Work Group Performance And Satisfaction At Utp Management Essay

Work Group Performance And Satisfaction At Utp Management Essay For the purposes of completing on my report about work group, performance and satisfaction, I was selecting my workplace as a organization requirement to evaluate. My workplace is UTP. Base on references from www.utp.edu.my, Universiti Teknologi PETRONAS (UTP) was established on January 10, 1997. UTP offers a wide range of engineering and technology programmes at undergraduate and postgraduate levels complemented with a strong focus on Research and Development. Due to assess of performance and satisfaction of a work group, I was selecting one of the UTPs department which is IT Multimedia Services Dept. or ITMS. Under ITMS dept, it has sub division called Information Technology and Facilities Operation, named as ITFO. Furthermore, ITFO has 3 work groups which consist of Inventory Management, Deployment Production and IT Helpdesk Training. These groups are classified as Formal Groups and characterized as Task Groups. All the said groups have interdependence from each other as illustrated in Figure 1.1. Figure 1.1: ITFO Work Group: source: UTP ITMS Dept. 1.1 Explanation of work group, performance and satisfaction Based on reference from Wikipedia.com, the definition of work group is a group of people working together toward a common goal, also known as a  working group. Another definition of work group is a group which consists of two or more individual that interacts primarily to share information and to make decision to help each member perform within his or her area of responsibility. Work group have no need or opportunity to engage in collective work that requires joint effort. So their performance is merely the summation of each group members individual contribution. There is no positive synergy that would create an overall level of performance that is greater than sum of the input. (Robbins, 2004) With regard to Group Behaviour Model which I will elaborate later in this report, can lead members of a group towards developing effective groups where it can improve performance and satisfaction of its members and ensure success of the organisation. Effective groups are groups that have creative ideas, accomplish their tasks and can adapt to any changes. Group members will be more involved with the group and goals of the organisation. As a manager, he or she need to see and assess the strategies required to develop effective groups in an organisation. Elements that need extra attention are those involving people, organisation and the assigned task/s. A high degree of understanding between the group leader and his/her members also has a positive effect on the performance and satisfaction of group members. 2.0 Five Components of GBM being practices from selected company Figure 2.1: Group Behaviour Model. Source: Robbins, S.P.(2003) Group Behavior Model or GBM as illustrated on figure 2.1 are the main components which are influencing to the performance and satisfaction levels of groups. I will explain each components of GBM where the company being practices. 2.1 An external condition is imposed on group Every work groups is influence by external conditions imposed by outside it. This external conditions include organizations overall strategy, the structure of authority, formal regulations, resources, employees selection process, performance appraisal and reward system, culture and workplace condition. Organizational Strategy, typically, overall strategy of the  organization  is usually determined  by top management. They  have  developed  the organizational goals  and how to achieve  these  goals.  For example,  they  can  direct the  organization  to reduce costs, improve  quality, etc. These  strategies  can  affect the  power of  the various  working groups, particularly in  determining  the resources  needed  to  carry out from them.  For example, termination of contract to IT maintenance vendor and UTPs employees need to take over. This action  will affect the  work group  which will  increase  their  anxiety  and further potential to  improve  the  internal  conflict. The organization has the authority structures that define who reports to whom, who make decisions, and the types of decisions can be made by individuals or groups. This structure determines where a working group placed in a hierarchical organization, the formal leader of a group, and as well as formal relationships between the groups. Organization established rules, procedures, policies, job descriptions and other forms formal regulations to standardize the behavior of workers. The more rules formally applied to all workers, the more consistent and predictable behavior from them. Meanwhile, organizations resource such as money, time, materials, and other equipment have a major impact on group behavior. Some organizations have a lot of resources on which the employee obtained modern tools and equipment, sufficient and high quality. Organization with limited resources will affected of group activities. For employee selection process, A member of a work group is also a member of the organisation because the group is a part of the organisation. Accordingly, the criteria employed by the organisation for employee selection purposes will also be used to decide who becomes part of a group. Another variable that can affect all employees is the performance appraisal and reward system. The company provided specific, challenging and achievable goals. Reward will be given to both individual and groups for their achievement. Since groups are part of a bigger