge for the HR professionals is to identify the developmental strategies which can inspire the commitment of employees to the firm’s mission and values so that the employees become motivated and help the firm to gain and maintain a competitive advantage (Graddick, 1988).A company that wants to strengthen its bond with its employees must invest in the development of their employees (Hall ;amp; Moss, 1998; Hsu, Jiang, Klein ;amp; Tang, 2003; Steel et al. , 2002; Woodruffe, 1999). It entails in creating opportunities for promotion within the company and also providing opportunities for training and skill development that let employees to improve their employability on the internal and/or external labour market (Butler ;amp; Waldrop, 2001). Growth opportunities which were offered by the employers are reduced due to turnover intentions of employees because the lack of training and romotional opportunities was the main cause for high-performers to leave the company (Allen, Shore ;amp; Griffeth, 2003; Steel et al. , 2002). Career development is important for both the organization and individual (Hall, 2002). It’s a mutual benefit process because career development provides the important outcomes for both parties (Hall, 1996; Kyriakidou and Ozbilgin, 2004). Organizations need talented employees for maintaining the sustainable competitive advantage and individuals require career opportunities to develop and grow their competencies (Prince, 2005).SUPERVISOR SUPPORT One of the most important factors that have impact on retention is the relationship between a worker and a supervisor. Supervisors are the â€Å"human face† of an organization. According to Eisenberger and associates (1990), a worker’s view of the organization is strongly influenced by their relationshi p with their supervisor. By having support, workers are less likely to leave an organization and be more engaged by having good relationship and open communication with the supervisor (Greenhaus, 1987).Supervisors interact as a link to practice applications among stated goals and expectations. By harmonizing the competing demands, they support in managing both inside and outside the work environment. If the relationship does not exceed then employee will seek to any other opportunity for new employment and vice versa. The supervisor support is so essential to retention that it can be said that employees leave bosses, not jobs. Organization must groom supervisors to well build the place where employees want to stay.Providing each level of performance and opportunities can enhance their capabilities to work. WORK ENVIRONMENT Numerous studies have attempted to explain work environment in various areas such as for example employee turnover job satisfaction employee turnover, job involve ment and organizational commitment. Work environment is one of the factors that affect employee’s decision to stay with the organization. Hytter (2008) analyzed that work environment has commonly been discussed by industrial perspective, i. e. ith a focus on physical aspects such as, heavy lifts, noise, exposure to toxic substances etc. The interesting part is; characteristics of work environment vary in services sector as compare to production sector because it has to interact with the clients/consumers (Normann 1986). Depending on the kind of business and kind of job, interactions will be more or less frequent and more or less intense. The interaction between employees and consumer/client hence demands a move of focus from the physical to the Psycho social dimension of work environment.Psycho social work environment includes support, work load, demands, decision latitude, stressors etc. It’s very important to recognize the emerging needs of individuals to keep them c ommitted and provide the work environment as necessitate (Ramlall, 2003). Milory (2004) reported that people enjoy working, and strive to work in those organizations that provide positive work environment where they feel they are making difference and where most people in the organization are proficient and pulling together to move the organization forward. REWARDSThe term ‘reward’ is discussed frequently in the literature as something that the organization gives to the employees in response of their contributions and performance and also something which is desired by the employees. A reward can be extrinsic or intrinsic it can be a cash reward such as bounces or it can be recognition such as naming a worker employee of the month, and at other times a reward refers to a tangible incentive, reward is the thing that an organization gives to the employee in response of their contribution or performance so that the employees become motivated for future positive behavior.In a corporate environment rewards can take several forms. It includes, cash bonuses, recognition awards, free merchandise and free trips. It is very important that the rewards have a lasting impression on the employee and it will continue to substantiate the employee’s perception that they are valued. Rewards are very important for job satisfaction because it fulfills the basic needs as well as helps to attain the higher level of goals. Earnings is the way by which worker get to know that how much they are gaining by dedicating their time, effort and skills in a job.Attractive remuneration packages are one of the very important factors of retention because it fulfills the financial and material desires as well as provide the means of being social by employee’s status and position of power in the organization. Many researchers demonstrate that there is a great deal of inter-individual difference in understanding the significance of financial rewards for employee retention . An organization’s reward system can affect the performance of the employee and their desire to remain employed. WORK-LIFE POLICIESMany researchers tested the impact of work and family benefits which comprise of flexible schedules, childcare assistance, parental leave, childcare information and parental leave on organization commitment. Researches showed that there is greater organizational commitment if employees had access to work life policies and also these employees articulated considerably with lower intent to renounce their profession. Today a major concern in business is Workplace flexibility. The one thing becomes very clear that money alone is not enough; employees are willing to trade a certain amount of money for reduced work hours in their schedules.It is argued by the researchers that reduced work hour options should have the potential of win-win situation for both individuals and organizations, there should be a fit between the schedule the person needs and th e actual number of hours worked. Distress and fatigue from excessive time on job can lead to decline in performances of the employee and also it affects the safety level. A large amount of time at work is not a good predictor of productivity and it is observed that periods of time away from work can be extremely beneficial to the quality and productivity of a person’s work.The employee willingness to opt for reduced –hours schedules is not simply a matter of scheduling it involves redesigning work arrangements which leads to change in organization culture and careers, viable reduced-hours career options require simultaneous changes in the areas of compensation, assignments and promotions. So it is more cost-effective and productive for management to design the work arrangements to fit the human than it is force the human to fit the system (Barnet ;amp; Hall, 2001).By applying work-life course of actions, an organization can enhance its ability to respond to demands of customers for better access to services and also the tactics for the organizations to deal with the revolutionized way in order to satisfy both employees and employers . ABSENTEEISM Absenteeism is a serious workplace problem and an expensive occurrence for both employersand employees seemingly unpredictable in nature. A satisfactory level of attendance byemployees at work is necessary to allow the achievement of objectives and targetsby a department. Employee Absenteeism is the absence of an employee from work.It is a major problem faced by almost all employers of today. Employees are absentfrom work and thus the work suffers. Absenteeism of employees from work leads toback logs, piling of work and thus work delay. Absenteeism is of two types -1. Innocent absenteeism – Is one in which the employee is absent from workdue to genuine cause or reason. It may be due to his illness or personalfamily problem or any other real reason2. Culpable Absenteeism – is one in which a person is absent from workwithout any genuine reason or cause. He may be pretending to be ill or justwanted a holiday and stay at home.Many employees will, on occasions, need a few days off work because of illness, however, whenabsences become more frequent or long term and reach an unacceptable level, action bymanagement is necessary. Absence from work can be expensive in both monetary and humanterms. The costs incurred when an employee is absent from work may include:(i) Replacing the employee or requiring other staff to cover the absence;(ii) Inability to provide services, or achieve section and departmental objectives;(iii) Low morale and general dissatisfaction from other staff, particularly if the absence isHigh absenteeism in the workplace may be indicative of poor morale, but absences can also be caused by workplace hazards or sick building syndrome. Many employers use statistics such as the Bradford factor that do not distinguish between genuine illness and absence for inap propriate reasons. As a result, many employees feel obliged to come to work while ill, and transmit communicable diseases to their co-workers. This leads to even