Organisations and People Management Report Nationwide Building Society

Organisations and People Management Report Nationwide Building Society Nationwide is Worlds largest Building Society and one of the major players in the U.K. banking sector. Having one of the seven group members as an employee of Nationwide Building Society, this management report has been developed to critically evaluate certain aspects of Nationwide. In this report, we have wished to brief our readers about Nationwides business strategy, structure, culture, management and leadership. This will be followed by a conclusion of the groups review about the chosen organization and finally certain recommendations will be made. Index Contents Page 1. Introduction a. Terms of reference 3 b. Background 3 2. Methods a. Data collection methods 4 b. Issues and challenges 4 c. Analysis 4 3. Results a. Overview of corporate strategy business goals 5 b. Explanation of organisational structure 8 c. Analysis of organisational culture 11 d. Critical evaluation of Management Leadership practices 14 4. To end with a. SWOT analysis 17 b. Recommendations 18 c. Conclusions 18 5. References 20 6. Appendix-1 22 7. Appendix-2 23 8. Appendix-3 24 Organisations People Management Report Introduction Terms of reference: This report aims at providing an overview of Nationwide Building Society and critically evaluates its business strategy, structure, culture, leadership and management. The findings shall present some key features of the organization. Some recommendations provided at the end shall help the management of Nationwide to improve certain practices. Background: Nationwide Building Society, started its journey back in 1946 as carrying the name Provident Union Building Society in Ramsbury, Wiltshire, in 1848 it moved in Northampton as the Northampton Town and Country Freehold Land Society and finally in London as Co-operative Permanent Building society in 1884. Thriving on well-over 160 years glorious history and over hundred mergers, it has become the third largest mortgage provider and second largest savings provider in the UK. More significantly, Nationwide is the largest building society in the world (History (Nationwide Building Society, 2010)). Today Nationwides portfolio consists of over fourteen million customers, total assets over  £200 billion and over 900 outlets countrywide. Being the largest building society in the world (Corporate Responsibility report, 2008/09) Nationwide also thrives with its mutual heritage which made the enterprise unique among other financial industries in the marketplace. The CEO, Graham Beale described Nationwide Building Society in the following way in Corporate Responsibility report (2008/09, p.2): Being a building society makes us fundamentally different from the big banks we compete with. We dont have shareholders, we are owned by our members. So you set our agenda. Methods Data collection methods: To make this venture less difficult, we had an early start with regular group meetings every Wednesday 4pm at room M5 or Main Arts building. Minutes for each meet were maintained. In-depth qualitative and few quantitative data were obtained through a personal interview with a senior Branch Manager, personal observation (and one of our group members personal experiences as a nationwide employee), internet and company publications. Theory and ideas were culled from several books, journals and websites. Issues and challenges: This report is the product of combined efforts of all our hearts and minds and has been framed within a month. Due to limited time and fund, we could gain access to mostly branch level information. After a struggle for appointment, we had been able to explore Nationwide through a senior Branch Manager at local branch. No sensitive questions were asked and no rules were violated during the research process. Analysis: A pure qualitative analysis has been made with a combination of exploratory and descriptive approach using the following process suggested by Saunders et al (2009, p. 489-490) Summarizing : condensation of meanings Categorization : grouping of meanings Structuring: Ordering of meanings using narrative. Results Missions: To describe companys mission large companies publish a statement called mission statement which comprises of organisations purpose and general direction that they are going to follow, its guiding values, principals and goals (Lynch, 2000). Adcock et al. (1995, p.298) provide a comprehensive description on business organisations mission statement which as follows: A mission statement indicates how that organisation intends to fulfil main business objectives while recognising the legitimate interests of other stakeholders such as customers, employees, suppliers, and the communities in which the organisation operates. Hence the mission statement carries a significant value for the organisation in terms of companys business, service, and goals; it has to be dynamic, transparent and easy to understand by all classes of stakeholders, otherwise it could create a confusion among colleagues and customers alike (Trapp, 1999). In light of above argument Nationwides mission statement is below: As a UK based mutual we exist solely for the benefit of our members. We help them and their families meet their financial needs in a sustainable, responsible and secure way as we have done since 1846, in a manner that is open, honest, and fair. (Corporate Responsibility report, 2008/09, p4) Since a financial organisation, Nationwide clearly visualizes its mission by aforementioned statement; which is dynamic, transparent and easily understandable to all; especially about its history (1846), organisation structure (mutual), services (financial needs), qualities (sustainable, responsible and secure), accountability (members) and business strategy (open, honest and fair) and goal (meeting customers financial needs). Nationwides intention is not only generating asset and profit from the business, but also sharing its profit and providing world class financial services to better off its customers in an open, honest, fair and amicable atmosphere; where customers feel valued and secured to conduct their financial businesses. Goals: Mullins (2002, p126) describes the goals of an organisation are the reason for its existence. The activities of the organisation are directed to the attainment of its goals. A goal is a future expectation, some desired future state. It is something the organisation is striving to accomplish. Goals can be described number of ways; such as, the overall purposes of an organisation, the execution of specific requirements, and so on. The core difference between functions and goals of an organisation is, goals are more specific and they are determined by the inputs and outputs of that organisation. Goals can also be named as objectives that every organisation tends to achieve (Mullins, 2002). Goals create a number of functions for the organisation to accomplish. Such as firstly, goals provide a certain standard in organisational structure which help the staff-members to figure out the way of performing their necessary activities, and also help the management to find out the right direction of planning and decision-making towards success. Secondly, goals help to determine the technology that will be compatible with organisations structure to perform all activities securely and smoothly. Thirdly, goals can help reward systems to motivate and drive staff-members of the organisation to accomplish their individual and group tasks. Finally, goals can represent the organisation to the external clients; can evaluate the organisation for further improvement (products and services); also can help to set objectives as well as policies for the organisation (Kast and Rosenzweig, 1985). Being a financial organisation, Nationwide sets up its corporate goals on annual basis (April to following years March). Every year they run a seminar, called Employee Corporate Cascade to indicate corporate plans and goals. According to Employee Corporate Cascade conference presentation (2010) Nationwide declared its business goals based on customer, market positioning, income, profitability, efficiency, capital and liquidity which are as follows: Becoming number-one in customer service satisfaction position; Keeping position on as third largest mortgage and savings provider, obtaining 10% of main current account and 5% of other products provider in the whole UK retail banking market and generating profit contribution of  £50m+ for each business line; Generating Non-margin profit by 50%; Raising  £1bn+ profit in year 2010/11; Gaining cost income ratio 49%; Maintaining core tier1 (a regulation implemented by Bank for International Settlements on banks capital adequacy requirement to continue its business) solvency ratio of 12% or more. Comply with Individual Liquidity Guidance. Above goals are clearly drawing a sketch on Nationwides future and desired expectations; which will assist the management to frame out proper business strategies towards achieving its goals. Business strategy: According to Huczynski and Buchanan (2007, p 524), the direction