...An Assessment Of Customer Service In Financial Institution (A Case Study Union Bank Of Nigeria Plc Enugu) TABLE OF CONTENTS Title page Approval page Dedication Acknowledgement Abstract Table of contents CHAPTER ONE: Introduction 1. Background of study 2. Statement of the study 3. Purpose of the study 4. Signification of the study 5. Research question 6. Research hypothesis 7. Scope of the study 8. Definition of terms. CHAPTER TWO 2. Review of Related literature 1. Customer service in union bank of Nigeria plc garden Venue Enugu 2. The role of customer service department in union bank 3. Some service facilities provided by the bank. 4. Customer expectation as factors which affect their patronage of a bank. 5. Customers service benefits of Good customers service. 6. Causes and effect of poor customer service and suggested solution 7. Customer service in UBN garden avenue 8. Service strategies and polices 9. Attitude efficiency and motivation 3. Summary of the related literature CHAPTER THREE 3.0 Research methodology 1. Design of the study 2. Area of the study 3. Population 4. Sample and sampling techniques 5. Instrument used 6. Validity and reliability of the instrument 7. Method of data collation 8. Method of data analysis CHAPTER...
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...merica Corporation. Assessment of the external environment of the financial services sector; an internal/external assessment of B of A.; a strategy assessment; and recommendations to the Bank of America on how to maintain and strenghen its competitive position. Paper Introduction: strategic Management analysis bank of america Introduction The report presents the findings of a strategic management analysis ofBank of America Corporation a financial services company that participatesin most facets of the financial services sector Bank of America is anationwide financial services company in the United States and the companyis the country's third largest banking company when measure by totalassets behind CitiGroup in first place and J P Morgan Chase in secondplace Hoover's Inc This report begins with an assessment of the external Text of the Paper: The entire text of the paper is shown below. However, the text is somewhat scrambled. We want to give you as much information as we possibly can about our papers and essays, but we cannot give them away for free. In the text below you will find that while disordered, many of the phrases are essentially intact. From this text you will be able to get a solid sense of the writing style, the concepts addressed, and the sources used in the research paper. Reliability in Service|.2 |3 |.6 |4 |.8 |3 |.6 ||Delivery | | | | | | | ||2. 8 |4 |.32 ||customer acquisition system | | | ||6. High-level of consumer awareness|.1 |4 |.4 ||3. Strong...
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...Australian School of Business School of Banking and Finance FINS5530 FINANCIAL INSTITUTION MANAGEMENT COURSE OUTLINE SEMESTER 2, 2009 TABLE OF CONTENTS 1. STAFF CONTACT DETAILS 2. COURSE DETAILS 2.1 Teaching Times and Locations 2.2 Units of Credit 2.3 Summary of Course 2.4 Course Aims and Relationship to Other Courses 2.5 Student Learning Outcomes 3. LEARNING AND TEACHING ACTIVITIES 3.1 Approach to Learning and Teaching in the Course 3.2 Learning Activities and Teaching Strategies 4. ASSESSMENT 4.1 Formal Requirements 4.2 Assessment Details 4.3 Assessment Format 4.4 Assignment Submission Procedure 4.5 Late Submission 5. ACADEMIC HONESTY AND PLAGIARISM 6. COURSE RESOURCES 7. COURSE EVALUATION AND DEVELOPMENT 8. STUDENT RESPONSIBILITIES AND CONDUCT 8.1 8.2 8.3 8.4 8.5 8.6 Workload Attendance Special Consideration and Supplementary Examinations General Conduct and Behaviour Occupational Health and Safety Keeping Informed 1 1 1 1 1 1 2 2 2 3 3 3 4 4 4 4 4 5 5 5 6 6 6 6 6 7 7 7 9. ADDITIONAL STUDENT RESOURCES AND SUPPORT 10. COURSE SCHEDULE 1. STAFF CONTACT DETAILS Jianfeng Shen (Lecturer in Charge, Lecturing weeks 7-12) Room: ASB337 Tel No: 9385 4581 Email: jianfeng.shen@unsw.edu.au Consultation: Monday: 1 – 2:30pm Vic Edwards Senior Lecturer in Charge (Lecturing weeks 1 – 6) Room: ASB354 Tel No.: 9385 5860 Email: v.edwards@unsw.edu.au Consultation: Tuesday: 3.00 pm to 4.30 pm Students with queries regarding course administration or lecture contents should: • •...