greater absenteeism and reduced productivity among other workers who try to work while ill.Work forces often excuse absenteeism caused by medical reasons if the worker supplies a doctor's note or other form of documentation. Sometimes, people choose not to show up for work and do not call in advance, which businesses may find to be unprofessional and inconsiderate. This is called a â€Å"no call, no show†. According to Nelson & Quick (2008) people who are dissatisfied with their jobs are absent more frequently. They went on to say that the type of dissatisfaction that most often leads employees to miss work is dissatisfaction with the work itself.The psychological model that discusses this is the â€Å"withdrawal model†, which assumes that absenteeism represents individual withdrawal from dissatisfying wor king conditions. This finds empirical support in a negative association between absence and job satisfaction, especially satisfaction with the work itself. [1] Medical-based understanding of absenteeism find support in research that links absenteeism with smoking, problem drinking, low back pain, and migraines. [2] Absence ascribed to medical causes is often still, at least in part, voluntary.Research shows that over one trillion dollars is lost annually due to productivity shortages as a result of medical-related absenteeism, and that increased focus on preventative wellness could reduce these costs. [3] The line between psychological and medical causation is blurry, given that there are positive links between both work stress and depression and absenteeism. [2] Depressive tendencies may lie behind some of the absence ascribed to poor physical health, as with adoption of a â€Å"culturally approved sick role†.This places the adjective â€Å"sickness† before the word à ¢â‚¬Å"absence†, and carries a burden of more proof than is usually offered. Evidence indicates that absence is generally viewed as â€Å"mildly deviant workplace behavior†. For example, people tend to hold negative stereotypes of absentees, under report their own absenteeism, and believe their own attendance record is better than that of their peers. Negative attributions about absence then bring about three outcomes: the behavior is open to social control, sensitive to social context, and is a potential source of workplace conflict.Thomas suggests that there tends to be a higher level of stress with people who work with or interact with a narcissist, which in turn increases absenteeism and staff turnover TURNOVER Employee turnover is the process of replacing one worker with another for any reason. A turnover rate is the percentage of employees that a company must replace within a given time period. This rate is a concern to most companies because employee turnover can be a costly expense, especially for lower-paying jobs, which typically have the highest turnover rates. Having n employee leave a company, either because of his or her choice or after being fired or otherwise let go, might require various administrative tasks to be performed and severance pay or other payments made to the employee. Replacing the employee might require such things as advertising the open position, using a so-called headhunter or other service to find potential job candidates, bringing in candidates for interviews and eventually training the new employee. Types Of Turnover The two general types of turnover are voluntary and involuntary.Voluntary turnover is when the employee chooses to leave for whatever reason. Involuntary turnover is caused by layoffs and similar actions where the decision for an employee to leave is made by the company and not the employee. As a general rule, voluntary turnover is the measure used to discuss and compare employers. It is the type mo st directly affected by the front line supervisors. Involuntary turnover, caused by layoffs, can be a long-term result of high levels of voluntary turnover. What Is Turnover RateTurnover rate is a calculation of the number of employees who have left the company and it is expressed as a percentage of the total number of employees. Although turnover rate is usually calculated and reported as a percentage per year it can be for different periods. How to prevent turnover Employees are important in any running of a business; without them the business would be unsuccessful. However, more and more employers today are finding that employees remain for approximately 23 to 24 months, according to the 2006 Bureau of Labor Statistics.The Employment Policy Foundation states that it costs a company an average of $15,000  per employee, which includes separation costs, including paperwork, unemployment; vacancy costs, including overtime or temporary employees; and replacement costs including adve rtisement, interview time, relocation, training, and decreased productivity when colleagues depart. Providing a stimulating workplace environment, which fosters happy, motivated and empowered individuals, lowers employee turnover and absentee rates. 10] Promoting a work environment that fosters personal and professional growth promotes harmony and encouragement on all levels, so the effects are felt company wide. [10] Continual training and reinforcement develops a work force that is competent, consistent, competitive, effective and efficient. [10] Beginning on the first day of work, providing the individual with the necessary skills to perform their job is important. [11]Before the first day, it is important the interview and hiring process expose new hires to an explanation of the company, so individuals know whether the job is their best choice. 12] Networking and strategizing within the company provides ongoing performance management and helps build relationships among co-worker s. [12] It is also important to motivate employees to focus on customer success, profitable growth and the company well-being . [12] Employers can keep their employees informed and involved by including them in future plans, new purchases, policy changes, as well as introducing new employees to the employees who have gone above and beyond in meetings. [12] Early engagement and engagement along the way, shows employees they are valuable through information or recognition rewards, making them feel included. 12] When companies hire the best people, new talent hired and veterans are enabled to reach company goals, maximizing the investment of each employee. [12] Taking the time to listen to employees and making them feel involved will create loyalty, in turn reducing turnover allowing for growth. ATTRITION Attrition or Employee Attrition is a voluntary reduction in an organization’s manpower through resignations or retirements. A high attrition rate causes a high employee turnove r in an organization, reducing quantity and quality of an organization’s manpower.This in turn causes a huge expenditure on human resource, by contributing towards repeated acquisition, training and development, and performance management. Attrition or voluntary turnover, although undesirable to any firm, is not completely avoidable. Yet, by improving employee morale and providing a satisfactory working environment, this problem can be nullified to a greater extent. A major cause for voluntary turnover is uninteresting and unchallenging job that offers boredom rather than enthusiasm for employees. Employees who experience boredom at work usually try exploring alternatives to make their work life happier.An easy track to retain these employees is by adopting some sort of job shift through job enrichment, empowerment, de-jobbing, or job rotation. There is also a great impact from the working environment that an organization offers to its employees. An unhappy employee with orga nizational culture, superiors, subordinates, or even customers cause high attrition rate to that organization. These employees can also influence his peers and subordinates by sharing their feelings and opinion. There is also another group of employees who hunt for better alternatives and hop as they get one.These employees may rather spend their majority of working hours in searching new options than contributing to the present employer. This means, behaviour and attitude of an employee also can cause attrition. Why do Employees Leave the Organization? It is said that people leave their bosses,not organizations. When employees are happy with their superiors they choose to stay, if not they look for a switch. So now I see the following reasons to Leave the Boss * Higher pay * Work timings * Career growth * Higher education * Relocation to other places Women leave the job after marriage to take up their house-hold duties * Work pressure * Work Environment * Poor performance. * Losing faith on merger/acquisition * Verbal abuse The Brighter Side of Attrition * A poor performer is replaced by a more effective employee * A senior retirement allows the promotion or acquisition of welcome ‘fresh blood'. * When business is slack it is straight forward to hold off filling recently created vacancies for some weeks. Diagnosing Attrition Commonly Used Techniques in the Industry: 1. Surveys : They are commonly used as part of the information gathering process.They are a reasonable way of obtaining relevant information, though response rates are often disappointing. Questionnaires need to be designed carefully to be effective. They should be easy to use, anonymous and fairly brief. Questions can be open or closed, multiple choice answers, ranking of items or checklist format. 2. Exit Interviews : Exit interviews are used by the majority of companies. They tend to be conducted just before an employee leaves, though some firms wait until after the departure. Exit interv iews will normally to be done in the form of a questionnaire, though one to one interviews are also used.

