I’m Ready to Write :: Graduate College Admissions Essays

I’m Ready to Write I had been scribbling in diaries and journals for years. My letters to the editor were known for their eloquent ferocity. A talent for writing was the only plausible explanation for my behavior. I had only recently discovered the essay as a genre. I took to it immediately and had had some modest success in getting my essays published on a wide range of websites, from off-the-wall e-zines to on-line literary journals. Was I ready? Was I ready for a real test-to submit my work to the state arts commission for an individual writers grant? At first I thought the idea was laughable. Who the hell did I think I was? My mom knew. She would hold my face in her hands and stare directly into my eyes and say, "You are a writer! Repeat after me: 'I am a writer!' " If my mom believed that, I would not argue with her. I would collaborate in the fiction for now. I began to search for the pieces I would submit. I looked for the essays with a real punch to them. I would include those that had been published or had received at least an honorable mention. There was that one I wrote about going to Mexico. Then one of my canoe essays. Not something corny like me and Ed on the Allegheny, but the one where I used paddling as a platform to view our Mad Max transportation system. I included another longer piece and then a couple of my short pieces. Reviewing the essays, I became self-conscious about my style. It is too popular to be literary, and too literary to be popular. It combines gravitas with humor. There are well-regarded authors whose style is not so different from my own, but what style are the reviewers looking for? Are they the super pure literary types that will dismiss my essays for having a social or political consciousness? Literature! Not polemics! Jack Warner was right: 'If you want to send a message, go to Western Union! Take your soap box and be gone!' I was making myself crazy. I am a writer. This writer will now print off these selections in the format required by the arts council, will put them into a manila envelope, go to the post office and send them to Columbus.

Bureaucratic vs Democratic

bureaucratic VS The structure of the organization alone is not sufficient for the efficiency of the organization, the manpower of the organization employed in that structure also have an equally important part to play. In the absence of efficient and specialized personnel, even the effective structure power is a failure. Therefore public administration places a great deal of importance to the study of personnel management. There are different types of personnel systems being practiced by different countries around the world. Two of which are: * Bureaucratic system of personnel Democratic system of personnel BUREAUCRATIC SYSTEM OF PERSONNEL â€Å"A personnel system where a body of public servants are organized in a hierarchical system which stands outside the sphere of public control. † DEMOCRATIC SYSTEM OF PERSONNEL â€Å"A personnel system where no one man has any more intrinsic right to official station than other. † COMPARATIVE ANALYSIS BETWEEN BUREAUCRATIC AND DEMOC RATIC Feature 1 Bureaucratic System: The main feature of this system is that the officials are servants of the ruler in the fullest sense of the term. They are responsible to him and him alone.It is through them that the ruler exercises his autocratic powers and they, being the agents of the ruler, in their turn, wield high authority over the people and are, as a rule deaf to public opinion. Democratic System: There is no class division in the services. An employee may begin in the lowest grade of the public service and may progress to the top of the service. In every service methods of objective tests, like efficiency ratings and rating scales, have been established and promotions are based upon these records there being absolutely no restriction on promotions from one class to another.Comparison: While comparing the above contrasting feature of both the systems it became quite evident that in Bureaucratic system the officials major concern is to be in accordance with the expectati ons of the ruler or government. They don’t care about the general public because there public credibility or the decisions taken solely for the welfare of the public is not going to provide them benefit but on the other hand if they take any decision which is not very likeable or favorable for the government then the officials might face some frictions.Whereas in democratic system, different forms of evaluation methods are in practices and based on these standard methods the officials are promoted. That’s why the officials perform their duties efficiently to increase their ratings on these evaluations. So to sum it up, the major concern of attention of officials in bureaucratic system is the government or the rulers whereas the in democratic system, officials are not under authority of the government to the extent as the bureaucratic ones are. Therefore their major concern is their own better performance. Feature 2Bureaucratic System: The officials are organized as a d istrict branch of the government like those of the military branch. They are recruited and trained on strict technical lines so as to make them expert administrators in their respective branches of administration. Thus, they have to apply their skill and experience to the solution of the problems of the civil government of the country just as the military officials have to apply their military skill to the defence of the country. Democratic System: Educational requirements at the time of entrance are of a highly specialized ature rather than of a general character. â€Å"The effort is made to secure persons already possessing the particular technical training fitting them to perform the work called for by the particular to be filled† Comparison: The bureaucratic system relies on the training and supervision of the officials. They don’t go for the already specialized administrations rather they believe in hiring may be an amateur person and then developing and building him into a specialized professional after keeping him under a regress.The officials are given specific training according to the requirements of the department or branch of administration where they should be serving. The democratic system does not favor training inspite it relies on hiring already specialized officials to be appointed on the positions compatible with their qualifications and specialized skills. Bureaucratic system believes that every task is specific so to deal with it specific things should be provided whereas the democratic system believes that the specialized individuals should be hired, their specialization would be enough to manage almost anything.Feature 3 Bureaucratic System: Civil service becomes a district and permanent career, with a regular gradation of positions with fixed grades, salaries and other privileges and a set system of promotions. And with these grades, certain titles and honors also are attached which continue even after the retirement of th e person. Thus, a district official class is created in the society with its own etiquette, powers and prerogatives. Democratic System: No effort is made to make public service a life career.All the above mentioned requirements point to the fact that every individual has full freedom to enter government service at any stage and similarly leave it whenever he pleases. Comparison: It can be said that the bureaucratic system bonds an individual with it. Once the individual becomes the administrative official, the title and honors remain with him forever. It is due to the fact that the system works on their official a lot by providing them training and education.Whereas in democratic system, as the individual are hired with their own skills and specialization, the system does not bond the individual with them rather the official can leave wherever he wants or gets a more appealing opportunity. This shows that the bureaucratic system is appropriate and suitable for the country where the public sector has the major share in the economic says of the country, it wants to keep the skilled and educated manpower with the state whereas the democratic system backs the private sector, the specialized individuals are given charming offers by private enterprises due to which they opt out of the public sector.CONCLUSION Both the systems are efficient in their own respective domains, both need to adopt some improvements in their structure. The bureaucratic system should take care of the hazards of red tapism, corruption etc. which are common in this system. The democratic system also needs to amend itself. It should add some time to time training to their officials according to the changing trends of the society. Also in the countries where democratic system is practiced, the public sector should introduce some incentives so that the officials stay along with the public sector.

Sharing lottery winnings - Free Essay Example

Sample details Pages: 10 Words: 3131 Downloads: 4 Date added: 2017/06/26 Category Uncategorized Essay Type Essay any type Level High school Did you like this example? Notice for Staff Room Wall (Offer) NATIONAL LOTTERY SYNDICATE : [WORKPLACE NAME] Since the National Lottery was launched in November 1994, it has been popular for groups to pool money together for the purchase of tickets for online draws. Not only is it more exciting playing in a group, but the more lines the group buys, the more entries they have in each game, and the more chances they have of winning (NL Website, 2006). We have decided to organise a syndicate at [Workplace], and hope that, as an employee of [Workplace], you will decide to join us in increasing your chances of winning a prize. Don’t waste time! Our writers will create an original "Sharing lottery winnings" essay for you Create order Remember, even if our syndicate does not win, we contribute to good causes every time we play! Syndicates are often conducted informally but, since there is a potential for a large returns, it is essential that the rights and obligations of members of the syndicate, and of the organiser, are set out clearly in writing (EFP, 2003). Also of note, if there is no appropriate syndicate agreement in place, any of the prize monies distributed to other syndicate winners may be subject to inheritance tax. We have therefore drafted a suitable Agreement for [Workplace]à ¢Ã¢â€š ¬Ã¢â€ž ¢s syndicate. If, as an employee of [Workplace], you would like to participate in our syndicate, please review the provisions of our Syndicate Agreement in line with the Guidance Notes provided, and add your name and address to Schedule 1. Please then sign the Agreement in the presence of an independent witness (who should also give their name, address and signature), and return it to our Syndicate Manager, [Name]. These notes explain the Syndicate Agreement, setting out the meaning of each clause and the reasons why it has been included. If, after reading these notes, you are still unsure as to your rights and obligations under the Syndicate Agreement, we recommend that you seek independent legal advice. Why have a formal agreement? Lottery Syndicates are often conducted informally but this is unwise as there is the potential for a large payout. All sorts of difficult situations may arise à ¢Ã¢â€š ¬Ã¢â‚¬Å" for example, where someone doesnà ¢Ã¢â€š ¬Ã¢â€ž ¢t pay their stake during a winning week, or someone demands that they were entitled to a bigger share of the winnings than other people (perhaps because they have been in the syndicate for longer). A formal agreement in writing deals with all of these eventualities, setting out exactly what each Member has agreed to. We are also aware that, where National Lottery winnings are shared out