in which an organisation moves is influenced by the decisions that are made about its strategy. Business strategy is a part of the corporate strategy of the company which related to companys business divisions. Tilles (1969) discuses the importance of having an explicit business strategy to expand the company, he explains without having a certain strategy it is difficult to integrate co-ordinated action with industrial effort. In addition, there are number of other good reasons for company to have an explicit business strategy. Firstly, for making people to or-ordinate each-other to achieve goals with mutual effort; secondly, for changing companys environmental conditions (Mullins, 2002). Without a proper business strategy the company runs like a ship without a captain; nobody knows where to go and what to do. In that situation members of the company may start working cross-purposes; top management may not be able to communicate with lower management who is suppose to drive the employees to set up their target towards the goal. If company continues in absence of a proper business strategy, the survival of that company may be in question. However creative effort is necessary to create a strategy; moreover, to make a strategy successful it may require adapting different methods in behaviour as well as basic change in the way of interactions among managers (Johnson and Scholes, 1998). Being the largest building society in the world, Nationwide is always well ahead with its business strategy which is one of the main instruments of its ongoing glorious success. Nationwides vision is to plan ahead for longer period rather than shorter term, because in short period of time the implementation of new strategy may not acquire proper success. However, Nationwides managers follow a flexible attitude in their business strategy; as they may amend the strategy if necessary. According to Corporate Responsibility report, 2008/09, in September 2009, Nationwide has set up its three years business strategy which includes three core strands. Such as: becoming the full service provider (for, mortgages, lending, savings, consumer banking, insurance, investments, protection and wealth planning); becoming a challenger brand in the U.K. financial market; offering traditional mutual (member-oriented) delivery model in business. From above discussion, it is tangible that Nationwides business strategy is absolutely explicit about what they want to achieve; which helps managers and employees to plan towards its goals and acquiring the successes accordingly. Organisational Structure Various academic literatures have defined the term organizational structure in various ways: As a framework in which organizations achieve their goals or as a division of activities in an organization and how they can be coordinated. However despite these varying views, most cooperate organizations will agree that structures exits to maintain procedures. According to (Huczynski and Buchanan, 2007, p.446)the definition of a structure is a formal system of task and reporting relationship that control, coordinates and motivates employees so that they work together to achieve organizational goals. Mullins (2002, p.530) also defines it as the pattern of relationships among positions in the organization and among members of the organization. Structure makes possible the application of the process of management and creates a framework of order and command to which the activities of the organization can be planned, organized, directed and controlled. Martinsons and Martinsons (1994) say ther e are three types of organizational structure; Functional, Divisional and Matrix Organizational Structure, in which one of these structures is relevant to Nationwide. Functional Structure: This structure depends on groups functions that are present in an organization. This type of structure originates from the beaucratic structure. It is most affective when there is division of work in the organization. Whats more this kind of structure creates the environment for specialization which helps in the functional areas and which helps to smoothen the progress of synchronization among its members (Martinsons and Martinsons, 1994). Divisional Structure: It is adopted by firms when they want to broaden their business and spread their product line. Based upon its different product or market, the company divides into separate units. Pascale (1990) explains the company breaks upon its operations into manageable units or little companies, which then operates under a mechanistic structure. Matrix Structure: This employs both the functional and divisional type of structures allowing a downwards control of its functional departments and coordination of its department. Since its a hybrid of two structures, it has two lines of authority with employees reporting to two bosses. (Huczynski and Buchanan, 2007) Organizational structure helps in identifying the pattern of communication in an organization. The existence of a structure communicates the rules and regulations to the employees, as they are informed as to what is required of them in relation to their jobs. It also makes clear the rewards that are available to deserving employees, in terms of promotion etc. as well as elaborating the goals and objectives of the organization. Secondly, structures also identify authority and responsibilities associated with it by clarifying who makes the decision and who is accountable to whom. Decision making and information sharing is effectively carried out with the appropriate structures in place. When decisions are taken from top management, it is easily dropped down to the lower level management. In the same way the feedback from employees and lower levels easily get back to top management, which leads to job satisfaction. Finally, when the right organizational structure is implemented, it serves as a source of competitive advantage that can accrue economic efficiency and productivity for the organization. As rightly said by Drucker (1989, p.223) Good organization structure does not by itself produce good performance. But a poor organizational structure make good performance impossible, no matter how good individual managers may beà ¢Ã¢â€š ¬Ã‚ ¦.to improve organizational structure there for improve performance. Nationwide as an organization believes and recognizes the need to have a good structure to increase productivity and profitability. This is captured in Nationwide Chief Executives annual meeting report. There is no doubt that strong management and sound leadership really make a difference and are important qualities to get right in an executive team. Having the right structure in place to support the delivery of our corporate plan is critically important to our success (Corporate Responsibility Report, 2008/09). Please see Appendix-1 2 for full Organizational Structure Chart and current Management Structure of Nationwide. Nationwide is a mutual society, with its Headquarters in the U.K. It is one of the largest financial companies which deal with a number of profitable products with different customers. Nationwide as an organization implements the Functional form of structure. In this structure there are a number of boards of directors who play key role in the management of Nationwide, but do not interfere in the day to day activities of the society. They deal with major issues concerning Nationwide when it is deemed necessary. However, when it comes to the day to day running of Nationwide the Chief Executive is the one with such responsibility, he occupies the highest position in the hierarchy, with a number of executive directors who are accountable to him. They are, Chris Rhodes (Executive Director Group Product Marketing), Matthew Wyles (Executive Director Group Distribution), David Rigney (Executive Director Group Operations), Mark Remison (Executive Director Group Finance), Tony Prestedge (Executive Director Group Development) and Maxine Taylor (Divisional Director Corporate Affairs) (Management (Nationwide Building Society, 2010)). Beneath these departments are sub units, however attention will be given to the Executive Director and Group Distribution Department and its sub units, since the structure is the same for the various departments. This department has the Divisional Director who operates Branch Network, with assistance of the Regional Directors, Area Directors, District sales Managers and Branch Managers. All work at different levels of the hierarchy as represented by the organizational chart in Appendix-1. This enables Nationwide to assess how well these sub units perform; and if performance doesnt show satisfactory, managers can decide to take right approaches that need to be taken. Functions of key Departments: The Cooperate office headed by Maxine Taylor have the responsibilities of ensuring Nationwides vision, its strategy, goals, values and plans so that it workers can be motivated to give of their best performance. In its media relation and member engagements, it is charged with the responsibility of ensuring that the name and image of Nationwide is well managed in the media, as Nationwide is U.Ks largest