Qu necesitas saber sobre visa paralizada causa 221g

Cada aà ±o, aproximadamente la solicitud de un millà ³n de visas americanas, tanto no inmigrante como migrantes, entran en un periodo de anà ¡lisis especial conocido como procedimiento administrativo 221g, el cual significa que, por un tiempo,  no son ni aprobadas ni denegadas y la decisià ³n final està ¡ pendiente. En este artà ­culo se informa en detalle sobre quà © es realmente el procedimiento administrativo 221g, por quà © sucede, quà © puede hacer el solicitante de la visa y cuà ¡nto tiempo se demora la obtencià ³n de una respuesta final y definitiva. Puntos clave: Procedimiento administrativo 221g El procedimiento administrativo 221g es una paralizacià ³n temporal de la solicitud de una visa americana. No es una aprobacià ³n ni tampoco una denegacià ³n.Las causas del procedimiento administrativo 221g son variadas: falta de documentacià ³n, necesidad de verificar antecedentes de solicitantes, veracidad de declaraciones en solicitud de visa, etc.Es habitual que la resolucià ³n del procedimiento administrativo 221g se demore 60 dà ­as o menos, pero se conocen casos de demora superior a 8 meses.  ¿Quà © significa el procedimiento administrativo 221g? Cuando el solicitante de una visa americana recibe una notificacià ³n en la que se le informa que su solicitud està ¡ pendiente por razà ³n del procedimiento administrativo 221g, debe entender que eso quiere decir que despuà ©s de la entrevista para la visa el oficial consular a cargo  no ha podido tomar una decisià ³n definitiva. En otras palabras, la visa no es aprobada pero tampoco negada definitivamente, sino que pasa a una tramitacià ³n especial que se conoce como procedimiento administrativo 221g.  ¿Por quà © la solicitud de una visa es enviada a un procedimiento administrativo? Las razones pueden ser bà ¡sicamente dos: En primer lugar, porque falta documentacià ³n para la visa. En este caso, el oficial consular informarà ¡ en detalle sobre quà © documentos se precisan y cà ³mo deben ser enviados al consulado una vez que se obtengan. En estos casos es importantà ­simo tener en cuenta que hay un plazo que se especifica para proveer esa informacià ³n. Luego de ese tiempo sin haber entregado la documentacià ³n, la peticià ³n de visa es cancelada y si se desea sacar la visa se tendrà ¡ que volver a aplicar desde el principio. Y, en segundo lugar, el procedimiento administrativo 221g puede darse por cualquier otra razà ³n. Desde coincidencia en nombre y fecha de nacimiento con otra persona, a informacià ³n variada que pueda tener el consulado y que necesita contrastar antes de tomar una decisià ³n.   Otro ejemplo puede suceder cuando quien solicita la visa ha sido militar en un paà ­s considerado como no amistoso. Tambià ©n en el caso de personas que solicitan la visa y que han visitado o residido en paà ­ses considerados como no amigos de los Estados Unidos. Incluso este problema le puede surgir a empresarios, inversores y cientà ­ficos de algà ºn modo relacionados con tecnologà ­a considerada sensible o de doble uso y que està ¡ incluida en la  Technology Alert List. Pero en la mayorà ­a de los casos se trata de asuntos mà ¡s comunes, como cuando se sospecha criminalidad por parte del solicitante de la visa o cuando se precisa que una oficina dependiente del gobierno federal de los Estados Unidos realice verificaciones. Por ejemplo, cuando se sospecha que uno de los documentos presentados al aplicar por la visa es falso o lo es alguna de las declaraciones y afirmaciones realizadas en las planillas para su solicitud. Hay que tener siempre presente que las mentiras en este contexto son fraude de ley y puede tener consecuencias muy serias con respecto a las opciones para obtener la visa americana.  ¿Cuà ¡nto tiempo se demora resolver el procedimiento administrativo 221g? Cada caso es un mundo y no se puede establecer una regla general. Si bien es cierto que en la mayorà ­a de los casos hay una respuesta definitiva antes de que pasen 60 dà ­as, se sabe de casos en los que la demora ha llegado a los ocho meses o mà ¡s. Si la demora es mayor a lo habitual, debe consultar con un abogado si procede demandar mediante un writ of mandamus.  ¿En quà © consiste el procedimiento administrativo 221g? En cuanto a en quà © consiste este trà ¡mite administrativo 221g, hay dos posibles respuestas. Por un lado puede simplemente consistir en conseguir la documentacià ³n que se necesita y no se ha presentado. En este caso el consulado entrega un papel que dice detalladamente quà © documentacià ³n falta y dà ³nde y cà ³mo se debe entregar. En este caso debe seguir al pie de la letra esas instrucciones. Pero, por otro lado, puede que el trà ¡mite consista en una investigacià ³n por parte de una oficina que de algà ºn modo depende de un organismo federal de los Estados Unidos. Por ejemplo, se pueden verificar los antecedentes penales del solicitante o que realmente trabaja donde dice que lo hace. Incluso se puede enviar a un investigador a verificar la realidad de un matrimonio, etc. En este caso la tramitacià ³n va a depender del tipo de problema que se intenta resolver.  ¿Puede pedirse una tramitacià ³n de urgencia de la visa en este caso? No. Es irrelevante que se quiera la visa para empezar un curso, asistir a una boda, cerrar un negocio, etc. o que ya se hubiera pagado el viaje y el boleto de avià ³n. En ningà ºn caso es posible solicitar una tramitacià ³n de urgencia. Por esta razà ³n se recomienda encarecidamente no comprar tickets ni pagar reservas de viajes antes de tener la visa en mano.  ¿Puede verificarse cà ³mo se encuentra el caso? Si se ha solicitado una visa no inmigrante, tipo turista, estudiante, intercambio, trabajo temporal o semejantes se puede acceder a informacià ³n mà ¡s bien generalista sobre el estado de la tramitacià ³n de la visa en la pà ¡gina oficial del Departamento de Estado habilitada para ello. Si en el papel que se entrega donde se comunica que la solicitud està ¡ en trà ¡mite administrativo 221g se indica un mà ©todo distinto de verificacià ³n, debe seguir esas indicaciones. Si se quiere recibir informacià ³n mà ¡s en detalle, se aconseja contactar al consulado o embajada que tramita la visa. En estos casos es altamente recomendable dejar transcurrir al menos dos meses desde la fecha de la entrevista al momento de contactar por primera vez por esta razà ³n. Si se trata del supuesto en el que pidieron documentacià ³n adicional, debe contar los sesenta dà ­as a partir de la fecha del envà ­o de dicha documentacià ³n.  ¿Quà © sucede cuando se llega a una solucià ³n definitiva? La visa puede ser aprobada o negada. En este à ºltimo caso, se notificarà ¡ la causa. En ambos supuestos  se enviarà ¡ el pasaporte a su titular por el procedimiento que sea habitual en el consulado donde se solicità ³ la visa. El consulado puede negar la aprobacià ³n de una visa por razones que caen en dos grandes categorà ­as: Por causa de ineligibilidad, que es la mà ¡s comà ºn y aplica solamente a las visas no inmigrantes, como la de turista, estudiante, inversià ³n, intercambio, etc., o por alguna de  las  causas de inadmisibilidad  que impiden el ingreso a Estados Unidos, y que aplican tanto a las visas no inmigrante como de las de migrante. Cuanto  sucede una causa de inadmisibilidad, a veces es posible pedir un perdà ³n, tambià ©n conocido como waiver o permiso. Sin embargo, en estos casos es recomendable consultar con un abogado porque son casos difà ­ciles y no siempre es posible. Consejos en forma de tests Se aconseja tomar este quiz o  test de respuestas mà ºltiples en el caso de solicitar una visa no inmigrante. Conocer las respuestas le ayudarà ¡ a entender cà ³mo sacar una visa, conservarla, renovarla y evitar que la cancelen.   En el caso de que el interà ©s sea obtener una visa inmigrante, es de interà ©s tomar este test sobre conocimientos bà ¡sicos de la green card, tambià ©n conocida como tarjeta de residencia permanente o green card. Este es un artà ­culo informativo. No es asesorà ­a legal.