among the members of a syndicate i n accordance with à ¢Ã¢â€š ¬Ã…“a pre-existing enforceable arrangementà ¢Ã¢â€š ¬Ã‚  made before the win, there is no liability to inheritance tax since the syndicate manager does not make a à ¢Ã¢â€š ¬Ã…“giftà ¢Ã¢â€š ¬Ã‚  or à ¢Ã¢â€š ¬Ã…“chargeable transferà ¢Ã¢â€š ¬Ã‚  à ¢Ã¢â€š ¬Ã¢â‚¬Å" however, where no suitable agreement exists, inheritance may be payable (HMRC Statement E14 as amended in 1996, Division H3.4). Although this does not need to be recorded in writing, the HMRC advise this (HMRC Statement E14, supra). It is important to show that the parties to the syndicate intend it to be legally binding and more than a mere social arrangement so that, in the event of a prize being won, all parties are paid what they are due in accordance with what they have agreed. In Simpkins v Pays (1955), three persons regularly contributed to a competition and one week the entry was successful but the defendant refused to pay the plaintiff his share of the prize and claimed the re was no intention to create a legally binding relationship. Although the plaintiff was successful in claiming his share, other claimants have been less successful in proving that all parties intended there to be a contractually binding agreement, particularly where there has been proximity of relationship (see, for example, Balfour v Balfour (1919) in which it was held that there was no intention to create a legally binding agreement between husband and wife to pay  £30 per month maintenance to the wife; also see Hoddinott v Hoddinott (1949) 2 KB 406, CA). Clearly such disputes could have been avoided had a suitable agreement been in place à ¢Ã¢â€š ¬Ã¢â‚¬Å" a written agreement can be used as legal evidence if any Member of the syndicate disagrees with how any winnings are to be distributed. The essentials of our agreement For an agreement to be binding, there must be, amongst other things, a valid offer and acceptance. An offer is an expression by one person or gr oup of persons, made to another, of his willingness to be bound to a contract with that other on terms either certain or capable of being rendered certain. The offer may be made to an individual (e.g., British Bank Foreign Trade Ltd v Novinex Ltd (1949)) or to a group of persons (e.g., The Satanita (1897)), or to the world at large (Carlill v Carbolic Smoke Ball Co (1893)). Our offer was made through a notice on the staff room wall and it is clear that we have made the offer only to employees of [Workplace]. This is simply to keep the syndicate administrable. Although advertisements and notices are not always construed as offers (such as in Partridge v Crittenden (1968) where further negotiation of terms was necessary to reach a binding agreement), we have ensured that our notice amounts to a formal offer by stating that, to join the syndicate, no further negotiations are necessary; an employee need only to avail themselves of the terms of the Agreement and insert their details i nto Schedule 1 (Part 1 or 2) to accept. In order to accept our offer to join the Syndicate, you need to comply with the terms of acceptance in the Notice, by adding your name and address to Schedule 1 (Part 1 or 2). You then need to sign the Agreement in the presence of an independent witness (who should also give their name, address and signature), and return it to our Syndicate Manager, [Name]. By doing this, you are demonstrating that you agree to the terms of the offer unequivocally and unconditionally (Taylor v Laird (1856)). Please note that this is the only mode of acceptance that we can allow à ¢Ã¢â€š ¬Ã¢â‚¬Å" any other purported acceptance by some other means will amount only to a counter-offer in which case there will be no binding contract (Burton v Great Northern Rly Co (1854)). The remaining guidance notes below set out the reasons for the inclusion of the main provisions of the Agreement, and cite authority for each provision. General Clauses 1.7 à ¢Ã¢â€š ¬Ã¢â‚¬Å" 1.9 are general interpretation clauses, so that for example, where the Agreement refers to à ¢Ã¢â€š ¬Ã‹Å"heà ¢Ã¢â€š ¬Ã¢â€ž ¢ it also includes à ¢Ã¢â€š ¬Ã‹Å"sheà ¢Ã¢â€š ¬Ã¢â€ž ¢, and where the agreement refers to à ¢Ã¢â€š ¬Ã‹Å"the Membersà ¢Ã¢â€š ¬Ã¢â€ž ¢ it also means a single member. Clause 2 sets out the purpose of the Agreement, for the avoidance of doubt. Members The Agreement has been designed to accommodate not only the original members of [Workplace]à ¢Ã¢â€š ¬Ã¢â€ž ¢s syndicate (which are to be set out in Schedule 1 Part 1), but also any persons joining the Company in the future who may wish to play (which are to be set out in Schedule 1 Part 2). The Schedule is easily amended to accommodate new players. Because Schedule 1 Parts 1 and 2 is so easily amended, for the avoidance of doubt, we have included Clause 1.2 to the effect that to be a Member of the syndicate, you must include your name, address and signature in Schedule 1 (Part 1 or 2), which must be witnessed by an independent person (i.e. someone who is not a Member and who is not associated with the Syndicate in any way). You also need to include your date of joining à ¢Ã¢â€š ¬Ã¢â‚¬Å" this is relevant to Clause 2 of the Agreement because you will be participating in the Syndicate from the next Saturday draw following your date of joining. We have also included provisio ns to allow any Member to resign from the Syndicate. Again, for the avoidance of doubt, this must be done by entering your name and address and signature, to be witnessed by an independent person, into Schedule 1 Part 3, together with the date on which the entry is made. This will prevent any dispute over what instructions were given to the Syndicate Manager. Draws We have agreed that our syndicate will only play in the Saturday Lotto draw, and this is set out at Clause 1.1. Wherever the Agreement refers to à ¢Ã¢â€š ¬Ã‹Å"the Lotteryà ¢Ã¢â€š ¬Ã¢â€ž ¢, this means the Saturday Lotto draw. At this time, our agreed stake is  £1.00 per Member and this is set out at Clause 1.4 and in Schedule 2. We have included this in a schedule so that we can easily amend the Agreement in future if we decide that each Member wants to put more into the syndicate à ¢Ã¢â€š ¬Ã¢â‚¬Å" we have made any such amendment subject to a unanimous decision so that all Members must agree to such changes. We have agreed that the tickets we purchase will be Lucky Dip tickets à ¢Ã¢â€š ¬Ã¢â‚¬Å" these are tickets purchased which allow the National Lottery to allocate completely random Lottery numbers (Clause 4.3). Subscriptions Clause 4 lays down quite strict requirements for à ¢Ã¢â€š ¬Ã‹Å"participatingà ¢Ã¢â€š ¬Ã¢â€ž ¢ in the syndicate. Members are required to pay their stake to the Syndicate Manager by 13:00 on the Friday preceding each Lottery draw and if they do not comply with these provisions, they will not be construed as participating in the draw. Winnings Clause 3.1 places the responsibility of collecting any prize on the Syndicate Manager, [Name]. The Syndicate Manager must collect the prize and hold it à ¢Ã¢â€š ¬Ã‹Å"on trustà ¢Ã¢â€š ¬Ã¢â€ž ¢: this means that, although they have the money in their possession, it does not belong to them and they are holding it for the other Members until it can be paid over (Abrahams v Trustee of the Property of Abrahams (1999)). Clause 3.3 provides that any prize won will be shared between the Members of the Syndicate who have participated in the draw for that week. Clause 3.4 requires that the Syndicate Manager pay the prize to the Members entitled to it within seven days. This is important because large prizes could potentially accumulate a substantial amount of interest if paid into a bank account, which the Manager could benefit from and/or the Members could lose out on. If the prize is not paid within seven days, therefore, interest becomes due at a standard contract rate (Clause 3.5). The Syndicate Manager The Agreement provides for a Syndicate Manager who will run the syndicate à ¢Ã¢â€š ¬Ã¢â‚¬Å" this will be [Name] as identified in Schedule 1 Part 3. The Syndicate Manager can also be a Member. Clause 7 sets out the responsibilities of the Syndicate Manager which include to collect subscriptions, purchase Lucky Dip tickets, check whether the tickets have won a prize, obtain any prizes and distribute them to the Members entitled. The Syndicate Manager also has to keep records of all contributions and prizes which can be inspected by any Member, and to keep the Agreement (particularly the Schedules) up to date. We have included a provision that the Syndicate Manager may not purchase any Lucky Dip tickets for their own personal use on the same day as purchasing tickets for the syndicate à ¢Ã¢â€š ¬Ã¢â‚¬Å" this is to avoid any confusion as to whose tickets have won since all syndicate tickets will be purchased on the Friday before the relevant draw. We have also included a clau se that resolves the Syndicate Manager from any liability in respect of any failure to win a prize in the Lottery or any other financial loss or claim arising out of the Agreement, in the absence of any deliberate wrongdoing. Publicity We have included a clause which states that the Members do not agree to participate in publicity as a result of winning a prize under the Agreement. We appreciate that some Members may not object to publicity but we feel that since publicity is intrusive, we need to protect the present and future Members that wish to avoid such intrusion. Liability of [Workplace] The Agreement makes it clear that [Workplace] does not acquire any rights or obligations as a result of participation in the syndicate by its employees. Agreement for National Lottery syndicate This Agreement is made the day of between the persons listed in Schedule 1 to this agreement. Definitions In this agreement: à ¢Ã¢â€š ¬Ã‹Å"the Lotteryà ¢Ã¢â€š ¬Ã¢â€ž ¢ means the National Lottery prize draw which takes place on Saturday and is organised by Camelot Watford, Head Office and Regional Centre Camelot Group plc, of Tolpits Lane, Watford, Herts, WD18 9RN the Members means the persons who have included their name, address and witnessed signature and date of joining in Schedule 1 Part 1 or Part 2 to this agreement the Syndicate Manager means the person whose name and address is set out in Schedule 1 Part 4 or such person as is appointed his successor by the majority of the Members the Stake means the sum set out in Schedule 2 paid weekly, agreed to be subscribed by the Members which may be reviewed and amended from time to time by the Members by unanimous decision the Total Stake means the total number of stakes for each draw; à ¢Ã¢â€š ¬Ã‹Å"Lucky Dip Ticketsà ¢Ã¢â€š ¬Ã¢â€ž ¢ means tickets purchased using the National Lottery Lucky Dip facility words importing any gender include every gender; words importing the singular number include the plural number and vice versa; the clause headings do not form part of this agreement and shall not be taken into account in its construction or interpretation. Agreement By entering into this agreement, the Members are agreeing to join together to participate in the Lottery, commencing with the next prize draw after the date of their joining. Obligation to share winnings In the event that a prize is won in the Lottery as a result of purchasing tickets using the Total Stake, the Syndicate Manager shall arrange collection of that prize and shall hold it on trust for each of the other Members who are participating in the Lottery for that week For the avoidance of doubt, Members participating in the Lottery for that week are those Members that have complied with the provisions of Clause 4.1 exactly. The proceeds of the prize will be shared equally between the Members participating in the Lottery for that week and those Members only will be entitled to an equal share of the prize Each share of the prize shall be paid to the Member entitled within 7 