organisation, the behaviour of group members are also influenced by the manner in which organizations appraise a certain task that has been achieved and the kind of behavior that is rewarded. Each organization has their own culture in which it has defined standard behavior is acceptable and not acceptable to the employee. After a few months joining the organization, most employees will begin to understand the cultural practice in the organization. Group members are also part of the organization must follow dominant cultural practices of the organization although they have their own subculture. Subculture refers to a culture that received only adopted by certain groups within the organization. Finally, work group behaviour is also influenced by the workplace condition where condition of the workplace as provided by the organisation. Physical layout of employees work space, the location of equipment, etc are provided with amicable work environment. All these can simultaneously be obstructions and opportunities for the interaction of work groups. 2.2 Resources for Group Members Figure 2.2: General resources available to group members The potential level of achievement of the group is dependent on the resources carried by each member of the group. In this section, we will look at two sources generally highly significant, the ability of self and personality characteristics. Personal Capability means the knowledge, skills and abilities that exist in an individual. A large part of the groups performance can be predicted by assessing the knowledge and skills that exist in each of its members. It is true, even though a group of players who are moderate, but because the best coach, team spirit is high, they can finally beat a group of players much better. But this does not always happen. Evidence shows that there is a positive correlation between good interpersonal skills and group achievement. This refers to the management and resolution of conflict, cooperation in problem solving and communication skills. According to the ITFO group members, the manager has been selecting each member following their skill and capability. Many  studies  about personality traits have shows that  there is  a  clear  relationship between the characteristics personality  and attitude  and  behavior of  the group.  The properties  have a  positive relationship  with our culture  also  showed  a positive relationship  with productivity, morale and  closeness  or  solidarity  groups.  These features  also  include features  such as  easily hang out,  take initiative,  openness, and  flexibility.  On the other hand,  negative features  such as  authoritarianism, dominant, and  not  according to  custom (unconventionality)  showed  a negative relationship  with productivity, morale  and the closeness of  the group.  These  personality traits  affect  the performance of the  group  by the way  people interact  with  other  members of  the  group. 2.3 Group Structure The working group has a structure that could form the behavior of group members. It also enables the majority of individual behavior and group performance groups described and predicted. The structure of the group include formal leadership, roles, norms, group status, group size, composition and the degree of closeness of the group. (Please refer Appendix for the main Group Structure and function of ITMS dept.) (a) Formal Leadership Nearly all work groups have a formal leader. ITMS dept has managers, supervisors, project leader and head of a particular committee such as ITFO. Leaders play an important role in the success of a group. (b) Roles Each member of a work group has his/her own role to play with a set of expected behavior patterns accompanying his/her position and responsibilities within the group. It found that, each person of ITFO have more than one role to play at any given time within his/her different groups. Beside of ITFO task, the members from level 2 and 1 (figure 1.1) have their main job such as computer lab administration. (c) Norms All groups have established norms. These norms, which strongly influence work behavior was defined as acceptable standards of behavior. An effective work group will establish norms on quality, punctuality, absenteeism, safety, honesty in giving ideas and others. (d) Group Status Status is a socially defined position or rank given to groups or group members by others. Awarding of status can influence the behavior of groups. ITFO practicing the title hold of the workgroups leaders are depending of staff grade such as grade ST3 in level 2 and ST2 and ST1 at level 1 (figure 1.1). (e) Group Size Smaller groups are more productive than larger ones. On the other hand, larger groups deal better with problem solving since more ideas are put forth. ITFO is a small group that consists of 3 to 6 members of each workgroups. (f) Group Composition Most group of ITMS and ITFO have their skill and knowledge. When the group consists of various personalities gender, age, education level and experiences, the greater the chances are for that group to accomplish its task successfully. Heterogeneous groups are more effective compared with homogeneous ones because they possess more abilities, skills, and information as a result of having members from a variety of backgrounds. However, it is also worth noting that both heterogeneous and homogeneous groups have their own strengths and weaknesses. (g) Cohesiveness ITFO workgroups are differ in their level of cohesiveness, which is the degree of members being attracted to each other and are motivated to stay in the group. For instance, some work groups are cohesive because the members have spent a great deal of time together, the groups small size facilitates high interaction or the group has experienced external threats, which has resulted in its members becoming very close. Cohesiveness is important since it has proven to be positive towards the productivity of a group. 