Analysis of Ah, Are you Digging on My Grace - 1212 Words

The poem under analysis is called Ah, Are you Digging on My Grace? and it is written by the novelist and poet Thomas Hardy. There are two main speakers in the poem, although other characters were referred to as well. The first main speaker is a deceased woman, who is trying to identify the visitor of her grave. The second main speaker is her living feline companion, which responds to her questions. The dog quotes other characters whom presence is questioned by the woman. The referred-to characters are her lover, family members, and enemy. The poem is essentially a dialog between the woman and her dog. She is astounded to sense that someone is â€Å"digging† on her grave, and is disappointed every time she provides an anxious guess. The woman’s†¦show more content†¦On the other hand, the dog not only disaffirms her guesses, but adds to the insensitivity by including a deplorable reason of their absence. Another ironic idea is faithfulness, where dogs are general ly considered to be the most faithful, and in this case the dog did not even realize it was her grave. The unresolved disappointment or loneliness within the dead woman is in itself tension. It seems as if she was waiting for a sign of visit, and when it arrived, was not what she was expecting. Therefore, disappointment was present before, during, and after the dialog with her dog. The statements which her loved ones (and enemy) had said were assumed to be unheard by her. Although, when it had reached her, it opposed what she thought of initially. She was indeed hurt by her lover’s immediate marriage, her family’s unconcern to mourn, and thought her enemy would still hold a grudge. There is a contradiction between speculation and reality. The poem Ah, Are You Digging on My Grave? puts optimism and pessimism in conflict, but resolves it by asserting pessimism. If the actual rhythm is considered, it is continuous throughout the entire poem, following a composition of â €Å"ABCCB†. Seeing that pessimism is existent from beginning to end, it is emphasizes by a rhythm that does not change throughout the entire poem. It is as if pessimism will still exist even after the end of the dialogue. Rhyme provides a singing tone to anyShow MoreRelatedI Love Reading Essay69689 Words   |  279 Pagesfound to be of greater signiï ¬ cance for those who start out without any work experience (21%) than for those with substantial work experience (13%). 2.3 Positive Factors: What Excites Entrepreneurs? 2.3.1 When entrepreneurs were asked: ‘Where do you see yourself ï ¬ ve years from now?’, it was discovered that most entrepreneurs envision the future of their business in terms of the nature and quality of work (and other intangibles) rather than only in terms of turnover and growth rates. While some

A Sit Down Conversion With My Company Officer - 1219 Words

In a sit down conversion with my company officer, we discussed the importance of the competing tensions and loyalties presented in the case study. As junior officers in the Navy or Marine Corps team, we are going to be responsible for and expected to upkeep equipment that could range up into the hundreds of thousands of dollars. To be responsible for that equipment would mean that it is my divisions, and ultimately my own, responsibility to maintain and upkeep that equipment in the finest condition possible—it is being ready on a moment’s notice that preserves the loyalties I owe to the mission of the Navy and the American people. To be ill prepared or not prepared at all is ultimately disloyal. During the discussion, we concluded that†¦show more content†¦After all, Chief has apparently been doing this for some number of years—he knows what he is talking about, right? However, by conforming to what Chief is suggesting—by allowing these false main tenance records—I put my division at risk. What if, because of faulty equipment that was supposedly in working order, someone got hurt? Not only is the division’s credibility on the line, but someone must take responsibility for the falsified document—that responsibility falls on the division officer. In addition to the loss of ship’s trust in the division, there are a slew of reasons not to adhere to Chief’s suggestion. This type of maintenance and these big inspections are not trivial; they are known about long before they happen. If Chief’s action is allowed to go unquestioned, it sets the precedence for future inspections. If the division officer allows jobs to be falsified now, who is to say he would not allow the same in the future—it is a snowball effect. One skipped maintenance leads to two, which leads to three, and so on and so forth. At the end of the day the enlisted sailors know the job did not get done, yet the division passed the inspection. This allows the sailors to judge and presume certain aspects of their division officer’s character and integrity. The conflicts presented in this case study can be broken down and analyzed using virtue ethics. In class and in the readings, virtue is described as an internal settled conflict that allows us toShow MoreRelatedVenture Capital and Tech Coast Angels9915 Words   |  40 Pagesangel term l sheet seemed mor attractive. It offered the level of fun re e nding the com mpany had a asked for with less h dilution. However the CEO w r, wondered wh hether the $1 million w really ad 1.5 was dequate to ge the et company past the next hurdle. The clinical trials were taking longe than expec l er cted, which w would delay FDA appro oval; and the manufactur e ring costs for the device were comin in higher than ng anticipated. 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Oxidative Stress and Diabetic Nephropathy Free Essays

Introduction Diabetes mellitus is a chronic non-communicable condition resulting in high levels of glucose in the blood. It occurs due to inability of the beta cells in pancreas islet tissue to produce enough insulin, or when the body becomes resistant to insulin. It reduces both quality and length of life and over time leads to serious complications such as coronary heart disease, stroke, neuropathy, retinopathy and nephropathy. We will write a custom essay sample on Oxidative Stress and Diabetic Nephropathy or any similar topic only for you Order Now There are two main types of diabetes mellitus: Type 1 diabetes: also called insulin-dependent diabetes mellitus (IDDM), early-onset and juvenile diabetes. It is an autoimmune disease and results from destruction of insulin producing beta cells in islet tissues of pancreas by the body’s immune system. The subsequent lack of insulin results in high blood glucose levels, which if not controlled by exogenous insulin results in multiple organ damage. Type 2 diabetes: formerly called non-insulin-dependent (NIDDM) and adult-onset. It is a metabolic disorder that mainly occurs in individuals over the age of 40. In this type of diabetes high blood glucose results either due to relative insulin deficiency or insulin resistance. Lifestyle and genetic factors play an important role in the development of type 2 diabetes. Type 2 diabetes is a growing problem among the elderly population and is widely predicted to grow in the future. Since the population is aging in the western world, so it is not surprising that elderly population will contribute to future increase but other factors such as lifestyle and diet will also play a major role. WHO survey 2010 estimated that 285 million of the world’s population have diabetes and more than 70% of them live in low and middle income countries. It is also estimated that this burden will increase to 438 million by 2030 (Diabetes fact, 2011). Wild 2004 projected that the total number of individuals with diabetes worldwide will increase from 171 million in 2000 to 366 million 2030. Although the prevalence of diabetes is higher in men compared to women but there are more women with diabetes than men. In developing countries type 2 diabetes mainly affects people of working age, between 35 and 64 years, whereas in developed countries the majority of people with diabetes are above the age of retirement i.e. above 65 years of age (WDD06 – Karachi, 2006). India has the largest diabetes world’s population i.e. 50.8 million followed by China with 43.2 million ( Express news report, 2009). In Europe prevalence of clinically diagnosed diabetes was estimated to be 3% in 1997. It was estimated to increase to around 3.6% by 2000 and to over 4% by 2010 (Scottish Diabetes Survey 2003). In UK 4.26 % of population has diabetes according to the Diabetes UK statistics (Diabetes prevalence 2010). Scottish Diabetic Survey, 2010, projects that 4.6% of Scotland population has diabetes out of which 87.7% have type 2 diabetes. Diabetes is also at an increase among children. Diabetes amongst children is primarily Type 1 diabetes but Type 2 diabetes is also increasingly being diagnosed. One of the major contributing factors for this rise in diabetes among children is the increase in the number of children who are overweight or obese. â€Å"Twenty five children in every 100,000 in Scotland have diabetes, compared to 17 in England and Wales.