EU Law Essay Example | Topics and Well Written Essays - 5000 words

EU Law - Essay Example According to the research Non-Profit Orgnizations such as Animal Protection Association (APA) cannot be considered an independent entity within the context of Article 34 since it receives substantial funding from Sagoland’s Ministry of Environment geared to promote activities having as their objective and effect to reduce the demand for wares sourced from another Member State. The measures were attributable to the Sagoland primarily because APA initiated the Animal Protection Mark (APM) at the behest of the Sagoland; its failure to arrest members of the APA found to have committed illegal acts such as threats, coercion, blockade of roads, burning of lorry and other similar activities. The enactment of Sagoland of a national policy prohibiting fur farming and restricting the entry of fur products in its territory is indeed a hindrance to competition. It is clear that its intention is to impede, prevent or reduce patronage of products source from other Member States which is con trary to the EU’s objective of a single and integrated market. This would promote locally produce products giving it undue economic advantage. Thus, the act of Sagoland falls within the prohibition of Article 34 TFEU. Measures of another Member State to protect the health and life of the animals found in the other Member State cannot be justified under Article 36 TFEU. National law of Sagoland intended to protect the life and health of animals found outside its jurisdiction do not have extra-territorial application. Scandonia likewise violates the principle of mutuality because the member state cannot use their quantitative restrictions and laws in another state. Another basis is the principles of proportionality were not fulfilled where the means employed to achieve the objectives must not go beyond what is necessary. Lastly, public morality is not a sufficient justification to restrict the importation of goods to and from another Member State. III a.) In the case of Mr. Zac k, and Henrietta L’s relationship, it is clear that the promoter contract governs the relationship of the two. Mr. Zack’s action of purchasing additional products from Henrietta’s website will not transform that relationship since the purchase of the product supports the promoter contract. As its ambassador Mr. Zack is compelled to only use and endorse Henrietta’s products, purchasing Henrietta’s product from its website supports this relationship since as the endorser Mr. Zack cannot use or purchase other products. b.) Henrietta’s website was meant to only cater to customers within Scandinionia. The website’s disclaimer declared and intimated as much and the use of the LAX currency as the only currency entertained by the websites absolutely proves this position not to mention the use of Scandinionian as one of its language. The use of a primary domain name by the website and the use of English is of no moment since the content and in tent of the website is only meant to cater to customers within Scandinionia as proven by its disclaimer and the use of LAX as the only means of payment. The disclaimer is sufficient in form and in substance, therefore it cannot be considered as an unfair item in a binding contract. It should be noted that the disclaimer was not ambiguous and it was conspicuously displayed within the website. PLEADINGS FOR HENRIETTA L I. a) GOVERNMENT ACTION IN FAVOR OF APA ESTABLISHES PUBLIC MEASURE Animal Protection Association (APA) is a non-profit organization founded according to the Law of Non Profit Associations in Sagoland. Although it is established denoting a social objective, it cannot be considered an independent entity within the context of Article 34 since APA receives substantial funding from Sagoland’s Ministry of Environment geared to promote activities having as their objective and effect to reduce the demand for wares sourced from another Member State. The issue arose when S agoland implemented a measure to ban fur farming and to dismantle existing fur farms in its territory. Following the implementation

Software Design and Development Assignment Example | Topics and Well Written Essays - 1500 words

Software Design and Development - Assignment Example According to Seffah and Metzker (2008, p.54), likeability of a product user interface is critically important particularly if the developed software is intended to be used for commercial related activities. Generally, the design of software products takes place in a multi-step process entailing phases from initiation, analysis, design and implementation, maintenance, and disposal. It is the wish of the stakeholders in every software project that the final product leaves all members of the involved team satisfied. For example, when people like a particular product, they are more likely to continue using it and even recommend it to others. One of the graphical control elements that have been widely used in the design is drop-down lists which will enable the user to select one value from a given list of options. The inclusion of drop-down lists will not only simplify the contents of the user program but is also likely to provide a great way of reducing clutter as well as a dynamic navigation structure. In addition, the use of drop-down lists in the graphical user interface (GUI) of the program will make it easier to display options in such a manner that customers will have easy time tracing the exact options that they could be interested in. For example, an arrow is displayed in the drop-down list box and users only need to click the arrow to make the list of items active and select their chosen values/items as shown below: A number of hyperlink buttons, as well as hypertexts, have been used in the design of the programs user interface to enhance the navigation of the system and allow users to automatically jump to another place within the system. For example, the hyperlink integrated with the â€Å"HELP† button found in the lower section of the input screen provides a reference mechanism whereby the users will be able to access additional information or guides by simply clicking the button.