2.4 Group Processes Figure 2.3: General resources available to group members When the working group in which each member contributions are not clear, there is a tendency for individuals to reduce effort. In other words, social loafing describes the loss of certain processes as a result the group. However, the processes also can produce results positive such as the group could produce output exceeds input used. Heterogeneous group are potential to generate various creative alternatives. Figure 2.3 and 2.4 illustrated the resource of group members and effects of group process. Figure 2.4: Effects of group processes. Source: Adapted from Robbins (2003). 2.5 Group Task Tasks can be classified as either simple or complex. A standard task or routine is usually simple. A complex task is usually unusual as not in the norm and is seldom carried out. With simple or routine, group members simply need to follow the standard procedure in performing the task without the need to discuss the alternatives. Similarly, group members need to interact more often if the degree of task dependency is high. Group performance relies on effective communication and minimum level of conflict among members. 3.0 Evaluation of the 5 components of GBM in UTP organization All evaluation findings are based on personal interview and observation from the members of the ITFO work group (figure 1.1). The evaluations resulted were obtained without difficulties because selected company is my workplace and I am one of the members of ITFO work group. These are the evaluations findings based on the GBM model: 3.1 An external condition is imposed on group. a) Organizational Strategy Overall strategy of the  organization  is usually  determined by top management. They  have  developed  the organizational goals  and  how  to achieve  these goals.  For example,  UTP has reduced costs of operation instead of hired outsource to organized convocation ceremony by build a certain group to handle it. ITFO group is formed to support such event directly. b) Authority structures Is defined who reports to whom, who make decisions, and the types of decisions are clearly stated to groups members. This structure was cleared to ITFO to follow hierarchical organization (figure 1.1), the formal leader of a group, and as well as formal relationships between the groups. UTP has established standard rules, procedures, policies, job descriptions and other forms. c) Formal Regulations UTP has employee regulation and personal conduct which is cleared to all employees. Its help to the company to determine group behaviour. d) Organizations Resource It found that, money is the major concern need to pay attention. such as when group request budget which is required from the task like purchase high end computer to accelerate particular job, it always take longer time to approve. Thus, activities of the group will effect. e) Employee Selection Process ITFO has selected member to enter the group is within UTPs staff and recommended by ITMS managers. f) Performance Appraisal and Reward System. The UTP management provides specific, challenging and achievable goals such as, become Research University in 2013 and also practiced cleared mention about Performance Appraisal and Reward System. Behavior of group members is influence by the manner in which organizations appraise a certain task that has been achieved and the kind of behavior that is rewarded. g) Culture. The ITFO followed the UTP standard culture which has no obstacle to be effective work group. All members are Muslim and also most of UTP Top management. Thus, culture is same among them. h) Workplace Condition UTP has provided better and amicable employees work environment. The opportunity for the interaction for the all work groups is excellence. 3.2 Resources for Group Members a) Personal Capability- According to the ITFO group members, the manager has been selecting each member following their skill and capability. For example, group of IT Helpdesk and Training (figure 1.1) is consist of capable members who are able to develop System Helpdesk and maintain. They have strong programming language. b) Personality Traits ITFO manager and supervisor which are support level and level 3 (figure 1.1) has determined each members from level 2 and 1 are based on personality trait. For example of some members which have lack of communication skill are not really suitable in Deployment and Production which is required good communication skill to interact outside from the groups. 