days of receipt by the Syndicate Manager If a share is not paid to the Member entitled to it within 7 days of receipt by the Syndicate Manager, that Member shall also be entitled to receive interest at the rate of 4% above the base lending rate of Barclays Bank plc from time to time in force. For the avoidance of doubt, a prize won in the Lottery by a Member otherwise than by means of the purchase of Lucky Dip tickets with the Total Stake by the Syndicate Manager on behalf of the Members under this Agreement, shall not be subject to the obligation to share contained in this clause. Subscription Each Member will pay the Stake, as set out in Schedule 2, to the Syndicate Manager by 13:00 on the Friday preceding each Lottery draw If a Member does not comply exactly with the provisions of Clause 4.1, they will not be construed as participating in the preceding Lottery draw On receipt of the Total Stake, the Syndicate Manager shall purchase Lucky Dip tickets to the value of the Total Stake Any prize won as a result of the purchase of tickets in accordance with Clause 4.3 shall be shared in accordance with Clause 3 above Publicity The Members do not agree to participate in publicity as a result of winning a prize under this Agreement Resignation Any Member may resign by entering their name and address and signature, witnessed by an independent person, into Schedule 1 Part 3, together with the date of resignation which must be the date on which the resignation is made Any resignation in accordance with Clause 6.1 will have immediate effect Once a Member has resigned in accordance with Clause 6.1 any entitlement to a share in any prize won thereafter shall cease. Responsibilities of the Syndicate Manager The Syndicate Manager shall: collect subscriptions from the Members participating in the draw for that week in accordance with Clause 4 purchase Lucky Dip tickets at an authorised sales point of the Lottery in time for inclusion in each weekly draw using the full amount of the Total Stake for that week, and retain and keep safe those tickets issued to him check whether the purchased tickets have won a prize obtain any prize won in the Lottery as a result of the purchase of Lucky Dip tickets using the Total Stake for that week distribute any prize won to the Members entitled in accordance with Clause 3 keep records of all contributions made and prizes won, and make this record available to any Member for inspection on request keep this Agreement safe and the Schedules updated at all times and provide each Member with a photocopy of the Agreement and updated Schedules as soon as practicable on request The Syndicate Manager may not purchase any lucky dip tickets for his own personal use on the same day as purchasing tickets for the syndicate No Liability of Syndicate Manager In the absence of wilful neglect or default the Syndicate Manager shall not be liable to any Member in respect of any failure to win a prize in the Lottery or any other financial loss or claim arising out of this agreement. No obligation of [Workplace] [Workplace] shall incur no liability nor attain any rights as a result of participation in the Lottery by employees of [Workplace] SCHEDULE 1 Original Members (names, addresses and witnessed signatures of original Members) Subsequent Members (names, addresses and witnessed signatures of persons joining later, with dates of joining) Former Members (names of Members who have resigned, with dates of termination of membership) The Syndicate Manager (name, address and signature of the Organiser and of any successor Organiser) SCHEDULE 2 Amount of the Stake (e.g. à ¢Ã¢â€š ¬Ã…“ £1.00à ¢Ã¢â€š ¬Ã‚ ) SCHEDULE 3 Encyclopaedia of Forms and Precedents: Gambling (Gaming, Betting, Lotteries and National Lottery) (Volume 17(1)) (2003 Reissue) (A) Commentary E. National Lottery Syndicates 190. Lottery syndicates Encyclopaedia of Forms and Precedents: Gambling (Gaming, Betting, Lotteries and National Lottery) (Volume 17(1)) (2003 Reissue) (B) Forms and Precedents A: Lottery Syndicates 160 Agreement for National Lottery syndicate for employees Halsburys Laws of England: Inherance Taxation 2. Main Charging Provisions (1) Main Charges and Definitions 408. Meaning of chargeable transfer National Lottery Website: https://www.nationallottery.gov.uk Simons Direct Tax Service Binder 8 HMRC practice Part H3 HMRC Statements of Practice Division H3.4 IR Statements issued before 18 July 1978à ¢Ã¢â€š ¬Ã¢â‚¬ full texts E. Statements relating to inheritance tax E14 Pools etc syndicates Stone, R (2005) The Modern Law of Contract (6th Edition) Cavendish Publishing Limited Abrahams v Trustee of the Property of Abrahams (1999) BPIR 637 Balfour v Balfour (1919) 2 KB 571 British Bank Foreign Trade Ltd v Novinex Ltd [1949] 1 KB 623, [1949] 1 All ER 155, CA Burton v Great Northern Rly Co (1854) 9 Exch 507 Carlill v Carbolic Smoke Ball Co [1893] 1 QB 256 CA Hoddinott v Hoddinott (1949) 2 KB 406, CA Partridge v Crittenden (1968) 2 All ER 421 Simpkins v Pays (1955) 3 All ER 10 Taylor v Laird (1856) 1 H N 266; 25 LJ Ex 329 The Satanita [1897] AC 59, HL

Major Controversies Regarding The Powers Of The American...

Some major controversies regarding the powers of the American Congress Shutdowns In very simple terms, the federal government shutdown refers to a situation in which the executive is barred from spending as Congress has failed to approve funds for such spending by the scheduled time. Normally, shutdowns result from the fact that majority of the members of Congress are not convinced by the proposed budget of the executive for the succeeding fiscal year. Such a freeze on spending usually starts from non-essential services. It was under President General Ford in 1976 that the first shutdown occurred. Since then there have been about 17 other shutdowns. The highlight of my personal experience with shutdowns was during the Clinton days in†¦show more content†¦Those were difficult days that recorded filibusters of a kind that can only be described as poisonous. In December, 1995, I took a proposal to the President which sought to impress on him to see things from the cost of the shutdown to the taxpayer in the short term and assess whether it was fair. I sent a similar proposal to the Republicans and asked them to come up with a plan that can save the taxpayer the cost of the shutdown in the short term or get to the negotiations table and cut President Clinton some slack. I am happy to say that my decision to bring in the perspective of the cost of the shutdowns made a lot of impression on the Republican congressmen. Shutdowns are almost impossible in the UK due to the fact that the ruling party or coalition almost always has a majority in parliament. As a congressman I was always afraid of shutdowns after 1995 and as such, always moved to provide advice to the government on how to build stronger consensus and take a long time perspective to getting fiscal budgets passed by Congress. Ratification The second issue is regarding the Senate’s power to get international treaties ratified or otherwise. As a dualist state, the treaties that are signed by the President can only become part of American law if the Senate by two-thirds majority agree to support it. In Congressional history, ratification has been used as a tool to ensure that the President does not get America into agreements that

Analysis of the Film, A Beautiful Mind Essay - 1561 Words

Analysis of the film A Beautiful Mind In the movie, A Beautiful Mind, the main character, John Nash, is a mathematician who suffers from schizophrenia. Schizophrenia is actually the most chronic and disabling of the major mental illnesses and it distorts the way a person thinks, acts, expresses emotions, interprets reality and relates to others. The movie, A Beautiful Mind, John Nash, who is played by Russell Crowe, is a true story about a mathematician whose life is horrific because of his disease, schizophrenia. He was an egocentric man who studied Mathematics in Princeton University. During the whole time that he studied in Princeton, he was trying to come up with his own original idea. He felt that by only†¦show more content†¦These symptoms are: Delusions which are strange beliefs that are not based in reality. Another positive symptom are hallucinations which makes people hear voices, feel touched when they are not touched and see things that are not really there. The disorganized symptoms are the symptoms that affect a persons ability to think clearly. These symptoms include talking in sentences that do not make sense which causes difficulty in communicating; changing quickly from one thought to the next; moving slowly; being unable to make choices; and forgetting or losing things and repeating the same steps, such as walking in circles. The negative symptoms are the symptoms that reflect the nonappearance of certain normal behaviors and these symptoms usually appears first and then the other type of symptoms occur. Negative symptoms can be confused with depression. These symptoms are: lack of emotions and expressions; withdrawal from friends, family and social activities; reduced energy; loss of pleasure or interest in life; poor hygiene; and catatonia, a condition in which a person becomes fixed in a single position for a very long time. There are four basic subtypes of Schizophrenia. 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string(104) " We suggest this finding may indicate why many in our study are not concerned about the security risks\." Smartphone Security Survey of U. S. consumers Sponsored by AVG Technologies Independently conducted by Ponemon Institute LLC Publication Date: March 2011 Ponemon Institute © Research Report Smartphone Security Survey of U. We will write a custom essay sample on Smart Phone or any similar topic only for you Order Now S. Consumers Ponemon Institute, March 2011 Part 1. Introduction Ponemon Institute is pleased to present the findings of the Smartphone Security Survey: A Study of U. S. Consumers sponsored by AVG Technologies. The goal of the research is to determine consumers’ perceptions about the potential privacy and security risks when using their smartphones. In addition, we wanted to learn if participants in our study care about these risks and if they take security precautions. We surveyed 734 consumers who are 18 years and older and own a smartphone. The risks that we address in our survey concern location tracking, transmission of confidential payment without the user’s knowledge or consent, diallerware (specialized malware unique to smartphones), spyware, viruses from insecure WiFi networks and others. What we learned is that most of the consumers in our study are using their smartphones without understanding that they are exposing their sensitive information to the risks listed above. We also believe the findings of this study signal a potential security risk for organizations because so many consumers surveyed use their smartphones for both business and personal use. With business confidential information stored on these smartphones, organizations should make sure employees and contractors take appropriate precautions to secure such sensitive information. We also recommend that security policies state these precautions and ensure they are enforced. Following are the most salient research highlights: ? Eighty-four percent use the same smartphone for both business and personal purposes. The cross over of business and personal usage means much more sensitive and confidential data is at risk and suggests that the smartphone is with them most of the time. Sixty-six percent admit they keep a moderate or significant amount of personal data on their smartphones. Such personal data include email address, name, contact lists, photos, videos, anniversary and personal dates, music, Sixty-seven percent of consumers