Role Of Language In Identity Formation Cultural Studies Essay

Role Of Language In Identity Formation Cultural Studies Essay People that have multilingual background face complex issues in adapting and assimilating their language to cultural identity that they want to be identified with. People create their linguistic structure so as to bear a resemblance to those of the group with which from time to time they wish to identify. Cultural identity is defined as the product of social and historical background that is constructed when an individual categorize themselves a group, in addition to social context and ethnically accustomed communicative structures in a particular society (Jung and Lee,2004). Language serves as a tool that embraces ones identity and operates as a mean of uniting a cultural community that share the same collective identity. In the process of identity formation, language functions as a tool that holds the cultural identity that the language resembles. Professor Ngugi Wa Thiongo, an African scholar and Kenyan author claims that language is a carrier of culture (cited in Kaili and Kaili). He explains that the distinctiveness qualities that a culture possessed for example, its own value, custom, principles, faith, ideologies and the ways of life are embed in its own language. Kaili and Kaili (1998) gives an example about the relationship between language and identity that is embedded in a culture of fakaapaapa to the variety of status in Tongan social hierarchy; this cultural customs is conceded in the Tongan language of respect. A Tongan speaker will utilize variety form of Tongan speech to express the level of fakaapaapa that is ethnically suitable for the person ones is speaking to. This illustration demonstrate the role that language play in the process of identity formation. Lanehart (1996) in her article alleges that language is a part of ones culture and identity. In the article, Laneheart explains the connection between language and identity and how they are related with each other. She claims that our identities emerge from our transaction which is develop within a culture, whither language is essential. Lanehart relates language and identity through the concept of language goals where people construct their language structure so as to bear similitude with the cluster they want to identify with and want to become. As an African American, she gives her view based on her social experience where she explains the dilemma that African Americans face when they try to incorporate their language to cultural identity that they want to identified with. Social perception that equates the choice to speak Standard English as trying to be White creates a dilemma in most people that have multilingual background. This perception and situation demonstrate that there is a significant connection between language and identity formation. However, the role as a cultural identity that the language play is debatable because there are some cases when the individuals does not identify themselves as a group in particular ethnic even though they master the language of that ethnic. Jung and Lee (2004) in their study about the ethnic identities of Korean American students found that most of their research subjects identify themselves as a person that has a strong Korean background although they are fluent in English and were born in U.S. They identify themselves as either Korean American or Korean, but not American. This is the outcome of strong influence of Korean community that is ethnically oriented. In this context, we can see two forces that drive the changes and divergences identity formation: structures and agency. Structure is the forces beyond our control which shape our identities while agency is the degree control which we ourselves can exert who we are (The Open University, 2010). Ones cannot choose the language t hat they are born with because of the structure forces; however, as time goes by, identities changes as a result of agency factor such as media, environment and social pressure and this induce a person to make changes in which language and cultural identities they want to identify with. Open University (2010) asserts that identities are not fixed and constant; they change too. It can be concludes that language is not the only tools that embrace identity; there are some other external factors that helps the process of identity formation. Language also works as a mean of connecting a cultural community that share the same collective identity. Collective identity refers to sense of belonging when an individual identify themselves to a group or nation (Open University, 2010). Kaili and Kaili (1998) claims that when an individual speak their mother tongue language with their peers, they are a sense of relationship, unity and bond that make the cultural community more connected with each other. Research that was conducted by Jung and Lee (2004) found out that Korean language is the agent that unites the Korean Americans cultural community. Even though there is a type of student whom did not really engage with Korean cultural activities, this type of students still typically hangs out with Korean peers because they feel cultural disparity when they communicate with American peers. Ghose (2010) supports the idea of unity that language plays in identity formation in his article and he stresses that language serves as a mean of unifying the country. If the role of language in uniting a cultural community is analyzed in a different perspective, language can act as a tool that divides the people in a cultural community. Goose (2010), Lanehart (1996) and Kaili and Kaili (1998) share the same opinion about this idea. They critique the society obsession with Standard English and how English have eroded the cultural identity of their culture. For example, many Tongans see the Tongan language as an obstruction to their academic and economic development; they favored English language more than the Tongan language. Freire and Macedo (1987, 128) highlight that language should never be understood as a mere tool of communication (cited in Lanehart). Without doubt, language plays a significant role in the formation of cultural identity. It also acts as tool to unite the people in one cultural community that share the same collective identity. We often do not realize how much language has impacted our life. So, it is important for us to value our language because it carries our cultural, historical and social identity. Without a language, ones will lose its own identity.