† An increase in this at a rate of 2% per years has been suggested by Diabetes UK in Scotland, as a result tripling of new cases in the last 30 years has been seen (ABPI Report Scotland, 2005). Economic burden of Diabetes for families and society: Diabetes and its complications have a significant economic impact on individuals, families, health systems and countries. For example, WHO estimates that in the period 2006-2015, China will need to allocate $558 billion in foregone national income due to heart disease, stroke and diabetes alone and India will spend $336.6 billion (Diabetes, 2011). â€Å"In the poorest countries, people with diabetes and their families bear almost the whole cost of the medical care they can afford.† In Latin America, 40-60% of medical care expenditures is paid by the families themselves. In Mozambique, 75% of the per capita income is spent on diabetic care by one person; in Mali it amounts to 61%; Vietnam is 51% and Zambia 21%. It is estimated that poor people with diabetes in some developing countries spend as much as 25% of their annual income on private care (Diabetes fact. April 2011). The trend of diabetes in developing countries show that it mostly affects working age group, between 35 and 64 years, relative to developed countries where the majority of diabetes population are aging. Therefore when principal wage earner is affected by diabetes and its complications, the choice between healthcare expenses and food or clothing can trap the whole family in a downward spiral of worsening poverty and health. According to WHO, an annual 2% reduction in chronic disease death rates in Pakistan would provide an economic gain of 1 billion dollars over the next 10 years (WDD06 – Karachi, 2006). The cost incurred by diabetes morbidity are far greater than the cost of the disease prevention (Editorial in Lancet: World Diabetes Day 14th November, 2010). In a press report by the independent economic consultancy group NERA it is assessed that intensive management of Type 2 diabetes in Scotland can decrease hospital cost by ?41 million by saving over 91,000 bed days a year in 2025 and will also save ?78 million a year in lost work days (ABPI Report Scotland, 2005). Diabetic Nephropathy: The diabetic complication, nephropathy is a condition with high unmet therapeutic needs. It is linked with significant increases in morbidity and mortality risk, and is the most common cause of ESRD in the Western countries. Diabetes-induced damage in the kidney leads to microalbuminuria. This progresses to ESRD, which requires dialysis or transplantation. Diabetes accounts for over 40% of ESRD (Diabetic Nephropathy, 2003). The main focus of therapy in diabetic nephropathy is on tight control of blood pressure. Guidelines have progressively revised the target BP goal downwards, currently at 125/75 mmHg in patients with 1g proteinuria, and now recommend either ACE or ARB (Diabetic Nephropathy, 2003). In the U.S., diabetic nephropathy accounts for about 40% of new cases of ESRD. In 1997 the cost required for treatment of diabetic patients having ESRD amounts to $15.6 billion. There is considerable racial/ethnic variability in this regard, Native Americans, Hispanics (especially Mexican-Americans), and African-Americans have much higher risks of developing ESRD than non-Hispanic whites with type 2 diabetes (Mark, 2001). In the UK, 1,000 people with diabetes start kidney dialysis every year. (Diabetes in the UK, 2004). Ahmedani 2005 reports that in Karachi, Pakistan overall prevalence of microalbuminuria was found to be 34% in patients with diabetes and this was strongly associated with the age, diastolic hypertension, diabetic retinopathy and serum low density lipoprotein. End stage renal disease is a most serious complication of diabetes and accounts to be the most expensive for NHS. Diabetic nephropathy usually develops 15-25 years after the occurrence of diabetes. In Scotland, 20% of patients who undergo renal transplantation are diabetic. In diabetic individuals, microalbuminuria and stroke, or an increased serum creatinine levels raises the risk of renal nephropathy and failure. Poor glycemic control and high blood pressure are risk factors of diabetic renal disease (Scottish Diabetes Framework, 2002). Diabetic renal impairment is a strong indicator of Cardiovascular disease and cardiovascular disease is the major cause of morbidity and mortality is diabetic patients (Guillausseau, 2011). Annual cardiovascular mortality is 0.7% in normoalbuminuric patient as compared to 2% in microalbuminuric patients and 12% in the patient with elevated creatinine (Stratton IM, 2009) In a review by Vishwanathan, 1999, it is explained that South Asians and Afro-Caribbean are more susceptible to develop renal disease relative to European. Retinopathy increases the risk of diabetic nephropathy. Prevalence of diabetic nephropathy in India was 30.3% in a study done among 4837 patients with chronic renal failure over a period of 10 years. He further argued that an increased prevalence of microalbuminurea among South Asians having type 2 diabetes mellitus relative to Europeans by 1.2 (men) and 1.7 (women) folds. According to SIGN 116, the incidence of diabetic nephropathy in patient with type 1 diabetes can be considerably reduced by attaining good glycaemic and tight blood pressure control.  ­ In a report by Singh NP, 2003, it is suggested that the incidence of diabetic kidney disease can be reduced by: tight blood glucose control, blood pressure control, rennin-angiotensin-aldosterone system blockade and protein restriction. Causes of microvascular damage in diabetes: Long standing hyperglycemia lead to a number of damages including: Advanced glycosylated end products (AGES) Oxidative stress Increased sorbitol (polyol pathway) Increase in hexosamine pathway Impaired endothelial function Immune effect All these damages result in microvascular complications of diabetes. Advanced glycosylated end-products (AGEs): Chronic hyperglycemia causes increased glycosylation of proteins leading to AGEs, which in turn results in loss of structure and function, turning on/off signal pathways within cells and alteration in gene expression. AGEs are sugar-derived compounds, glucose binds amino groups on proteins, lipids and nucleic acids to form AGEs. AGEs form at a constant but slow rate throughout your life (even as an embryo) (Peppa et al, 2003). AGEs interact with RAGE (surface AGE-binding receptors) resulting in proinflammatory effects, formation reactive oxygen species, loss of oxidants (oxidative stress) and altered gene transcription. Levels of AGEs relates to extent of microvascular complications in diabetes. AGEs contributes to atheromatous plaque by stimulating low-density lipoprotein (LDL) oxidation and the deposition of oxidized LDL. AGEs leads to endothelial dysfunction, macrophage activation, and impaired vascular smooth muscle cell function. Experimentally, AGEs cause glomerular damage and proteinuria. Oxidative stress and Reactive Oxygen Species (ROS): Oxidative stress is an imbalance between ROS production and antioxidants. Oxygen is used by cells to carry out their normal functions and as a side effect produces free radicals. Free radicals are missing an electron so are unstable and highly reactive. Free radicals steal electrons from molecules within cells causing oxidative damage to proteins, membranes and genes. Polyol pathway/aldose reductase: Aldose reductase (AR) normally reduces toxic aldehydes into inactive alcohols inside the cells. Glucose perfuses into some cells without insulin e.g. nerves. During hyperglycaemic condition, AR reduces that excess glucose to sorbitol (a polyol). Polyols are trapped inside the cells creating an osmotic gradient. Sodium and water flow into the cell resulting in oedema. But sorbitol can be metabolised to fructose by the actions of sorbitol dehydrogenase. High fructose leads to AGEs resulting in more cell damage (Takaqi et al, 1995). Hexosamine pathway: Glucose is mainly metabolised through glycolysis, some gets diverted into an alternative pathway, ending up as UDP (urine diphosphate) N-acetyl glucosamine. This alters transcription factors, often leading to pathologic changes in gene expression e.g. increased expression of transforming growth factor-B1 and plaminogen activator inhibitor-1, which damages blood vessels. Endothelial dysfunction – pathogenesis: Hyperglycemia leading to the formation of AGEs, ROS, the glycosylation of proteins and increased inflammatory cytokines etc. As a result small blood vessels, particularly the endothelium are