Discussions 2 Essay Example | Topics and Well Written Essays - 500 words

Discussions 2 - Essay Example When they run off the road, its June Star who mentions that no one has been killed - yet. The reader knows the "yet" is inevitable when the three men get out of the car. In the grandmothers eyes Red Sammy is a "good man." This is why OConnor tells the reader so much about him because she wants to characterize the difference between a good man and a "bad man." This is the classic "good vs. evil" theme. There are only two references to Hiram in the entire story and they are both about him and his expertise of the car. He is not described at all other than saying he has a grey hat. A Narrow Fellow in the Grass -- it seems that she is using personification in that she is giving a snake in the grass the title of "boy." She also uses a lot of simile -- the grass divides with a comb (like hair is divided), the shaft of "hair" that is spotted. Another simile, "Unbraided in the sun" as the snake slithers away instead of being picked up. "A Narrow Fellow in the Grass" is a metaphor because she is actually talking about a snake and not a boy. She also uses imagery because we can see the scene she points out. Using phrases like the first paragraph where she points out that the grass parts and then closes -- the reader can see this happening. Also, the fact that she gets a little scared whenever she sees a snake, though she treats the snake with kindness. Wild Nights -- it seems that the writer is comparing wild desires (aka wild sexual desire) to the way that a ship at sea is thrown back and forth when the winds are highest. It is as thought her sexual desire (maybe she has had this happen before and wants a bit more) is as tempestuous as the sea. 6. Black poets -- all of these men wrote poems about what they believed in and what they understood. They had many references to slavery and to the plight of the black man. All of their poems are vibrant with passion and imagery. Langston Hughes always seems to make the reader see in similes. In "Let America Be America

Card Game Essay Example for Free

Card Game Essay The study was commenced inside the Computer Shop at Dasmarinas, Cavite. After we discussed our first topic we planned to come up with a Card Game as our second topic for the sake of our thesis project in Software Engineer Subject. We picked Card Game as our second topic because we feel that it’s more challenging rather than hunting some companies around Dasmarinas. Some of the reasons why we picked Card Game as our second topic are because in this topic we own our time performing the codes of the program any time before the day of our defence without such pressure. Statement of the Problem From some of the research and data we gathered. We found a few application and websites that is running a similar online game like our propose topic. From what weve seen some major problem that they have is that the game is not quite user friendly. Its difficult to use the control. Because of the lack of visual control buttons. There is also limitation on how many game can it accommodates at the same time. Of course keeping the gamers idle for so long they might lose interest in the game Research Objectives The Objectives of this research is to develop a game that will be entertaining and at the same time, a game that will be educational that may enhance thinking and decision-making skill in the following ways: * To make unique cards in the game that will allow diversity for the players to think of their own strategy. * To ensure that players will have no advantage against each other by making cards balance. * To allow multiplayer (online) for players to play against each other in different parts of the world. Significance of the Study Cardfight vanguard is a trading card game there are also people who wants to experience playing this game but doesnt have the luxury of buying the needed cards and also looking for people to play with. Since people now are more often browsing the internet people who want to play Vanguard can play the game without buying the necessary cards needed and having to worry of looking for someone to play with. Conceptual Framework * PHP Hypertext Preprocessor. * Randomized * Easy access * Less hassle Electronic Trading Card Game The model above explains on what and how will be the process of the study. Trading Card Game is a game played using specially designed sets of playing cards. While trading cards have been around for longer, TCGs (Trading Card Games) combine the appeal of collecting with strategicgameplay, but in our study we will do it in a different way by using PHP Hypertext Pre-processor as our scripting language for this study and for our main function for this logical game is the random() function. The researchers will assure an easy access program for the user and it lessens hassle because rather than bringing your deck of cards using your bare hands, just bring your portable computer and start playing the game on your most comfortable place.