Choose one case study and write an academic essay Essay

PART A = Identify the educational needs of the class/training group. Use these educational needs as the basis (headings) for outlining classroom practice, including strategies, in order to accommodate the diverse learning needs of the entire class/training group. Strategies are to be of a detailed, practical and realistic nature. PART B = Name the Education Queensland (or relevant educational body) policies, frameworks, statements and directives that will have implications for this class/training group (include website address). Note how these policies will support your planning that you have written about in part A. Due Date: 20th January, 2014 Course: Education Specialization: Early Childhood Lecturer/Course Examiner: Noah Mbano Word Count: 2380 This assignment will identify and address the educational needs present in the early childhood case study. The educational needs being addressed will be the basis for Part A, which are, English as a second language (ESL), cultural diversity, social skills, intellectual disabilities and behaviour management. Pedagogical practices and strategies will be suggested to cater for the diverse learning needs of all children attending the service. The focus will be on the delivery of learning opportunities, according to need, to maximise students’ learning capacity and not to label the children. Part B will support the pedagogical response and planning ideas outlined in Part A, by the relevant policies, frameworks, statements and directives from Educational government bodies that implicate the service. PART A English as a Second Language (ESL)/cultural diversity The case study states that the centre has a number of children with different cultural backgrounds. The first educational need relates to ESL and cultural diversity. Educators must respect the diverse cultural backgrounds and ensure equity, so children develop knowledgeable and confident self-identities (DEEWR, 2009). A positive sense of self is fostered when children are supported in their environment to feel safe, secure and supported (DEEWR, 2009). Early childhood educators should support students for whom English is a second language to develop their English language skills, empowering them to communicate and engage within their new environment. From the start of their enrolment, students and their families should be welcomed and feel a sense of belonging at the service. The centre’s philosophy should be based on an understanding that parents should be recognised as the child’s first and most influential educator, whilst supporting the National Childcare Accreditation Council’s quality area two ‘Partnerships with families’ (NCAC, 2005). In practice it has been found that, to support a smooth transition parents and child should be encouraged to have a settling in period, which can be used to share knowledge about the center; it’s curriculum and cultural background. Educators should exchange this information verbally as well as in a written form. During the settling-in period the child has the chance to meet new friends and to become more familiar in their new environment, whilst in the comfort of their parents. Enrolment strategies are to understand, support the child, his/her families and caregivers and to differentiate your program to support all cultures. Educators should build an understanding of individual culture including â€Å"norms, values, beliefs, languages, traditions, behaviours, symbols, activities, achievement, and possessions† (Ashman & Elkins, 2012). Educators can familiarised themselves with the families’ beliefs and values by providing the parents with English-language programs or translators, helping by collaborating and giving continuing support. Using these strategies to encourage family participation within the centre will support cultural diversity and an understanding of the world we live in. Example of  this would be celebrating cultural days, such as Naidoc week within the Aboriginal culture. Workers in the industry report that ways in showing a cultural understanding is to ask families to bring in family photos for display, to provide familiar words from their native language or invite them to talk about their culture or share a special dish are other possibilities. This will help ease the child into the classroom environment. To support the child, strategies such as simplifying language, making instructions clear, breaking down the steps, providing multiple technology devices of communication and observations to recognise confidence could be used. Have classroom routines and consistent expectations to help the child understand what they are expected to do. Educators should ensure individual expectations are clear and understood by children to reduce frustration and barriers from being formed (Ashman & Elkins, 2012). Social Skills The second educational need is the inclusion of social skills. Educators have the responsibility to provide a welcoming and safe environment, where children feel accepted and part of a group. Through social interactions children can share knowledge and develop confident self-identities (DEEWR, 2009). Educators should identify each student’s positive characteristics then use them to establish an understanding of interests to keep them engaged. This helps move towards an inclusive environment. An inclusive classroom should provide a safe, flexible learning environment where all students have sufficient support to achieve outcomes consistent with their capabilities, become willing to take