Literary Criticism Essay

The beauty about literature is that it can be interpreted in a number of ways and all those ways can be regarded as a possibility and even entirely true. No matter what angle, approach or perception a person uses to see, analyze and scutinize a literary work, that analysis will always be considered as a â€Å"possibly correct† literary crticism.However, this is also the problem regarding literary criticisms since there is no wrong analysis, anything can be true. Thus, an analysis does not necessarily help readers in further understanding the text, analyses just give readers the chance to look at a text in a different light.This is what Liane Norman gives readers when anliterary criticism was written regarding the famous work of Herman Melville—Bartleby the Scrivener with a subtitle of A Story of Wall Street. In Norman's analysis, â€Å"Bartleby and the Reader†, she gives importance on the relationship of the text, Bartleby the Scrivener, and the readers itself of the text. According to Norman, the text focused on having the reader as an important character or making the reader play an important role in the structure and interepretation of the text.This analysis of Norman is with loopholes, as with many literary criticisms. She does indeed present a rather effective and convincing judgement on Bartleby the Scrivener but she failed to point out the important of the text on its own. It is as if, the text cannot exist without the role that the reader played in the creation of the text when in fact, Bartleby the Scrivener can be seen as a creation which is intended to point something out to the reader.This argument is what will be contained in this â€Å"criticism† of a literary criticism wherein a premise is presented that Norman did deliver a good argument and judgement on Bartleby the Scrivener but she failed in delivering a good argument that should have not illicited further contestations. In Herman Melville's Bartleby the Scrivener: A Story of Wall Street, a scrivener (or copyist or clerk in a firm), is the protagonist while the narrator is the protagonist's boss but who, it seems, wants to be the protagonist himself.Tthe Lawyer who is Bartleby's boss gives too much information about himself and too little information on the protagonist, Bartleby. The story starts off in the Lawyer going on about how he hired and met Bartleby but not before going to great lengths as he introduces himself: I am a rather elderly man. The nature of my avocations for the last thirty years has brought me into more than ordinary contact with what would seem an interesting and somewhat singular set of men, of whom as yet nothing that I know of has ever been written:—Imean the law-copyists or scriveners.(Melville, 2006) The Lawyer and Bartleby soon venture into a rather harmonous and beneficial relationship with each other—that is until Bartleby decides one day that he has enough of being a scrivener and stops doing his job properly to the point that he does not do anything at all. The curious and perverse Lawyer just lets Bartleby be as the scrivener goes on with life doing absolutely nothing. Unfortunately, things get out off hand to the point that Bartleby is imprisoned for hanging out in the building when it is neither his home ror has he any rights to loiter in the place.This ends the story: as Bartleby refuses everything—companionship, food, water—he dies a sad death in prison, all alone. Later on, the Lawyer finds out that Bartleby has been working in the Dead Letter Office wherein he sorts the mail of dead people. The Lawyer associates this previous job of Bartleby as the reason why the scrivener has become depressed and decided to one day, to just let everything go. In Liane Norman's Bartleby and the Reader, the role that the reader plays in giving meaning to Bartleby and the Scrivener is focused on.According to Norman (1971), there is a â€Å"rigorous and demanding human tr ansaction that takes place between the reader and the story†. This transaction is the ability of the text to have meaning only when the reader wills it do so. Thus, the dialogue, lines and other descriptions in the story would be moot and pointless if the reader does not believe otherwise. In fact, the reader becomes a character in the story itself without being in it; as what Norman (1971) asserts, â€Å"the reader is both participant and judge† in the same way that the Lawyer or the narrator of the story is also the participant and the judge.Thus, while the Lawyer is one of the characters in the story, his way of storytelling wherein he is detached from the other characters makes him have the same role as the reader. This in turn, makes the reader as the Lawyer and the Lawyer as one of the readers. But more than this form of analysis, Norman takes the notch further by relating the text and the characters to a greater and more profound extent by juxtaposing it with Chr istian values or ideals and the nature of democracy—two things which are inherently, albeit subtly, presented as the themes in Bartleby the Scrivener.On the other hand, the way Norman anaylzed the literary text was correct in a way that she gives meaning to the context and the content but remiss in her ability to add too much