Overview Of The Sampath Bank Management Essay

Overview Of The Sampath Bank Management Essay Objective of this chapter is to present a general idea about the research. Hence, Chapter one is divided into eight areas such as background of the study, Objectives of the research, research problem, conceptual framework, research hypotheses, research questions, significance of the research and organization of the study. 1.1 Overview of the Sampath bank and Background of the study The dynamic nature of the new marketplace today has created a competitive incentive among many companies to consolidate and reconcile their knowledge assets as a means of creating value that is sustainable over time. Knowledge transferring is believed to be able to improve performance and productivity of the organization and knowledge transferring has been illustrated as a significant discipline in leading to positive performance in the organization (Kasim, 2008). To achieve competitive sustainability, many companies are launching extensive knowledge transferring efforts. More recently, knowledge transfer has emerged as powerful determinants of value creation in organizations. Organizations specific knowledge becomes as a necessary factor of competitive advantage (Gold, Malhotra, and Segars, 2001). The Sampath Bank has commenced its operations as a License commercial bank in 1987 with 47 employees. At present 3rd largest PCB in the contry Its vision statement, The Growing Force in Sri Lankan Financial services and values mentioned in below enhancing professional standards of internal and external customers (Sampath bank, 2012). Create a learning culture that promotes individual and organizational development as well as promoting innovation and value for customers. Treat all internal and external customers the way we would like to be treated. Encourage and promote teamwork in all aspects of behavior. Open to feedback and demonstrate an eagerness for personal development. Monitor and demonstrate an impressive commitment to results. Uncompromising ethical and professional standards of behavior The bank believes that its greatest treasure in what is truly a service industry is its investment in human capital, the high quality of management staff, motivation, dedication, and team spirit. The bank does not employ clerks and peons and ubiquitous features in most other institutions. Its staff is composed of executives assisted by secretaries, all of whom have been handpicked and adequately remunerated at levels well above prevailing market rates. Team of Sampath Bank is young and energetic, adaptable to change and are blessed with a gungkok bo attitude which in all circumstances allows us to pursue the vision and mission of the bank stridently. They are committed to constant improvement, new ideas and remain unafraid of challenges. They seek new opportunities within the knowledge based culture we permeate across the bank and this has resulted in winning accolades from all spheres of competencies. Moreover, among the corporate objectives of the bank was employ, develop and retai n a self-motivated group of employees who themselves enforce high standards of performance (Sampath bank, 2012). According to General Manager of Sampath bank the relative youth, together with the enthusiasm and the pioneering spirit of all members of the staff had laid the foundation for the development of an innovative culture which was so essential in a field as competitive as banking. Intensive training, recreation and welfare facilities transform and guided the development and skills attitudes of the team necessary to deliver superior customer satisfaction (Sampath bank, 2012). The numbers of employees and branches have been increased to 3230 and 206 respectively in 2011. It has recruited new employees parallel to the vision of accelerating the branch network with the aim of gaining competitive advantage. The Sampath Bank had to fill the new vacancies from strategic level to function level in the newly opened 35 branches. The rapid expansion did not give a room to in-house built the skilled team members to allocate for newly opened branches. Most of team members were promoted to higher potential grades than their real potential grades. Number of employees who have been worked in different department in Sampath bank utilized the opportunity to work in branches. Transferred team members were required enhancing professional standards of internal and external customers with moving from their functions to branch banking.nb Several issues can be explored with reference to knowledge transferring in Sampath Bank. This research intends to identify whether the transferred employees have been shared or gain their knowledge within the subordinate employees. The main objectives of this study to explore links between employee transfer and knowledge transfer. This study is monitoring these issues and identified ways in which they may be overcome by introducing changes to the effective knowledge transferring. Objectives of the research The purpose of this research is to examine the links between employee transfer and knowledge transfer. The following objectives will be fulfilled above aim of this study. To explore management concepts to review links between employee transfer and knowledge transfer To identify individual and organizational factors for affecting effectiveness of knowledge transfer Research problem Top corporate entities in the world are beginning to realize the significance and importance of transferring knowledge and are beginning to appreciate knowledge as the most important and valued assets that leads to organizational performance. The Sampath Bank will compete for business only on the basis of quality, price and superior service to its customers. Considering values in Sampath bank, The Bank develops a highly motivated and competent team of individuals who independently ensure that the highest standards are maintained throughout the Bank. The bank Create a learning culture that promotes individual and organizational development as well as promoting innovation and value for customers are highly focused. Promoting open to feedback and monitor commitment to results are aimed to enhance its ethical and professional standards of behavior. The Sampath bank makes every effort to train and develop team members to acquire the professional skills and knowledge they would need to use in the Bank and the bank do hope that both team members professional and personal goals will be realized in a satisfying and rewarding career at the Sampath bank. The bank encourages team members to find new and better ways of doing their job or improving their Banks systems and processes. Innovation creates value not only for customers but for team members. It would add to the quality of work life and ensure that quality work of team members. The Sampath bank considers training and development as one of the most valuable investment in realizing their enduring goals and aspirations. Work towards developing their own talents and creating a culture where team members strive to acquire and share new knowledge critical to achieve mission of the bank. The Sampath bank deploys systematic and modern learning methods to enhance knowledge and productivity. As a matter of policy, the bank provides minimum of sixty hours of training per year