building society. This department also manages the Nationwide Foundation charity for the community, as it is committed in making a difference to peoples life. Nationwides Group Finance and Risk with Mark Rennison as the Executive Director are keen to ensuring that their financial objectives are achieved within the set time frame. This they do by ensuring that the Society performs favorably in the financial market and also managing any risk that may arise. They also look out for opportunities such as partnership, merger, and acquisition by investigating the financial benefits before any corporate decisions are taken. Division of Labor and Communication: In Nationwide each department has its own policies to control its day to day activities, even though rules are regulated from the top of the hierarchy. This enables the various managers to take charge of their departments, with the subordinates in those departments accountable to them. This type of structure allows the different departments to function independently but then reports directly to the CEO. The structure also enhances the communication pattern in Nationwide by enabling the various departments at all levels to engage in decision making and problem solving process. Coordination: In Nationwide, each department has given the autonomy to carry out its activities. However, each director in his given department is responsible for coordinating these various activities in his/her department in order to be productive. Nationwide has the Group Product and Marketing Department headed by Chris Rhodes. This department has the sole responsibility of developing products that will add value and meet the needs and expectations of their customers; thus the department needs to coordinate the various activities of its sub units .i.e. Banking, Lending, Investment, Insurance, Business Strategy Marketing Division in a harmonious manner, to achieve its departmental goals.. Organizational Culture For all of the enterprises the organizational culture has been regarded as one of the core competitiveness of corporation. It plays an important role in the process of construction and development of enterprises. As a rising management concept, the organizational culture can determine and influence the behavior of their workforce, members and visitors. Distinctive ethos of enterprises which include the values, beliefs and various patterns of behavior that forms in a long-term development of corporation. It endows the enterprises with vital force which can be a basic element that makes corporation survive, develop and become stronger in the future. However, the meanings of organizational culture may very in different enterprises. Generally, organizational culture can be defined as the collection of relatively uniform and enduring values, beliefs, customs, traditions and practices; which are shared by an organizations members, learned by new recruits and transmitted from one generation of employees to the next (Huczynski and Buchanan, 2007, p. 623). Additionally, in Scheins (1985) Three Levels of Culture theory, the organizational culture can be considered from three levels which include the following steps: Surface manifestation of culture: The surface manifestation of culture is a visible form of culture which can be seen, heard or felt (Huczynski and Buchanan, 2007, p. 625). For instance, the visible form of culture can be regarded as the organizational structure, system, and procedure which can be a norm of organization to condition or influence the behavior of employees. As the most reachable aspect that can be observed by people, the surface manifestation of culture can also help enterprises to transmit a message to their members, visitors and customers by the operating direction, the societal image and the belief of the organization (Huczynski and Buchanan, 2007). In the case of Nationwide, the surface manifestation of culture can be reflected by their operating direction. Nationwide offers products and services including savings, current accounts, loans, mortgages, insurance and so on, which belongs to banking and financial services culture. Moreover, being a mutual organization, Nationwide has its particular corporate banking and financial culture which has been reflected in its aforementioned mission statement. Therefore, the core element which makes Nationwide quite different from any other banking organizations is the meaning of the members. The meaning of members can be explained as that once a person opens an account, he or she becomes the member of Nationwide. Hence Nationwide always considers its customers first due to its mutuality model because Nationwide does not have any shareholder and is oriented by its members. Therefore the goal of its operation is to generate profit and share that profit among the members offering world-class service, cheaper rate on borrowing, more return in investment and so on. According to the chart-1, it is tangible that Nationwides culture based on its CR strategy which comprises of four core elements. Such as, first: improving customers financial capability and become a responsible lender; second: supporting, helping and encouraging members in housing; third: implementing ethical choice in business to save environment, in particular reducing carbon foo tprint; fourth: engaging employees and members to support communities. Chart-1: Nationwides Corporate Responsibility Strategy The corporate values: The corporate values are the core of enterprise culture. It can be defined as operating philosophies or principles that guide enterprises internal conducts as well as its relationship with the external world. Core values are often shown in the mission statement. Based on Scheins (1985) three levels of culture, organizational values have been deemed as the second level which comprises of all sorts of public advocacy values; including mission, purpose, behaviors and standards which support the surface manifestation level. In addition, Peters and Waterman (1982) pointed out that values always combine with enterprise success and many relevant important elements which are staffs, skills, style and strategy. At the same time, values are offered a general direction for all the staffs and affect their behaviors. At Nationwide, one of the specific features is its mutuality. A mutual organization is based on the principle of mutuality. Unlike the co-operative society, members in mutual organization usually do not contribute any fund to the corporate directly; nevertheless the members derive their rights towards profits. Over 160 years of development, Nationwide has become a powerful society. Due to modern mutuality, it forms its unique traditional values to the customers. Banks pay back millions to their shareholders, where as Nationwide shares millions with its customers. Nationwide operates its strong organizational culture called Putting customers first which is based on five distinct values (Corporate Responsibility Report, 2008/09): Open: The Company is an inclusive organization membership that is open to all, and all of their members have a say in how the company run. Nationwide arranges the annual general meeting (AGM) every year which ask for members to take part to express their opinion. Each member can do this by voting on a series of issues. Fair: Nationwide treats customers fairly by offering better rewards those who entrust company with more of their businesses. Responsible: Nationwides business model is low risk, stable and sustainable. They safeguard customers money and data at all times. Unlike traditional business model of investment banks, Nationwide pursuits of low risk and stable in the process of development. Committed: Going the extra mile and taking level best care of customers are traditions of Nationwide. Nationwide always keep its promises, In Corporate Responsibility Report 2008/09, CEO, Graham Beale mentioned we say what we are going to do and then do it. Adult to adult: Nationwide believe in adult relationships. They dont patronize, rather they treat people as equal. Due to the modern mutual with values, customers are also owners who always reserve some special rights, notably the voting right. These are rights that people dont have if they are only customers of other ordinary bank. Customers in Nationwide have the opportunity to assist shaping how Nationwide to run. Each customer can observe whether Nationwide is treating customers equally and offers fairness, low risk, stability, sustainability in its products and services. The core value is obviously that putting customers first in Nationwide. Organizational Management Business Dictionary (2010) defines Management as Organization and coordination of the activities of an enterprise in accordance with certain policies and in achievement of clearly defined objectives. It includes the functions of POSDCORB (Planning, Organizing, Staffing, Directing, Co-ordinating, Reporting and Budgeting) and also managing the organizational culture and structure discussed previously. Often seen as one of the factor of production, the approach to management adopted differs with the size and function of the organization. Except