interepretation and meaning to what could have been just simple or meaningless lines. This is perhaps a bigger mistake in not being able to see much meaning in a literary work, that of seeing too much—a case of overreading. Norman was not false in her analysis, but she was extreme in that too much interpretatation is given from too little information.Thus, her mistake was that she was not able to give importance to the interepretation of the literary text as a text itself but she instead, concentrated on the text as how it would be interpreted by the reader. Bartleby the Srivener does not become merely Bartleby the Scrivener but it becomes, instea d, Bartleby and the Reader. Norman placed too much emphasis and importance on the reader as being part of the literary work and literary analysis. But the reader is of course important, for who will analyze a text but that being the reader himself/herself?However, what Norman has done is to indicate that there is but one reading presented by the reader and that is the only correct reading while at the same time the reader is no one but herself. What Norman should have done is present the analysis on the text as being Bartleby and A Reader instead of having it as Bartleby and THE Reader. For using the determiner â€Å"the† indicates that there is only one reader and that one reader is and will always be right.Thus, Norman's analysis gives a vaild credibility to her argument—even if the argument is indeed credible, it is unfortunately not valid. Although, there is something which is admirable and commendable in Norman's analysis which is the last part of her article wher ein she gives a profound interpretation on the implication of the Lawyer's last lines regarding Bartleby's death: The deep sense of disappointment that the story inspires in the reader is a function of the aura of America's hight but impossible promises: men have not escaped their limitations simply by founding a new policy.Bartleby is the test of democratic- Christian principle. If his resistance exposes human shortcomings, his persistence reveals man stubbornly laying claim to his humanity. (Norman, 1971) Norman maginificently gives a clear idea and interepretation on Bartleby's death while at the same time, relates its implication to humanity which is humanity's tendency to gain new insights but miserably ends in not carrying out those new â€Å"policies† or insights.Over all, both Melville (in using the character of the Lawyer) and Norman are correct, society stubbornly believes in their humanity—even if it proves that their idealist views on humanity's â€Å"huma nness† is sometimes misplaced. References Melville, H. (2006). Bartleby the scrivener: a story from Wall Street. Great Short Works of Herman Melville. New York: HarperCollins Publishers, Inc. pp. 19-38. Norman, L. (1971). Bartleby and the reader. The New England Quarterly 44 (1): 22-39.

Promoting Indigenous Family Health Essay

It is a known fact that Aboriginal and Torres Straight Islander populations don’t live as long as their western counterparts as shown by AMA Health Report Card (2011). ‘Closing the Gap’ (Calma 2008) is a campaign aimed at a national attempt to support and bring equity in health to our Aboriginal and Torres Straight Islander communities. In order to be successful in this we must identify the key issues causing this inequity and through public awareness and government campaigns such as ‘closing the gap’, we become closer to our goal of Aboriginal and Torres Straight Islanders reaching a full and greater life expectancy. Health reform initiatives are used to promote health care within their communities and encourage Aboriginal and Torres Straight Islanders to be educated about their own health. As a nurse, in order to assist in this process, an understanding of family centred health care and the Aboriginal and Torres Straight Islander concept of family must be utilized. With these two nursing skills, the local health initiatives and government campaign’s, we are providing the best opportunity and support for Aboriginal and Torres Straight Islander communities to take control of their health and ultimately ‘close the gap’. Key issues contributing to the ‘gap’ in health and life expectancy, as identified by AMA (2011), include; low income, limited education, low levels of employment, poor housing, affordability of health care, geographical access to health care and the acceptability of the health care practice to Aboriginal and Torres Straight Islander communities. Illawarra Aboriginal Medical Service (2013) is a local health reform initiative for Aboriginals and Torres straight Islanders that provides a culturally secure environment where they can access health care due to it’s geographical location, affordability and mostly acceptability. Illawarra Aboriginal Medical Service (IAMS 2013) has two centers within the Illawarra making it geographically accessible. The center is entirely aimed towards the better health of Aboriginals and Torres Straight Islanders, ensuring all health care is affordable and providing as much assistance and support where it may be needed to help these communities improve their health. The main key issue identified by AMA (2011) that is addressed within the IAMS (2013), is the acceptability. The two medical centers are entirely based on the care given to the Aboriginal and Torres Straight Islander communities, making them specialized and aware of cultural beliefs, customs and the correct communication techniques. The Illawarra Aboriginal Medical Services also employ Aboriginal and Torres Straight Islander members of the community as their staff providing a culturally secure environment and a greater concept of family centred care and the Aboriginal and Torres Straight Islander concept of family within their approach. The AMA (2011) states that Indigenous health workers are significant in facilitating the journey of Aboriginal and Torres Straight Islanders to better health. This also provides opportunities to the Indigenous communities to gain employment, contributing to the resolution for issues of low income and low levels of employment, as identified in the AMA Report Card (2011). Centers such as these provide Aboriginal and Torres Straight Islander families a culturally secure, accessible and affordable method to be treated for their health issues in a more comfortable surrounding. On a larger scale the Department of Health and Ageing run by the Australian Government have many programs and health reform initiates in place to assist in ‘closing the gap’ as identified by Calma (2008). Element three of the Indigenous Early Childhood Development National Partnership Annual Report (2011) have a goal of increasing the provision of maternal and child health services of Indigenous children and their mothers. To achieve this, the Child and Maternal Health Services component of their program includes $90. 3million to be used for New Directions Mothers and Babies Services (Department of Health and Ageing 2011). This initiative increases access for Indigenous mothers and their children to; antenatal and postnatal care, education and assistance with breastfeeding, nutrition and parenting, monitoring of immunization status and infections, health checks and referrals for Indigenous children before starting school and monitoring developmental milestones. This initiative provides Indigenous communities with access to health care that promotes better health in the new generation of Aboriginal and Torres Straight Islander Australians, designed to assist with ‘closing the gap’ by raising a new generation with fewer health issues. With this, we are able to address key issues identified by AMA (2011). The main key issue addressed by this initiative is access. Consultations are held with Aboriginal Health Forums to assist in the identification of priority areas for child and maternal health services. In their annual report, the Department of health and Ageing (2011) state that this ensures that access is given those most in need considering, geographic location, affordability and acceptance. The second key issue identified in the AMA Aboriginal and Torres Straight Islander Health Report Card (2011) addressed by this initiative is education. The funding provided builds a solid base for providing much needed education to mothers about their babies and already existing children. In order for a program such as this to be successful, health professionals allocated to educating Aboriginals and Torres Straight islanders must be equipped and prepared to deal with the problems faced by cultural barriers as well as being experienced in a family centred care approach (Taylor & Guerin 2010). Family centred nursing care is an important factor in the health outcome of any given patient (Bamm & Rosenbaum 2008). They also claim that there is no exact definition of family, instead, the meaning of family and their level of involvement in care provided, is determined by the patient themselves. The core concepts of successful family centred care are; respect and dignity, information sharing, participation, and collaboration (IFPCC 2013). These principles are the main constituents of effective family centred health care, and ultimately better health outcomes for the patient themselves (Mitchell, Chaboyer & Foster 2007). These concepts can be utilized, with a correct nursing approach, regardless of age, gender or cultural differences. To provide the best family centred care to Indigenous Australians, nurses must utilize the main concepts above, but also have an understanding of the Indigenous concept of family. The Aboriginal and Torres Straight Islander population have strong family values, however, it differs from the usual nuclear concept of family in common ‘western’ society. Their family has an extended structure, and in order to provide adequate family centred care, this concept must be understood by health professionals on all levels, including nurses (NSW Department of Community Services 2009). This concept of extended family and their Indigenous ‘community’ as their family means that children are not only the concern of their biological parents, but the entire community. Care of the children in indigenous communities is the responsibility of everyone. Family members can be blood-related, through marriage or through their community, such as elders. It is normal for a combination of mothers, fathers, uncles, aunties, cousins, brothers, sisters or elders to be involved