risks, and construct knowledge that is personally relevant and meaningful. Differentiating the program experiences and assessment by taking on an individualised approach aims to promote success and self-esteem (Ashman & Elkins, 2012). It cannot be assumed that social inclusion will occur automatically to new students (Ashman & Elkins, 2012). Strategies to encourage social inclusion are to ensure all students are actively involved in the organisation of the classroom; the educator thus needs to build a positive relationship with the student, providing opportunities for social interaction in group work, games and activities. Educators are qualified enough to support students’ friendships and ensure that their classroom is socially responsive. Following up on these aspects should be done promptly with regular observation and review on progression  in social skills from the child. Through anecdotal evidence, documenting these observations have shown to support the reflection process and assist in justifying and preparing plans for the child’s individual needs, interests, strengths and weaknesses (Churchill et al, 2013). Intellectual disability The third educational need is the inclusion of children with intellectual disabilities. All schools aspire to have collaborative, school-based terms that are organised to develop supportive networks for students, including the intellectually disabled. Educators should recognise strengths and capabilities and not make assumptions about the students’ ability based on their diagnostic label. Reasonable steps should be taken to ensure students with disabilities are given multiple means for participating in learning. These would involve learning through multiple, examples, media and formats, choice of context and tools, opportunities for demonstration and level of challenges. Give students plenty of options for expressing what they know, and provide models, feedback and support for their different levels of proficiency (CAST, 2012). Multiple strategies can be guided by the principles from the ‘Universal Design for learning’, which is a framework that shifts educators’ understanding of learner differences. It challenges them to rethink the nature of curriculum materials and endow them with the inherent flexibility necessary to serve diverse learning needs (Wright, 2006, as cited in Module 4, 2014). Strategies that also facilitate this include, varying the type of activities or the method of instruction, providing additional human and technical resources, giving extra support, modifying the ways in which the student will respond, or changing the classroom environment. These variations should be designed in such a way that the student with a disability is able to participate in the learning experiences on the same basis as a student without a disability, and without experiencing discrimination. There is anecdotal evidence that contemporary approaches to intellectual disability emphasise equal ac cess, participation, and recognition that a person’s level of functioning will improve if appropriate, individualise and supports are provided. Behaviour management The fourth educational need is behaviour management. Before considering specific learning issues, there are a number of factors outside of the school that influence school behaviour issues; family, socio-economics, culture, religion and race; and socio-political factors. Educators should agree that it is important to establish a cohesive understanding of socio-culturally acceptable behaviours when addressing behaviour management. Strategies to encourage positive behaviour rely on a pedagogical approach that sees the educator making adaptations, so the students can work effectively. In practice is has been found that students with behaviour problems often learn best when tactile and kinaesthetic strategies are presented. According to Early Childhood Australia (2013) the two main reasons misbehaviour usually occurs is when, children are expressing their feelings and children who have not yet learnt how to do what is expected. Strategies aimed at preventing misbehaviour include setting clear limits with input from the children and teaching the children what behaviour is appropriate and what is not (Early Childhood Australia, 2013). A critical aspect of maintaining students with behaviour problems in an inclusive classroom is the recognition of the learning difficulties that students face (Mooney, Epstein, Reid, and Nelson, 2003, as cited in Ashman & Elkins, 2012). One of the most important strategies for any teacher is to be a role model and to create a supportive and welcoming classroom. This will encourage all students to persist and work together more inclusively. To encourage appropriate behaviour, staff to child ratios should be obeyed at all times. This will ensure adequate care is been given to each child. Routines to be followed, keeping mealtimes regular and not too late, as some children will be hungry and this can lead to misbehaviour due to irritability. This can be changed by being responsive, flexible and adopting an individualised approach to routines. However sometimes circumstances change suddenly and this can result in routines been disturbed, for example, changes at home and the circumstances affecting behaviour is out of your control. The main idea is to facilitate individuals in developing his or her authentic self, through fostering student’s knowledge in a number of different genres, within a school, family or social environment. As a result of the diverse economic, social, spiritual, cultural, and