for every team member. The type of training will be determined by an analysis of what skills and knowledge are required by each. The analysis will consider not only what is necessary in their current job but also what they would require in successive positions in the future. Team members are generally expected to serve in a particular workstation for a minimum period of four years. However, request for a transfer from team members assigned to Branches in remote areas may be considered after completion of three years. In the event of transfer of a team member, subsequent to his/her promotion, the minimum period of three years will not apply. Except for team members identified for specialization. The Bank encourages team members to acquire the skills and knowledge they need to do their job and the future positions they will hold and to disseminate those skills and knowledge within the Bank, So that, the Banks organizational capabilities and effectiveness are always improved. Career at the bank will depend on how well team members perform in the jobs they hold and the attitudes they exhibit. The work performance will be the sole criteria for any promotion. Considering rapid expansion in Sampath bank, it has emerged more vacancies in Branch banking. In presenting issue in promoting team members who has fewer competencies in branch banking to team members in branches. Required knowledge transferring through the transferred employees is questionable. Relationship between knowledge transferring and employee transferring in the Sampath bank is vital for academic performances. Considering these events and factors less publication in banking industry have addressed the effectiveness of knowledge transferring. As such, this study effort to identify the effectiveness of knowledge transferring from transferred employees at the Sampath bank. Conceptual framework A conceptual framework represents the relationships and the type of relationships among the concepts. The conceptual framework portrayed in figure.1 explains the relevant concepts in this study, and the form of relationship between the perceptions. Figure 1.1 Conceptual framework of the study Characteristics of the Transferred Employees Employee Transfers Effectiveness of Knowledge Transferring Source: Researchers orginal constraction. Moreover, figure 1 describes an analytical model in a graphical model based on some theoretical foundations. Accordingly, the conceptual framework is developed based on theories. The model assumes transferred employees as independent and knowledge transferring as dependent. Research hypotheses Bhatti, Zaheer and Rehman (2010) studied the effect of knowledge management practices on organizational performance. Specially, the study explored the effectiveness of knowledge transferring depend on learning capability, leadership skills and experience of employees. H1: Effectiveness of knowledge transfer is influenced by characteristics of the transferred team members at the Sampath bank. Research questions How individual and organizational factors influence for the effectiveness of knowledge transfer? What are the individual characteristics affect to knowledge transfer? How transfer knowledge via transferred employees? Significance of the research The main significance of this study is to help management of The Sampath Bank identify the effectiveness of knowledge transferring from transferred employees. Effectiveness of knowledge transferring relates to Banks current business performance named as customer orientation, competent people, long term profitability and growth, image building, effectiveness leadership among major customer segments. This knowledge will enable management implement the appropriate strategies that help improve the effectiveness of knowledge transfer. On the other hand, knowledge transferring plays significance role in building up sustainable competitive advantage in Banking industry. Limitation of the study The aim of this section is to define the boundaries of the study or to enumerate how the researcher has narrowed down its focus. The survey was conducted over a period of three months. Organization of the Report The main body of this report comprises seven sections. Its structural organization is presented in Figure 1.2 given below. Chapter 03 Research methodology and framework Chapter 04 Thematic organization, presentation and Analysis of data Chapter 05 Statistics outcome. Chapter 06 Concluding remarks Chapter 01 Introduction Chapter 02 Literature review Source: Researchers orginal constraction. The introduction that comprises a glimpse of the study, focusing on the context, the objectives of the study, an overview of the Sampath bank in Sri Lanka, the research issue and empirical setting of the research. it also provides an account of limitations that the researcher has set for defining the boundaries of the study. Chapter two contains a review of past research on the topics covered in this study. In this section, some important findings of past studies are outlined, while attention is paid to their methodological concerns. A special feature of thhhis literature review is the emphasis placed on bringing to the fore findings of knowledge transferring and characteristics of employees. The research methodology and framework of the study are presented in chapter three. Key areas addressed therein include the case study research strategy employed, units of analysis, the method of sampling, methods of data collection, the quality of research strategy and the research framework. The foundation for this study as developed in the preceding two sections leads to the development of a conceptual framework as a piece of original work of the researcher, which has strengthened the researchers endeavor to contribute to the existing body of knowledge on the subject. Chapter four and five which are based on Knowledge transferring and transferred employees. Chapter Four explains the methodology, adopted in this study in order to empirically test the research hypotheses. Moreover, the chapter presents findings, statistics outcomes and facts. Chapter Five comprises of a review of data collection, followed by a detailed review of the factor analysis.in addition, objectives of the study, evaluate hypotheses and limitations are presented. And, it presents the similarities and differences between knowledge transfers and employee transfers with special reference to the organization of knowledge transferring function and job transfer. Chapter six presents findings and concluding remarks of the study. Latter part of this section documents presents limitations of the study, inviting the attention of academics, researchers, scholars and practitioners to understand how they could plan future research taking cognizance of these limitations. Potential research would essentially contribute to broadening the horizons of the body of knowledge and wisdom on knowledge transferring as an academic and professional discipline. Literature Review 2.0 Introduction to the chapter The purpose of this chapter is to present the literature review related to the concepts incorporated in the study. This chapter consists of sections such as definition of knowledge, definition of knowledge management, types of knowledge, importance of knowledge, knowledge and organizational performance, knowledge