damaged causing vasoconstriction, ischemia, and reduced flow to tissues that rely on the vessel for oxygen and nutrients. Growth factors are also released leading to the blood vessel wall thickening and occlusion of small blood vessels. Nerve growth factors (NGF) and factors like it are damaged. These factors keep nerves healthy and capable of re-growth if damaged. Changes to the immune system lead to release of toxic cytokines, blockage of blood vessels with leukocytes and loss of normal immune cell action. In this dissertation, a recent aspect of one of the above causes of microvascular damage of diabetes leading to nephropathy will be considered. Current studies have uncovered new insights in the role of oxidative stress in diabetic renal disease, suggesting a different and innovative approach to a possible â€Å"casual† antioxidant therapy. In this dissertation the role oxidative stress may play in the development of diabetic kidney disease will be discussed. The role of antioxidant therapy in managing or delaying the progression of diabetic nephropathy will be addressed. REFERENCES: Ahmedani M Y, (2005) Prevalence of Microalbuminuria in Type 2 Diabetic Patients in Karachi: Pakistan A Multi-center Study: http://www.jpma.org.pk/full_article_text.php?article_id=856 ABPI Report Scotland, (2005)The future burden of CHD and Diabetes in Scotland: The value of health care innovation. Available at: s3.amazonaws.com/zanran_storage/www.abpi.org.uk/†¦/50031328.pdf Diabetes fact. (2011) Available at: http://www.worlddiabetesfoundation.org/composite-35.htm Diabetes (2011), Available at: http://www.who.int/mediacentre/factsheets/fs312/en/ Diabetic Nephropathy 2003. Available at: http://www.datamonitor.com/Products/Free/Brief/BFHC0625/010BFHC0625.pdf Express news report, India has largest number of diabetes patients: Report (2009) http://www.indianexpress.com/news/india-has-largest-number-of-diabetes-patient/531240/ Diabetes in the UK 2004, www.diabetes.org.uk/Documents/Reports/in_the_UK_2004.doc Guillausseau, (2011) Type 2 diabetes and cardiovascular risk: kidney function is pivota. Available at: http://www.diafocus.com/2011/01/11/type-2-diabetes-and-cardiovascular-risk-kidney-function-is-pivotal/ Peppa M, Uribarri J, Vlassara H, 2003, Glucose, Advanced Glycation End Products, and Diabetes Complications: What is New and What Works. Available at: http://clinical.diabetesjournals.org/content/21/4/186.full Stratton IM, (2009) Association of glycaemia with macrovascular and microvascular complications of type 2 diabetes (UKPDS 35): Prospective observational study Available at: http://articulos.sld.cu/medicinainterna/files/2009/10/association-of-glycaemia-with-macrovascular-and-microvascular.pdf Scottish Diabetes Framework. (2002) Available at: http://www.scotland.gov.uk/Publications/2002/04/14452/1986 Scottish Diabetes Survey 2003, Available at: http://www.scotland.gov.uk/Publications/2004/10/20023/44203 Singh NP, Singh D, 2003, Diabetes Mellitus – An Overview For Family Physicians. Available at: http://delhimedicalcouncil.nic.in/diabetes-mellitus.html Sign 116, Available at: http://www.sign.ac.uk/pdf/sign116.pdf Scottish Diabetes Survey 2010, Available at: http://www.diabetesinscotland.org.uk/Publications/Scottish%20Diabetes%20Survey%202010.pdf Takaqi Y, Kashiwaqi A, Tanaka Y, Asahina T, Kikkawa R, Shigeta Y, 1995, Significance of fructose-induced protein oxidation and formation of advanced glycation end product. Available at: http://www.ncbi.nlm.nih.gov/pubmed/7599353 Viswanathan V, (1999) Type 2 diabetes and diabetic nephropathy in India—magnitude of the problem. Available at: http://ndt.oxfordjournals.org/content/14/12/2805.full WILD S et al, (2004) Global Prevalence of Diabetes. Available at: http://www.who.int/diabetes/facts/en/diabcare0504.pdf WDD06 – Karachi, (2006). Diabetes kills without distinction. Available at: http://www.idf.org/wdd06-karachi How to cite Oxidative Stress and Diabetic Nephropathy, Essay examples

Consequences Information Systems Planning -Myassignmenthelp.Com

Question: Discuss About The Consequences Information Systems Planning? Answer: Introduction Strategic information system is developed to facilitate business activities of organisations. The strategic information system is capable to offer a competitive edge to each and every organisation. Besides that, it offers cost-effective service. The strategic information system is helpful for the organisations for storing, accessing and processing sensitive data (Kavanagh and Johnson 2017). It helps the organisations to apply several tools so that the business activities can get enriched (Marabelli and Galliers 2017). The strategic information system provides several opportunities so that the business operations can get improved. Qudos bank has been chosen as case study for the report. Qudos bank is currently suffering from issues like storing, accessing and processing data of the database. They have struggled to implement the strategic information system appropriately in their premises. The report will suggest Qudos bank how they can improve their business with the help of information system in appropriate manner. The report explains the six main components of the strategic information system. The report explains various components of the strategic information system and the including outsourcing, end-user computing with respect to Qudos banking (Andersen and Andersson 2017). The information system strategy adds value to the organisation. The internal control in the can enhance the business activities of any organisations including Qudos Bank. the report will illustrate all the management aspects of Qudos bank in details in the report. The report will compare and contrast the issues and challenges, it will a lso critically evaluate the information system strategy. The strategic information system can bring innovations to Qudos bank. The strategic information adds value to Qudos bank. The report critically evaluates internal control. Qudos bank can get the competitive edge Discussion Qudos Bank is an Australian mutual bank. The bank is popular providing various financial services. The financial services include the credit cards, savings, home loans, car loans. Qudos bank provides the financial planning assistance to the Australian citizens (Yang 2017). The bank deals with foreign exchange products. Qudos Bank is a public sector bank. The bank has eleven subsidiaries all over Australia. The bank acquires its registration in the year 1959 and began operating on 1 November of the year. Qudos bank was previously known as the Qantas Credit Union. The bank is the customer owned bank. Now, Qudos Bank has about one lac member. The financial organisation is known to offer retail banking products. Qudos bank offers membership facility to the current as well as the former employees (Barata and Cunha 2017). The employees families and relatives are also given the opportunity so that they can register with Qudos bank and can get the membership facility. The bank offers various ranges of products and the services. The services they offer are- Deposit Accounts- Loan offset accounts, fixed interest rate term devices and savings accounts are some of the facilities that fall under this category (Moran and Morner 2017). Payment services- BPAY, debit card, telephone banking fall under this category. Retirement savings account- superannuation accounts and varied interest rate fall under this category (Jali, Abas and Ariffin 2017). General insurance- Qudos Bank offers the general insurance service for home and household components, CTP insurance, caravan and motor vehicle. Managed investment schemes- the managed investment scheme consists of the portfolio services directed by the investor (Wildavsky 2018). Life insurance- Qudos bank offers life insurance to the individuals who are disabled; it offers services to the customers who are suffering from critical illness. Qudos Bank also offers credit products like the home loans, personal loans, credit cards and overdrafts facility to the customers (Jali, Abas and Ariffin 2017). Qudos Bank caters cost effective flexible home loans to the clients and the customers. The customers registered with Qudos Bank will not have to pay annual fee, no establishment fees and other package fees. The bank also provides free monthly transaction allowance so to use ATMs. Qudos Bank also gets numerous benefits like the financial as well as the training assistance from their business partners (Nambisan et al. 2017). The staffs also get numerous benefits; they get incentives from the business partners. Comparing and contrasting the issues and the challenges that can Qudos Bank faces There are several challenges and issues associated with the strategic information system. All these challenges have been showcased in the report. The issues and the challenges have been compared and contrasted in