political realities of our individual lives, a single aim of education wouldn’t suit  everyone’s needs. Therefore we need to create opportunities that will lead a student to their own success, a success defined by the individual. After all research has shown that â€Å"the way children learn, is as unique as their fingerprints† (CAST, 2012). Including students with educational learning needs in the regular classroom will provide the children with opportunities to interact with more able peers. By interacting in small groups, students learn to listen to what others have to say, understand that they may have different perspectives, share information and ideas and express different points of view in socially acceptable ways. Although it may appear that time and considerable organisation is focused on children with educational needs, it will have a positive impact on the delivery of the curriculum. The strategies outlined can be used not only for the child in need but all other children in the class will benefit from the additional strategies that will in turn cater for the multiple ways of learning throughout the class. PART B The Early Years Learning Framework (EYLF) is Australia’s first national framework, which forms an important written guideline for the unity of care and practices ensuring all children involved in early childhood education settings experience quality teaching (AGDEEWR, 2009). The EYLF’s curriculum supports children’s learning from birth to five years of age, as well as their transition to school. Part A mentions strategies that relate to the EYLF’s curriculum The ‘Being, Becoming and Belonging: The Early Years Learning Framework is the document used in all services implementing the National Quality Standard. It consists of a set of principals, practices and outcomes that advise educators that children have a strong sense of identity, children are connected with and contribute to their world, children have a strong sense of wellbeing, children are confident and involved learners and children are effective communicators. Strategies suggested in Part A directly relate to these outcomes from the EYLF by advocating play-based learning while recognising the importance of communication, language, social and emotional development (ACECQA, 2009). All elements are fundamental to curriculum making decisions and pedagogy in an early childhood setting. The National Quality Framework (NQF) is a tool to assist childcare providers to improve their services in the areas that  impact on a child’s development and empower families to make informed choices about which service is best for their child. The NQF has many implications for the centre, including a national legislative framework that consists of the Education and Care Services National Law and Education and Care Services National regulations, a National Quality Standard (NQS), an assessment and rating system, a regulatory authority and ACECQA. ‘The Guide to the National Quality Framework’ directs centres in implementing the framework. The National Quality Standard is responsible for administering, including approving, monitoring, and quality assessing and rating. Services are assessed and rated against the Seven Quality Areas; this ensures the organisation and its educator’s are meeting the standards and providing high-quality educational programs. The Seven Quality Areas that relate to all practices outlined in Part A, are; Educational program and practice, Children’s health and safety, Physical environment, Collaborative partnerships with families and communities, Staffing arrangements, Relationships with children, Leadership and service management. Education and Care Services National Law (Queensland) Act 2011 outlines the legislation that has implications for the service. It outlines regulations regarding inclusion and provisions. The National law establishes the ACECQA, which is responsible for ensuring that the NQF that is implemented consistently across all states and territories. The Child Care Regulation 2003 directs policies and outlines the lawful standards that implicate the service. These regulations implicate all practices and strategies outlined in Part A, by providing a directive for compliance. The United Nations Convention on the Rights of the Child (UNCRC) sets out rights in 54 Articles and is guided by four fundamental principles. The articles are about how adults and governments should work together to make sure that all children get all their rights. The four fundamental principles are, non-discrimination, the best interests of the child, survival, development and protection and participation. These protocols have implications for the service with its outline of the basic human rights that children everywhere have. This is put in place to ensure that services are meeting the basic needs of ch ildren, to help them reach their fullest potential. Many of the rights support planning strategies outlined in part A including the right to his or her own name and identity, the right to an education, the right to be  protected from abuse or exploitation, the right to express their opinions and have these listened to and, where appropriate, acted upon and the right to play and enjoy culture and art in safety (UNICEF, 2012). The Disabilities Discrimination Act (DDA) education standards outline the obligations to assist people with a disability under the DDA. The DDA therefore has direct implications for the service when catering for children with disabilities to ensure their right to participate in educational courses and programs