transferring, knowledge transferring and competitive advantage, factors affecting for knowledge transferring, effectiveness of knowledge transferring and knowledge transferring in financial institutions and Individual characteristics and knowledge transferring. Meanwhile 2.1 Knowledge and Knowledge transferring Knowledge is fluid mixes of framed experience, values, contextual information and expert insight that provides a framework for evaluating and incur pirating new experiences and information or Knowledge is about people, relationship. Communities and new ways of working Tan (2010) reviewed that knowledge are the two types of knowledge such as explicit knowledge and tacit knowledge. Information systems which achieved by organization named as explicit knowledge and tacit knowledge refers to informal knowledge which gain through work experiences. Most scholars divide knowledge into two types such as explicit knowledge or information, and tacit knowledge or know-how (Hussain. Lucas. and Ali., 2004). The key to knowledge is capturing intellectual assets for the tangible benefits for the organization. As such, imperatives of knowledge is to transform knowledge to add value to the processes and operations of the business, leverage knowledge strategic to business to accelerate growth and innovation and use knowledge to provide a competitive advantage for the business. (Hussain. Lucas. and Ali., 2004). Knowledge management is an organizational discipline bridging information demand and supply in support of learning processes within organizations (Curado.n.d.). Knowledge management enables the communication of knowledge from one person to another so that it can be used by the other person. (Hussain. Lucas. and Ali. , 2004). Knowledge transfer (KT), knowledge retention (KR), and knowledge utilization (KU) are identified as components of knowledge management systems.( Gayton, 2009). Knowledge transfer revealed by Makino (1990) typically has been used to describe the movement of knowledge between different units, divisions, or organizations rather than individuals. This is described Tan,(2010) and Disterer (2001) by stating Knowledge transferring can be defined as a social interaction culture involving the exchange of employee knowledge, experiences and knowledge through the whole department or organizations. However, Gayton (2009) concluded knowledge transferring is not only between departments. The process of knowledge can be transferred through one channel to another channel such as group, department and branch. Therefore, Knowledge transfer means knowledge sharing within an organization between individual and groups (Trautman,2011). 2.2 Significance of Knowledge transferring Most knowledge organizations, uses multiple knowledge management tools to transfer knowledge. With the result of knowledge transfer any organization that competes with other organizations in the marketplace on quality, price, or customer loyalty. (Schlomer, Anderson and Shaw,1997). Due to the, emergence of personal networks and applications, knowledge transferring and capturing are becoming more on-demand. And, Organizations must continuously update their knowledge resource to stay in the competition (Bhatti, Zaheer and Rehman, 2010). Knowledge transferring is necessary for companies because what worked yesterday may or may not work tomorrow because, market needs are changing rapidly. Knowledge is a vital factor for financial institutions. Use the knowledge management system enhances continuous improvement and innovation to gain competitive advantage. Demands from customers and Human resources require transfer knowledge within the organization (Rasoulinezhad,n.d.). 2.3 Factors that Influence Knowledge Sharing There is a scarcity of research specifically in the area of knowledge sharing between individuals in organizations, and empirical evidence has just begun to uncover some of the complex dynamics that exist in processes related to knowledge sharing. Based on a review of theory and research related to knowledge sharing, the following have been identified as the major factors that influence knowledge sharing between individuals in organizations: the nature of knowledge, motivation to share, opportunities to share, and the culture of the work environment. 2.3.1 Nature of Knowledge Knowledge by its very nature exists in both tacit and explicit forms. However, with the increasing recognition of the importance of knowledge in organizations, different types of knowledge have also begun to be valued differently within organizations. These two characteristics of the nature of knowledge, tackiness and explicitness of knowledge, and the value attributed to knowledge have a significant influence on the way knowledge is shared within organizations. 2.3.2 Tacit and explicit knowledge. The dominant classification of knowledge in organizations divides it into two types, tacit and explicit. The critical differences between these two types are found in three major areas codifiability and mechanisms for transfer, methods for acquisition and accumulation, and the potential to be collected and distributed (Lam, 2000). The concept of tacit knowledge was first presented by Polanyi (1966), who argued that a large part of human knowledge cannot be articulated and made explicit easily. Tacit knowledge can be thought of as the know-how that is acquired through personal experience (Nonaka, 1994). It is therefore not easily codifiable and cannot be communicated or used without the individual who is the knower. Tacit knowledge also tends to be sticky in nature. Lam (2000) defined stickiness as the incremental expenditure involved in moving knowledge in a form that is useable and easily understood by the information seeker. According to Lam, stickiness for the knowledge supplier c omes from the tackiness of the knowledge that has to be shared, whereas absorptive capacity creates stickiness for the knowledge user. Therefore, tackiness of knowledge is a natural impediment to the successful sharing of knowledge between individuals in organizations. Explicit knowledge, on the other hand, can be easily codified, stored at a single location, and transferred across time and space independent of individuals (Lam, 2000). It is easier to disseminate and communicate (Schulz, 2001). Explicit knowledge therefore has a natural advantage over tacit knowledge in terms of its ability to be shared relatively easily among individuals. However, just because explicit knowledge is easily transferred across individuals and settings, it should not be assumed that it is easily shared in organizations. Weiss (1999) argued that the ability to articulate knowledge should not be equated with its availability for use by others in the organization. To support this point, he made a distinct ion between explicit knowledge that is easily shared with that which is not by introducing the notion of rationalized knowledge and embedded knowledge within the context of professional services organizations. Rationalized knowledge is general, context independent, standardized, and public. Weiss suggested that because this knowledge has been separated from its original source and is independent of specific individuals, this knowledge is readily shared and available to all those who seek it. Embedded knowledge, on the other hand, is context