Challanges That Face The Change Management Business Essay

Challanges That Face The Change Management Business Essay Change management is a structured and strategic approach to initiate and manage the change process in the organization structure and culture as well as the individuals/teams behaviour and attitude towards the change transition in the field of the business processes, technology implementation or any other policies of an enterprise. Change management is about modifying or transforming organizations in order to maintain or improve their effectiveness. Change Management Models: There are several change management models that the enterprises follow while undertaking the change management process depending upon the ground realities and the organizational culture of the enterprise seeking the change processes. One of such models popularly known is described by John Kotter, who has set out an eight-step strategy for change management. These are as below 1. To establish a sense of urgency among the people in the organization. 2. To create a guiding coalition which will steer the reformation with the correct focus and aim to achieve the desired outcome. 3. To develop a clear vision and plan the strategy accordingly. 4. To communicate the change in vision to the people of the organization in a clear fashion. 5. To empower employees towards taking broad-based action to benefit the organization. 6. To generate short-term wins which in a whole would give the organization a long term winning result. 7. To consolidate all the gains of different volumes and ultimately produce desired changes. 8. To anchor new approaches in the culture and operation process of the organization. The above described model is designed keeping in focus on specific activities that will impact results. The benefits of using this model include evaluating employee resistance, help employees transition through the process, create employee specific action plans, and develop a change management plan keeping all the employees of the organization in mind and involve them in the entire process. Case Study Details: The Change Leader: In May 1996, K.V. Kamath replaced Narayan Vaghul as CEO of Indias leading financial services company Industrial Credit and Investment Corporation of India (ICICI). Immediately after taking charge, Kamath felt and understood that the organization needs to go through a change to shift its focus from just being a bank to create a difference and stand tall and different from all other competitors to create a brand name in the economic structure of India as well in entire south east Asia and introduced massive changes in the organizational structure and the emphasis of the organization changed ICIC from just a development bank mode to that of a market-driven financial conglomerate. The changes also brought in a lot of confusion among the employees, with media reports frequently carrying quotes from disgruntled ICICI employees. According to analysts, a large section of employees began feeling alienated. The discontentment among employees further increased, when Kamath formed specialist groups within ICICI like the structured projects and infrastructure group. Doubts were soon raised regarding whether Kamath had gone too fast too soon, and more importantly, whether he would be able to steer the employees and the organization through the changes he had initiated. Background: ICICI was established by the Government of India in 1955 as a public limited company to promote industrial development in India. The major institutional shareholders were the Unit Trust of India (UTI), the Life Insurance Corporation of India (LIC) and the General Insurance Corporation of India (GIC) and its subsidiaries. The equity of the corporation was supplemented by borrowings from the Government of India, the World Bank, the Development Loan Fund (now merged with the Agency for International Development), Kreditanstalt fur Wiederaufbau (an agency of the Government of Germany), the UK government and the Industrial Development Bank of India (IDBI). The basic objectives of the ICICI were to à ¢Ã¢â€š ¬Ã‚ ¢ Assist in creation, expansion and modernization of enterprises à ¢Ã¢â€š ¬Ã‚ ¢ Encourage and promote the participation of private capital, both internal and external à ¢Ã¢â€š ¬Ã‚ ¢ Take up the ownership of industrial investment; and à ¢Ã¢â€š ¬Ã‚ ¢ Expand the investment markets. In 1992 ICICI tied up with J P Morgan of the US to form an investment banking company, ICICI Securities Limited. In line with its vision of becoming a universal bank, ICICI restructured its business based on the recommendations of consultants McKinsey Co in 1998. In the late 1990s, ICICI concentrated on building up its retail business through acquisitions and mergers. It took over ITC Classic, Anagram Finance and merged the Shipping Credit Investment Corporation of India (SCICI) with itself. ICICI also entered the insurance business with Prudential plc of UK. ICICI was reported to be one of the few Indian companies known for its quick responsiveness to the changing circumstances. While its development bank counterpart IDBI was reportedly not doing very well in