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...context Assessment Task 2 – Written Report 31470/02 By Kim-hung PUN Student number E0574958 All terms mentioned in this text that are known to be trademarks or service marks have been appropriately capitalised. Use of a term in this text should not be regarded as affecting the validity of any trademark or service mark. © Open Colleges Pty Ltd, 2014 All rights reserved. No part of the material protected by this copyright may be reproduced or utilised in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without permission in writing from the copyright owner. Printed in Australia Instructions Once you feel confident that you have covered the learning materials for this unit, you are ready to attempt this assessment. To complete the assessment, please create a new Microsoft Word document and type your answers to each question or task in this document, noting the question number from the assessment. Alternatively, you can download a Microsoft Word copy of this assessment from the relevant Study Period of your course in OpenSpace. To help Open Colleges manage your assessment, please use the following file naming convention when you save your Microsoft Word document. Your file should be named and saved to your computer’s hard drive using your [student number]_[assessment number].doc. For example 12345678_21850a_01.doc Assessment submission When you are ready to submit your assessment, upload...
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...effectively risks mechanisms to identify opportunities or potential pitfalls. Risks assessments are necessary at various levels within an organization. Some frequently performed risks assessments include: Strategic risks assessments (relates to the organizations mission and strategic objectives). Operational risks assessments (relates to financial performance and condition). Internal risks assessments (relate to the value drivers of the company covering strategic, financial, operational, and compliance issues). Financial statement risks assessments (relates to a material misstatement of financial statements). Fraud risk assessments (relates to fraud that has the potential to affect the ethics and compliance standards of the company). Market risks assessments (relates to market movements that affect performance or risks exposure). Credit risks assessments (relates to a failure in obligation of the borrower). Customer risks assessments (relates to customers impact on the organizations reputation and financial position). Supply chain risks assessments (relates to the creation of products and services). Products risk assessments (relates to an organization production from inception to birth). Security risks assessments (relates to physical assets and information protection and security). Information technology risks assessments (relates to potential tech failures), and project risks assessments (relates to the delivery or implementation of the project). Within this proposal...
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...Corporate Governance Services Antifraud Programs and Controls A vital component of corporate governance Background High-profile financial reporting scandals in recent years have brought renewed focus on the incidence and corporate-wide exposure to financial statement fraud. These developments have resulted in comprehensive legislation and Securities and Exchange Commission (SEC) rulemaking concerning corporate governance and internal controls. Among the regulations is the Sarbanes-Oxley Act of 2002 which mandates that company management must file an annual report of the adequacy of internal controls related to its financial reporting. Controls related to the prevention and detection of fraud are an integral part of a company’s system of internal control. Deficiencies in antifraud programs and controls are serious. Such weaknesses could constitute significant deficiencies or material weaknesses in internal control over financial reporting. This may require public reporting and possibly may result in adverse consequences. Conversely, U.S. Federal Organizational Sentencing Guidelines indicate that having proper ethics and compliance programs and effective internal controls in place can mitigate the ultimate punishment of an organization, should a company be found guilty of committing a fraud in violation of federal and state laws. In addition to the legislative and regulatory requirements for antifraud programs, there are sound business reasons to implement them. The impact from...
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...Assumed Knowledge 4 7. Course Objectives / Learning Outcomes 5 8. Link to Graduate Attributes 5 9. Course Content 5 10. Continuous Course Evaluation and Improvement 6 TEXTBOOKS AND REFERENCES/READINGS 6 11. Textbooks and Readings 6 12. Prescribed Text 6 13. Recommended Texts/Readings 6 TOPIC AND LECTURE OUTLINE 7 14. Course Schedule 7 ASSESSMENT DETAILS AND POLICIES 8 15. Types and Due Dates of Assessment 8 16. Details of Assessment 8 17. Penalties 9 18. Academic Integrity, Plagiarism and Turnitin 9 19. Cover Sheets for Assessment 10 Assessment Grades and Percentages 10 ACADEMIC SKILLS RESOURCES 10 20. Academic Skills Resources 10 UNIVERSITY POLICIES AND GENERAL INFORMATION 11 21. Extension of Time for Assessment Items, Deferred Assessment and Special Consideration 11 22. Students with a Disability or Chronic Illness 12 23. Changing Your Enrolment 12 24. Other Policies Related to Your Enrolment 13 25. Alteration of this Course 13 26. Careers Service 13 FACULTY CONTACTS 13 27. School/Faculty Contact Details 13 APPENDICES 15 STAFF AND COURSE DELIVERY ARRANGEMENTS Teaching Staff Course Coordinator and Lecturer |Name |Paul Docherty | |Room and Building |SRS213 – Social Sciences Building...