dependent, narrowly applicable, personalized, and may be personally or professionally sensitive. Therefore, explicit knowledge that is embedded in nature is not likely to be easily shared among individuals. However, knowledge must be seen as more than just explicit and tacit in nature. Regardless of whether knowledge is tacit or explicit, the value attributed to it also has a significant impact on whether and how individuals share it. 2.3.3 Value of knowledge Knowledge is increasingly perceived as being commercially valuable, and its ownership is being recognized by both individuals and the organizations they work in (Brown Woodland, 1999). When individuals perceive the knowledge they possess as a valuable commodity, knowledge sharing becomes a process mediated by decisions about what knowledge to share, when to share, and who to share it with (Andrews and Delahaye, 2000). In situations in which it is valued highly, individuals may tend to claim emotional ownership of knowledge (Jones and Jordan, 1998). This sense of ownership comes from the fact that in several settings, individual knowledge is linked to status, career prospects, and individual reputations (Andrews and Delahaye, 2000). The sharing of such knowledge is a complex process, and Jones and Jordan (1998) found that it involved, among other things, the extent to which individuals perceived themselves to be valued by their organization. Certain types of knowledge are valued highly by both individuals and organizations. For example, knowledge related to research and development is valued highly because of its commercial and scientific value. Research suggests that in research and development organizations, creative power resides in a relatively small number of individuals (Armbrecht et al., 2001), creating issues of ownership particularly because it is linked to tangible outcomes such as creation of new products, patents, research grants, and individual incomes. Therefore, in highly competitive environments or those in which knowledge has high commercial value, there exists a dilemma resulting from contradictory incentives to share knowledge and to withhold it. In organizations in which an individuals knowledge becomes his or her primary source of value to the firm, sharing this knowledge might potentially result in diminishing the value of the individual, creating a reluctance to engage in knowledge-sharing activities. Professionals, in particular, tend to guard their knowledge as they perceive that their own value to the firm is a product of the knowledge they possess (Weiss, 1999). Any reluctance to share knowledge is further heightened in situations characterized by uncertainties and insecurities, such as mergers and acquisitions (Armbrecht et al., 2001). 2.3.4 Motivation to Share Knowledge is intimately and inextricably bound with peoples egos and occupations and does not flow easily across the organization. According to Stenmark (2001), People are not likely to share knowledge without strong personal motivation. Motivational factors that influence knowledge sharing between individuals can be divided into internal and external factors. Internal factors include the perceived power attached to the knowledge and the reciprocity that results from sharing. External factors include relationship with the recipient and rewards for sharing. Knowledge as power, the increasing importance given to knowledge in organizations, and the increasing value attributed to individuals who possess the right kind of knowledge are conducive to creating the notion of power around knowledge. If individuals perceive that power comes from the knowledge they possess, it is likely to lead to knowledge hoarding instead of knowledge sharing. According to Brown and Woodland, individuals use knowledge for both control and defense (Armbrecht et al., 2001).In a competitive environment, withholding knowledge from those considered competitors is often regarded as being useful to attaining ones goals. Power politics is therefore an important aspect of knowledge sharing in organizations (Weiss, 1999). Blackler, Crump, and McDonald (1998) concurred with the notion that knowledge can be perceived as a source of power in organizations. They suggested that because knowledge is always situated within a particular context, it is natural that culture and power dynamics within the context affect the way knowledge is perceived and used. Reciprocity or the mutual give-and-take of knowledge can facilitate knowledge sharing if individuals see that the value-add to them depends on the extent to which they share their own knowledge with others. Reciprocal acts as those in which individuals help others and share information without negotiation of terms and without knowledge of whether or when the other will reciprocate. Reciprocity as a motivator of knowledge sharing implies that individuals must be able to anticipate that sharing knowledge will prove worthwhile (Weiss, 1999). It is the expectation that those involved in sharing knowledge will be able to acquire or benefit from some of the value created by their involvement. Empirical evidence for the relationship between reciprocity and knowledge sharing indicates that receiving knowledge from others stimulates a reciprocal flow of knowledge in the direction of the sender both horizontally and vertically in organizations (Schulz, 2001). Support for the relationship between reciprocity and knowledge sharing was also found by Hall (2001). Reciprocity is also thought to be a motivator of knowledge sharing in communities of practice where knowledge sharing results in enhancing participants expertise and providing opportunities for recognition. 2.3.5 Opportunities to Share Opportunities to share knowledge in organizations can be both formal and informal in nature. Formal opportunities include training programs, structured work teams, and technology-based systems that facilitate the sharing of knowledge. Stenmark (2001) referred to these asformal interactions, and Hall (2001) called them purposive learning channelsthose that are designed to explicitly acquire and disseminate knowledge. Informal opportunities include personal relationships and social networks that facilitate learning and the sharing of knowledge Weiss (1999) referred to these informal opportunities as relational learning channels. Purposive learning channels provide individuals with a structured environment in which to share knowledge. Armbrecht et al (2001) identified some formal interventions that facilitate knowledge sharing in organizations, from basic instructions to share knowledge, to more complex interventions such as Nominal Group Technique and the Delphi Technique. However, knowledge shared through formal channels tends to be mainly explicit in nature (Yang ,2007) The advantages of purposive learning channels are that they are able to connect a large number of individuals and they allow for the speedy dissemination of shared knowledge, especially through electronic networks and other technology-based systems. Empirical evidence for successful knowledge sharing through formal channels was found by Chini (2004) and Tan (2010) Although purposive learning channels play an important role in facilitating knowledge sharing, research indicates that the most amount of knowledge is shared in informal settings through the relational