the report (Sroufe and Joseph 2017). Both the public sector and the private sector have faced several challenges while trying to adopt and maintain IT/IS technology in their sector. i) Private Sector: the private sector bank has faced several risks and challenges and all these risks have been detailed as follows- a) Risk Management in the private sector: The private sector bank suffers mainly from the risk management issue. The government banks generally receive more security compared to other private banks (Nambisan et al. 2017). That is why the private banks are also concerned about the security features. The security issues can lead to heavy losses. b) Other banks involvement and association: The private sector banks suffer due to the involvement of the other bank. Thus the involvement of other banks can prove to be a serious challenge for the private sector bank. c) New items launch: The third challenge that the private banking sector can face is the introduction of new features, new scheme or new items. The new items or the new scheme can contain the security risks (Jali, Abas and Ariffin 2017). The customers can dislike any feature the bank has implemented and can simply reject the feature, the bank can suffer heavy losses due to this reason. d) Interest Rate: The high rate of interest is another challenge for the private banking sector (Moran and Morner 2017). The customers may not be able to afford the services that the bank offers. The strategic information system planners can face several issues while adopting and maintaining the IT/IS in a strategic way all these issues have been highlighted in the report. ii) Public Sector: The public banking sector like the private banking sector can face risks and challenges while dealing with the strategy development (Barata and Cunha 2017). The strategic information planners have to perform several operations and they will have to take go through several challenging situations. The challenges that they can face are: a) Capital Base: The poor capital base is one kind of challenge that the public sector bank can face. The capital base is acquired in general via initial public offering. The public banking sector generally earns very low capital base compared to other private banks (Schulze and Heidenreich 2017). Qudos Bank is no exception, they also suffering due to the low capital bases. b) Comparatively less number of subsidiaries: The public sector banks, unlike the private sector bank, contain relatively less number of subsidiaries (Ertek et al. 2017). The less number of bank branches can be a threat and challenge for the public bank. They have fear of losing branches as well. c) Technology gap: The technology gap can be a serious threat to the public sector banks (Tarafdar and Qrunfleh 2017). These banks are using technologies which are of no use today, besides those technologies are ineffective and are full of security threats. d) Quality of service offered by the public bank: The public sector bank is often criticised to provide poor quality service (Kamariotou and Kitsios 2017). These banks are struggling for not offering the quality services and not meeting the customers demands. The public sector banks suffer from the challenges described above. Qudos Banks IS adaptation and critical Evaluation of IS Strategy The information system strategy for Qudos Bank has been illustrated as follows- i) Updating prevalent Qudos Banks IS strategy: Qudos Bank must act responsibly and must take the responsibility to update the system. The bank should update the system on a constant basis. ii) Appointing new employees: Qudos will have to change the prevalent management system and will have to adopt a new management system. The new management system has planned to incorporate IS strategy to the management system (Aguinis, Edwards and Bradley 2017). They will have to appoint talented, hardworking and creative people. These people have the capability to bring innovation to the bank premises. iii) Maintenance of Qudos banks system and database: Qudos Bank with the aid of the newly adopted management system can manage the business and the financial operations (Ertek et al. 2017). The IS strategy can help Qudos bank to maintain their system and the database. iv) Maintaining Security: The IS strategy can also help Qudos Bank to ensure security and privacy within the bank premises. Security is one important aspect of the bank, and Qudos should not compromise at all. Qudos Banks adopting new and innovative ideas Qudos Bank with the help of information system can adopt certain strategies by which they can furnish the business and financial activities of the bank (Ertek et al. 2017). The seven most utilised approaches that can improvise the business activities are defined below- i) Mandate creation: Mandate creation is one kind of approach and this approach can be helpful in improvising the business activities of Qudos Bank. A mandate generally provides direction so that changes can be implemented within the organisation. The mandate is associated with distinct strategy and the strategy is expected to bring innovations to the bank premises (Seidel et al. 2017). The top level management's role is to create a mandate. The top-level management is the initiators of the mandate adaptations and improvisations (Ertek et al. 2017). They also approach towards the people with a similar passion for the creation of mandate. ii) Be any Model: Be any model is one kind of approach following which Qudos Bank can become innovative. The top-level management should adopt all the strategies so that they can work effectively and successfully (Kamariotou and Kitsios 2017). Qudos bank should prioritise the business thinking as well as business thinking. iii) Discussing issues and challenges with the stakeholders and the employees: Qudos Bank must ensure that the information system should analyse the issues aroused in the system and should make sure that there exist no loopholes in the decision-making procedures and the problem-solving techniques (Kamariotou and Kitsios 2017). Qudos bank should provide train with their employees in such a way that they can analyse the issues and sort out the issues themselves with ease (Seidel et al. 2017). The employees can be able to find out the best solution by which they can mitigate the issues effectively. iv) Development of dedicated team: Qudos Banks dedicated team must analyse the issues or the problems well, Qudos bank can get to know about various solutions by which the issues aroused can be well mitigated (Tarafdar and Qrunfleh 2017). The team will get to know about any other alternative solutions by which Qudos bank can improve their business activities. v) Qudos bank providing access to the people: Qudos Bank deals with the customers. The customers should be provided with appropriate login access. The customers feedback is essential for the business (Abdelwahed, Mahmoud and Bdair 2017). Qudos Bank must consider the feedback from the customers as that can help the bank to know where they should make improvements. vi) Designing Systems and Building System: Qudos Bank should design and build system in such a way that the system the new management system can provide effective service in a profitable manner (Lapsley and Rekers 2017). The new management system can provide them with the solutions so that they can get the competitive edge. vii) Establishing a business network with other workers of the bank: The workers working in Qudos bank must discuss with each other and they must consider the business networking (Ba and Nault 2017). The workers can discuss with each other the issues that can occur in the bank and based on that they can take critical decisions for solving the issues. Outsourcing vs End-User Computing in Qudos Bank Outsourcing is one kind of approach by which any company provides important functionalities to effective and specialised service partners. This approach can give the opportunity to Qudos Bank to work with experienced and effective partners in the business (Deresky 2017). In some cases, the outsourcing involves the employee's transfer from one organisation to other. EUC or end-user computing defines a platform where the non-programmers get the opportunity to work with numerous applications (Wheelen and Hunger 2017). The end user computing is one sort of computing that incorporates the end users into the programming environment. Outsourcing is the best among all. The IS/IT Strategy can bring immense benefits to Qudos Bank. The IS/IT Director must adopt the IS strategy and must deploy it effectively to get the maximum benefits (Tucker et al. 2017). The report has highlighted how the Director can be benefitted by the usage of IS/IT Strategy and they are as follows- i) Qudos Bank focusing on Basic Actions: Qudos bank can enhance their business operations with the help of IS Strategy. The