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...COURSE AND SUBJECT GUIDE POSTGRADUATE MANAGEMENT PROGRAMS 2010 The information contained in this Course and Subject Guide: • • is current only at the date it is published and Melbourne Business School is under no obligation to update the information or correct any inaccuracy which may become apparent at a later date; and is not intended to provide or make recommendation on which you should rely. Melbourne Business School reserves the right to change course content, lecturers, course time, examination procedures and other course details. To the extent permitted by law, Melbourne Business School specifically excludes any liability for any error or inaccuracy in, or omissions from, the information in this Guide and any loss or damage which you or any person may suffer. Last updated: 12 March 2010 1 2 MELBOURNE BUSINESS SCHOOL 2010 ACADEMIC CALENDAR ___________________________________________________________________ TERM 1 Thursday Monday Tuesday 14 January 18 January 26 January Orientation Evening – Weekend Mode and Standard Part Time World of Management Weekend Mode and Part Time (until Friday 22 January) Australia Day Academic School Holiday Carlton Campus on Sunday operations Monday Thursday Friday Monday Thursday Friday Friday Thursday Friday Sunday 9 February 18 February 26 February 8 March 18 March 19 March 2 April 15 April 16 April 25 April Commencement Term 1 Teaching (standard 12-week format subjects) Weekend Mode – Module 1a (until...
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...Guest Author: Win - Win With Assessments: The Due Diligence of the MPS Consulting Process By Petra Diener, James Duckenfield, and Neel Tikkoo NewField IT Established in 2003, NewField IT is headquartered in London and provides state of the art software and services. The company also has offices in France, the Netherlands, and the U.S., operating across more than 40 countries worldwide. The company takes a holistic and analytical approach – from discovery through design to implementation and support – in order to accomplish streamlined print and document workflow processes. NewField IT is not a supplier of Managed Print Services (MPS) or Managed Document Services (MDS); rather it has two core lines of business: Consulting and Systems Integration and Support. Through its consulting practices, NewField IT assesses the requirements for print and document workflow and management and provides procurement assistance. It also provides automated assessments and modeling of office workplaces and reprographics, deploying its in-house-developed Optimization Toolsets: Asset DB® and Analytics Platform CompleteView®. Through its Systems Integration and Support implementing practice, NewField IT integrates and supports 3rd party accounting and print management software such as eCopy Equitrac, EveryonePrint, NSi AutoStore, RightFax, SafeCom, and YSoft SafeQ. Assessments are the underlying bedrock and the genesis of any MPS strategy in a consulting process. They also represent an area...
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...1 OVERVIEW OF THE EAGLE PROGRAM APPROACH PAGE 1. INTRODUCTION 1.1 What is EAGLE?...........................................................................................................5 1.2 What is the Purpose of EAGLE? ...................................................................................6 1.3 Program Expectations and Timeline ..............................................................................6 1.4 Guidance Manual and Training Program.......................................................................7 2. OVERVIEW OF INTERNAL CONTROLS OVER FINANCIAL REPORTING 2.1 2.2 2.3 2.4 2.5 Introduction ....................................................................................................................8 Definition of Internal Control ........................................................................................8 COBIT..........................................................................................................................11 Responsibility for Internal Control System .................................................................13 Conclusion ...................................................................................................................14 3. TOP-DOWN, RISK-BASED APPROACH 3.1 3.2 3.3 3.4 3.5 Introduction ..................................................................................................................15 Risk Identification.....................................
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...Assessment Exemplar Assessment tasks The table below summarises how the assessment exemplar task is to be marked and also indicates the evidence which should be retained for external moderation. |Suggested task |Suggested evidence to be retained | | | | |Project |All candidate evidence to be retained | |This project-based Graded Unit is in the form of a case | | |study and will be marked out of 100. Assessors will |All checklists to be completed and retained | |aggregate the marks achieved by the candidate for each | | |stage to arrive at an overall mark for the project. | | |Assessors will then assign a grade to the candidate for | | |this Graded Unit assessment based on the following grade | | |boundaries: | | | ...