3.3 Group Structure (a) Formal Leadership ITFO Leaders play an important role in the success of a group. (b) Roles Each member of a work group has their own role to play with a set of expected behavior patterns accompanying their position and responsibilities within the group. It found that, each person of ITFO have more than one role to play at any given time within their different groups. Beside of ITFO task, the members from level 2 and 1 (figure 1.1) have their main job such as computer lab administration. From the evaluation made, the level acceptance and satisfaction of tasks are moderate. (c) Norms In terms of quality, punctuality, absenteeism, safety, honesty in giving ideas and others, it was found the situations of all characteristic is fare, which means there are no big issue arise in the group. (d) Group Size It found that, the ITFO group size is acceptable to the tasks requirement. (e) Group Composition All group members of ITMS and ITFO have their skill and knowledge. It consists of various personalities gender, age, education level and experiences. Heterogeneous groups such ITFO IT Helpdesk and Deployment groups are more effective compared with homogeneous such as Inventory Management sub group because they possess more abilities, skills, and information as a result of having members from a variety of backgrounds. However, each group members have their own strengths and weaknesses. (f) Cohesiveness It found that, cohesiveness among ITFO is excellence because they interact well each other and the tasks given which is interrelated flows effectively. For example, the IT Helpdesk assigned task such as troubleshoot customer (lecturer) computer problem to the Deployment Production group. The result found they are easily interacts each other without conflict. 3.4 Group Processes ITFO work group has formed base on decision made from Support Level and Level 3 in figure 1.1. The main objective is to accelerate and give better IT Media services to UTP organisation. Based on the result since a year ITFO been established, effectiveness of the work group is still being monitored by ITMS manager. Support level has claimed that, there is positive movement in terms of efficiency of task given. For example, Deployment Production group (figure 1.1) has given task on migration of new computer laboratory instead of the custodian of the laboratory do their own migration which is consumed longer time and more effort. 3.5 Group Task Result from the findings, it found, with a simple or routine task, group members did well in term of follow the standard procedure in performing the task without the need to discuss the alternatives such as, how to log user problem in the Helpdesk system or how to install MS Office to the user computer. Similarly, group members have interact more often if the degree of task dependency is high. For example, available version of software like MATLAB cant be installed to the new OS computer. Thus, ITFO work group (inventory management and Deployment group) need to work together to find alternative and decision have to be made. Group performance of ITFO is having effective communication and minimum level of conflict among members. 4.0 Workgroups Performance and Satisfaction Based on the Group Behavior Model which I was elaborated above, can lead members of a group towards developing effective groups where it can improve performance and satisfaction of its members and ensure success of the organisation. From the findings, ITFO it closely to be an effective group due to the creative ideas among members, accomplish their tasks and can adapt to any changes such as IT revolution. As a IT manager on Support level in figure 1.1, he was able to see and assess the strategies required to develop effective groups in an organization. For example, he encourages the workgroups member to attend suitable training to particular area of their expertise such as inventory management system to the inventory management workgroup. Nevertheless, the level 3 (figure 1.1) need extra attention in cohesiveness matter to their subordinate group which resulted less cohesiveness. Then, a degree of understanding between the group leader and his/her members is moderate. For example, biasness occurred and favorable practices. If the situation can be eliminate, positive effect on the performance and satisfaction of group members will increase. 5.0 Conclusion and Recommendation to improve performance and satisfaction From the findings, it concluded that, better GBM approaches from selected company can lead members of a group towards developing effective groups where it can improve performance and satisfaction of its members and ensure success of the organization. External condition imposed on the group such as better performance appraisal and reward system is the most concerned into effectiveness of the work group performance and satisfaction. These are the three recommendations on how to improve performance satisfaction from the selected company: a) The performance appraisal and reward system from the company can be said stated clearly, but the result at the end is not the same of what members group has expected. Thus, misjudge about performance evaluation of the particular group must be eliminate and required accuracy. b) Cohesiveness of superior and support level 3 (figure 1.1) to their subordinate group members must be strength. According to Robbins (2004) Cohesiveness is importance because it has been found to be related to the groups productivity. To strengthen cohesiveness, the leader must frequently meet groups member such as conduct meeting twice a month, or involved external activity such as team building and sport event. c) From the findings, group task of each work group is claimed to be bias from certain member. For example, Deployment Production work group perceived that their task load is heavy compared to Inventory Management. Thus, leader must clearly state about task segregation and be balanced to each work groups member due to workgroup productivity and job satisfaction. Total number of words: 3387 References Dr. Faizuniah Pangil, Dr. Fais Ahmad, Dr. Ooi Yeng Keat, Hanisah A. Razak, Naslina Zakaria, Zulufli Aziz, Ruhana Busu, Assoc Prof Dr. Husna Johari (2010). BBGO4103 Organisational Behaviour. (2nd Edition). Meteor Doc. Sdn. Bhd. Selangor Darul Ehsan. Robbins, Stephen P (2003). Organizational Behavior (10th ed.). Pearson Educational, Incorporated. Schermerhorn, J.R., Hunt, J. G., Osborn, R. N. (2003). Organizational Behavior (8th ed.). USA: Wiley, John Sons, Incorporated. Collela, A., Hitt, M., Miller, C. (2006). Organisational behaviour: A strategic approach. USA: John Wiley Sons, Inc. Whai is workgroup. (n.d). Retrieved March 3, 2011, from http://en.wikipedia.org/wiki/Workgroup