into the care of the individual and these figures must be treated as their direct family even if not directly blood-related (NSW Department of Community Servies 2009). In order to provide family centred care, to not only Indigenous but also all patients, a therapeutic relationship and foundation of trust should be developed (Baas 2012). The principles of family centred care should also be incorporated, especially respect of the Indigenous culture and maintaining their dignity. Respect and dignity, combined with trust and a therapeutic relationship within the Indigenous community, information sharing, participation and collaboration should follow once enough trust has been developed. To gain the trust of Aboriginal and Torres Straight Islander patient’s and their family, firstly an understanding of their culture should be pertained. When needed, to be aware of such customs as ‘Men’s and Women’s business’, and to respect these practices within your care (Tantiprasut and Crawford 2003). This shows the patient and their family members, you respect them and their culture. Introducing yourself in a friendly and polite manner, including all family members present and always respecting cultural values is key to receiving respect back and developing trust. Acknowledge and actively listen to the needs of the Indigenous people and also their community in a culturally appropriate manner. As described in the practice resource for working with Indigenous communities published by DOCS (2009) showing respect for their elders and community leaders and involving them in important decision making processes will also show that you respect them, their culture and that they can trust you and eventually your advice regarding health issues. In order to successfully be accepted by the community, communication techniques need to be specialized to avoid offending any members of the family or misinterpreting their language. Gaining a basic knowledge of their community will assist in understanding the dominant family groups, language groups and preferred names. This ensures you don’t step out of your boundaries and remain respectful in your approach to their care. Including or consulting with Aboriginal health care workers regarding communication and Aboriginal-English would be beneficial to adequately understand their method of communication. Understanding non-verbal methods of communication and being aware of your own non-verbal communication is highly appropriate when consulting with Indigenous communities. Always speaking with respect, clearly, and avoiding jargon will deliver the best results when building a relationship within the tribes (NSW Department of Community Services 2009). Remaining open minded when consulting with Aboriginal and Torres Straight Islander communities in aspects of communication and family relations will avoid incorrect assumptions. It is also high important to play an active role within the community and their events. According to NSW Department of Community Services (2009) within Indigenous communities’ word of mouth is a powerful tool, once an outsider is known as someone who listens actively and can be trusted, the community will be eager to work collaboratively and participate in your health approach (NSW Department of Community Services 2009). When the principles of family centred care; trust, dignity, collaboration and participation, have all been achieved and a therapeutic relationship within the community has developed, the community will listen to your health advice. When introducing a health concept to the Aboriginal and Torres Straight Islander families it is important to engage them actively into your care (NSW Department of Community Services 2008). Using appropriate communication techniques to explain health issues and the reasons they need to be addressed provides them with education and knowledge regarding why interventions need to be implemented. Allowing them to discuss their options and decide as a community is also important, forcing them to uptake medical help could be seen as disrespectful. Allowing time to answer all questions and concerns from various members of the family in a manner they can understand identifies that you are actively listening and honestly concerned for their health. Demaio and Dysdale 2012 show that continuity of involvement in their community, and providing a continuous support network will only further build their trust in your advice. The ‘gap’ in health and life expectancy between Indigenous Australians and ‘westernised’ Australians is a concerning issue within the country (Calma 2008). Health reform initiatives are funded by the government and local organisations to provide accessible, affordable and culturally safe health care to our Aboriginal and Torres Straight Islander communities. These initiatives are designed to address the key issues identified in the AMA Report Card (2011) regarding barriers to health care. Approaching Aboriginal and Torres Straight Islander family communities utilizing the family health care principles and with a knowledge of their concept of community family and understanding of their culture increases positive outcomes in their health education and furthermore assisting to ‘close the gap’.