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...Risk Assessment Introduction Sioux Falls, SD is one of McBride’s locations. McBride Financial Services utilizes sensitive equipment and toxic chemicals during its manufacturing process. These high end and dangerous items place the location at risk. Some of the threats include: use of toxic chemicals, public transportation, crime, and acts of terrorism. It is McBride’s responsibility to mitigate these threats. Use of Toxic Chemicals McBride Financial Services must control the risk of its use of toxic chemicals. “In its 2009 report Science and Decisions: Advancing Risk Assessment, the NAS recommended a process to address and communicate the uncertainty and variability inherent in a risk assessment…” (Janssen, Sass, Schettler & Solomon, 2012). Toxic chemicals not only provide a risk to the environment when mishandled, but also to the pocketbook of the organization responsible. Mishandling of toxic materials also act as a lure to the ill-intent. Crime, terrorism, and fanaticism all relish an opportunity to obtain amounts of these dangerous items. That is why McBride Financial Services must stay steadfast in securing these materials. Crime. McBride Financial services must secure their dangerous materials against crime. Mishandling of these materials results in an increased risk to crime. It not only enables crime by making them more susceptible to it, but also acts as a siren’s call. Continuous mishandling makes them vulnerable...
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...for financial institutions and insurance companies. Parts of the glass Steagall act of 1933 GLBA allows financial institutions such as banks to act as insurance companies. GLBA covers both financial institutions and insurance companies since both can perform financial services for its customers. This reform requires banks and insurance companies to comply with both the privacy and safeguard rules of GLBA. 2. What is another name for obtaining information under false pretenses and what does it have to do with GLBA? What is an example of the safeguard pertinent to this requirement? Pre-texting or social engineering. GLBA specifically mentions this in title 15 US code chapter 94 sub chapter 2, section 6821. GLBA encourages companies to implement safeguards around pre-texting and social engineering. Security awareness training and periodic reminders of awareness to pre-texting and social engineering is a best practice performed within the user domain. 3. How does GLBA impact information system security and the need for information systems security practitioners and professionals? The safeguards rule within GLBA requires financial institutions and insurance companies to develop security plan detailing how they will protect their customers nonpublic personal information. The safeguards rule impacts the security plan throughout the 7 domains of a typical IT infrastructure in regards to protecting nonpublic personal information. 4. If your organization is a financial institution...
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...4 Conclusion 4 3. NEEDS ANALYSIS 5 Overview 5 Market Analysis 5 Situation Analysis 5 Competitor Analysis 5 Environmental Analysis 5 Output Analysis 5 Conclusion 6 4. CONSULTATION 7 5. INTELLECTUAL PROPERTY 8 Assignment of Intellectual Property 8 New Intellectual Property 8 6. COST/BENEFIT ANALYSIS 9 Budget 9 Benefits 9 Insurance 9 Taxation 9 Competitive Neutrality (Applicable to activities delivered within Australia only) 9 Staffing Requirements and Costs 10 New Staff 10 Staffing located at Third Party 10 7. DUE DILIGENCE ASSESSMENT (ONLY IF THIRD PARTY INVOLVED) 11 Description of third party 11 Location of Third Party 11 Governance of Third Party 12 Financial Viability and Sustainability 12 Academic Experience and Capability 12 Conclusion 12 8. RISK ASSESSMENT (incl corruption assessment) 13 Conclusions 13 9. GOVERNANCE, MANAGEMENT AND LEGAL 14 Legal structure 14 Compliance Obligations 14 Management Plan 14 Audit of Activity 14 Conclusions 14 11. TIMELINES AND REPORTING 15 1. EXECUTIVE SUMMARY In this section, provide a concise overview of what you are proposing and why it should be supported. This should address the following: Background ■ how did this proposal came about? ■ what options did you consider? ■ why was this option chosen? Strategic Alignment ■ Does the activity support an approved priority of the University...
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...rewarding, relating to and retaining human resources. Learning Outcomes: On completing the module, students are expected to be able to: • Explain the contribution of the HR function to corporate strategy; • Discuss the processes of recruitment, assessment and selection; • Outline activities involved in developing human resources and facilitating learning; • Explain the link between rewards, motivation and performance; • Critically evaluate the changing employment relationship, assessing the role of trade unions and other forms of employee involvement. Module Content: • History of the HR function, theories and models of HRM; • The roles and responsibilities of stakeholders in HRM; • The changing nature of work, managing diversity, technology and flexibility; • Human resourcing: recruitment and selection, human resource planning; • Reward and performance management; • Employee relations, employment legislation, the legal framework for unionism; • Human resource development; managing learning, knowledge and change; • The integration of HR and corporate strategy. Teaching Format: One 2-hour lecture per week; Three 1-hour tutorials. Assessment: • Group coursework assignment (40%); • Individual written coursework assignment (60%). Text(s): Beardwell, J. and...
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