financial operations and the business operations can get enhanced and the bank should focus on these basic operations to gain the desired profit they want (Wheelen and Hunger 2017). Qudos Bank must also focus on the outsourcing of financial and business operations. ii) Expenses Savings and Efficiency in Qudos Bank: Qudos banking must choose the outsourcing activities. The outsourcing operations help in expense savings. Alongside expenses, the banks efficiency also gets increased (Tucker et al. 2017). The savings expenses, as well as the effects, are helpful for Qudos bank as the bank can gain profit. iii) Lessening Overhead: Outsourcing assists in lessening the cost of overhead, this approach can prove to be beneficial for the bank (Wu 2017). The overhead costs for the carrying out the back-office operations are comparatively very high. iv) Qudos Bank Control in Operations: The business operations can go out of control; however, the operations can be controlled by means of outsourcing (Tjemkes, Vos and Burgers 2017). Any department of Qudos Bank can suffer as a result of the poor controlling and poor administration. Qudos Bank as a result of outsourcing can acquire the best possible outcome. The bank can get cost-effective service due to the outsourcing (Rahimi and Kozak 2017). Thus outsourcing can help them to gain numerous benefits. v) Qudos Banks Staffing Flexibility: The adaptation of new management system can be problematic for any organisations and Qudos Bank is no exception (Serenko and Bontis 2017). The flexibility in staffing is a vital aspect with regards to outsourcing. The staffs contribute to the success of the bank (Rahimi and Kozak 2017). Various kinds of business operations can be managed with ease with the aid of outsourcing. vi) Risk Management in Qudos Bank: Risk management is another important aspect that must be considered by all the organisations. Qudos bank management team and the Qudos banks workers must consider the risk management as well in their premises (Durand et al. 2017). The outsourcing can help the bank to manage the risks involved in the business operations; the risks can be managed to invest a minimal amount. vii) Developing Internal Staff: The large projects can only become successful or can be successfully accomplished is the staffs and all the employees work well in the project (Durand et al. 2017). Similarly, in case of Qudos bank, the management team must train their employees well (Wolf and Floyd 2017). the internal staffs and the workers of the bank stay in charge of managing the business operations and outsourcing the business operations. The training will help the employees to hone their talents and skills. The employees can bring out any new innovative approach. Strategic Information adding value to Qudos bank via IT/ IS i) Implementing Strategic Information Role: The adaptation of information system technology in the organisation premise always adds value to any organisation and Qudos Bank can acquire several benefits with the aid of information system strategy (Ayabakan, Bardhan and Zheng 2017). The strategies have been illustrated below. They are- The first phase provides the relevant information required to carry on the investigation of the business procedures. The first stage involves the behavioural traits of the management staffs and approaches towards employees and the business tasks (Harris 2017). The first phase also deals with the expenses that must be paid. In this stage, Qudos bank can learn about the competitors. the second stage deals with mission and strategies- The strategic decisions depend on - Targeting the appropriate market The location of office premises Development of new products (Ayabakan, Bardhan and Zheng 2017) Launching of new products Promoting the products Budget associated with the project Identifying the needs of the customers or the users: The customers demands and wishes must be recognised and the bank should meet all the demands of the customers if possible. The needs of the customers add value to the bank (Harris 2017). Qudos bank can gain competitive advantage, they can get huge Segmentation of the market: market segmentation is one of the aspects of running the business. The segmentation assists in making a specific group of customers (Ayabakan, Bardhan and Zheng 2017). Qudos bank can get benefits by segmenting their office departments, business procedures into appropriate segments. Critically discuss Good Internal Control Good Internal Control must take into consideration by each and every organisation. The characteristics of effective internal control assist the organisations to carry out the business activities (Aguinis, Edwards and Bradley 2017). the business operations can be helpful to safeguard the business assets of the business. Control Environment: The control environment is basically the companys approach and the companys attitude towards the internal control of the business activities. Qudos Banks system can become disrupted if the management system of the bank overrides the controls that are in place (Kamariotou and Kitsios 2017). The internal control of the bank can get threatened due to the management override of controls. Risk Assessment: Risk Assessment is the methodology by which the threats and risks can be analysed, the organisation can have the knowledge to identify the threats beforehand and they can take initiatives accordingly (Sroufe and Joseph 2017). Qudos Banking can be similarly benefitted with the help of risk assessment. Information and communication: The communication components are responsible to accumulate the spread the relevant information related to the internal control. All these communication components can be helpful for the employees (Schulze and Heidenreich 2017). The employees can perform better with the aid of the communication segments associated with the ongoing control efforts. Monitoring: Monitoring is the procedure which ensures that the internal control system (Kamariotou and Kitsios 2017). The effective monitoring involves the procedures by which the business procedures can be better managed. The ineffective control can be better traced with the help of the management system (Aguinis, Edwards and Bradley 2017). Qudos bank management team with the help of monitoring can get to know about the changes made to the system and can be able to complete the business tasks within the given scheduled time. Control Activities: The control activities are the activities that are carried out by the management body of the organisation (Tarafdar and Qrunfleh 2017). The management team of Qudos bank can assure the internal control in an effective way. The control activities can help to know the problems Qudos bank is facing. A report will be made based on the analysis. The results of the analysis are shared with the employees (Abdelwahed, Mahmoud and Bdair 2017). All the employees of the bank along with stakeholders and management body with the help of internal control can design the system well. Conclusion It can be concluded from the above discourse that the information system helps any organisations in every possible way. Qudos Bank can be significantly benefitted with the aid of the information system. The bank must adopt and use the information system in an effective manner, the efficient approach can be able to meet the goal and objective of the organisation. Since Qudos Bank has decided to adopt the strategic information system and planned to undertake all the activities simultaneously, they must have an effective strategic plan. The strategic plan requires about one year completing the plan. All the associated stakeholders of the bank must cooperate and must undertake the project activities. One of the benefits that the strategic information offers is that it involves every stakeholder of the organisation. The other advantages the strategic information offers are decision making and the data mining capabilities. ERP is a better option for strategic planning in Qudos bank. The re port explains how the enterprise resource planning software can facilitate the growth of the business growth of Qudos Bank. Qudos bank can become famous for the effective implementation of the strategic information in the premises. Qudos bank with the help of information strategy is able to achieve their goals and objectives. The report illustrates between end-user computing and outsourcing. Internal control concepts have been explained in this report too. References Abdelwahed, A.S., Mahmoud, A.Y. and Bdair, R.A., 2017. Information Security Policies and their Relationship with the Effectiveness of the Management Information Systems of Major Palestinian Universities in the Gaza Strip.International Journal of Information Science Management,15(1). Aguinis, H., Edwards, J.R. and Bradley, K.J., 2017. 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