Assessing and Changing Organizational Culture

This report aims at critically analyzing the purpose of NAB, its mission for 2016 and the corporate social responsibilities it carries out. The report further examines the organization culture enshrined in this bank and a further evaluation of the suitability of the organization culture adopted. NAB’s main purpose is to provide banking services to the Australian businesses. It provides banking services in the whole of Australia in different sectors including health, government, agribusiness and community banking. This purpose is aimed at making NAB the best banking institution in Australia and New Zealand. The institution maintains its reputation in the banking sector through the formation of the NAB group of companies. The NAB group of companies are found in Australia New Zealand, Asia, Europe and the USA. Their main functions are geared towards ensuring efficiency in the provision of banking and other financial services. Some of their functions are as follows. First, the NAB group of companies work to connect daily with millions of customers across Asia Australia New Zealand and the USA. They offer credit facilities and financial services to both retailers and whole sellers in these countries. Secondly, NAB group of companies, offer private banking to individuals. Individuals can open personal accounts in its branches and enjoy the financial services, (NAB, 2016). In addition to this, Nab group of companies also provide institutional financials services to both public and private institutions. Third, provide wholesale banking services. This is majorly practiced by NAB situated in the US. They also provide treasury activities and institutional banking services. The NAB group of companies provides consistent financial advice to its customers. They offer financial consultancy services to the customers whenever they visit their offices. NAB’s mission for 2016 is to become the best financial services provider in Australia-US, New Zealand, and Asia. A mission statement should be clear and understandable, (Salem, 2008, p. 25). This mission make a difference by its core values of honesty, teamwork and integrity in providing financial services, (NAB, 2016). It plans to achieve this mission by maintaining a strong balance sheet, improving the customer satisfaction and experience and maintaining good performance in its New Zealand and Australian businesses. NAB has developed profit-oriented goals that have enabled it to win the trust of many customers. These goals have also made NAB to be preferred by many organizations both private and public. Many organizations now create accounts with NAB. Some of the ways used by NAB to achieve these goals are as follows. First, Creation of NAB Flik. NAB Flik is a mobile application that has been developed by this bank to enable its customers to request and send money easily. It makes the whole process of requesting for money and sending money simple, (NAB, 2016). This application can be used to send money to any inhabitant of Australia.   Secondly, sending money to a Facebook friend. People can now send money to Facebook friends. This is social media banking, (Senadheera, 2011).By using the NAB Flik, a customer can send money to another’s Facebook account. Someone does not need to know an account number to send money. This makes it more convenient. Third, Internet banking. In the global ma rket, internet banking is a major trend. NAB has widely ventured in internet banking making it easier to send and receive funds. It is also easier, quicker and cost-effective to operate. NAB consists of NAB group of companies which are located in Australia, Asia, Europe and the USA and New Zealand. The Nab group in austral connects several customers across the wholesale and retail business, (NAB, 2016). They also conduct both private banking and institutional banking services. The Group of companies is geographically spread to tap more customers. They also make it easy to access the branches for any financial assistance needed by customers. According to (Tallon, 2007, p. 225), the general environment refers to a range of external factors that influence the performance of an organization. The organization does not always have direct control over these external factors. Some of these factors include technology, economic conditions, demography political forces and legal factors. The main general environment element attributable to National Australia Bank is technology. Technology is the application of science in the business sector. It mainly involves using scientific equipment’s in executing transactions and customer service, in the financial sector, (Tallon, 2007, p. 227). There has been a rapid advancement in technology in the field of business and banks should make attempts to keep up with this advancement. Some of the issues associated with technology include internet marketing, internet banking, increased cybercrimes, mobile banking and increased awareness. Technological advancements have resulted in increased competition both in the banking sector and the business world as a whole.   