surveyed say they are concerned about receiving marketing ads and promotions. However, less than half (44 percent) are concerned about having a virus attack on their smartphone when it is connected to an insecure Internet network. In addition to using it as a phone, 89 percent use their smartphone for personal email and 82 percent use it for business email. A smaller percentage of consumers use their smartphones for financial transactions including payments. In fact, 38 percent of consumers use the smartphone to make payments and 14 percent use it for banking. Sixty-six percent of consumers have paid at least once for an item using their smartphone. In addition, 12 percent of consumers say they have experienced a fraud attempt vis-a-vis a mobile payment scheme. Despite this fact, only six percent say they check their mobile bill or statement every month and eight percent check the statement when the bill is higher than usual. Fifty-eight percent of consumers say that based on how they used the smartphone for purchases, Internet browsing and location they were targeted by marketers. Accordingly, 67 percent say they are very concerned or concerned about aggressive or abusive marketing practices. ? ? ? ? ? Ponemon Institute © Research Report Page 1 ? Despite security risks, less than half of consumers use keypad locks or passwords to secure their smartphones. In addition, only 29 percent of consumers said they have considered installing an anti-virus product to protect their smartphone. Forty-two percent of consumers who use social networking apps say they allow smartphone versions of well-known social networking applications such as Facebook to access the same key chains, passwords and log-ins that they use of their desktops, laptops or tablet. Only 10 percent of consumers say they turn off Bluetooth â€Å"discoverable† status on their smartphone when not in use. ? ? Ponemon Institute © Research Report Page 2 Part 2. Key Findings In this report we have organized the findings from the study according to the following topics: Consumers’ use of smartphones, consumers’ awareness about the security risks that accompany their use of smartphones, scenarios that illustrate potential smartphone security risks and how consumers are or are not managing these risks. Consumers’ use of smartphones Most consumers use their smartphone for both business and personal use. Forty percent use their smartphone for business and personal use equally and 25 percent use it for personal but some business use (Bar Chart 1). Only 6 percent of consumers surveyed use their smartphone exclusively for business. Bar Chart 1. What best describes your smartphone use? Both business and personal use equally 40% Mostly personal but some business use 25% Personal use only 16% Mostly business but some personal use 13% Business use only 0% 5% 6% 10% 15% 20% 25% 30% 35% 40% 45% Despite using the Smartphone for personal use, 34 percent say their employer purchased the smartphone and pays all monthly charges. As shown in Bar Chart 2, 35 percent say they purchased it without any reimbursement. Bar Chart 2: Who purchased your smartphone and who pays the monthly service fee? I purchased it without any reimbursement from my employer My employer purchased it and pays monthly charges I purchased it and my employer provided some reimbursement I purchased it and my employer pays monthly charges My employer purchased it and I pay monthly charges 0% 5% 13% 35% 34% 10% 8% 10% 15% 20% 25% 30% 35% 40% Ponemon Institute © Research Report Page 3 Smartphones can perform a wide range of tasks. However, the most popular use next to the phone is business and personal emailing. The most popular smartphone uses are checking both personal and business email, using it as an address book, texting, Internet browsing, storing or moving data, obtaining and viewing documents, as a calendar and listening to music (Bar Chart 3). Least popular are banking, travel assistance and video conferencing. (For a complete list of tasks, please see Q. 24 in the Appendix to this paper. ) We suggest this finding may indicate why many in our study are not concerned about the security risks. You read "Smart Phone" in category "Papers" Because consumers believe its primary use is as a phone or to email they may think (incorrectly) that there are negligible security or privacy risks. Bar Chart 3: Tasks that consumers do on their smartphone Phone Personal email Business email Address book Texting Store or move data Internet browsing Obtain documents Calendar View documents Listen to music Schedule tasks Shop Camera Social networking 0% 20% 100% 89% 82% 57% 54% 53% 53% 52% 51% 51% 50% 48% 44% 42% 40% 40% 60% 80% 100% 120% As reported in Bar Chart 4, 66 percent have paid for an item via their smartphone once, irregularly (once every two months) or regularly (maybe once a month). Fifty-one percent were surprised that they were charged for a service of product they signed up for. Bar Chart 4: Key questions about smartphone use Each bar defines the percentage yes response Did you ever pay for an item via the mobile phone? Did you every sign-up for a service or product on a mobile without realizing that there would be a cost? Have you ever signed a terms and conditions request on your mobile phone? 66% 51% 46% Have you ever been the victim of mobile payments fraud? 0% 10% 12% 20% 30% 40% 50% 60% 70% Ponemon Institute © Research Report Page 4 Consumers store confidential information on their smartphones. Sixty-six percent (40+26) of consumers store a moderate or a significant amount of personal data. Bar Chart 5 shows that only 11 percent say they do not store personal data on their smartphone. Bar Chart 5: How much personal data do you store on your smartphone? 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% A moderate amount of A significant amount of personal data personal data A small amount of personal data None 11% 26% 23% 40% As shown in Bar Chart 6, data most often stored on smartphones include email addresses, names, contact lists, photos, anniversary and other personal dates and location. Consumers are less likely to store planned future purchases, purchase history, health data and security test questions (see Q. 3 in the Appendix for the complete list). Bar Chart 6: What kinds of data do you store on your smartphone? Email address Name Contact lists Photos Anniversary personal dates Location Music Home address Confidential business documents Date of birth Gender Credit or debit card numbers Videos Passwords 0% 20% 97% 85% 69% 59% 53% 52% 47% 40% 37% 33% 32% 29% 25% 23% 40% 60% 80% 100% 120% Ponemon Institute © Research Report Page 5 Many consumers surveyed have used email and text to sign up for services or products without realizing they would be charged. As noted previously in Bar Chart 4, 51 percent made what they thought was a free service and later found out they were charged for it. Bar Chart 7 shows most of these purchases were made by consumers using email (46 percent), text message (34 percent) and website (31 percent). Bar Chart 7: The methods used to sign-up for services or products on your smartphone 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Email Text message Website Other 12% 34% 31% 46% Despite these unexpected charges, Bar Chart 8 shows consumers surveyed rarely check their bills for unusual or unidentified payments. Only six percent check their bills every month and eight percent check their bills only if it is higher than usual. Fifty-two percent never check their smartphone bills. Bar Chart 8: Do you check your mobile bill or statement for unidentified charges? 60% 52% 50% 40% 30% 20% 10% 0% Never Yes, occasionally Yes, but only if the bill is higher than usual Yes, I check it every month 8% 6% 34% As previously noted in Bar Chart 4, the majority of consumers (78 percent) say they have not experienced any mobile payments fraud. Twelve percent say they have experienced such fraud and 10 percent are not certain. Ponemon Institute © Research Report Page 6 Consumers’ awareness about the security risks that accompany their use of smartphones Marketing messages—not privacy and security risks—worry consumers. While the majority of consumers do not feel their private information is at risk or that their smartphone will be hacked (56 percent and 58 percent, respectively), they do worry about receiving unwanted marketing messages. A shown in Bar Chart 9, consumers also worry about being tracked when using their smartphone (64 percent). Bar Chart 9: Attributions about privacy and security risks The agree response is a combination of strongly agree and agree. The disagree response is the sum of unsure, disagree and strongly disagree. I worry more about the security of my desktop or laptop computer than my smartphone. When downloading software to my smartphone I do not always check to see if the app is from a trustworthy source. I do not worry that a hacker will attack my smartphone. I do not feel my private information or privacy is at risk when I use my smartphone. I do not worry about losing my smartphone while traveling. I do not worry about being tracked when using my smartphone. I do not worry about receiving marketing messages on my smartphone. 5% 35% 62% 38% 58% 42% 56% 44% 50% 50% 36% 64% 33% 67% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90%100% Agree Disagree They also worry more about the security of their desktop and laptop computers than the security of their smartphone. Because of these perceptions about the security of the smartphone, they are not likely to check to see if an application comes from a trustworthy source before downl oading it. Scenarios concerning smartphone risks In the survey, we asked consumers to respond to eleven scenarios illustrating a range of security issues and risks. Specifically, they were asked if they are aware that what is described in the scenario could happen to them, if they are aware that they experienced what was described in the scenario and what was their level of concern. Following are the 11 scenarios: 1. Location data embedded onto image files can result in the tracking of the smartphone user. 2. Smartphone apps can transmit confidential payment information (i. e. credit card details) without the user’s knowledge or consent. Ponemon Institute © Research Report Page 7 3. Smartphones can be infected by specialized malware called â€Å"diallerware† that enables criminals to make use of premium services or numbers resulting in unexpected monthly charges. 4. Smartphone apps may contain spyware that allows criminals to access the private information contained on a smartphone. 5. Financial apps for smartphones can be infected with specialized malware designed to steal credit card numbers and online banking credentials. 6. If a social network app is downloaded on a smartphone, failing to log off properly could allow an imposter to post malicious details or change personal settings without the user’s knowledge. . A smartphone can be disposed of or transferred to another user without properly removing sensitive data, allowing an intruder to access private data on the device. 8. In many cases, people use their smartphone for both business and personal usage, thus putting confidential business information at risk (a. k. a. cross-over risk). 9. A s martphone can connect to the Internet through a local WIFI network that is insecure. This may result in a virus attack to the smartphone. 10. Smartphones contain basic security protections that can be disabled by jailbreaking, thus making the smartphone more vulnerable to spyware or malware attacks. 