the military and a few government and private bodies, most companies today are following the modern approach to management due to the various drawbacks of traditional management style like strict result orientation, use of fear force to get the work done, no care or importance given to employees interests, well-being and so on. Now the companies understand that the basic function of management of any service organization like a bank revolves rou nd the well being of the human resources both the officers and workmen staff  working within. (Sen Gupta, 2009) Banking is one of the most prominent among the 12 services classified under the services definition of GATS (General Agreement on Trade of Services). Nationwide certainly has a good hand over banking and being a large sized Building Society, its day-to-day management is primarily in the hands of the senior management team along with a large number of committees all under the power of the Board of Directors. The policies formulated by this Board of directors are implemented by the Chief Executive. With Centralized decision making in place, Nationwide takes good care of its employees and makes sure that they retain the best ones permanently. (Read Bolton and Gold, 1995, Career management at Nationwide Building Society using a soft systems approach.) Simple motivational techniques like praising the employees for the job saying well done; providing training when the performance is not satisfactory; offering good working conditions and facilities; running employee welfare programs; sendin g  £30 as Christmas surprise gift to every employee; and even a simple thank you makes a considerable difference in their performance. Another factor influencing the performance of a building society is market competition which has intensified over time especially in terms of savings and mortgages. Snape, et al. (1993) suggested the integration of business strategy and human resource strategy as a solution to this problem. They also mentioned that a more dynamic market, with a stronger emphasis on sales performance, placed new demands on employees, and many societies responded by espousing the ideals of human resource management. Bartel (2000) in her study confirms that Human resource management related actions have the potential to improve branch level performance in banking industry, but concludes by saying that even though all managers in a bank are given a formal set of human resource policies, they appear to have considerable discretion in their application. A lot of organizational performance also depends on the type of leader; his practices and they way groups are made and function. Groups in Nationwide: According to Nationwide Corporate Responsibility Report, 2008-09, Nationwide is classified into a large number of groups ranging from Branch Network, Intermediary Sales and Corporate Accounts, Business Planning and Research, Internet Channels, Telephone Channels, Channel Integration, Integration and Operations, Regional Brands and Regional Brands Branch Network. The Product and Marketing Division works in close liaison with these teams to build a high performance culture as the teams pull out all the stops to deliver an outstanding customer experience. These teams work in isolation towards achieving vital synergies that lead to significant reduction in their costs and improvement in sales performance. Leadership Business Dictionary (2010) def

Itgc review of the foods fantastic company

Itgc review of the foods fantastic company Several months ago, you started working at a large public accounting firm as an IT staff auditor. You are currently working on your first assignment, an ITGC review of the Foods Fantastic Company (FFC). FFC is a publicly traded, regional grocery store chain, headquartered in Mason, Maryland, and includes 50 stores located in the mid-Atlantic area. The centralized data center is in Mason. FFC relies on an integrated suite of application programs that include state-of-the-art software to manage merchandise replenishment, store- level sales forecasting, and point-of-sale data. For example, FFC relies on bar code scanners and credit/debit card readers. To maintain its competitive edge in its market area, FFC recently implemented a fingerprint bio-coding payment system in all of its stores. This new systems implementation required that FFC change several of its general-ledger application programs; in particular, those related to its cash receipts processing. FFC does not use any outside s ervice organizations to provide its IT services. Sophie Ewing, the audit senior who heads up your team, decided that because of FFCs complex and sophisticated IT processing, an IT General Control (ITGC) review is man- datory to meet SAS 109s risk assessment procedures and SOX Section 404 Management Assessment of Internal Controls requirements. You know that an ITGC review is very important because ITGCs provide the foundation for reliance on any financial information FCCs systems produce. Your evaluation will affect the financial auditor in assessing the risk of material misstatement in FFCs financials, and consequently, the audit plan. At your first team meeting, Sophie announced that your firms network security specialists would review the technical issues related to FFCs internal controls. They will evaluate FFCs operating systems, its telecommunications software, and its network configuration and firewalls. In preparation for the meeting, Sophie encouraged you to review the key provisions included in SAS 109, SOX Section 404, applicable sections of PCAOB Auditing Standard No. 5, and your firms internal guidance, which groups ITGCs into the following five areas: IT management, systems development, data security, change management, and business continuity planning (BCP). IT managements key concepts include ITs position within the organization, whether IT goals are aligned with the organizations strategic goals, the use of an IT steering com- mittee, and whether the IT departments structure promotes proper segregation of duties to protect the organizations assets. Your primary concerns are: Does FFC have an IT strategic plan? To whom does the Chief Information Officer (CIO) report? What key responsibility areas report to the CIO? Does FFC have an IT steering committee? Is so, who are the members? Issues in Accounting Education, February 2009 Assessing Information Technology General Control Risk: An Instructional Case 65 Systems Development The key concepts within systems development include the existence of a new systems implementation methodology, project management, pre- and post-implementation reviews, quality control, adequate testing, and demonstrated compliance with the selected imple- mentation methodology. Based on this understanding, your teams primary concerns are: Does FFC design, develop, and implement systems in a logical fashion? Does the organization consider internal controls as an integral part of systems design or does it retrofit them after implementation? To what extent is FFCs Internal Audit department involved in systems development activities? Is it part of the project review team? Is it a voting member of the team? In particular, how well did FFC manage the development and implementation of its new fingerprint bio-coding payment system? Data Security The critical concepts within data security include adherence to an established infor- mation security policy, access approval on a need-to-know basis, periodic rotation or change of access controls, monitoring, exception reporting, and incident response. Data security has both physical and logical aspects. On the physical side, data security includes physical access and environmental controls over the data center computer room. On the logical side, data security includes policies related to password configuration, change, and history re- strictions. Logical security also includes prompt review, modification, or removal of access due to personnel transfers, promotions, and terminations. Your teams primary concerns are: How well does FFC control physical access to its data center computer room? Is FFCs computer room adequately protected against environmental dangers, such as fire? Does FFC control logical access to its information systems? In particular, how does it control the logical access of terminated or transferred employees? Does FFC have a current IT security policy? Does FFC produce access violation reports? Do FFC IT personnel adhere to IT policy and follow IT procedures? For example, do appropriate personnel review any access violation reports and take the prescribed action? Change Management Change Managements key concepts include documented change procedures, user au- thorization and approval, separation of duties in implementing changes, management re- view, quality control, and adequate testing. Your audit teams primary concerns are: Does FFC have (and follow) formal change management procedures? In particular, did FFC follow these procedures when making any necessary changes to its current application programs because of the new bio-coding payment system? For example: Were the changes approved? Did the