learning. Relational channels facilitate face-to-face communication, which allows for the building of trust, which in turn is critical to sharing knowledge. These informal opportunities to interact with other people help individuals develop respect and friendship, which influences their behavior Lim (2005) called this relation al embeddedness the kind of personal relationships that people develop when they interact with each other over a period of time. 2.3.6 Culture of the Work Environment The factors described above are important to understanding the manner in which knowledge is shared between individuals. However, all of these factors are influenced by the culture of the work environment the culture of the subunit and/or the culture of the organization at large. Organizational culture is increasingly being recognized as a major barrier to effective knowledge creation, sharing, and use (Weiss,1999). Organizations are essentially cultural entities Lim (2005) and therefore, regardless of what organizations do to manage knowledge, the influences of the organizations culture are much stronger. Dyer (1998) defined culture as a pattern of basic assumptions that is developed by a group as they grapple with and develop solutions to everyday problems. When these assumptions work well enough to be considered valid, they are taught to new members as the appropriate way to approach these problems. Schein further added that a key part of every culture is a set of assumptions about how to determine or discover what is real and how members of a group take an action, how they determine what is relevant information, and when they have enough of it, to determine whether to act and what to do. Culture is therefore reflected in the values, norms, and practices of the organization, where values are manifested in norms that in turn shape specific practices (Kasim, 2008). Weiss (1999) identified certain aspects of organizational culture that influence knowledge sharing culture shapes assumptions about which knowledge is important, it control

Effect of Bring your own Device (BYOD) on Cybersecurity

Effect of Bring your own Device (BYOD) on Cybersecurity Effect of Bring your own Device (BYOD) on Cybersecurity at workplace Introduction Several new trends in information access are impacting organizations ability to control and secure sensitive corporate data. The increase in web applications, cloud computing and Software as a Service (SaaS) offerings, and the Bring Your Own Device (BYOD) phenomenon, means that employees, business partners and customers are increasingly accessing information using a web browser on a device not owned or managed by the organization (Morrow, 2012). Bring your own device (BYOD) is process whereby when individual/ employees can use personal devices for business purposes (Privacy Right, 2013). And the D in BYOD includes more than just smartphones. It also includes employees logging into web applications such as Outlook Web Access and SharePoint, SaaS applications such as CRM systems or healthcare billing applications hosted in cloud services, from home desktop or laptop computers (Morrow, 2012). The concept of bring your own device (BYOD) is a growing trend for business IT. There are a var iety of benefits to allowing users to supply their own PCs and mobile devices, but there are also some concerns (Bradley, 2011). Several studies have also shown that BOYD is one the three biggest cybersecurity threat of 2014 (Singh, 2012). In addition, it is suggested that BYOD, or bring your own device, can no longer be thought of as a fad; it is quickly becoming the new reality. In addition, as this trend grows, all businesses are potentially at risk which can stem from both internal and external threats, including mismanagement of the device itself, external manipulation of software vulnerabilities and the deployment of poorly tested, unreliable business applications (Singh, 2012). In this study, the effect of Bring your own Device (BYOD) on Cybersecurity at workplace will be investigated. Hypothesis It might be concluded that due to using of unauthorized devices such as personal electronic device also known as Bring Your Own Device (BYOD) at workplaces causes intrusion into the company network, thereby causing data loss, stolen intellectual property to mention but few. Arriving at this hypothesis: It was not an easy task, however, following the provided information made it easier. Coming up with the hypothesis, I had to brainstorm and do enough research to come up with a schematic sketch of the variables (independent and dependent) involved in this issue. To ensure the hypothesis is an empirical statement, general phenomenon, plausible, specific, consistent and testable. In this hypothesis, the identified independent variable is the personal electronic device (BYOD) while the dependable variable is the network intrusion, thereby causing data loss, stolen intellectual property. Figure 1: Schematic sketch of identified variables Independent Variable Dependent Variable Use of Personal Electronic Device à ¢Ã¢â‚¬  Ã¢â‚¬â„¢ Network intrusion Figure 1: showing the dependable and independent variables of the hypothesis Findings Studies have shown that one of the biggest challenges for organizations when employees use their own device organizations is that corporate data is being delivered to devices that are not managed by the IT department (Morrow, 2012). This has security implications for data leakage, data theft and regulatory compliance (Morrow, 2012).in addition, the use of unmanaged devices such as BYOD causes enterprises to have less control and visibility, and fewer mitigation options than they do with managed devices (Morrow, 2012). In addition, Laptops, smartphones and tablets that connect to corporate networks significantly increase threats to sensitive data (Morrow, 2012). . Organizations should be concerned about the security state of endpoint devices and the risks to which they are exposed. Key loggers, malware and cyber-attacks have greatly increased the potential for unauthorized access to, and information theft from, endpoints. Potential unintended consequences such as data leakage and mal ware reinforce the need to enhance the security of corporate data. A malicious employee can easily steal company trade secrets, intellectual property or sensitive customer information by saving it locally or to a cloud service, sending it through accounts in Dropbox and you send it or emailing it via a personal webmail account. Organizations must control the data after its delivered to the device to prevent accidental or intentional loss by careless or malicious end users. Studies have also shown that to assess the risks of BYOD computing, everything from data contamination to user habits to the activities of criminal syndicates needs to be considered (Romer, 2014). Some of the security risks to be considered includes: Security as an afterthought: Shows that most mobile devices either lack advanced security features or have them disabled by default. Even basic features such as screen locks are turned off, and most users leave them that way (Romer, 2014). Data contamination: Shows the photos and other content share storage space along with confidential business data. This combining of data introduces new risks to the enterprise. Through carelessly configured