11. Smartphone users can be targeted by marketers based on how the phone is used for purchases, Internet browsing and location. As a result, the user may receive unwanted marketing ads and promotions their smartphone. Bar Chart 10 summarizes the consumers’ level of awareness about the above-mentioned smartphone security risks. Consumers are most aware of receiving unwanted marketing messages based on their smartphone usage (60 percent). They also understand that they may be putting business confidential information at risk when using the smartphone for both personal and business use (55 percent), and that they are vulnerable to a virus when connecting to the Internet through a local WIFI network is insecure (35 percent). Bar Chart 10: Are you aware of the following smartphone security risks? Each bar defines the percentage yes response Marketing abuse Cross-over Insecure WIFI Improper disposal Location tracking Jailbreaking Spyware Social network snafu Auto transmission Diallerware Specialized malware 0% 11% 11% 10% 9% 10% 20% 30% 40% 50% 15% 15% 21% 35% 31% 55% 0% 60% 70% Ponemon Institute © Research Report Page 8 Bar Chart 11 reports consumers’ actual experience with these security issues. Fifty-eight percent of consumers say they indeed have received unwanted marketing messages. In addition, 52 percent say they have experienced cross-over risk – wherein the security of business information was jeo pardized because of the personal use of the smartphone. Bar Chart 11: Have any of these situations happened to you? Each bar defines the combined very concerned and concerned response Marketing abuse Cross-over Insecure WIFI Improper disposal Location tracking Spyware Jailbreaking Social network snafu Diallerware Auto transmission Specialized malware 0% 5% 10% 20% 30% 40% 50% 8% 8% 6% 11% 10% 16% 13% 23% 52% 58% 60% 70% Bar Chart 12 summarizes consumers’ level of concern about eleven smartphone security risks. Accordingly, a large percentage of these consumers say they are very concerned or concerned about each scenario happening to them, especially diallerware (68 percent), unwanted marketing (67 percent), and the auto transmission of personal data from the phone (66 percent). Bar Chart 12: Are you concerned about of the following smartphone security risks? Each bar defines the combined very concerned and concerned response Diallerware Unwanted marketing Auto transmission Jailbreaking Spyware Location tracking Specialized malware Improper disposal Social networking snafu Insecure WIFI Cross-over 0% 10% 20% 30% 42% 40% 40% 50% 60% 51% 50% 60% 68% 67% 66% 65% 65% 65% 70% 80% Consumers are concerned about being tracked while using their smartphones or having their security protections disabled through â€Å"jailbreaking† but generally are not aware of this risk. In Ponemon Institute © Research Report Page 9 contrast, only 40 percent of consumers are very concerned or concerned about cross-over and 42 percent about an insecure smartphone-to-WIFI connection. While there is some awareness that a smartphone that is disposed of or transferred to another user without removing sensitive data could allow someone to access private data on the device, about half of consumers are not very concerned about this occurring. In summary, consumers surveyed are least aware that the following can happen on their smartphone: the transmission of confidential payment information without their knowledge or consent, downloading a financial app for their smartphone that has specialized malware designed to steal credit card numbers and online banking credentials, â€Å"diallerware† infections that enable criminals to make use of premium services or numbers resulting in unexpected charges and spyware that allows criminals to access the private information contained on a smartphone. Those who are aware of these risks are generally very concerned about how these risks may affect their smartphone. Line Graph 1: Summary of consumer responses to eleven smartphone security risks 80% 70% 60% 50% 40% 30% 20% 10% 0% Location tracking Auto Diallerware transmission Spyware Specialized malware Social network snafu Improper disposal Cross-over Insecure WIFI Jailbreaking Marketing abuse Are you aware? Has this happened to you? Level of concern Ponemon Institute © Research Report Page 10 Part 3. How consumers are managing security risks associated with smartphones Despite the confidential information on their smartphones, consumers are not taking appropriate security precautions. As showing in Bar Chart 13, less than half (43 percent) of consumers surveyed consider security features to be important when deciding which smartphone to purchase. It is not surprising, therefore, that they are not taking security precautions. Bar Chart 13: How important is security as a feature on your smartphone? 60% 50% 43% 40% 30% 20% 10% 0% Important Not important 57% Bar Chart 14 shows 51 percent of consumers surveyed have neither keypad locks nor passwords on their smartphone. Nineteen percent have passwords and 10 percent have both keypad locks and passwords. However, when we analyzed the responses of the more experienced users the percentage dropped to 31 percent who do not use keypad locks or passwords on their smartphone. Bar Chart 14: Do you have keypad locks or passwords on your smartphone? 60% 51% 50% 40% 30% 20% 10% 0% No, neither Yes, keypad locks Yes, passwords Yes, both keypad locks and passwords 20% 19% 10% Ponemon Institute © Research Report Page 11 Forty-two percent of consumers allow smartphone versions of well-known social networking applications such as Facebook to access their key chains, passwords and log-ins that are used on their desktop computer or tablet (see Bar Chart 15). Twenty-nine percent of consumers say they have considered installing an anti-virus product and 10 percent turn off Bluetooth â€Å"discoverable† status on their device when they are not using it. Only 10 percent set up download controls on their smartphone to protect against apps and games that may contain malware. Bar Chart 15: Security habits of smartphone users Each bar defines the percentage yes response Do you allow smartphone versions of well-known social networking applications such as Facebook to access your key chains, passwords and log-ins that you use on your desktop computer or tablet (only for those who use social networks)? Have you considered installing an anti-virus product on your smartphone? 29% 42% Do you turn off Bluetooth â€Å"discoverable† status on your device when you are not using it? 10% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% Ponemon Institute © Research Report Page 12 Part 4. Methods Table 1 summarizes the sample response for this study of US consumers who own or use smartphones. Our sample frame consisted of nearly 30,000 adult-aged consumers located in the Unite States. These individuals were screened to ensure they use a smartphone for both personal and business purposes. A total of 793 responded to our web-based survey. Fifty-nine surveys failed reliability tests, resulting in a final sample of 734 consumers (2. 5 percent response rate). Table 1: Sample response Sample frame Invitations sent Total returns Rejections Final sample Frequency 29,921 27,498 793 59 734 Pct% 100. 0% 91. 9% 2. 7% 0. 2% 2. 5% Table 2a provides the types of smartphones used by consumers. Table 2b lists the operating systems contained on these smartphones. As can be seen, the top rated smartphones are Apple’s iPhone, RIM Blackberry and Google Nexus One. Accordingly, the top rated operating systems are iPhoneOS, RIM and Windows Mobile. Table 2a. Type of smartphone Apple iPhone RIM Blackberry Google Nexus One Nokia N8 Motorola Droid X T-Mobile G2 Sprint HTC EVO 4G Palm Pre Plus Samsung Epic 4G Other Total Pct% 27% 21% 12% 9% 9% 6% 6% 5% 4% 0% 100% Table 2b. Operating system iPhoneOS RIM Windows Mobile Android Symbian OS Linux Maemo Garnet OS Bada MeeGo Other or unsure Total Pct% 24% 19% 12% 9% 3% 3% 2% 2% 1% 1% 25% 100% Pie Chart 1 reports the age range of consumers in our study. Pie chart 2 shows the employment status of consumers. The largest segment of consumers are aged 36 to 45 (21 percent), and 52 percent are employed in a full or part-time position. Pie Chart 1: Age range 10% 2% 18% 18 to 25 26 to 35 36 to 45 46 to 55 19% 17% 56 to 65 66 to 75 75+ 21% 14% 10% 9% 52% 8% Pie Chart 2: Employment status 5%2% Employee Homemaker Retired Student Unemployed Business owner Active military 13% Ponemon Institute © Research Report Page 13 Pie Chart 3 reports the household income of consumers. Pie Chart 4 shows the location of consumers according to their region in the United States. A total of 44 states are represented in our sample. The median household income of consumers is $81,000 per year. Pie Chart 3: Household income Pie Chart 4: Regional location 1% 4% 10% 13% Below $20k 20 to $40k 41 to $60k 19% 19% Northeast Mid-Atlantic 14% 20% 61 to $80k 81 to $100k 101 to $150k 12% 18% Midwest Southeast Southwest 15% 17% Pacific west 16% 22% 151 to $200k Over $200k In addition to web-based survey analysis, we conducted debriefing interviews with a random cross-section of consumers. In total 128 individuals were contacted, resulting in 66 one-to-one interviews to discuss certain questions and probe for additional insights from the consumers when appropriate. A total of 53 percent of consumers are female, 47 percent male. Forty percent of consumers say they use their smartphone for both business and personal reasons. Only six percent say they use their smartphone solely for business (see Bar Chart 1). Ponemon Institute © Research Report Page 14 Part 5. Conclusion The key finding from this research is that consumers in our survey are unaware of the security risks associated with their smartphones. This could be attributed, in part, to the lack of information being published about smartphone security risks. We also conclude that there may be a perception that because the most popular uses are phoning and emailing they are not putting the data on their smartphones at risk. In contrast, the security of desktop and laptop computers receives much more attention. It is not surprising, therefore, that consumers surveyed are more worried about protecting their computers from security risks. This is despite the fact these devices can contain just as much sensitive data that if lost or stolen could result in financial harm. Caveats There are inherent limitations to survey research that need to be carefully considered before drawing inferences from findings. The following items are specific limitations that are germane to most Web-based surveys. ? Non-response bias: The current findings are based on a sample of survey returns. We sent surveys to a representative sample of adult-aged consumers in the United States, resulting in a large number of usable returned responses. Despite non-response tests, it is always possible that auditors who did not participate are substantially different in terms of underlying beliefs from those who completed the survey. Sampling-frame bias: The accuracy is based on contact information and the degree to which the list is representative of individuals who are information system auditors. We also acknowledge that responses from paper, interviews or telephone might result in a different pattern of findings. Self-reported results: The quality of survey research is based on the integrity of confidential responses received from consumers. While certain checks and balances were incorporated into our survey evaluation process, there is always the possibility that certain consumers did not provide responses that reflect their true opinions. B ? ? Ponemon Institute © Research Report Page 15 Appendix: Detailed Survey Responses Following are the survey results for a final sample of 734 adult-aged consumers located in all regions of the United States. Fieldwork concluded in February 2011. Sample response Sample frame Invitations sent Total returns Rejections Final sample Part 1. Background Q1a. Please select th e smartphone that you presently use. If you use more than one smartphone, please select the one you use most frequently. T-Mobile G2 Apple iPhone Motorola Droid X Samsung Epic 4G RIM Blackberry Sprint HTC EVO 4G Nokia N8 Google Nexus One Palm Pre Plus Other (please specify) Total Q1b. Please select the operating system your smartphone runs on. Symbian OS Android Linux Windows Mobile Bada MeeGo Maemo Garnet OS iPhoneOS RIM Other Unsure Total Q2. What best describes your smartphone use? Please select only one. Business use only Mostly business but some personal use Personal use only Mostly personal but some business use Both business and personal use equally Total Frequency 29,921 27,498 793 59 734 Pct% 100. 