on the same basis as students without disability. This means a person with disability should have access to the same opportunities and choices in their education that are available to a person without disability. These policies support the planning and implementation of differentiated learning, assessment, accommodations, adjustments, re-designing and the universal design for learning. Melbourne Declaration outlines a commitment to working to support the development and strengthening of early childhood education, to provide every child with the opportunity for the best start in life and there for has implications for the service. The ‘Commitment to Action’ supports the planning for part A in such areas as developing stronger partnerships and strengthening early childhood education, advocating services to work towards smooth transitions into schools, providing parents, carers and families with information regarding equity and supporting young Australians to become successful learners, confident and creative individuals and active and informed citizens (MCEECDYA, 2008). References Ashman, A., & Elkins, J. (Eds.). (2012). Education for Inclusion and Diversity (4th ed.). Frenchs Forest, NSW: Pearson Australia Australian Children’s Education & Care Quality Authority (ACECQA). (2011). Guide to the National Quality Framework. Retrieved from http://acecqa.gov.au/storage/1%20Guide%20to%20the%20NQF.pdf Australian Government Department of Education, Employment and Workplace Relations (DEEWR) for the council of Australian Governments (2009). Being Belonging Becoming: The Early Years Learning Framework for Australia. Canberra, ACT: DEEWR. CAST,inc. (2012, May 3). National centre on Universal Design for Learning: UDL at a glance [Video file]. Video posted to http://www.udlcenter.org/resource_library/videos/udlcenter/udl#video0 Churchill, Rick. (2nd Ed.). (2013). Teaching: making a difference. Milton Qld: John Wiley & Sons Australia, Ltd. Early Childhood Australia. (2013). Managing challenging behaviour. Retrieved from http://www.earlychildhoodaustralia.org.au/learning_and_teaching/childrens_behaviour/managing_challenging_behaviour.html Ministerial Council on Education, Employment, Training and Youth Affairs. (2008). Melbourne Declaration on Educational Goals for Young Australians. Retrieved from http://www.mceecdya.edu.au/verve/_resources/National_Declaration_on_the_Educational_Goals_for_Young_Australians.pdf Ministerial Council on Education, Employment, Training and Youth Affairs, {MCEETYA} (2003). A National Framework for Professional Standards for Teaching. Retrieved January 2, 2014, from source. http://www.curriculum.edu.au/verve/_resources/national_framework_file.pd Module 4 – Differentiating the curriculum and universal design principles. (2014). Retrieved January 2, 2014, from http://usqstudydesk.usq.edu.au/m2/mod/resource/view.php?id=167984 National Childcare Accreditation Council. (2005). Quality Improvement and Accreditation System: Quality Practices Guide. Retrieved from http://www.ncac.gov.au/resources/qias_qpg.pdf Queensland Government. (2012). Disability Discrimination Act 1992. Retrieved from http://www.comlaw.gov.au/Details/C2013C00022 Unicef. (2012). Convention on the Rights of the Child. Retrieved from http://www.unicef.org/crc/

Stefan’s Diaries: Bloodlust Chapter 13

Damon. Death. The words swam in my mind as I tried to make sense of what I was seeing. Damon was alive. But who knew for how long? If he had been captured, he was undoubtedly weak. How could he face a ravenous beast in a battle and survive? Anger tore through my body, along with the familiar ache of my fangs elongating. I ripped down the sign with a snarl. â€Å"What is it?† she hissed, her own fangs bared. I held up the paper. â€Å"My brother,† I said, staring without comprehension at the poster. The picture made him look like a monster. My eye twitched. â€Å"The battle is in two days.† Lexi nodded, taking in the portrait. â€Å"Gallagher found him,† she said, almost to herself. I shook my head, not understanding what she meant. She sighed. â€Å"Big businessman. He owns a lot of places in town, including a two-bit circus and freak show. Always looking for curiosities to display, and people always seem to find the money to attend. Your brother–â€Å" â€Å"Damon,† I said, cutting her off. â€Å"His name is Damon.† â€Å"Damon,† Lexi said gently, tracing the image with her fingers. â€Å"He doesnt deserve this,† I said, almost to myself. â€Å"I need to help him. But † I trailed off. But what? How could I possibly save him? â€Å"Well need to find him,† Lexi decided. She brushed leaves and dirt from the back of her pants. â€Å"Do you trust me?† Did I have a choice? My hunger forgotten, I followed her through the forest and back to the wide, silent streets of the city. â€Å"Gallagher lives somewhere in the Garden District with all the other nouveaux riches. On Laurel Street, I think,† Lexi murmured as we wove our way to the center of town. â€Å"This has happened before, soon after Gallagher arrived in New Orleans five years ago.† â€Å"What happened?† I asked, following closely behind her in the shadows. â€Å"He found a vampire. Hes good at finding us. Or maybe were good at finding him. But the other vampire wasnt part of my family. And † She stopped suddenly. â€Å"What happened to him?† But Lexi merely shook her head. Wed arrived at the Garden District, where the streets were wide and the lawns hugging the sherbet-colored Victorian houses were lush and expansive. â€Å"Here.