late 2001, ICICI had major plans of expanding on the anvil. This was expected to bring with it further challenges as well as potential change management issues. However, the organization did not seem to much perturbed by this, considering that it had successfully managed to handle the employee unrest following Kamaths appointment. Change Challenges Part I ICICI was a part of the club of 3 developmental finance institutions named ICICI, IDBI and IFCI, who were the sole providers of long-term funds to the Indian industry. When the requirement used to be large in volume, all three used to organize and raise the money for required funding and investment. However, the deregulation beginning in the early 1990s, allowed Indian corporate to raise long-term funds abroad, putting an end to the DFI monopoly. The government also stopped giving DFIs subsidized funds. Eventually in 1997, the practice of consortium lending by DFIs was phased out. It was amidst this newfound independent status that Kamath, who had been away from ICICI for eight years working abroad2, returned to the helm. At this point of time, ICICI had limited expertise, with its key activity being the disbursement of eight-year loans to big clients like Reliance Industries and Telco through its nine zonal offices. The change program was initiated within the organization, the first move being the creation of the Infrastructure Group (IIG), Oil Gas Group (OG), Planning and Treasury Department (PTD) and the Structured Products Group (SPG), as the lending practices were quite different for all of these different segment of industries. Kamath picked up people from various departments, who he was told were good, for these groups. The approach towards creating these new skill sets, however, led to one unintended consequence. As these new groups took on the key tasks, a majority of the work, along with a lot of good talent, shifted to the corporate center. While the zonal offices continued to do the same work disbursing loans to corporates in the same region their importance within the organization seemed to have diminished. An ex-employee remarked, The way to get noticed inside ICICI after 1996 has been to attach yourself to people who were heading these (IIG, PTD, SPG, OG) departments. These groups were seen as the thrust areas and if you worked in the zones it was difficult to be noticed. Refuting this, Kamath remarked, This may be said by people who did not make it and there will always be such people. Some of the people who did not fit in this set-up were quick to leave the organization. However, this was just the beginning of change-resistance at ICICI. In the major client group, a staff of about 30-40 people handled the needs of the top 100 customers of ICICI. On the other hand, about 60 people manned the growth client group, which looked after the needs of mid-size companies. Obviously, the bigger clients required more diverse kinds of services. So working in MCG offered better exposure and bigger orders. The net effect was that the MCG executive ended up doing more business than the GCG executive. A middle-level manager at ICICI commented, The bosses may call it handling growth clients but the GCG manager is actually chasing non-performing assets (NPA)4 and Board of Industrial and Financial Restructuring (BIFR)5 cases. Kamath was quick to deny this allegation as well, Just because somebody is within the MCG does not guarantee him success. And these assignments are not permanent. Todays MCG man could easily by tomorrows GCG person and vice-versa. Complaints against these changes put in continued and ICICI was blamed for not putting in adequate systems in place to develop the right people. The manner, which ICICI recognized an individuals efforts the feedback process was also questioned. A manager remarked, Last year the bonuses varied from Rs 30,000 to Rs 250,000 depending on the performance. In many cases the appraisal scores were same but the bonus amount was not. And we were not told why. While Kamaths comments in the media seemed to dismiss many of the employee complaints, ICICI was in fact, putting in place a host of measures to check this unrest. One of the first initiatives was regarding imparting new skills to existing employees. Training programmes and seminars were conducted for around 257 officers by external agencies, covering different areas. In addition, in-house training programmes were conducted in Pune and Mumbai. During 1995-96, around 35 officers were nominated for overseas training programmes organized by universities in the US and Europe. ICICI also introduced a two-year Graduates Management Training Programme (GMTP) for officers in the Junior Management grades. Along with the training to the employees, management also took steps to set right the reward system. To avoid the negative impact of profit center approach, wherein pressure to show profits might affect standards of integrity within an organization, management ensured that rewards were related to group performance and not individual performances. To reward individual star performers, the method of selecting a star performer was made transparent. This made it clear, that