NAB has tried to embrace technology through the development of technologically sensitive financial services, (NAB, 2016). Some of these services have been enabled by NAB Flik and internet marketing. NAB Flik has encouraged mobile banking improving the efficiency of customer delivery. Internet banking has also simplified the banking process by making it easy to create accounts and conduct transactions through the internet, (AbuShanab, 2007, p. 95). However, some major technological trends have currently emerged. These trends must be taken into consideration by this bank for it to remain competitive. Some of these trends are as follows. Competition is a major factor associated with technology. A company must, therefore, embrace technology to remain competitive. Going by the improvement in technology the technological giants like Google, Facebook Amazon and Apple could invest into the banking sector and outdo most of the banks since they have a good customer base. Most of the consumers use Google apple and amazon, (Au, 2008, p. 160). This improvement has been executed by Apple which has launched the Apple pay. According to Kracheel, 2014, p. 18)), Apple pay is a mobile payment developed by Apple Company, in its attempt to get into the financial sector. Other companies such as Samsung have also promised to follow suit. Soon Facebook Twitter and Amazon will also get into the financial sector. It is only Barclays bank which has invested into this internet banking service by developing its wallet called Pingit. According to, Bhatti (2015), digital banks are banks whose services are mainly offered through the internet. The emergence of digital banks may challenge most existing banks like NAB since they may have the ability to mobilize more customers to have an account with them.In the UK, the likes of Mondo, Atom Sterling, and Tandem, offer alternative financial services that may exert a lot of pressure on the existing banks. NAB is also not an exception as it has to compete effectively to maintain its profits and expand globally. In 2015, blockchains made tremendous profits through the offering of its bitcoin crypto currencies. This can continue to grow to make it make more profits in subsequent years. This makes it a major competitor of banks. Many banks have also launched investigations on how they can make use of these Block chain applications in their business, (Bornholdt, 2014, p. 1403). NAB is also not an exception to this it needs to venture into these applications to continue operating profitably. Wearable applications are applications installed on wearable items. Some wearable items include digital watches and bangles. Many banks have tested wearable applications on smart watches. Apple Company has also launched the Apple Watch which is a smart watch that can support most banking apps, (Kracheel, 2014, p. 19). These are new digital channels that would make banks evolve more in their operations and increase their profitability. If most banks install these apps, then NAB may have a difficult time keeping up with other banks. NAB should, therefore, take these technological improvements into account and adjust to them accordingly. Going digital is a major step in improving profitability in business. The world has technologically advanced in business, (Martins, 2014, p. 3). Therefore, this bank should stay informed about the current developments in the financial sector. It should also make use of the Bit chain applications such as unit coins to increase its profits. Globalization is a major trend associated with technology. Since most technology giants like Apple are investing in the financial sector, there is a great possibility that they may out-compete most of the banks. NAB should, therefore, expand its services to other continents apart from Australia and Asia. It should also develop operations in Africa and China. Staying informed is a major determinant of success. This can be done through consistent environmental evaluation. Environmental scanning is a systematic evaluation of the environment to obtain a better understanding of the major stakeholders in the environment. Nab should constantly practice environmental analysis to identify major technological changes and adapt to them timely. There are smart watches that support banking apps. One of these watches was developed by Apple Company. The bank should adopt these wearable apps to increase the efficiency of its services. Specific environment entails suppliers, customers, competitors and industry regulations that are specific and unique to an entity, and directly impacts on how the entity conducts its business. These factors always affect the organization directly. An organization should, therefore, formulate proper ways of dealing with these factors. Competition is the major critical factor affecting National Australia Bank. Competitors can be potential or current. Current competitors are individuals and organizations which offer the same products or services like those offered by a specific organization, (Drake, 2006, p. 1448). On the other hand, potential competitors are people or organizations that have the capability of offering the same products or services being offered by a certain organization. An organization should, therefore, be aware of its current and potential competitors to operate efficiently, Drake, 2006, p. 1448). In the banking sector, especially in Australia, competition is a major determinant of profitability. NAB should, therefore, be aware of its key competitors and make proper adjustments to be more competitive. Some impacts competition may have on this bank are discussed below; Banks are developing more complicated competition strategies. Some major on internet banking while others venture in developing more branches and increasing global operations as a major weapon for competition. Most banks are growing global, by expanding their branches worldwide. However, NAB has been slow in executing branch expansions. It has not expanded into