programmers adequately test the changes before putting them into production? Did the application programmer(s) that made the code changes, test the changes, and/or put them into production? Business Continuity Planning Key concepts of BCP are managements expectations regarding a timely recovery of processing capabilities, the existence of a written plan, the currency of the plan, offsite Issues in Accounting Education, February 2009 66 Norman, Payne, and Vendrzyk storage of both the plan and data files, and testing of the plan. Your audit teams main concerns are: Does FFC have a written BCP plan? Is it current? When is the last time FFC tested its plan? Does FFC back up its software and data? How often? Where do they store the backups? Did FFC need to recover its systems using its backups during the past fiscal year? Information Collected During the ITGC Review Under Sophie Ewings direction, you and other members of the audit team worked very diligently reviewing FFCs policies and procedures, interviewing FFC client personnel, and observing FFCs various operations and procedures related to its ITGCs. First, your team created an organization chart to document the FFCs management structure (see Ex- hibit 1). Exhibit 2 reflects the information your team collected from interviews, observations, and reviews of corroborating documentation related to FFCs ITGCs. EXHIBIT 1 Foods Fantastic Company Organization Chart Executive Vice President and Chief Financial Officer (CFO) Senior Vice President and Controller Senior Vice President, Internal Audit Senior Vice President and Chief Information Officer (CIO) Senior Vice President and Treasurer Vice President, Applications Vice President, Operations Vice President, Information Security Vice President, Database Administration (Currently V acant) Issues in Accounting Education, February 2009 Assessing Information Technology General Control Risk: An Instructional Case 67 EXHIBIT 2 Foods Fantastic Company IT General Control (ITGC) Review Notes Notes from meetings with the Chief Financial Officer (CFO): Foods Fantastic Company (FFC) implemented a new bio-coding payment system in all of its stores this past fiscal year. FFCs IT Executive Steering Committee develops IT policies and reviews the overall operations of the IT department. The voting members of the committee are: 1. the Senior Vice President (SrVP) and Chief Information Officer (CIO) 2. the VP, Applications 3. the VP, Data Base Administration (DBA) 4. the VP, Operations 5. the VP, Information Security (IS) 6. the Executive Vice President and Chief Financial Officer (CFO) 7. the SrVP, Internal Audit The IT Executive Steering Committee revised FFCs security policy in 2005. The policy addresses all organizational security issues including IT. FFC has no documented business continuity or disaster recovery plan. Management believes such a plan is cost-prohibitive for an organization of its size and FFC has never experienced any major business disruption. In case of disaster, the data center manager would retrieve the most recent backup tapes that are stored offsite. FFC would use these files to recover its systems. Notes from meetings with the SrVP, Internal Audit: FFCs Internal Audit Department is involved as a voting member of the project teams responsible for design, development, and implementation of new projects. Internal audit performs post- implementation reviews on all projects over $2 million. The new bio-coding payment system was 25 percent over its initial time budget and 40 percent over its initial dollar budget. Notes from meetings with the CIO: The VP, Applications is currently responsible for the DBA function. However, the CIO reviews the logs that show the actions of the Application VPs user ID. FFC has an IT strategic plan, which is consistent with its corporate strategic plan. The IT strategic plan outlines the objectives and strategies that the information systems group will implement to assist FFC in meeting its overall business objectives. FFC adopted Structured Systems Analysis and Design Methodology (SSADM), an industry- recognized standard for systems development and project management. All projects (buy or build) follow the applicable SSADM phases. The CIO periodically reviews each projects required budget-to-actual reconciliation. FFCs security policy states that the VP, IS is to conduct a user audit on a quarterly basis. The appropriate department manager reviews electronically submitted reports that list each users profile, note changes on the reports, and return the reports to the VP, IS. The VP then makes the appropriate modifications based on the returned reports. The VP maintains the reports, and initials and dates the report after completing all modifications. Notes from meetings with the VP, Human Resources: FFC is currently interviewing individuals to assume the DBAs responsibilities and hopes to hire someone within the next six to eight months. Aside from the security policy, management does not provide any formalized security awareness programs related to data security. Each month, the Human Resources department forwards a Transfers and Terminations report to the VP, IS. (continued on next page) Issues in Accounting Education, February 2009 68 Norman, Payne, and Vendrzyk EXHIBIT 2 (continued) Notes from meetings with the VP, Applications: The VP, Applications assigns a project manager and develops an initial time and dollar budget for each new development project. IT personnel adequately tested the new bio-coding payment system prior to its implementation. This testing included integration testing, stress testing, and user acceptance testing. User depart- ments corroborated their testing and acceptance of the new system. Application programmers do not have access to the computer room unless escorted by data center personnel (e.g., an operator). FFC instituted formal procedures for change management. The VP, Applications is responsible for change management and maintains all documentation in a fireproof vault in his office. A Change Request form initiates all application software changes, including required software up- grades. A user completes the form, which the users department manager approves. The user forwards the request form to the VP, Applications, who logs each request in a Change Request Log. The VP performs an initial analysis and feasibility study and estimates the required devel- opment hours. The Change Request log is a listing of all requested changes and the status of the change request. The VP, Applications uses this log to track open items and follow up on changes not completed within the original time estimate. The VP, Applications assigns the change request to an applications programmer and issues the current systems documention to the programmer. The applications programmer copies the source code from the systems production region to its development region and makes the change. The pro- grammer works in the systems development region using test data. The programmer tests the change first within the affected module and then within the entire application. Changes are never tested against production data. The programmer updates the necessary systems documentation. The applications programmer migrates the code to the systems test region. A second programmer performs systems integration testing, volume testing, and user acceptance testing, again using test files. The second programmer then performs a quality review of the change, including a source- compare analysis, and reviews the updated systems documentation. Upon completion of testing, the user who requested the change and the appropriate department manager review the test results and accept the change by signing the original request form. The VP, Applications reviews the user-approved request form on which the department manager has indicated that s/he is satisfied that the program is ready for implementation. The VP, Applications also reviews the documentation prior to implementing any new or changed program to ensure that the documentation is adequate. The VP, Applications approves the change, initials the change request form, and transfers the change to the VP, Operations, who officially accepts the change. The VP, Applications then updates the Change Request log and returns the revised systems documentation to the fireproof vault. Notes from meetings with the VP, Operations: FFCs computer room, within its data center, is locked at all times. All outside contractors or visitors must first contact the data center manager for entry into the computer room. Each must bring an official picture ID, sign a visitors log, and be escorted at all times by data center personnel during the visit. In 2002, FFC installed video cameras on all doors entering the computer room to record activity 24/7. Building management staff, who report to the facilities manager, are responsible for main- taining these tapes. The VP, Operations has not needed to review these tapes for at least six months since no unathorized access attempts have been reported. Environmental controls are in place in the computer room (i.e., temperature controls, uninter- rupted power supply, a