there would be closer relationship between performance and reward. However, it was reported that pressure on accountability triggered off some levels of anxiety within ICICI which resulted in a lot of stress in human relationships. By 2000, ICICI had emerged as the second largest financial institution in India with assets worth Rs 582 billion. The company had eight subsidiaries providing various financial services and was present in almost all the areas of financial services: medium and long term lending, investment and commercial banking, venture capital financing, consultancy and advisory services, debenture trusteeship and custodial services. Change Challenges Part II ICICI had to face change resistance once again in December 2000, when ICICI Bank was merged with Bank of Madura (BOM). Though ICICI Bank was nearly three times the size of BOM, its staff strength was only 1,400 as against BOMs 2,500. Half of BOMs personnel were clerks and around 350 were subordinate staff. There were large differences in profiles, grades, designations and salaries of personnel in the two entities. It was also reported that there was uneasiness among the staff of BOM as they felt that ICICI would push up the productivity per employee, to match the levels of ICICI7. BOM employees feared that their positions would come in for a closer scrutiny. They were not sure whether the rural branches would continue or not as ICICIs business was largely urban-oriented. The apprehensions of the BOM employees seemed to be justified as the working culture at ICICI and BOM were quite different and the emphasis of the respective management was also different. TABLE I POST-MERGER EMPLOYEE BEHAVIORAL PATTERN PERIOD EMPLOYEE BEHAVIOR Day 1 Denial, fear, no improvement After a month Sadness, slight improvement After a Year Acceptance, significant improvement After 2 Years Relief, liking, enjoyment, business development activities Based on the above findings, ICICI established systems to take care of the employee resistance with action rather than words. The fear of the unknown was tackled with adept communication and the fear of inability to function was addressed by adequate training. The company also formulated a HR blue print to ensure smooth integration of the human resources. (Refer Table II). TABLE II MANAGING HR DURING THE ICICI-BOM MERGER THE HR BLUEPRINT AREAS OF HR INTEGRATION FOCUSSED ON à ¢Ã¢â€š ¬Ã‚ ¢ A data base of the entire HR structure à ¢Ã¢â€š ¬Ã‚ ¢ Road map of career à ¢Ã¢â€š ¬Ã‚ ¢ Determining the blue print of HR moves à ¢Ã¢â€š ¬Ã‚ ¢ Communication of milestones à ¢Ã¢â€š ¬Ã‚ ¢ IT Integration People Integration -Business Integration. à ¢Ã¢â€š ¬Ã‚ ¢ Employee communication à ¢Ã¢â€š ¬Ã‚ ¢ Cultural integration à ¢Ã¢â€š ¬Ã‚ ¢ Organization structuring à ¢Ã¢â€š ¬Ã‚ ¢ Recruitment Compensation à ¢Ã¢â€š ¬Ã‚ ¢ Performance management à ¢Ã¢â€š ¬Ã‚ ¢ Training à ¢Ã¢â€š ¬Ã‚ ¢ Employee relations ICICI transferred around 450 BOM employees to ICICI Bank, while 300 ICICI employees were shifted to BOM branches. Promotion schemes for BOM employees were initiated and around 800 BOM officers were found to be eligible for the promotions. By the end of the year, ICICI seemed to have successfully handled the HR aspects of the BOM merger. Learnings From the Case Study: 1. Change Identification Awareness of necessity for organizational renewal created in the life cycle of company to preserve local competitive market and being capable to take global market in future. 2. Goal Setting Positive consequences of change process were listed to make better sense about changes. This list components including: a) Better quality of services to client b) Achieve much more income c) Go ahead of rivals d) Prepare and set modern standards in the banking and investing industry e) Better management for referred projects 3. Current State Evaluation In the ICICI there are some potentialities such as skills, knowledge, financial resources and human resources which are elements to support change process, but these were not utilized with management methods. In addition, considering capability of company and its target it was needed to engage some new specialties and also there was not any procedure for communication between employees. 4. Implementation In a change process, the most important points to start up are those which have maximum problems, so in order to solve these problems some improvement projects were defined as below: a) Promotion of human resources Prepare and modify organization structure to modern matrix structure instead of hierarchy structure. Execute evaluation systems based on 360 degree evaluation. Employing centralized experts instead of outsourcing. b) Improving coordination procedures by management information systems. In the Current State Evaluation stage it was recognized that the most problematic thing is method of communication between different departments, so responsibility matrix and information flow diagram prepared for design and build units. After that, by utilizing information systems to integrate activities in each unit, employees could simply share their needs or basic data and also managers could extract reports from reliable and integrated system. c) Managing projects by using project management standards and finally implementing enterprise project management. First of all project charter was created for each project, then responsibilities matrix applied, after it scheduling and checklists prepared for both phases design and construction. This led to control quality by filling out the checklists and clarify inspection points through every process. According to defined information systems, all of the members of project team could use their own required information by online accessible project charter. Finally project book as a document which has characteristic of lessons learned prepared for projects. 