Translating Transgender: A laymans guide to the least-known minority E

Translating Transgender: A layman's guide to the least-known minority Who hasn't been told to "just be yourself and people will like you?" It seems like such a simple notion. But what if being yourself could lead to harassment, rejection, isolation, unemployment, homelessness, physical violence, or even death? Not so simple anymore, is it? Sadly, this situation is one that confronts transgendered people worldwide on a daily basis. Laurie Johnson*, a tall, robust Fall River resident who underwent male-to-female sex reassignment surgery in 1998, says that she can hardly leave her house without being hassled. "The discrimination and harassment are almost constant when I'm 'dressed,'" she says. "I've heard total strangers comment 'Is that a man or a woman?'. I've been denied service at a bank because they claimed I was wearing a 'disguise.' I tried to attend a business school where they required students to wear business attire. I was asked to leave the first day because I was 'disrupting the classes' simply by being there." Sadly, Johnson's experiences are not uncommon. Many transgendered people, "dressed" or not, report encountering such discrimination and difficulties in their day-to-day lives, a lot of which can be largely attributed to the fact that, despite the great progress that has been made on the gender front, the general public is still largely uneducated about the transgendered lifestyle. While the gay and lesbian movements have come to the forefront of our national consciousness as a result of the recent gay marriage controversy, the transgender movement has remained somewhat in the shadows. Indeed, the transgender culture is probably the least talked about, most commonly misunderstood minority in... ...owed up and talked to them for a while, then wrote a nice story but her editor squashed it because of the ad revenue they get from that chain. They don't usually bother me anymore, unless they have a new security worker." More than anything, when speaking of life as a transsexual, Johnson says she just wishes people would understand that "transsexuals are just like everyone else in the world except when it comes to sex and gender. We can be generous or greedy, kind or cruel, loving or bigoted. Statistically, we're smarter than the general population and, on average, more law abiding." "I would just like to be left alone," she says. Justin Clemente has a slightly different outlook on things. "If (as a society) we can't accept each other, how can we accept ourselves?" he says. "Diversity is honestly the spice of life, and with no spice, life SUCKS!"

Mobile Money Transfer

CHAPTER TWO LITERATURE REVIEW 2.1 Mobile money transfer Mobile money transfer, also referred to as mobile money, mobile  payment, and mobile wallet generally refer to payment services operated under  financial regulations and performed from or via a  mobile device. Instead of paying with cash, cheque, or credit cards, a consumer can use a mobile phone to pay for a wide range of services and digital or hard goods. Although the concept of using non-coin-based currency systems has a long history,  it is only recently that the technology to support such systems has become widely available.Similarly, Julia s. cheney defined mobile financial services from her paper examination of mobile banking and mobile payments as follows â€Å"Mobile financial services is a term applied to a range of financial activities conducted using mobile devices, such as cellular phones or personal digital assistants. These activities fall into two broad categories: mobile banking and mobile payments. Mobile banking allows bank customers to check balances, monitor transactions, obtain other account information, transfer funds, locate branches or ATMs, and, sometimes, pay bills. In the United States, depository institutions' mobile banking platforms rely on one or a combination of the following three strategies: SMS text messaging, browser-based programs, or downloadable mobile-banking applications. The term mobile payments refers to payment transactions initiated or confirmed using a person's mobile cellular phone or personal digital assistant. These may be such things as making a purchase at the point of sale, sending money to a person or a business, or purchasing a product or service remotely. Mobile payments generally fall into two categories. Those made at the point of sale are called â€Å"proximity payments† and are typically initiated using NFC technology. Mobile â€Å"remote payments,† on the other hand, are not transmitted by NFC but rather require payments to be initiated and settled through the mobile cellular phone network in combination with an associated payment network. These payments may involve person-to-person, person-to-business, or business-to-business payments and rely on SMS text messaging, wireless Internet technology, or a downloaded application in order to execute the payment.Mobile payment is being adopted all over the world in different ways (wirelessintelligence.com) (erricson.com 2011). In 2008, the combined market for all types of mobile payments was projected to reach more than $600B globally by 2013 (juniper research 2013),  which would be double the figure as of February, 2011 (bonsoni.com 2011). The mobile payment market for goods and services, excluding contactless  near field communication  or NFC transactions and money transfers, is expected to exceed $300B globally by 2013 (juniper research 2013). In  developing countries  mobile payment solutions have been deployed as a means of extending financial services to the community known as the â€Å"unbanked† or â€Å"under banked,† which is estimated to be as much as 50% of the world's adult population, according to Financial Access' 2009 Report â€Å"Half the World is Unbanked† (financialAccess.org 2009). These payment networks are often used for  micropayments.  