0% 91. 9% 2. 7% 0. % 2. 5% Pct% 6% 27% 9% 4% 21% 6% 9% 12% 5% 0% 100% Pct% 3% 9% 3% 12% 1% 1% 2% 2% 24% 19% 0% 25% 100% Pct% 6% 13% 16% 25% 40% 100% Ponemon Institute © Research Report Page 16 Q3. Who purchased your smartphone and who pays the monthly service (usage) fee? Please select only one. I purchased it without any reimbursement from my employer I purchased it and my employer provided some r eimbursement I purchased it and my employer pays monthly charges My employer purchased it and I pay monthly charges My employer purchased it and pays monthly charges Total Q4. Please select all the tasks that you do on your smartphone? Phone Personal email Business email Address book Texting Internet browsing Store or move data Obtain documents View documents Calendar Listen to music Schedule tasks Shop Camera Social networking Payments Games Maps and navigation Upload videos Location services Watch TV/films Banking Travel assistance Video conferencing Monitor health Q5. Have you ever paid for any item via your mobile phone? Yes, only once Yes, irregularly (maybe once every two months) Yes, regularly (maybe once a month) Never Total Q6a. Have you every signed up for a service or product on your mobile without realizing that there would be a cost? Yes No Total Q6b. If yes, please select the all the methods you used to sign up for the service or product. Text message Email Website Other Total Pct% 35% 13% 10% 8% 34% 100% Pct% 100% 89% 82% 57% 54% 53% 53% 52% 51% 51% 50% 48% 44% 42% 40% 38% 34% 24% 24% 23% 21% 14% 10% 9% 5% Pct% 11% 32% 23% 34% 100% Pct% 51% 49% 100% Pct% 34% 46% 31% 12% 123% Ponemon Institute © Research Report Page 17 Q7. Do you check your mobile bill or statement for unusual or unidentified payments? Yes, I check it every month Yes, but only if the bill is higher than usual Yes, occasionally Never Total Q8. Have you ever signed a terms and conditions request on your mobile phone? Yes No Unsure Total Q9. Have you ever been the victim of mobile payments fraud? Yes No Unsure Total Part 2. Attributions Q10. Please rate each one of the following statements using the scale provided below each item. Strongly agree and agree shown. Q10a. I do not feel my private information or privacy is at risk when I use my smartphone. Q10b. I do not worry that a hacker will attack my smartphone. Q10c. I do not worry about receiving marketing messages on my smartphone. Q10d. I do not worry about being tracked when using my smartphone. Q10e. I do not worry about losing my smartphone while traveling. Q10f. I worry more about the security of my desktop or laptop computer than my smartphone. Q10g. When downloading software to my smartphone I do not always check to see if the app is from a trustworthy source. Part 3. Scenarios Pct% 6% 8% 34% 52% 100% Pct% 46% 21% 33% 100% Pct% 12% 78% 10% 100% Strongly agree 18% 25% 10% 11% 18% 25% 21% Agree 38% 33% 23% 25% 32% 40% 41% Q11. Sometimes location data can be embedded onto image files such as digital photos contained on your smartphone so that other people can track where you are. Were you aware that this could happen? Yes No Unsure Total If yes, has this happened to your smartphone? Yes No Unsure Total Pct% 21% 45% 34% 100% Pct% 13% 28% 59% 100% Ponemon Institute © Research Report Page 18 On a scale of 1 to 5, where 1 = not concerned and 5 = very concerned, how concerned are you that your location could be tracked while using your smart phone? Concerned and very concerned shown. Response Q12. Smartphone apps can transmit confidential payment information such as credit card details without the user’s knowledge or consent. Were you aware that this could happen? Yes No Unsure Total If yes, has this happened to your smartphone? Yes No Unsure Total On a scale of 1 to 5, where 1 = not concerned and 5 = very concerned, how concerned are you that your credit card details could be transmitted with your knowledge or consent? Concerned and very concerned shown. Response Q13. Smartphones can be infected by specialized malware called â€Å"diallerware† that enable criminals to make use of premium services or numbers resulting in unexpected monthly charges. Were you aware that this could happen? Yes No Unsure Total If yes, has this happened to your smartphone? Yes No Unsure Total On a scale of 1 to 5, where 1 = not concerned and 5 = very concerned, how concerned are you that your smartphone could be infected by diallerware? Concerned and very concerned shown. Response Q14. Smartphone apps may contain spyware that allows criminals to access the private information contained on a smartphone. Were you aware that this could happen? Yes No Unsure Total Very concerned 29% Concerned 36% Pct% 11% 53% 36% 100% Pct% 6% 41% 53% 100% Very concerned 31% Concerned 35% Pct% 10% 58% 32% 100% Pct% 8% 65% 27% 100% Very concerned 36% Concerned 32% Pct% 15% 53% 32% 100% Ponemon Institute © Research Report Page 19 If yes, has this happened to your smartphone? Yes No Unsure Total On a scale of 1 to 5, where 1 = not concerned and 5 = very concerned, how concerned are you that your smartphone could be infected by spyware? Concerned and very concerned shown. Response Q15. Financial apps for smartphones can be infected with specialized malware designed to steal credit card numbers and online banking credentials. Were you aware that this could happen? Yes No Unsure Total If yes, has this happened to your smartphone? Yes No Unsure Total On a scale of 1 to 5, where 1 = not concerned and 5 = very concerned, how concerned are you that your smartphone or downloaded apps could be infected by this specific type of malware? Concerned and very concerned shown. Response Q16. If a social network app is downloaded on a smartphone, failing to log off properly could allow an imposter to post malicious details or change personal settings without the user’s knowledge. Were you aware that this could happen? Yes No Unsure Total If yes, has this happened to your smartphone? Yes No Unsure Total On a scale of 1 to 5, where 1 = not concerned and 5 = very concerned, how concerned are you that your failure to close the social networking app on your smartphone could allow unauthorized access and/or malicious posts your user account? Concerned and very concerned shown. Response Pct% 11% 56% 33% 100% Very concerned 33% Concerned 32% Pct% 9% 57% 34% 100% Pct% 5% 66% 29% 100% Very concerned 32% Concerned 28% Pct% 11% 56% 33% 100% Pct% 8% 55% 37% 100% Very concerned 26% Concerned 23% Ponemon Institute © Research Report Page 20 Q17. A smartphone can be disposed of or transferred to another user without properly removing sensitive data, allowing an intruder to access private data on the device. Were you aware that this could happen? Yes No Unsure Total If yes, has this happened to your smartphone? Yes No Unsure Total Pct% 31% 36% 33% 100% Pct% 16% 54% 30% 100% On a scale of 1 to 5, where 1 = not concerned and 5 = very concerned, how concerned are you that private information on the smartphone would not be removed properly before disposing of it or transferring it to another user? Concerned and very concerned shown. Response Q18. In many cases, people use their smartphone for both business and personal usage, thus putting confidential business information at risk. Were you aware that this could happen? Yes No Unsure Total If yes, has this happened to your smartphone? Yes No Unsure Total On a scale of 1 to 5, where 1 = not concerned and 5 = very concerned, how concerned are you that your use of a smartphone for personal reasons could put the confidential information of your business at risk? Concerned and very concerned shown. Response Q19. A smartphone can connect to the Internet through a local WIFI network that is insecure. This may result in a virus attack to the device. Were you aware that this could happen? Yes No Unsure Total If yes, has this happened to your smartphone? Yes No Unsure Total Very concerned 23% Concerned 28% Pct% 55% 28% 17% 100% Pct% 52% 36% 12% 100% Very concerned 19% Concerned 21% Pct% 35% 42% 23% 100% Pct% 23% 45% 32% 100% Ponemon Institute © Research Report Page 21 On a scale of 1 to 5, where 1 = not concerned and 5 = very concerned, how concerned are you that your smartphone when connected to an insecure Internet network may result in a virus attack? Concerned and very concerned shown. Response Q20. Smartphones contain basic security protection that can be disabled by jailbreaking, thus making the smartphone more vulnerable to spyware or malware attacks. Were you aware that this could happen? Yes No Unsure Total If yes, has this happened to your smartphone? Yes No Unsure Total On a scale of 1 to 5, where 1 = not concerned and 5 = very concerned, how concerned are you that your smartphone’s security settings could be disabled remotely by a third party without your knowledge or consent? Concerned and very concerned shown. Response Q21. Smartphone users can be targeted by marketers based on how the phone is used for purchases, Internet browsing, and location. As result, the user may receive unwanted marketing ads and promotions. Were you aware that this could happen? Yes No Unsure Total If yes, has this happened to your smartphone? Yes No Unsure Total Very concerned 22% Concerned 20% Pct% 15% 57% 28% 100% Pct% 10% 55% 35% 100% Very concerned 34% Concerned 31% Pct% 60% 17% 23% 100% Pct% 58% 15% 27% 100% On a scale of 1 to 5, where 1 = not concerned and 5 = very concerned, how concerned are you that your smartphone could receive marketing ads and promotions? Concerned and very concerned shown. Response Part 4. Other Questions Q22. On average, how much personal data do you store on your smartphone? None (Go to Q24) Only a small amount of personal data A moderate amount of personal data A significant amount of personal data Unsure Very concerned 31% Concerned 36% Pct% 11% 23% 40% 26% 100% Ponemon Institute © Research Report Page 22 Q23. What kinds of data do you store on your smartphone? Email address Name Contact lists Photos Anniversary and other personal dates Location Music Home address Confidential business documents Date of birth Gender Credit or debit card numbers Videos Passwords PIN number Hobbies, sports and travel interests Ages and gender of children Names of children Alarm codes Planned future purchases Purchase history Health data Security test questions Q24. Do you use a one Gigabyte (or higher) storage device on your smartphone? Yes No Unsure Total Q25. What do you worry more about? Losing my wallet/purse Losing my smartphone I worry about both equally Total Q26. What do you worry more about? Losing my laptop computer Losing my smartphone I worry about both equally I don’t have a laptop computer Total Q27. Do you have keypad locks or passwords on your smartphone? Yes, keypad locks Yes, passwords Yes, both keypad locks and passwords No, neither Total Pct% 97% 85% 69% 59% 53% 52% 47% 40% 37% 33% 32% 29% 25% 23% 19% 15% 13% 13% 11% 8% 8% 5% 2% Pct% 19% 68% 13% 100% Pct% 50% 23% 27% 100% Pct% 38% 10% 19% 33% 100% Pct% 20% 19% 10% 51% 100% Ponemon Institute © Research Report Page 23 Q28a. Do you synch your smartphone with any of the following devices? Laptop Desktop Another smartphone An online backup storage solution None of the above Total Q28b. How regularly do you synch your smartphone with any of the devices listed in Q28a? Hourly Daily Weekly Monthly Irregularly Total Q29. Do you allow smartphone versions of well-known social networking applications such as Facebook to access your key chains, passwords and log-ins that you use on your desktop computer or tablet? Yes No Unsure I don’t use social networking apps Total Q30. Do you turn off Bluetooth â€Å"discoverable† status on your device when you are not using it? Yes No Unsure Total Q31. Have you considered installing an anti-virus product on your smartphone? Yes No Total Q32a. Do your children have a mobile/cell smartphone? Yes No I don’t have children Total Q32b. If yes, do you use your children’s smartphone to keep track of them (from a security perspective)? Yes No Total Pct% 44% 38% 9% 8% 45% 144% Pct% 25% 29% 14% 8% 24% 100% Pct% 21% 25% 4% 50% 100% Adjusted 42% 50% 8% 0% 100% Pct% 10% 83% 7% 100% Experienced 30% 62% 8% 100% Pct% 29% 71% 100% Pct% 22% 33% 45% 100% Experienced 53% 47% 100% Pct% 41% 59% 100% Ponemon Institute © Research Report Page 24 Q32c. If yes, do you set up parental controls on the smartphone to protect your children when they access the Internet? Yes No Total Q33. Do you set up download controls on your smartphone to protect against apps and games that may contain malware? Yes No Unsure Total Q34. When deciding which smartphone to purchase, how important are its security features? Very important and important shown. Response Part 5. Demographics D1. Please check your age range. 