5. Oppose to Halted Factors The common problem which occurres during the implementing change process is resistance, so for an organization which wants to prevent problems it is extensively important to response to employees (internal customer). In order to oppose to negative factors and reduce resistance, below activities performed: a) Interior design with suitable work environment ergonomics b) Training self management, appropriate communications and teamwork to employees which lead to increase professional capability of personnel c) Arranging coordination meetings and clarify management strategies to middle managers and also to employees d) Encouraging employees to cooperate in improvement projects e) Exactly making known for employees the whole processes in the field of their own 6. Continues Improvement and Control 6. Continues Improvement and Control By the above study we know the actual performance of the change management process and what the process is capable of doing if it is operated according to established procedures. A system measurement of the performance is actually needed during the all steps of implementation change management in order to being capable to compare achievements and the objectives. This helps leadership to manage change process with systematic well-timed feedbacks. Although the feedbacks might be positive or negative but in the negative cases some efforts will be used to understand what the mistake is. For instance in ICICI there were some evaluation forms which was must to be filled out by clients to modify or complete execution experiments and all of that will be used to improve processes of the project execution team Conclusion: The above study provides us with the conclusion that the actual performance of the change management process and what the process is capable of doing, if it is operated according to established procedures. A system measurement of the performance is actually needed during the all steps of implementation change management in order to being capable to compare achievements and the objectives. This helps leadership to manage change process with systematic well-timed feedbacks. Although the feedbacks might be positive or negative but in the negative cases some efforts will be used to understand what the mistake is. For instance in the ICICI there are some evaluation forms which must fill out by clients to modify or complete execution experiments and all of that will be used to improve processes of the project execution team. The purpose of this paper is to develop a method that will help companies recognize weak points in their change management process and improve it, to measure quantity of success in the change management process, a procedure which was defined in ICICI. ICICI had the well laid planning in effect. They first involved them in leading to predetermined quality and time, including client satisfaction, improving standards and diversifying in business requirements. The last criterias were employees satisfaction and cost reduction. With applying this procedure it helped them to recognize that how much of the objectives were achieved by implementing change management, so a questionnaire had been prepared to evaluate the results of implementing change management. Questions: The below listed questions refer to all phases of the change management process and require answers that are required to be answered for assessment. 1. Client Satisfaction. 2. Employees Satisfaction. 3. Improving Working Standards. 4. Information Systems. 5. Cost Reduction

Cadbury Schweppes :: Business and Management Studies

Cadbury Schweppes Criterion 1F My chosen businesses are Cadbury Schweppes, which is a PLC COMPANY, and Formbend is my LTD company. I chose these two businesses because I love Cadburys chocolate and thought it would be interesting to study and it also has a very informative website. I chose Formbend Tube Manipulators because my Uncle is the Technical Director for the company and said that he would be able to give me all the information I need. I know that there are lots of different Cadbury sites across Britain but my main focus will be the Bournville site in Birmingham. See appendixes and . History of Cadbury John Cadbury founded Cadbury in 1824. See appendix He developed his name as a chocolate manufacturer in 1831 by creating Cadbury’s drinking chocolate. See appendix .John Cadbury’s first shop was on Bull Street in Birmingham. See appendix .Then in 1847 the business