backup generator, fire-extinguishing equipment, and raised floor). Appro- priate maintenance staff test these controls semi-annually. FFC backs up all of its data each day. It stores its most recent daily backup once a week at a company-owned offsite location, along with the most recent version of its software. FFC did not test backup tapes during the past year and has no plan to test these tapes in the future. The VP, Operations assigns IT operations personnel the task of placing new or changed appli- cations programs into production after the VP, Applications has approved the work. (continued on next page) Issues in Accounting Education, February 2009 Assessing Information Technology General Control Risk: An Instructional Case 69 EXHIBIT 2 (continued) Notes from meetings with the VP, Information Security: The VP, IS grants keycard access to the computer room. The VP, IS receives a keycard access report for the computer room on a monthly basis. The VP, IS determines if an unauthorized access attempt into the computer room has occurred. Passwords are not displayed on terminals or reports. Password standards are enforced by security software. FFC requires a minimum password length of six alphanumeric or special characters and a maximum length of nine alphanumeric or special characters. The software prevents the same character from being used more than once in a password and prevents numbers from being used next to each other in a password. The security software forces users to change their pass- words twice each year. The security software maintains a history of two previous passwords and does not permit employees to reuse their two most recent passwords. The security software does not display statistics regarding employees sign-on information. For example, there is no infor- mation regarding a users sign-on attempts (such as date and time of last sign-on), number of invalid sign-on attempts since last successful sign-on, or number of days prior to password expiration. The system allows three access attempts. If the third attempt is unsuccessful, the user ID is automatically disabled. The user must contact the VP, IS to reset the user ID. The system gen- erates a logical access violation report on a daily basis. User access is limited to workstations within the corresponding responsibility area. For example, users with access to the Accounts Payable module can only log in from workstations located in the Accounts Payable area. A workstation can stand idle for up to 60 minutes before the user is logged off. The VP, IS is responsible for maintaining user profiles and authorization lists. The VP grants access to the system to new hires. The appropriate department manager completes a computerized form that specifies the proper level of access. The VP reviews the request form for proper approvals and then either approves or denies the request. If approved, the VP issues the necessary ID and initial password with the requested access via encrypted email. Normal users may have multiple IDs. Each user ID can log on to one sign-on session at a time. The VP, IS, who has unlimited access, can log in from any workstation and have multiple sign- on sessions. The VP, IS is responsible for modifying and/or disabling user IDs for personnel whose job duties change because of promotions, transfers, and/or terminations based on the Transfers and Ter- minations report. The VP, IS maintains the report, and initials and dates the report when the VP, IS has made all of the modifications. Notes from meeting with the facilities manager, who reports to the VP, Human Resources: According to the facilities manager, no one asked to view the computer room video tapes during the past six months. Observations of the audit team: Documentation of the systems development process for the new bio-coding payment system confirms that the VP, Applications complied with SSADM requirements when implementing this new system. The data center is on the first floor of FFCs building. The data center manager reports to the VP, Operations. Company policy requires the VP, IS to review the keycard access report at least once per quarter. During the past six months, the VP has not reviewed the report for any unauthorized access attempts. The team observed no instances in which application programmers were in the computer room without a proper escort. The team observed no instances in which visitors or outside contractors were in the computer room without a proper escort. (continued on next page) Issues in Accounting Education, February 2009 70 Norman, Payne, and Vendrzyk EXHIBIT 2 (continued) Documentation of the computer room environment controls test results for the last 18 months shows no irregularities. These files are in the CIOs office. If someone attempts to enter the computer room without authorization, company policy requires that the VP, Operations review the video tapes from the computer room cameras within 24 hours. The FFC security policy requires each employee to sign an acknowledgment that s/he read the current policy. A review of the personnel files of a sample of employees found no exceptions. A review of the selected user profiles and passwords revealed the following: User Vice President, Applications Vice President, Information Systems Password 7LiAcOf# QSECOFR1 Note: The acronym QSECOFR looks familiar. Remember to review A Beginners Guide to Auditing the AS/400 Operating System (Bines 2002). During the past six months, the dates of the modifications were about three weeks after the VP, IS received the HRs Transfers and Terminations report. The VP, IS performed the most recent user audit eight months ago. Company policy requires the VP, IS to review the unauthorized system access report on a monthly basis to check for unusual activity (e.g., multiple violations, changes to the authorization lists, etc.). During the past six months, the VP, IS has not reviewed the report for any unauthorized access attempts. The audit team verified that FFC followed its approved change management procedures when making the bio-code payment-related changes to its cash receipts processing and other financial reporting application programs. In the past fiscal year, no incidents occurred that required FFC to recover its systems using its backup tapes. Case Requirements Sophie Ewing assigned your team the following tasks: 1. For each ITGC area, identify the control issues and classify them as strengths or weak- nesses, using Exhibit 3 to document your work. Exhibit 3 will be part of the audit teams work papers. 2. Determine the level of risk (High, Medium, or Low) that you believe is present in each particular ITGC area. 3. Assess the overall risk of the organizations ITGCs, taking into consideration the five separate risk assessments that you just made (task #2 above), and their relative impor- tance to internal controls over FFCs financial reporting. 4. Prepare a report that documents and appropriately supports your overall IT risk as- sessment (task #3), using the guidance Sophie provided in Exhibit 4. You must include a statement explicitly stating your overall risk assessment in the reports concluding section and attach your completed ITGCs matrix. Issues in Accounting Education, February 2009 Assessing Information Technology General Control Risk: An Instructional Case 71 EXHIBIT 3 Foods Fantastic Company IT General Controls Matrix Part A: Strengths and Weaknesses ITGC Area Summary of Issue Strength or Weakness IT Management FFC has an IT strategic plan Strength Part B: Risk Assessment for each ITGC area (Indicate Low, Medium or High) ITGC Area IT Management Systems Development Data Security Change Management Business Continuity Planning Risk Assessment Issues in Accounting Education, February 2009 72 Norman, Payne, and Vendrzyk EXHIBIT 4 Report Guidance IT General Controls Risk Assessment Report Foods Fantastic Company Students Name Date Background: Write a short description of Foods Fantastic Company (FFC) and why the ITGC review is necessary (2-3 sentences). Purpose: Briefly describe the purpose of an ITGC review and why it is important (2-3 sentences). Scope: Provide a short description of the work your team performed at Foods Fantastic to develop your risk assessment (3-4 sentences). Findings: Elaborate on the key finding(s) that influenced your overall risk assessment. Discuss the key control strengths and weaknesses you identified within each of the five ITGC areas and its corresponding risk assessment. Provide enough detail to support your assessment. Include specific examples from the information your team collected (interviews, observations, and reviews of corrob- orating documentation). Your arguments need to be consistent with your risk assessment for the five different areas, as well as your overall risk assessment (4-5 paragraphs). Conclusion: Provide a statement of your overall risk assessment. For example, I set FFCs assessed level of ITGC risk as (Low, Medium, or High) because of . Summarize the primary reasons that contributed to your assessment. Keep in mind the relative im- portance of each of the five ITGC areas in controlling FFCs financial reporting (3-4 sentences).