The use of mobile payments in developing countries has attracted public and private funding by organizations such as the  Bill & Melinda Gates Foundation,  United States Agency for International Development  and  Mercy Corps.Mobile financial services cover a â€Å"broad range of financial activities that Consumers engage in or access using their mobile phones† (Boyd and Jacob, 2007:6). They can be classified into three separate categories: mobile banking (m?banking), Mobile money transfer (m?money transfer), and mobile payments (m?payments) (GSMA, 2008a). M?banking is subsumed under the larger category of electronic banking.Electronic banking (e?banking) refers to â€Å"the provision of retail and small value banking products and services through electronic channels. These include deposit taking, lending, account management, the provision of financial advice, electronic bill payment and the provision of other electronic payment products and services such as electronic money† (Basel 1998:3). As a form of e?banking, m?banking is defined as:†Ã¢â‚¬ ¦financial services delivered via mobile networks and performed on a mobile phone. These services may or may not be defined as banking services by the regulator, depending on the legislation of the country in question, as well as on which services are offered.† (Bà ¥ngens and Sà ¶derberg 2008: 7).Porteous (2006) further explains that mobile banking can either be additive or transformational. For the former type, m?banking is considered an additional channel for existing clients to access banking services; in the transformational category, however, it targets clients who do not have bank accounts, aiming to include them into the formal banking system. (Bà ¥ngens and Sà ¶derberg 2008). Money, on the other hand, is a form of electronic money. Electronic money refers to â€Å"stored value or prepaid payment mechanisms for executing payments via point of sale terminals, direct transfers between two devices, or over the computer networks, such as the Internet. Stored value products include hardware or card based mechanisms (electronic purses or wallets), and software or network based cash (also called digital cash)† (Basel, 1998:3?4). M? money then refers to â€Å"services that connect consumers financially through mobile phones. Mobile money allows for any mobile phone subscriber – whether banked or unbanked – to deposit value into their mobile account, send value via a simple handset to another mobile subscriber, and allow the recipient to turn that value back into cash easily and cheaply† (GSMA, 2009:7). In this way, m?money can be used for both transfers and payments. In fact, m?money is generally used in m?payments and m?money transfers rather than for m?banking. As such, m?money does not earn interest compared to bank deposits. This ensures that all e?cash (of which m?money is one) dispensed and circulating corresponds to actual funds in the system. This helps the central banks track movements in money supply1 (Mapa, 2009). With this, m?money cannot be used for savings and cannot be lent by m?money service providers (Sec 5.C and D of Circular 649) (BSP 2009). However, whether these funds should not earn interest has been questioned by some, especially when the funds that are pooled to back?up the issued e?money can be deposited in a prudentially regulated institution or invested in â€Å"lower?risk† securities (Tarazi, 2009).Thus far, the use of m?money has primarily been transactional, such as payment of bills (including payment conversion of m?money to electronic loads), transfer of funds. In microfinance, for instance, the system has largely been utilized to transfer and pay loans.Mobile banking models:Lyman et.al. (2006) makes two distinctions of branchless banking: bank led Non?bank commercial actors. This was further expanded by Goswami & Raghavendran (2009) by breaking down mobile banking variants into 5 models based on how they partner up with telecommunication providers: (1) carriers going solo, (2) banks going solo, (3) exclusive bank and telecom partnership, (4) bank telecom open partnership, and (5) open federation model. These variations indicate that there is much innovation occurring with respect to delivering m?banking/m?money services. Although innovation is important, at some point, standardization would be needed to support interoperability that would enhance services among customers (GSMA, 2008a). In fact, of the five models mentioned, the open federation model is considered by Goswami & Raghavendran (2009) as the most flexible and dynamic since it allows for a partnership between all banks and telecom companies while sharing a common platform for m? banking. The platform then expands the coverage of mobile banking and gives the unbanked a freedom to choose with whom to maintain an account. The other implication of the variety of existing models is that it creates different regulatory arrangements depending on the