had expanded and needed bigger premises so they moved to Bridge Street, which had its own canal linking the factory to the Birmingham Navigation Canal and the main ports in Britain. John Cadbury retired in 1861 and handed the business on to his two eldest sons Richard and George. The business ran from that site for 32 years, but then expanded even more which found them moving to Bourneville. See appendix .George Cadbury spurred the idea of better living conditions in Britain, which resolved in the Bourneville homes, which now cover over 1,000 acres. Aims and Objectives Aims Cadbury’s objective is to keep up the high standards of chocolate and to continue to make a difference too many people involved in the Bourneville site. They also want to make a profit on sales and to beat other competitors such as Nestle. Cadbury’s also want to continue making good quality products so they survive and maximise sales. They also need to make sure that they are environmentally friendly and make sure that quality is kept at a very high standard. Objectives 1. To continue to lead in the area of community interest 2. To introduce new products successfully to customers 3. To continue to help fund education in a number of ways 4. To improve communication with customers to help improve the standards of chocolate 5. To have a higher quality of products than other competitors. 6. To sell a lot of the products that they have and imp[rove any that need to be improved. 7. To take part in more activities than they did last year to get a good public voice. For Cadbury to achieve these aims and objectives they must spend a lot

Reform movements of 1820-1860 in the United States Essay

2. How were the reform movements of 1820-1860 in the United States related to the growth of industry and urban life? During the years 1820-1860, America has received a wave of social reformation movements that were in correlation with the growth of industry and urban life. This time period, also known as the antebellum era (time period before the Civil War) brought movements such as: the temperance movement (1826-1840’s), the movement for public asylums (1820’s and 1830’s), the public education movement/reform (1820-1860), the women’s rights movement (1850’s) and the anti-slavery movement. All of these movements were in sync with to the growth of industry and urban life. The temperance movement arose because of the urban life people faced in the city (alcoholics); the movement for public asylums arose because of the countless of people that had disabilities and the number of homeless people in urban areas; the women’s rights movement arose because of the way men treated women in both industry and urban life; and the anti-slavery movement arose because of th e way industry was treating them (such as too much work and no pay). The temperance movement (1826) and the movement for public asylums (1820’s and 1830’s) both arose due to the conditions the people of the urban life were facing. The temperance movement arose because there were too many people drinking liquor excessively after working hours, and strengthened after the Irish immigrated to America during the 1830’s (since many people stereotyped the Irish as excessive drinkers, the temperance movement was mostly aimed towards them). Many of the people that drank liquor claimed that it relieved their stress from working too much in the factories. However, once those people got home, they caused family problems, and sometimes cause crimes. This urban problem was a big dilemma, so people organized themselves and formed a temperance movement to ask for the pledge of people to stay abstinent. Another movement that arose due to urban problems was the amount of people that were homeless and the ones that had  disabilities. Throughout 1820-1840, urban life was full of crime because of the number of homeless people that robbed others. There was also a big number of homeless people living on the streets because the city could did not have enough apartments to allow people in. The number of people that had disabilities also caused a problem in urban life because they had a hard time struggling to survive. That is why people formed the Asylum movement. This movement called for the building of shelters for the homeless, schools for the disabled people and medical centers for them. This movement helped improve urban life to become a more tranquil place. The women’s rights movement arose due to the way they were treated by men. However, the women’s rights movement didn’t begin with the snap of a finger. Since many women were busy taking care of the house and their children, they didn’t have time to involve themselves in movements to support their rights. However, when the Industrial Revolution came to America, men left home to work for salaries, which meant they had less time to spend with their wife. With the addition of birth control, women had fewer children, which meant that they had time for social reform. After entering this â€Å"phase† women came to a realization that they resented the way men neglected them to secondary roles (which was to take care of the house and children) in the movement and preventing