18 to 25 26 to 35 36 to 45 46 to 55 56 to 65 66 to 75 75+ Total D2. What is your present employment status? Full-time employee Part-time employee Business owner Homemaker Retired Student Active military Unemployed Total D3. What range best defines your annual household income? Below $20k 20 to $40k 41 to $60k 61 to $80k 81 to $100k 101 to $150k 151 to $200k Over $200k Total Pct% 21% 79% 100% Pct% 10% 74% 16% 100% Very important 21% Important 22% Pct% 18% 19% 21% 17% 13% 10% 2% 100% Pct% 48% 6% 5% 13% 10% 9% 2% 8% 100% Pct% 13% 20% 22% 17% 14% 10% 4% 1% 100% Ponemon Institute © Research Report Page 25 D4. What is your highest level of education attained? High school Vocational University or college Post graduate Doctorate Other Total D5. Please check gender: Female Male Total D6. Are you head of household? Yes No Total D7. US Region Northeast Mid-Atlantic Midwest Southeast Southwest Pacific Total D8. Please rate each one of the following statements using the following five-point scale. Strongly agree and agree sown. The Internet is central to my lifestyle I often give advice to others about how best to use computers and software I need to ask for help if something goes wrong with my computer I always try to spend as little time as possible online I am often confused when I try to use the Internet to do things I am really concerned about online threats Only people who do risky things on the Internet are at risk to online threats I don’t feel the online threat is that significant Pct% 21% 22% 45% 7% 1% 4% 100% Pct% 53% 47% 100% Pct% 48% 52% 100% Pct% 19% 18% 17% 15% 12% 19% 100% Strongly agree 25% 19% 22% 16% 23% 18% 15% 18% Agree 32% 21% 23% 24% 24% 35% 28% 34% Ponemon Institute © Research Report Page 26 Please contact us at 231. 938. 9900 or send an email to research@ponemon. org. Ponemon Institute Advancing Responsible Information Management Ponemon Institute is dedicated to independent research and education that advances responsible information and privacy management practices within business and government. Our mission is to conduct high quality, empirical studies on critical issues affecting he management and security of sensitive information about people and organizations. As a member of the Council of American Survey Research Organizations (CASRO),we uphold strict data confidentiality, privacy and ethical research standards. We do not collect any personally identifiable information from individuals (or company identifiable information in our busine ss research). Furthermore, we have strict quality standards to ensure that subjects are not asked extraneous, irrelevant or improper questions. Ponemon Institute © Research Report Page 27 How to cite Smart Phone, Papers

Customer Relationship Management Capability -Myassignmenthelp.Com

Question: Discuss About The Customer Relationship Management Capability? Answer: Introducation The consistent strategic reconfiguration is a crucial trend in the modern changing business world, this necessity and theory urges an introduction of relevant alternatives in the strategic management involved in the various organizations, supporting the marketing plans and the long-term sustainability of the infrastructure. However, change is never considered to be fully proofed in any research, especially with the changing trends involved in the marketing procedures. Strategic management is a formulation, which when implemented utilizing the correct techniques helps in achieving the set objectives for the particular business. This involves a descriptive model introducing the initiatives from the higher-level management (Laudon et al. 2012). The management plans involves the consideration of different aspects inclusive of availabilities of resources, networking and surely an elaborate research to assess the market conditions and potential customer-demands. The aspect of strategic man agement Accounting (SMA) supports the necessity to merge objectives with the information relative to the accounting to benefit the productivity of the organization (Barney 2012). The results thus proves that strategic management channelizes the energy and the resources in the correct path to obtain sustainability of a profound foundation. This report introduces the various possible approaches towards alternative methodologies in strategic management. Alongside, providing few mitigations for the existing limitations are suggestive. Discussion: strategic management is a measure to access the business in a proper method ensuring growth in profitability. This is an artistic and simultaneously a scientific way to enable an organization to achieve its targets (Brodie and Mylopoulos 2012). The procedures involved are reconfigured on an annual or quarterly criterion. Certain strategic models are implemented to provide the guide to achieve efficiency in performances. Based on the literature reviews, categorized processes are strategized to meet the requirements. Among many one proposed approach is the linear approach towards strategic management (Hitt et al. 2012). Standard Linear Approach to Strategic Management: This strategy focuses on the procedures involved in the planning or strategizing the objectives for the business solely optimized on the present competencies and provides descriptive methodologies that would prove to beneficial for the development of the organization and the ways to achieve the goals (Hill et al. 2014). The prime stages involved in the approach involves managing the profit figurative and ensuring a standard service level. The aspect to visualize and set values following the stakeholder engagement with the organization is a crucial step. The value-based business requires a constant revision of the methodologies and information involved in the process of progress. To run a successful business infrastructure the environmental research and analysis is an important step towards securing the profit and the brand position. In other words, a SWOT analysis, determining the strengths, weakness, opportunities and the threats present surrounding the planning and strategizing for the business orientations (Wang and Feng 2012). The prime and an initial step in this type of approach is properly defining the goals and objectives the organization or Company aims for, which is best explained and briefed utilizing business models, that is subjected to provide a transparent view towards methodologies to be implemented to acquire sustainability. This step in the strategic management also ensures the consideration of the available sources for the manufacturing processes and the known competencies of the organization for the correct implementation of procedures. Another important aspect is the integrated yearly planning (Lee and Saen 2012). This approach also prioritizes the prospects of marketing, financial and human resource management, alongside the operational management. All these interlink and complement each other as important segments, the designs and improvisation ensures the same. An example to this kind of approach is presented by considering the segment s upporting the marketing strategies, which must focus on the preparations involving revenue targets-details and the potential and existing demands from the customer base. Employees in an organization deserve a proper training and briefing regarding the general objectives to know their responsibilities towards the company. This steps is potential to introduce the opportunity to maximize the profit-levels (Rothaermel 2015). This section while dealing with the profit and performance details for the organization is ultimately capable of determining the exact execution process followed by the organization. Financial management is also considered to optimize the profit and provides an update version relative to strategic planning and the decisions. Operational management subjected to productivity determines the proper supply chain and delivery procedures to maximize the efficiency of an organization, which in turn would help in securing a better employee management and customer relationships. Shortcomings Involved In Approaches: There are various advantageous measures ensuring strategic management that is easily visible but involving certain limitations or shortcomings as well. Strategic management primarily enforced planning towards a long-term goal towards profitability by leveraged potentials, maximized opportunities and thus availability of competitive advantage is achieved. Alongside the effectiveness, there are few failures and complexities, which are difficult to manage or handle. This is a complex and simultaneously a time-consuming process. An elaboration in brief on the various limitations is enlisted in this section of the report, especially surrounding the implementation process connected to this model (Rothaermel 2015). Strategic management comprises of the assessments directed to the analysis of the different external and internal environments that prove to be critical at times. Control management is another issue that needs a consistent overview. These factors are to a great extent interconnected, any change or downfall in regards to one of these is capable enough to adversely affect the entire infrastructure, posing a threat to leadership and integrity of the Company. In this fast era of change, this is a hectic and time-consuming process as most of it is invested in systematic planning, approaches to communicate and the researches involved to ensure a rise in market position and profitability, that can impede the day-to-day activities weakening the productivity level (Barney 2012). Implementation difficulties ar e another major issue to focus on before setting expectations of profitability. A persistent employee engagement with the senior-level management system is an extreme necessity. The selection of a correct leader ensuring a skillful strategized plan including innovative measures enduring the risk management is an essentiality towards a sustainable system. The management should have the foresight to anticipate any future risks to develop the risk management plan appropriately. Stakeholder Approach towards Strategic Management: Variant approaches relative to strategic management with constant revision and reconfigurations are established to build a profound structure. Stakeholder approach towards strategic management