nature of partnerships between telecommunication carriers and financial institutions. In the case of SMART Money in the Philippines, for instance, the banking regulations have complied with by its banking partner, whereas the telecommunications aspect is addressed by the telecommunications provider. A regulatory distinction however occurs once there is e?money issuance by a telecommunication company or non?bank entity through the telecommunications operator (Lyman, et al. 2006), as was the case with Globe Telecom's G?Cash. In both cases, they had to work with financial regulators on banking regulations it was not previously concerned with. Mobile phone payments is a popular and most preferable way of sending and receiving money in Africa since the vast majority of the continents' population are ruler dwellers or uneducated (Ayo, Ukpere, Oni, Ometo, & Akinsiko, 2012; Mangudla, 2012). The concept of mobile money transfer dates back to the history of telecommunication and banking industries. There are collaborations between the two industries for the facilitation of MMT service (Ayo et.al, 2012). M-PESA was the first MMT service in Africa, which was introduced by Safaricom of Kenya (A Vodafone partner) in 2007. M-PESA (M refers to mobile, and PESA refers money in Swahili language) can be accessed from the different outlets such as the headquarter, main branches of the company, or an authorized business outlet. Safaricom registered over 20, 000 consumers for M-PESA within the first month of introducing the service (Hughes & Lonie, 2007), and the number reached more than 15 million users of MMT in Kenya after five years of launching (Michaels, 2011). He contends that there are several factors behind the wide adoption and acceptance of this service by the users including rapid migration to cities for work, a significant unbanked number of the populace, the credibility of the service provider, and finally their commitment towards families in home villages. Therefore, as asserted by Hughes & Lonie, (2007), the M-PESA is primarily designed for the unbanked populace in Kenya. The MMT also was later introduced in several African countries such as Nigeria, South Africa, Tanzania, Ghana, Somalia among others. The success of these services in South Africa and Ghana were less than the Kenya's M-PESA success (Tobbin, 2010). MMT IN SOMALIA:MMT service in Somalia was first introduced by GOLIS , HORMUD and TELESOM telecommunication companies working with puntland, south central Somalia and Somaliland respectively. SAHAL and ZAAD money transfer was the first product; however, EVC, the hormud version of MMT, was banned by al-Shabab Group. The hormud company later introduced a more advanced service named EVC Plus. Other telecommunication service providers later offered similar products with different brands. For example, Nation link offer E-MAAL and somtel offers E-DAHAB services respectively. The lack of effective government in Somalia affected the necessities of the life and the telecommunication industry filled the governmental gap by introducing revolutionary technologies (Osman, 2012). The industry provides several services such landline, mobile phones, internet and mobile banking. The mobile banking or what we can refer to mobile money transfer is very popular in the most sophisticated and active people in Africa with regard to mobile phone payment (Osman, 2012).Many diverse factors contribute to the adoption and acceptance of these MMT services in Somalia. One major reason is that the banking systems in the country are very limited. In addition, there is much risk for caring cash since the country is still politically unstable and recovering from more than two decades of chaos and civil war (Mohamed, 2013). There are huge remittances sent by the Somali Diaspora back home to their families, friends, relatives, or business associates. There is also huge migration to the major cities because of economic crisis, famine, droughts, and job seeking. All these factors can contribute to the acceptance and usage of MMT service by the Somalis as they were behind its usage in other countries especially in Africa. There are limited empirical studies on the state of art of MMT adoption in the country. Sayid, Echchabi, and Abd. Aziz (2012) examined the mobile money acceptance in Somalia by drawing on the TAM model. Sayid et.al's (2012) study suggested that perceived usefulness and security positively affected the attitude towards mobile banking, whereas social influence and perceived usefulness significantly and positively influenced the intention to accept mobile money. Furthermore, their study suggested that perceived ease of use had positive effect on perceived usefulness of mobile money. Sayid et.al's (2012) sample size was very small (N=100) which is difficult to draw a statistical conclusion from it. In addition, this study looked at the MMT in a broader scope. However, their study provided useful insights about the factors influencing the acceptance and adoption of MMT in the country.The current study will examine the trends, challenge and future of mobile money transfer and banking in puntland. The study will focus sahal service as particular as there is no such in depth analysis in this service before. This service has 597,000 sahal service active subscribers which do mobile money services across puntland, similarly it has 86,000 active mobile payment subscribers which use sahal payment as their first choice paybills.The study will focus on these customers, the regulation and the mobile network operators to study the trends, challenges and future of this service.