† She stopped at a pistachio-hued mansion enclosed by an open wrought-iron fence. Magnolias and calla lilies spilled over the gate, and the air smelled like mint. Just beyond, I could see an enormous herb garden that took up a fifth of the property. I recoiled as we walked closer, as the garden grew a generous amount of vervain. Lexi wrinkled her nose. â€Å"He knows all the tricks,† she said wryly. We pushed open the gate, our footsteps barely crunching the gravel on the path that circled the house. Cicadas buzzed in the sycamore trees above us, and I could hear horses pacing in the stable. And then I heard a low moan. â€Å"Hes out back,† I said. Lexi gazed up at the sky. Orange streaks were starting to peek above the horizon; it was about an hour until day broke. â€Å"Its too close to dawn,† Lexi said. â€Å"I didnt realize how late it is. I have to go.† I looked at her sharply. â€Å"Im not protected.† Her fingers fluttered to my ring, and I glanced down self-consciously. The lapus lazuli adornment had become so much a part of me, Id forgotten that it made me different from other vampires, made me able to walk in the daylight. Katherine had arranged for both Damon and me to have this protection. â€Å"Well come back tomorrow. The others can help us then,† Lexi insisted. I shook my head. â€Å"I cant leave him.† Birds chirped in the trees above us, and from somewhere nearby came the sound of glass shattering. The orange streaks in the sky grew fatter, brighter. â€Å"I understand,† Lexi said finally. â€Å"Be safe. Dont play the hero.† I nodded, scanning the grounds for any guards or animals lying in wait to attack. When I looked up, Lexi was gone and I was alone. Stealing quickly to the back of the house, I made my way toward the whitewashed stable. Horses pawed the ground nervously, obviously sensing my presence. The stable doors were padlocked with an iron bolt. I grabbed the chain, testing it. Even though Id barely fed since the previous evening, it would be easy enough to rend the chains with my bare hands. But something stopped me.Don't play the hero.Lexis words echoed in my mind. She had become my guide during the past couple of days, and I knew it was in my best interest to listen to her. Better not to leave any evidence of an intruder, better to get the lay of the land before doing anything rash. I released the chain, and it fell back against the door with a loud clanking sound. A horse whinnied. I walked to the other side of the stable, where a dusty window was open a crack. â€Å"Brother?† I whispered hoarsely through the window. The cloying scent of vervain was everywhere, making me woozy and nauseated. In the corner, a filthy figure struggled to sit up. Damon. His hands and feet were bound with chains, and his skin was covered in angry red welts. The chains must have been soaked in vervain. I winced in sympathy. Damons eyes locked on mine. â€Å"You found me,† he said, no emotion in his face. â€Å"Are you happy to see that Im close to death, brother?† â€Å"Im here to save you,† I said simply. The horses were kicking up the sawdust around their feet in agitation; I didnt have much time before someone in the house heard the disturbance. Damon shrugged, an effort that clearly took all his energy. His eyes were bloodshot and glassy. A large cut lined his forehead, slicing into his eyebrow. He looked awful and emaciated; it was clear he hadnt eaten in days. I glanced around, hoping I could find something–a squirrel, a rabbit, a chipmunk–to kill and toss to him, but there was nothing. â€Å"So the cold-blooded killer is going to save me.† Damon attempted a wan smile. He leaned back against the wall, his chains rattling. â€Å"Yes, we have to–â€Å" Suddenly, I heard the sound of a door slamming, then a dog barking. I whirled around toward the main house. â€Å"What do you think youre doing?† a voice yelled out. And I stood, my hands raised to the sky, unsure of who–or what–had found me this time.

Irish Banking in a digital age - Free Essay Example

Sample details Pages: 7 Words: 2097 Downloads: 6 Date added: 2017/06/26 Category Finance Essay Type Argumentative essay Did you like this example? Index Introduction Case Study Information Systems used by NTUC Income before Migrating Business Processes used by NTUC Income before Migrating Problems Associated with the Old Systems New Digital System capabilities How did the new system resolve the problems How did the new digital system provide a basis for the orange strategy Could Orange have been available with the Old systems Three Important Lessons for Irish Retail Banking Conclusion Introduction Banking in a digital age is a huge subject and I have gone into some detail to analyse the case study and to answer the questions outlined. However I want to initially highlight the diagrams below, the first diagram shows the percentage of customers that consult the internet and is self-explanatory, however it does highlight how important the internet is to banks to create revenue and to ensure their viability on into the future. The second diagram however is somewhat of a parallel to this in that it shows that younger customers are inclined to bank with larger well known banks regardless. An interesting argument could be given for both sides. Case Study Don’t waste time! Our writers will create an original "Irish Banking in a digital age" essay for you Create order Information systems used by NTUC Income before migrating were: Old fashioned HP 3000 mainframe system Decades old Cobol programs Batch processing systems, Agents tried to submit the documents using notebooks Business Processes Used by NTUC Income before migrating to new digital systems were: Entirely paper based Customers met with broker/agent to complete proposal form Form is submitted by courier to Office service department Form is logged and sorted Form is then sent to underwriters. Accepted proposals then sent to computer Services Department be printed and distributed. All original documents then sent to storage unit for logging and filing In a lot of cases departments had to pass physical documents among each other Problems Associated with the Old Systems Very cumbersome and time consuming process After proposal form completed by customer it could take 2 to 3 days for the form to be couriered to underwriters Form then sent to computer services department to be printed and distributed. Sent to storage unit to be logged and stored which could take over two to three days Document retrieval slow and cumbersome taking up to two days to locate, then the form had to be shipped by courier. Refiling would take 2 days. Documents had to be physically passed to each other High volume of staff involved in clerical roles, from start to finish the policy will have been handled by up to 13 staff Entirely paper based system Existing computer system very unreliable with regular breakdowns Breakdowns meant loss of man hours re-inputting lost data Existing system had to be backed up daily however if system crashed during the day staff had to choose whether to save daily reconciliation or whether to do a full back up If daily back up not completed previous days data would be lost No Real time data, systems did not allow data inputter to see if customer is existing or new. Loss in revenue and sales due to lack of real time data. Existing system had 3 major hardware failures which mean loss of 6 days. Regular breakdowns No up to date information for departments or internal digital mailing system. 2.1 New digital system capabilities New Java based EBao Lifesystem All branches equipped with scanners and new monitors New PC RAM of 128MB New hardware and software for application servers Disk storage systems Data transmitted immediately All Documents scanned and stored on digital devices Data stored on two or more servers all connected by two or more connection lines. Faster cable Wireless capability Fiber-optic Backbone 2.2 How did the new system resolve the problems? Reduced timeframe for induction of policy Efficient scanning and processing systems. Real time data, enabling cross sales and cross referencing for existing customers Reduction in time to react to market trends and changes. Easier to design and launch new products to keep ahead of market trends Good backup systems, data saved on two or more servers ensuring no loss of data New disaster recovery site that no longer required restoration of the previous dayà ¢Ã¢â€š ¬Ã¢â€ž ¢s data Improved customer service as new system gave a single view of each customer showing all real time data allowing cross selling and reduced turnaround times Up to 50 percent saving on time and costs 3.1 How did the new digital system provide a basis for the orange strategy? Orange was stuck in a paper based timewarp. This meant that all time and energy was put into manual applications which did not leave time for them to focus on a more customer friendly and customer focused organization. The new system meant that there was a huge reduction in the need for large volumes of clerical staff and these staff could be utilized to provide a better customer service and also provide a better profit for the business by utilizing the customer information to enable cross sales. It also enabled time for the marketing strategy to be overhauled as up to date data was now at hand. This data provided a customer profile facilitating the sale of more relevant products by providing some Golden Nuggets of information. As the systems could provide some analytical and operational CRM data. It also enabled the business to be able to react quickly to any new market trends as the new digital systems were able to take on and launch new products quickly and in fact enabled them to set up a brand new concept in the insurance business, the launch of the Orange motorcycles fleet. This fleet was very distinctive and easily spotted on the high street which in itself was a major marketing tool but they not only serviced their own customers who had accidents but also non customers which in turn meant that these people would go to Orange the next time they needed a quote for insurance and also created a Feel Good moment. It enabled them to launch Orange Eye which was a smartphone application. This provided an in car camera which helped combat motor insurance fraud which ensured that costs for the company would be kept down and in turn allowed for reduced insurance policies. 3.2 Could Orange have been available with the Old Systems? Orange would most definitely not have been possible with the old system. They were not able to provide an efficient, straightforward, transparent system or product due to the major constraints of the old systems. 