Smart Growth Initiative in the Face of NJ Landscape Change Essay

Smart Growth Initiative in the Face of NJ Landscape Change The face of the American landscape has undergone a period of fantastic change in recent decades. With an expanding population and innumerable opportunities for economic and physical growth, urban centers and sprawling suburbs have pushed farther and farther into outlying areas causing pressures and development on previously untouched, natural lands. New Jersey has become, in many ways, the focus in dealing with issues of sprawl and development within its relatively small space. The most densely populated state in the nation, New Jersey often acts as a predecessor in both having and dealing with issues of environmental concern and/or damage. Within the past ten years, the issue of urban/suburban "sprawl" has become an issue of much concern among professional and private citizens alike. Characterized by unplanned and unchecked growth outward from urban core areas, sprawl becomes such a concern as it has reshaped the face of the American environmental landscape by fragmenting wild habit ats, overutilizing existing water resources, and building mile after mile of "McMansion" homes on very large tracts of land. The construction of this suburban landscape does not, however, come without a cost to the surrounding environment. To build homes with large areas of fenced in property, open space and natural areas must be tapped utilized to feed the strong market. While some would say that it is not the market fueling the various associations of homebuilders but instead the reverse reaction, neither this, nor the other is of significant concern when attempting to address the physical impacts that this sprawling "suburban-side" has on natural habitats. In the National Associatio... ...opment that present citizens, public and private alike, can help to shape and manage sprawl and growth constructively to help preserve much of the remaining beauty and natural resources that this state affords. Referenced Data "1997 Natural Resources Inventory" Natural Resources Conservation Service, United States Department of Agriculture. http://www.nhq.nrcs.usda.gov/land/index/nri97maps.html Hasse, John & Lathrop, Richard. "New Jersey Landscape Change Research" Center for Remote Sensing and Spatial Analysis. http://www.crssa.rutgers.edu/projects/lc "Land Use/Land Cover Data for 1986-1995" New Jersey Department of Environmental Protection. Center for Remote Sensing and Spatial Analysis Database "Smart Growth Report: Building Better Places to Live, Work, and Play" National Association of Home Builders. http://www.nahb.com/main_features/smart.pdf

The Labor Debate, An American :: essays research papers

'The Labor Debate:'; The American Dream Revisited   Ã‚  Ã‚  Ã‚  Ã‚  Immigration is one hot topic in modern day conversation. Many believe that immigrants coming to the United States are taking many well-needed jobs away from able-bodied Americans. On the other hand, there are still those that believe that the jobs being taken away are not ones that Americans would perform due to the terrible working conditions, low pay, and lack of medical coverage. The immigration problem has come to a point where the United States must make a decision to spend a lot of money to curtail the amount of immigrants using force and funds of an overbearing amount, or to just let the immigrants continue to go about their business in trying to find a way into a country where they are mildly welcome. The article 'The Labor Debate'; discusses both the pros and cons of immigrants, both legal and illegal alike, taking jobs of their own in a country where they might not be welcome.   Ã‚  Ã‚  Ã‚  Ã‚   I believe that the immigrants are not necessarily taking jobs away from the American worker. Those occupations that the immigrants possess are truly illegal for any employer to employ any American. The job sights include unsanitary conditions, dangerous equipment use without proper safety precautions, extremely long working days, and less than minimum wage for average pay. There is not one citizen in this country that would stand for such an outrageous environment to work in. Many would go directly to an inspection board to have the factory/plant evaluated to see if the factory could pass any sort of inspection. Hence, the factory/plant would be closed down and there would be even fewer jobs for Americans.   Ã‚  Ã‚  Ã‚  Ã‚  Those immigrants out there that are working are helping to construct certain items that citizens of the United States do not want to be a part of. Take as an example the sewing of blue jeans, a product that graces the legs of half the country. Many Americans out there need this clothing for working and playing in. However, the tedious work of sewing blue jeans does not fit into the description of the American dream for the citizens of this country. If it helps to put some food on the table for a starving family from Mexico, ask yourself if it is truly worth it to throw all the illegal immigrants out to send them to a place where no jobs are available to pay them money that can even provide this meager amount of food?

Hard Times and Wuthering Heights Essay -- Comparative, Dickens, Brontë

The nineteenth century saw rapid development and reform across the whole of the country; with the Industrial Revolution transforming life in Britain. For working class women life was an endless struggle of passivity and labour; as soon as they were old enough they worked on farms, in factories or as servants to the middle classes (Lambert, 2009). For women in general, life was oppressive; constantly overshadowed by the male gender who were considered dominant leaders. In a Victorian household, the male was head of the family; his wife and children respected him and obeyed him without question. This critical analysis of two nineteenth century novels - Hard Times by Charles Dickens and Wuthering Heights by Emily Brontà «, will discuss the representation of the two female protagonists in the context of the Victorian period and question whether they do indeed portray an endless struggle for survival and independence. When considering representation, the ways in which the authors choose to portray their characters can have a great impact on their accessibility. A firm character basis is the foundation for any believable novel. It is arguable that for an allegorical novel - in which Hard Times takes its structure, Dickens uses an unusually complex character basis. The characters in Hard Times combine both the simplistic characteristics of a character developed for allegorical purposes, as well as the concise qualities of ‘real’ people (McLucas, 1995). These characters are portrayed to think and feel like we as readers do and react to their situations in the same way that most of us would. Such attributes are what give the characters life and allow us to relate to their decisions. In Hard Times Charles Dickens portrays Louisa Gradgrind... ...rd Times and Brontà « in Wuthering Heights represent their protagonists as struggling to overcome oppression in order to survive as independent females. The struggles faced by the females provide similarities as well as contrasts to their literary counterparts. On one hand you have Louisa, corrupted by her father and never allowed to imagine or be free; and on the other hand you have Catherine, corrupted by her own aspirations and social constraints. Although Catherine does - for a short period of time, achieve some independence, she is destined to retain her traditional role of passive and dependent female; thus inevitably losing in her struggles. In contrast, Louisa faces similar struggles in the fight for the survival of her inquisitive mind; but she ultimately wins her battle against her ‘fact-loving’ father and in doing so, establishes herself as an individual. Hard Times and Wuthering Heights Essay -- Comparative, Dickens, Brontà « The nineteenth century saw rapid development and reform across the whole of the country; with the Industrial Revolution transforming life in Britain. For working class women life was an endless struggle of passivity and labour; as soon as they were old enough they worked on farms, in factories or as servants to the middle classes (Lambert, 2009). For women in general, life was oppressive; constantly overshadowed by the male gender who were considered dominant leaders. In a Victorian household, the male was head of the family; his wife and children respected him and obeyed him without question. This critical analysis of two nineteenth century novels - Hard Times by Charles Dickens and Wuthering Heights by Emily Brontà «, will discuss the representation of the two female protagonists in the context of the Victorian period and question whether they do indeed portray an endless struggle for survival and independence. When considering representation, the ways in which the authors choose to portray their characters can have a great impact on their accessibility. A firm character basis is the foundation for any believable novel. It is arguable that for an allegorical novel - in which Hard Times takes its structure, Dickens uses an unusually complex character basis. The characters in Hard Times combine both the simplistic characteristics of a character developed for allegorical purposes, as well as the concise qualities of ‘real’ people (McLucas, 1995). These characters are portrayed to think and feel like we as readers do and react to their situations in the same way that most of us would. Such attributes are what give the characters life and allow us to relate to their decisions. In Hard Times Charles Dickens portrays Louisa Gradgrind... ...rd Times and Brontà « in Wuthering Heights represent their protagonists as struggling to overcome oppression in order to survive as independent females. The struggles faced by the females provide similarities as well as contrasts to their literary counterparts. On one hand you have Louisa, corrupted by her father and never allowed to imagine or be free; and on the other hand you have Catherine, corrupted by her own aspirations and social constraints. Although Catherine does - for a short period of time, achieve some independence, she is destined to retain her traditional role of passive and dependent female; thus inevitably losing in her struggles. In contrast, Louisa faces similar struggles in the fight for the survival of her inquisitive mind; but she ultimately wins her battle against her ‘fact-loving’ father and in doing so, establishes herself as an individual.