back-ups or file copies, personal content might accidentally end up on corporate file servers. Worse, personal files that contain malware might spread to business files and from the mobile device to internal file servers and other enterprise assets (Romer, 2014). New Forms off malware: Shows that New forms of malware targeting mobile devices are on the rise. IBM predicts that mobile malware will grow 15% annually for the next few years (Romer, 2014). Hackers and criminal syndicates realize that most mobile devices are less secure than more traditional devices such as laptops (Romer, 2014). They have begun targeting mobile devices for attacks ranging from mischievous pranks to advanced persistent threats that stealthily copy internal data over many months, transmitting it to remote control centers around the world (Romer, 2014). Phishing attacks that slip past network defenses Shows that many employees routinely catch up on email and work during evenings and weekends, and when they do, they typically use smartphones or tablets (Romer, 2014). Realizing that most of these devices lack AV software and that most email and web traffic accessed remotely bypasses inspection by firewalls and gateways, attackers are now designing phishing attacks and other email exploits to be triggered during non-business hours (Romer, 2014). Lost Devices: Shows that on average, a cellphone is lost in the US every 3.5 seconds.1 Even if a lost smartphone or tablet does not contain confidential data, it still might include apps or cached credentials that make it easier for criminals to infiltrate an enterprise network (Romer, 2014). As workers begin carrying more devices, the likelihood of them losing devices only increases (Romer, 2014). Risky file sharing: shows that to ensure all their devices have the files they need, employees often try out one or more file-sharing services, including free but risky file-sharing apps that run on public clouds (Romer, 2014). Unfortunately, these services, though popular, are usually not secure enough to be trusted with enterprise data (Romer, 2014). Conclusions with recommendations Overall, this study shows that organizations should be concerned about the security state of endpoint devices and the risks to which they are exposed. In addition, key loggers, malware and cyber-attacks have greatly increased the potential for unauthorized access to, and information theft from, endpoints. Potential unintended consequences such as data leakage and malware reinforce the need to enhance the security of corporate data. In addition, to protect valuable information such as intellectual property, organizations need to make data security a top priority. To counter these sophisticated threats, organizations should employ a layered security strategy that provides necessary access to corporate information while minimizing risk and maintaining compliance (Privacy Right, 2013). When it comes to sensitive information, the focus must go beyond authorized and unauthorized users and extend data protection from storage through transport to delivery on the endpoint to prevent sensiti ve data loss (Privacy Right, 2013). Organizations also need to stop making a distinction between devices in the corporate network and devices outside of it, and focus instead on protecting their information (Privacy Right, 2013). They must compartmentalize access to sensitive information, employ better audit logging and log analysis, and deploy security solutions that are designed to support current BYOD strategies, such as those that can control the replication of data (Privacy Right, 2013). In conclusion, organizations must now readdress their corporate policies to ensure that their greatest asset information is being safeguarded on these mobile devices that are outside of their direct control (Gatewood, 2012). References Singh, Niharika. B.Y.O.D. Genie Is Out Of the Bottle Devil Or Angel Journal of Business Management Social Sciences Research (JBMSSR) ISSN No: 2319-5614 Volume 1, No.3, December 2012 Bradley, Tony. Pros and Cons of Bringing Your Own Device to Work. PCWorld. PCWorld, 21 Dec. 2011. Web. 17 Dec. 2016. Privacy Right. Bring Your Own Device (BYOD) . . . at Your Own Risk | Privacy Rights Clearinghouse. Privacy Rights Clearinghouse, 1 Sept. 2013. Web. 17 Dec. 2016. . Morrow, B.BYOD security challenges: Control and protect your most sensitive data(2012) Network Security, 2012 (12), pp. 5-8. Romer, Hormazd. Best Practices for BYOD Security. Computer Fraud Security 2014.1 (2014): 13-15. Web. 17 Dec. 2016. Gatewood, Brent. The nuts and bolts of making BYOD work. Information Management Journal, Nov.-Dec. 2012, p. 26+. Academic OneFile, Accessed 17 Dec. 2016.

Essay --

Witch-hunts occurred throughout England for centuries, so it was no surprise that the witchcraft hysteria eventually reach colonial New England in the late seventeenth century, but this wave of fear was different from any other. Beginning with two young girls, witchcraft affected every person living in the New World and by the end, over twenty men and women were convicted of witchcraft, as well as entire communities living in constant fear of being touched by the Devil. Puritans, a group of English settlers, held strong beliefs about the Devil which sparked ideas of witchcraft among the Salem community. The austere Puritan lifestyle left little room for creativity, resulting in accusations against innocent people. Women, in addition to children, were inferior and considered weak; it was believed that Satan used them to carry out his wishes, and as a result, these people became witches. The severity of Puritan religious beliefs indirectly caused the witchcraft hysteria to reach its p eak during the Salem Witch Trials. Prominent and influential among the colonies, mainly Massachusetts, Puritanism was not only a religion, but a lifestyle. Puritans left England in 1630, with the intent to reform the Church of England. These English Protestants were discontent on how the Church of England was run and they made it their mission to â€Å"purify† and eliminate the church of Catholic influences, as well as â€Å"invigorate daily practices of religion.† Overall, Puritans desired â€Å"England to be reformed as John Calvin (1509-1564) had reformed Geneva (Hall, 21).† By moving to New England, Puritans had the freedom to establish their own religious authority. Puritanism controlled every activity in order to maintain a constant unity between people and Go... ...ities. â€Å"Young women at that time had nothing at all to feed their imaginations. There were no fairy tales or stories, no art, theater, or classical music (Kallen 23).† In addition to restrictions of childhood, extreme pressure was placed on children to remain pure or suffer the potential punishments from the Devil. At young ages, fear was planted in children’s minds causing hyperawareness of Satan’s wrath to frighten a child’s consciousness (Hall 23). The combination of fear, lack of imaginative outlets, and pressures on children were catalysts to the uproar of witches and witchcraft. With little ability and opportunity to express any behavior other than obedience, it was understandable that young Abigail Williams and Betty Paris claimed that they were possessed by witches, and in turn, these accusations engulfed the entire settlement of Salem into the hysteria.