4. Three important Lessons for Irish Retail Banking 1. Banks have to embrace the Digital Age to Increase profit. Banks have to embrace and utilize al l systems available and even create new systems in order to increase revenue and in turn increase profit. According the statistics provided by The Second UPC Report on Irelands Digital future the projected value of the Irish internet economy in 2020 will be E21.1 BN, Projected on line Consumer Spending will be E12.7 BN as opposed to figures provided for 2014 when online consumer spending was E5.9 BN. Therefore this market has to be tapped to ensure the viability of the bank into the future. While initially consumers were reluctant to take on some of these new online systems such as online banking one would wonder what their reaction would be if it were to be taken away from them overnight. As can be seen from table below sourced from PWC the percentage of users of online services has increased tenfold and banks have to embrace this change and utilize it to their advantage. Gen Y = born 1980, Gen X = born 1965 à ¢Ã¢â€š ¬Ã¢â‚¬Å" 1979, Baby boomers = 1946 à ¢Ã¢â€š ¬Ã ¢â‚¬Å" 1964, Matures born prior to 1946 2. Digital systems improve services. The new orange system allowed for funds and also staff to be freed up to create a much better customer experience. One way of doing this was to send out the Orange Fleet which proved a huge success. This model has been in some way reproduced with banks now beginning to think outside the box, by providing some time/space shifting services such as Mobile Mortgage Managers who will visit you out of bank hours and in turn the new systems that allow you to bank on line 24 hours a day online in the comfort of your own home. Bank of Ireland are currently trying to promote an internal scoring card system that they call NPS to ensure that we continue to provide an excellent customer service and allowing all opportunities to be utilized and all cross sales achieved to ensure a good profit and also a good service to the customer. As outlined in our lectures 50 percent of time and effort is invested in trying to get new customers in the first place and 50 percent to hold onto them. It costs six times more to get a new customer therefore a high retention of existing customers ensures an increased profit. Accenture created a Consumer research of over 13000 in 33 countries and they found that 61% if customers globally switched providers due to a bad experience and 85% switch providers because they feel that companies donà ¢Ã¢â€š ¬Ã¢â€ž ¢t make it easy to do business with. It is no secret that the general publicà ¢Ã¢â€š ¬Ã¢â€ž ¢s perception of the Banks in light of the recent recession and bailout by the government has not been advantageous and therefore it is in our best interest to improve our systems and also do things a bit differently and this NPS scorecard is in some way helping this. Also the public would not have great trust in the Banks and again the à ¢Ã¢â€š ¬Ã…“simple honest and different approachà ¢Ã¢â€š ¬Ã‚  adapted by Orange could be adapted in a more robust pla tform by the Banks. 3. Correct systems have to be in place in order for customers to adapt and embrace the change. Bank of Irelands digital systems were sometimes seen as cumbersome by both staff and by customers alike. There were some major issues with Banking on line for business customers as it was difficult to get set up and in a lot of cases it wasnà ¢Ã¢â€š ¬Ã¢â€ž ¢t compatible with certain computer systems. There is also the publicà ¢Ã¢â€š ¬Ã¢â€ž ¢s perception of the risk concerned with digital technology and some customers do not trust the systems and still prefer to go in to the Bank and make their transactions or apply for their loans with a human. I showed a family member how to pay a bill on line. This was their first attempt at using this system and they were very impressed with how easy the process was, however as the payee was an Ulster Bank customer the transaction took a couple of days to go through. This caused my relation a huge worry (they are in their 60à ¢Ã¢â€š ¬Ã¢â€ž ¢s) as she would have preferred to have had physical evidence such as a receipt for the transaction and they could not relax until the funds were acknowledged as received. This however is not such a worry for younger generations as they have more trust in the digital systems. The security issues need to be addressed and maintained and also the banks need to keep ahead of the fraudsters. As long as this continues to happen I can see a continued rise in the use of digital banking systems. Conclusion As outlined on the Bain Brief article à ¢Ã¢â€š ¬Ã…“Many banks have been too quick to capitalize on digital technologies as a way to strip costs out of their operations. Steering their technology-enable customers to websites, mobile apps and ATMs, they are shuttering full-service branches and replacing them with automated kiosks. But while the savings from taking a self-service approach can be enticing, the longer term costs of abandoning customers to their own h igh-tech devices are unacceptably high.à ¢Ã¢â€š ¬Ã‚  The Digital Challenge to Retail banks Oct 17,2012 by Dirk Vater, Youngsuh Cho and Peter Sidebottom. This article was written in 2012 and since then Bank of Ireland has come to realize this and are trying to keep their physical branch footprint in place in as much as possible in order to have a face behind the bank. Other major banks in Ireland have been reducing their branch footprint in order to reduce costs. We will have to wait and see in the future what the best approach to this will have been and as always hindsight is sometimes a great thing. Referencing Accenture Study, Global Consumer Pulse Research (2014) Bain Banking Study (2012) FIS Primary Consumer Research (Aug 2011) Laudon, Laudon,(2014) Management Information Systems Second UPC Report on Irelands Digital Future (2014) Stapleton, (2015) Banking in a Digital Age Webinars Putnam, (2011) Attracting and Retaining Gen Y and Gen X Vater, You ngsuh and Sidebottom (2012) Bain Brief The Digital Challenge to Retail Banks Villers, (2015) PWC Banking will mean digital banking in 2015