Brilliant piece of artwork Essay

This artwork, Moonrise Hernandez, will be critiqued based on the elements and principles of art to determine its meaning. The author, Ansel Adams, created this piece in 1941 in southern Mexico. Here, Adams used black and white film to make an original gelatin silver 16 by 20 photograph. The artwork consists of a moonlit dark sky above a small camp with mountains in the background. The sky appears stormy because the clouds stand out, while the half moon shines well above. The town looks really boring and poor. Plus, the mountains in the background are very tall and appear to be touching the sky. All of these factors contribute to a wonderful photograph. In this piece both elements and principles of art are prominent. The color of the sky is pitch black, which creates emphasis on the clouds, which are bright white. Also, the sky takes up a lot of space in the photograph and it towers over everything. This creates an uneven proportion throughout the piece. Finally, the texture of the clouds appears smooth, while the foreground is very rough. This creates variety throughout the photo. In all, this piece portrays many of the elements and principles of art. The mood in this photograph is depressing because almost half of this picture is black. See above paragraph. The moon against the dark sky in the picture is a symbol of the constant battle against evil that all of us face. The story it tells is that there will be bad times for the town because they’re about to get rained on. In conclusion, this artwork employs mostly emotionalism. This is because it makes the viewer feel sad and lonely. In all, I think this is a brilliant piece of artwork.

Returning to School to Become a Psychiatric Nurse Practitioner

Running head: RETURNING TO SCHOOL TO BECOME A PSYCHIATRIC NURSE 1 Returning to School to Become a Psychiatric Nurse Practitioner Denyse Collins University of South Alabama RETURNING TO SCHOOL TO BECOME A PSYCHIATRIC NURSE Returning to School to Become a Psychiatric Nurse Practitioner Introduction There is great benefit and reward in returning to nursing school. Returning to nursing school has a positive, transformative, and life-changing effect.This essay will explore factors contributing to nurses returning to school, barriers that returning nursing students might face, 2 support required for successful completion, and my plan for a successful outcome in becoming a Psychiatric Nurse Practitioner. Discussion Nursing is a career that continues to demonstrate long-term demand. It can improve job security and provide long-term security. In some Oregon hospitals (I reside in the state of Oregon), the minimal educational requirements for Registered Nurses will soon be the Baccalaureate de gree. Accordingly, the American Association of Colleges of Nursing recognizes the Bachelor of Science degree in nursing as the minimal educational requirement for professional nursing practice† (Blais & Hayes, 2011, p. 4). Nurses returning to school learn more about the profession they’ve chosen. Delightfully, this may result in a change of perspectives of their previously conceived ideas of the meaning of nursing, the world around them, and themselves. Education enhances self-confidence and one’s sense of purpose. Being able to say, â€Å"I did it! † provides a great sense of accomplishment.In addition, returning to school helps one to improve computer skills, writing ability, and organizational skills. â€Å"Although RNs felt they returned to school as skilled, knowledgeable and professional practitioners, they reported growing beyond their expectations in areas of knowledge and professionalism, which they felt led the to become more effective change ag ents and patient advocates†(Orsolini-Hain, p. 1). RETURNING TO SCHOOL TO BECOME A PSYCHIATRIC NURSE 3 Finding the time to devote to school and studies is a major concern for nurses returning to school.Distance-based and on-line programs aren’t easier or less intensive than a traditional school setting. Managing time for study, work, family, self-care, and maintaining a home and garden, can be a real balancing act! Finding money for school may also complicate matters. There are several financial aid sources. Some of these are tuition reimbursement from employers, scholarships, and federal grants and loans. The adage â€Å"it takes a village,† can be (humorously), applied to the support one needs to be successful, in returning to, and completing school.While it is not a requirement of success, having the support of family, friends, professors, and classmates, greatly enhances the educational experience and creates comfort and ease during times of stress. My persona l plan for success in completing the Psychiatric Nurse Practitioner program includes time management and organization in regard to study and preparation, becoming proficient in computer skills as an on-line learner, maintaining self-care, and continuing to take pleasure in the process of returning to school.Conclusion The benefits of returning to school, for a higher nursing degree, are enormous. They are both tangible and intangible. One can improve their status in the job market, attain greater degrees of autonomy, and experience the thrill of knowing one has achieved their dream. Furthering one’s nursing education enhances one’s career and nourishes a sense of self-worth and purpose. The end result is enhanced quality of life for one’s self and one’s nursing practice, which in turn, benefits others, and ultimately makes the world a little better place.RETURNING TO SCHOOL TO BECOME A PSYCHIATRIC NURSE 4 RETURNING TO SCHOOL TO BECOME A PSYCHIATRIC NURSE References Blais, K. K. , & Hayes, J. S. (2011). Professional nursing practice: Concepts and perspectives (6th ed. ). Upper Saddle River, NJ: Pearson. Orsolini-Hain, L. (2008). What’s all the Fuss? Working towards a Baccalaureate or Graduate Degree in Nursing. Retrieved from http://www. nsna. org/careercenter/fuss. aspx 5