Essay about The Groundwork of the Metaphysic of Morals

Can suicide be justified as morally correct? This is one of the many questions Immanuel Kant answers in, â€Å"The Groundwork of the Metaphysic of Morals†. Kant discusses many questions with arguable answers, which explains why he is one of the most controversial philosophers still today. Throughout Kant’s work, multiple ideas are considered, but the Categorical Imperative is one of the most prevalent. Though this concept is extremely dense, the Categorical Imperative is the law of freedom that grounds pure ethics of the metaphysics of ethics. Categorical imperatives are the basis of morality because they provoke pure reasons for every human beings actions. By the end of his work, one will understand Kant’s beliefs on morality, but to explain†¦show more content†¦On the other hand, there are few to none examples of a Categorical Imperative, because as Kant would believe, they have to be actions that are good in themselves completely. To arrive at the Ca tegorical Imperative, Kant starts off by explaining that an action is good without qualification if done from duty and not primarily from inclination, or ulterior motives. This, in a more simplified manner, means an action is good if it was the right thing to do and a person did it for the sake of duty and not because of anything else, like instincts or feelings. Kant believes there are very few people in this world that can actually live up to the standard of duty. From this point, Kant states that moral worth is determined by the rule or principle by which an action has been decided, not in the purpose to be attained by it. This statement goes back to the difference of means versus ends; is a person’s action based on the mean or is it based on ends? After Kant arrives at this, he then affirms that duty is the reverence for the law. The difference between reason and will is established at this point. Reason, or thought, can be described as theoretical or pure reason, or it c an be described as practical reason. Kant describes theoretical reason as determining a given concept, but practical reason is idea of making the concept actual. Will, on the other side, can be broken down to either the â€Å"holy will† or empirically mixedShow MoreRelated Kants Groundworks of the Metaphysic of Morals Essay1656 Words   |  7 PagesKants Groundworks of the Metaphysic of Morals In Groundworks of the Metaphysic of Morals Immanuel Kant proposes that good will is the only thing which is good and that a person should act only under that maxim which he would will to be universal (273); Kant calls that test for morality the Categorical Imperative. Kant believes that the CI can be formulated in several different ways, a. The Formula of Universal Law b. The Formula of the End in Itself Read MoreKant s Groundwork Of The Metaphysic Of Morals860 Words   |  4 PagesKant’s Groundwork of the Metaphysic of Morals Immanuel Kant was one of the most important European philosophers and lived from 1724 to 1804. In his time he created Groundwork of the Metaphysic of Metaphysic of Morals. Kant starts by stating that â€Å"By identifying a good will as the only unconditional good, he denies that the principles of good willing can be fixed by reference to an objective good or telos at which they aim.† This ties into Kants next part of his work because it describes two shopkeepersRead MoreGroundwork of the Metaphysics of Morals by Emmanuel Kant570 Words   |  2 PagesIn his book, Groundwork of the Metaphysic of Morals, Kant explores the issues of human morality, and attempts to â€Å"seek out and establish the supreme principle of morality† (Kant 60). 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The following essay will examine, one, the idea of an organized being, secondly, why Kant proposes it, then we will contrast this idea with what we observe, and finally, analyse the extent of the harm done to the overarching theory of morality presented in the Groundwork if this concept is impaired. According to Kant, In the physical constitutionRead MoreKants Groundwork Of The Metaphysics Of Moral And John Stuart Mill Analysis966 Words   |  4 PagesImmanuel Kant’s Groundwork of the Metaphysics of Morals and John Stuart Mill’s Utilitarianism present arguments for the contrasting moral theories espoused by the two philosophers. In this paper, I will argue that Kant’s moral theory provides for a stronger rational approach to the problem presented in Example A than utilitarian moral theory as it provides a conclusive moral rationale based on the categorical imperative and universalization of maxims for its espousal against lying, whereas utilitarianismRead MoreThe Metaphysics Of Morals1418 Words   |  6 PagesIn the Groundwork of the Metaphysics of Morals by Emmanuel Kant, we are presented with this conception of Kant’s called â€Å"the Form of Law.† With the discussion of the Form of Law, we will also come to encounter both moral law and th e categorical imperative. Kant’s notion of the Form of Law, we will later see has a great deal of significance within the Groundwork of the Metaphysics of Morals. Within the discussion of the Form of Law’s significance in the Groundwork of the Metaphysics of Morals, KantRead MoreKant s Theory Of Rights929 Words   |  4 Pagesworthy of dignity and respect. That the moral action does not consist on the consequences but instead in the intention of why the act was done. Its important to do what is right because it is right, and not for a personal motive. Kant does not believe in self-interest to be part of the moral worth. Self-interest such as wants, desires, and appetites are part of what he calls â€Å"motives of inclination†. He only believes that actions done by motive of duty have a moral worth. The differences between dutyRead MoreAnalysis Of Minority Report1067 Words   |  5 Pagesthe movie in further detail, does it hold its place? The Pre-crime program punishes individuals for having the intent to murder another, even when the action does not take place. Kant elaborates his standards pertaining ethics in Groundwork for the Metaphysics of Morals, where Pre-crime can be further understood. Minority Report takes place in the year 2054, crime is virtually eradicated from Washington D.C. due to the Precrime crew. The program uses three gifted humans, known as Pre-Cogs, to