Karl Marx - The Victory of the Proletariat and the Fall of the Bourgeoi

Karl Marx - The Victory of the Proletariat and the Fall of the Bourgeoisie In the Communist Manifesto, Karl Marx writes of the proletariat working class on the verge of revolution due to the overwhelming oppression perpetrated by the bourgeoisie. Marx lays out a sequence of steps, which demonstrate the coming of the revolution, a revolution caused consequentially by the actions of the bourgeoisie. As the bourgeoisie constantly form new ways to revolutionize production, they invariably move toward a consequence wherein the working class discovers its oppression and turns to the only means of change possible, a complete revolution. Marx first discusses the necessity for the bourgeoisie to revolutionize instruments of production, an action necessary for the benefit of their own profit. The owners, who incessantly â€Å"resolve personal worth into exchange value,† (p. 828) attempt to derive new forms of production to minimize the â€Å"callous ‘cash payment’† owed to their workers in order to maximize the surplus of production. This ultimately leads to a great disassociation between the laborers and their product. In Alienated Labor, Marx describes the worker as â€Å"poorer the more wealth he produces, the more his production increases in power and extent,† (p. 791). Since the bourgeoisie undoubtedly wish to maximize the wealth produced by the laborer, their actions inevitably lead to the marginalization of the working class. Searching for cheaper, more effective means of production, the non-workers track down raw material from remote zones, invent new technologies for producti on, and generally separate workers from their own creations. In these ways, the bourgeoisie undeniably alter the relations of production. As Marx said in Alien... .... They have exposed the world of injustice to the proletariat, who will burst asunder the conditions of the times in a new revolution that will bring an end to the bourgeois. In the modern industrial age of Karl Marx, the bourgeoisie perpetually revolutionize the instruments of production, altering relations of production, and most importantly, the relationship of human beings to the rest of society. In this revolutionizing, the bourgeoisie produce greater surpluses, but also their own grave-diggers, alienating the class that will revolt to reclaim their individual identities as human beings. For Marx, this change requires only time, and as the proletariat begin to realize the injustices of their positions in society, they will begin to recognize the necessity for revolution. The victory of the proletariat and the fall of the bourgeoisie are equally inevitable.

Is Morality Subjective or Objective? Essay -- Philosophy Philosophical

Is Morality Subjective or Objective? Morality must be objectively derived because (1) the concepts of good and morality exist; (2) cultures differ regarding certain moral actions, thus there is the need to discover which is right but cultures are similar regarding the existence of and need for morality; (3) relativism is not logical and does not work, (4) for moral principles to be legitimate and consistent, they must be derived external to human societies. Otherwise morality is merely one person's choice or feeling, not an understanding of truth; and (5) the existence of religion. People recognize a moral aspect to the worship of deity; even if the deity does not exist, we still perceive a need for morality to be decreed by Someone or something greater than humanity. 1. First, the concepts of good and morality exist. The very existence of the idea of good argues for something in human society that is different than the bunnies and the wolves. "Nature" is amoral; the bunnies do not protest the fact that wolves eat them. There is no notion, outside of Bambi, that the animals consider some of themselves good and some bad. Thus, the nature of humanity is somehow different than other creatures. Somehow we know that certain principles and actions are "good" and acceptable, rather than simply necessary for existence. We contemplate the abstract thought of moral principle itself, and the universality of such an idea. All human cultures do not have exactly the same moral codes, but all cultures have a moral code. This concept of the nature of humanity argues for a code of morality that fits all people; we seek it, we believe it, we feel that we need it. Second, cultures differ regarding certain moral actions but all cultures... ...s, 1998. Paton, H.J. The Moral Law: Kant's Groundwork of the Metaphysics of Morals. London: Hutchinson University Library, 1961. Philosophical Psychology. Abstract of article in Volume 11, Number 4, December, 1998. www.cs.indiana.edu/hyplan/cdelance Plato. The Collected Dialogues of Plato. Bollingen Series LXXI. Edited by Edith Hamilton and Huntington Cairns. Princeton, NJ: Princeton University Press, 1961. Satris, Stephen. Taking Sides: Clashing Views on Controversial Moral Issues. Guilford, CT: Dushkin/McGraw-Hill, 2000. Schick, Theodore, Jr. "Morality Requires God... or Does It? The Council for Secular Humanism. 17 July 2002. Article from Free Inquiry Magazine, vol.17, number 3. www.secularhumanism.org/library/fi/schick_17_3.html Stanford Encyclopedia of Philosophy. "The Cambridge Platonists." 17 July 2002. http://plato.stanford.edu