them from taking part of anything that had to do with politics. This sort of thinking can be classified as an urban way of thinking because in an everyday urban day, the mother would stay at home while the father would go work to get his salary. Although women fought for their rights during the 1850’s, their movement was obscured by the anti-slavery movement. This movement arose because the industry of America was treating them bad. In the South, many slaves were put into hard labor because around the 1820’s to 1830’s, there was a very high demand for people wanting cotton. The anti-slavery movement was supported by the Second Great Awakening (a time period in America in which religious enlightenment flourished). The Second Great Awakening brought over that slavery was a sin, and since many people were very religious, they didn’t like the fact that they were sinners (urban life ideals). The anti-slavery movement also brought abolitionists together to fight for their  cause and it also brought abolitionist newspapers such as _The Liberator_. Many people also didn’t like the fact that slaves were seen as business (industry), which gave them another reason to form the movement. The antebellum era brought many social reforms to America, and they were all in relation to the way the industry was growing and the way people lived in urban life. The temperance movement was in response to the crimes and the alcoholics that arose during the 1830’s; the movement for public asylums arose because of the number of needy people that were homeless and disabled; the women’s rights movement arose due to the way they were treated by men in their urban life and the growth of industry; and the anti-slavery movement was in response to the unfair treatment of slaves, the idea that slavery was a sin, and the fact that slaves were seen as a market. All these reforms arose because the people were reacting to the things that were happening to urban life and the growth of industry, and in my opinion, I think all these reforms were made for the best of mankind because they led to a safer and secure life.

Multi-Layered Security Plan Essay

Protecting sensitive or confidential data is paramount in many businesses. In the event such information is made public, businesses may face legal or financial ramifications. At the very least, they will suffer a loss of customer trust. In most cases, however, they can recover from these financial and other losses with appropriate investment or compensation Having information of different security levels on the same computer systems poses a real threat. It is not a straight-forward matter to isolate different information security levels, even though different users log in using different accounts, with different permissions and different access controls (Red Hat, Inc. 2006). Below I have listed the IT infrastructure of Richman Investments along with recommendations in each infrastructure on levels of security that should be implemented for a more secure network. IT Infrastructure Affected 1. User Domain: The people who access an organization’s information system. * The first thing that should be implemented is a mandatory Computer Security training session to educate the users on the proper use of work computers. 2. Workstation Domain: Users (most) connecting to the IT infrastructure. * The workstation domain comes with its own problems such as unauthorized access to the system, the way to fix this problem would be to implement access policies and guidelines. 3. LAN Domain: A collection of computers connected to one another or to a common connection medium. * Implement second or third level identity check to gain access to sensitive systems, applications, and date. Keep all hardware in a secure location with access only with proper ID. 4. LAN-to-WAN Domain: Link between the Wide Area Network (WAN) and the Internet. * Conduct post configuration penetration tests of the layered security solution within the LAN-to-WAN Domain. Test inbound and outbound traffic and fix any gaps. Also, apply e-mail server and attachments antivirus and e-mail quarantining for unknown file types. Stop domain-name Web site access based on content-filtering policies. 5. WAN Domain: Wide Area Network (WAN) connects remote locations to the Local Area Network (LAN). * Encrypt confidential data transmissions through service provider WAN using VPN tunnels. 6. Remote Access Domain: Connects remote users to the organization’s IT infrastructure. * Remote Access Domain, Being that the users are off site it is hard to say that the users password information has not been compromised. In such cases when abnormalities are spotted or data is accessed without proper authorization, data should be completely encrypted to prevent any sensitive materials from being sold or presented to the open market. 7. System/Application Domain- Holds all the mission-critical systems, applications, and data. * Develop a business continuity plan for mission-critical applications providing tactical steps for maintaining availability of operations. Perform regular rigorous software and Web-application testing and penetration testing prior to launch.