in a business is introduced in this part of the report. This idea is formulated to each one who holds a prime expertise in the business world. Upon the implementation of this model, it potentially integrates the stakeholders, employees, the customer base and the other potential partners by connecting their prime interests. This approach imposes a priority on the active type of system focusing on the business relationships and promotions (Asif et al. 2013). This approach consists of distinctive features. Firstly, a single strategic framework is offered in this approach, which provides support in management of the changes with respect to the environment relevant to the business criteria exempting the requirement of reconfiguration inclusive of roles and codes, regularly. This approach deals in ma nagement rather than in the planning procedures presenting a direct guideline to excel utilizing the methodologies and contrasting to the former, it helps in determining the benefits. The approach focuses on the sustainability of the organization. This approach is capable of balancing and integrating multiple targets. Stakeholder concept in all possible ways looks forward for the establishment of the relationships that would prove to be beneficial in the long-term process. This ensures a value-based infrastructure that integrates the political, economical and moral judgments. This is a descriptive methodology, which needs to examine the facts and literature to suggest directions for the betterment. This influential technique enforces creation rather than adaptation. This approach leads to a strategic decision-making. This method provides a business-satisfaction to multiple stakeholders rather than being biased with single perspectives. Developments relative to this approach has introduced the normative theories in the business to ensure a long-term investment surrounding fore-sighted objectives and relativities. This approach towards a corporate and organizational management theory is stabilized by comparing with the traditional aspects that concentrates on pleasing the stakeholders unlike the modern approach to rather benefit them. Social performance and responsibility is important in this approach. Dynamic Capabilities in Strategic Management: Next in the alternatives, the dynamic capabilities in the strategic management with the objective to provide a support coherent to the function of integrating existing concepts, the researched descriptive knowledge and perceptions of facilities (Teece 2012). This approach assumes that organizations have underlying potential to acquire and sustain the competencies required to achieve the competition advantages in market utilizing the adaptation towards the dynamic capabilities to synchronize with the rapid environmental changes. Segregation applied to the term, dynamic, explains the potential of reconfiguration of business processes to acquire compatibility with the varying market and environmental conditions. While, capabilities, measures the dimensions of strategic management providing betterment in business in the rapid changing economy. This approach is a reflection towards the capability of any organization to innovate and adapt with the transformation in the society demands and resource availability. This framework comprises multiple segments relative to variant processes, positions and path dependencies. Briefing about the first segment, it is appropriate to mention that it describes the methodologies relevant to the patterns, routines and information necessary for a task. Second segment focuses on recent endowments such as technology and external relationships. The path dependencies elaborate on the possible available alternatives in the strategic management for the sustainability. This approach inte grates the resources in the market. An organization should be honed towards the customer demands, which is specific and cannot be replicated. This approach potentially should adapt the advantages to resolve the existing complexities (Teece 2012). n example of the dynamic capabilities witnessed in the real-time business would focus on Apple Company that has the correct learning of evolution and the capable execution, compatible with the changing society demands. Apple is a unique association, which in the recent history has displayed its expertise in the technologically strong items, even not being a leader in this field. This level of talent showcase is valued and appreciated by its customer-base. Sustainable Approach to Strategic Management: The idea of sustainability is another dimension in the strategic management, which is a crucial aspect to maintain a persistent development in the business arena on the global platform. This approach often proves to be abstract in concept of measurements of benefits. A stable financial background of an organization is a direct consequence of a maintained sustainability in an organization (Peteraf et al. 2013). This as a result, provides in the growth of profitability. For a vivid understanding, firstly consider, Cost Savings- referring to a well constructed system inclusive of all possible environmental protection witnessed with a low-level consumption of resources and thus, offering low operations-cost (Govindan et al. 2013). This is not a sole dependent to technologies but is also derived from human interactions, employees and the potential customer-base (Ashby et al. 2012). An example to this would be the increment in sales- correct way towards the sustainability highlights a incr eased growth and productivity simultaneously a developed customer service with a positive and satisfactory response from the same. This helps in the achievement of loyalty from the consumers and therefore, the organization ceases the opportunities to excel in sustained practices. Conclusion: Analyzing the various processes and alternative approaches introduced in the strategic management, pre-briefed in the report, it will be a appropriate to conclude that these prove to be beneficial. However, with the need for regular clarification and examination of various measures and prospective, included in the processes deriving the viability of the approaches and the procedures involved, the described benefits, implementation challenges and the limitations present in the methods. Viability, Limitations and Mitigations of the Approaches: Firstly, briefing on the stakeholders approach it is indeed correct to mention that the model was initially assumed to be comprising of certain flaws, the reason not only surrounding the uncertainty and unpredictability but simultaneously the lack of single-decision making methodology (Balzarova and Castka 2012). Based on the literature reviews it is stated vulnerable compared to the non-shareholder constituencies. This highlights the fact that the shareholders do not posses any right or power to initiate any organizational changes, legally. Researches and analysis recommends the utilization of positive reinforcing cycles that might help in foundation of stronger and corporate stakeholder-based relations (Helfat and Peteraf 2015). The aspect of viability is persistent with implication challenges revolving the area of future researches inclusive of a critical issue of separation theory, which is witnessed to be established more like an ethical rather than a business theory. Secondly, this approach needs to be more generalized with the theory improvisation. Next in concern to dynamic capabilities there is criticism, existing in operational management involved in the same. Algorithmic procedures seem to be lacking to express the translation of the environmental factors into potential in-sighting models. Other limitation to this approach is around the path dependency and the persistent dynamics in the system. Utilization of the current paradigms in the model, there is an essentiality to develop a competence-model, which would be potential to sustain growth relative to the variant changes in the business world. Finally the sustainable approach, it is an important context of concern for any organization holding stakes in the global business infrastructure subjected to changes in society and market risks (Eskerod and Huemann 2013). Any literature review or research based on real-time efforts would recommend the senior-level management to maintain and develop measures towards sustainability of resources and productivity inclusive of the innovative procedures to meet up with the customer demands. Such approaches should be developed more strategically rather than on moral or operational ground is suggested to relate the senior-level management with the prevailing issues. This in turn would be effective in maintaining short-term and long-term goals. References Ashby, A., Leat, M. and Hudson-Smith, M., 2012. Making connections: a review of supply chain management and sustainability literature.Supply Chain Management: An International Journal,17(5), pp.497-516. Asif, M., Searcy, C., Zutshi, A. and Fisscher, O.A., 2013. An integrated management systems approach to corporate social responsibility.Journal of cleaner production,56, pp.7-17. Balzarova, M.A. and Castka, P., 2012. Stakeholders influence and contribution to social standards development: The case of multiple stakeholder approach to ISO 26000 development.Journal of Business Ethics,111(2), pp.265-279. Barney, J.B., 2012. Purchasing, supply chain management and sustained competitive advantage: The relevance of resource?based theory.Journal of supply chain management,48(2), pp.3-6. Brodie, M.L. and Mylopoulos, J. eds., 2012.On knowledge base management systems: integrating artificial intelligence and database technologies. Springer Science Business Media. Eskerod, P. and Huemann, M., 2013. Sustainable development and project stakeholder management: what standards say.International Journal of Managing Projects in Business,6(1), pp.36-50. Govindan, K., Khodaverdi, R. and Jafarian, A., 2013. A fuzzy multi criteria approach for measuring sustainability performance of a supplier based on triple bottom line approach.Journal of Cleaner Production,47, pp.345-354. Helfat, C.E. and Peteraf, M.A., 2015. Managerial cognitive capabilities and the microfoundations of dynamic capabilities.Strategic Management Journal,36(6), pp.831-850. Hill, C.W., Jones, G.R. and Schilling, M.A., 2014.Strategic management: theory: an integrated approach. Cengage Learning. Hitt, M.A., Ireland, R.D. and Hoskisson, R.E., 2012.Strategic management cases: competitiveness and globalization. Cengage Learning. Laudon, K.C., Laudon, J.P., Brabston, M.E., Chaney, M., Hawkins, L. and Gaskin, S., 2012.Management Information Systems: Managing the Digital Firm, Seventh Canadian Edition (7th. Pearson. Lee, K.H. and Saen, R.F., 2012. Measuring corporate sustainability management: A data envelopment analysis approach.International Journal of Production Economics,140(1), pp.219-226. Markard, J., Raven, R. and Truffer, B., 2012. Sustainability transitions: An emerging field of research and its prospects.Research policy,41(6), pp.955-967. Peppard, J. and Ward, J., 2016.The strategic management of information systems: Building a digital strategy. John Wiley Sons. Peteraf, M., Di Stefano, G. and Verona, G., 2013. The elephant in the room of dynamic capabilities: Bringing two diverging conversations together.Strategic management journal,34(12), pp.1389-1410. Rothaermel, F.T., 2015.Strategic management. McGraw-Hill Education. Teece, D.J., 2012. Dynamic capabilities: Routines versus entrepreneurial action.Journal of Management Studies,49(8), pp.1395-1401. Wang, Y. and Feng, H., 2012. Customer relationship management capabilities: Measurement, antecedents and consequences.Management Decision,50(1), pp.115-129. Weiss, J.W., 2014.Business ethics: A stakeholder and issues management approach. Berrett-Koehler Publishers.