some continents like Africa. Shortly, there may be more competition that may make this bank unable to enter into new markets and expand its operations. Expansion of services is a major tool used by most organizations to gain competition. Some organizations such as Apple are now expanding into the financial sector, (Rodriguez, 2015, p. 311). Samsung has also made attempts to enter the financial market to provide financial services. New entries into the market may deprive this bank of some potential customers. Some customers may also migrate from NAB to new financial service providers entering the market. Foreign Banks are entering into Foreign Deposit Markets. NAB has not properly expanded its operations globally. Globalization is a key factor in determining competition. Since many foreign banks are now investing in online deposit services, they may out compete for this bank as this bank has not developed a good background in foreign online deposits market. Competitive Forces may cause Decline in Net Interest Margin. Development of several banks operating in Australia Asia and Europe makes it difficult for this bank to obtain a competitive advantage. Some banks have also lowered their interests on loans and mortgages. This has made some customers migrate from NAB to other banks to enjoy the low-interest rates. In the near feature, NAB may also be forced to decrease its interest margins to maintain its customers. This may lead the bank into financial crisis. Entry of non-banking Companies into Financial Sector. Some non-banking companies such as Apple have now started offering financial services. Apple is a well-established company with a good customer based, (Kim, 2015, p. 527). NAB may, therefore, experience stiff competition from such companies that may lead to a decrease in its profitability. To develop customer preference, a company should use more customer friendly procedures. Customer friendly procedures are processes which maximize customers’ interests, (Moroko, 2008, p. 170). NAB should incorporate procedures that would simplify transactions and make transacting with the bank cheaper as compared to other banks. This may enable it to develop customer loyalty. When customers feel satisfied with the services of a company, they will try to stick to the company. Customer satisfaction is achieved by the company through offering proper services to the customers, practicing integrity and being honest with the customers, (Rauben, 2008, p. 91). NAB can use this strategy to gain a competitive advantage over other banks. NAB should do a continuous environmental evaluation to identify its competitors and make proper adjustments. Environmental scanning enables an organization to understand better the environmental variables influencing its operations, Khan, 2009, p. 346). This activity is, therefore, more appropriate to the bank in its attempt to identify its competitors. The bank should carry out a SWOT analysis. This would enable it identify the threats to its proper operation and act on them. SWOT analysis enables organizations to identify the opportunities in the environment and act on them, (Mangel, 2007, p. 22221). The bank will, therefore, be able to determine its major opportunities and act on them through this analysis. Practice corporate social responsibility Caring for the community is a major determinant of success of an organization. A company that conducts this activity develops trust from the community in the long run, (Dhawliwal, 2011, p. 61). NAB should, therefore, practice corporate social responsibility to develop trust among the community members and obtain more customers. There are two major approaches to ethics and social responsibility. Some companies adopt egoism, whereby they only practice corporate social responsibility if it maximizes the profits of the entity, (Ryan, 2016, p. 25). However, NAB has always adopted utilitarianism approach to ethics and social responsibility. It has always ensured the welfare of its customers and the community as a whole is taken care of. This approach advocates for maximization of moral good of the community. It states that a decision or activity should result in maximum good to the society. (Ping, 2007, p. 14). NAB has always adopted this approach to ethics by carrying out the following corporate social responsibility activities; The company encourages its staff members to conduct volunteer activities. It promotes this by offering its employees with two days volunteer to leave, NAB, 2016). In their volunteer activities, the staff members extend assistance to the poor and elderly in Australia. The bank supports the ovarian research foundation in its work of detecting and control of ovarian cancer. It does this by giving cash donations and resources for conducting anti-cancer campaigns. NAB conducts several activities that aim at improving the lives of the community members in Australia. It provides cash donations to groups and offers financial literacy training to members of the community, (NAB, 2016). This has helped to promote a positive relationship between this bank and the members of the community. The NAB staff are key volunteers in environmental conservation and prevention of pollution. They volunteer to clean the environment and stop any signs of environmental pollution, (NAB, 2016). For example, the staff members are allowed to self-nominate as environment ambassadors and work to make difference in their working environment as a whole. It conducts Charity Partner Programs The most current example of this program is based in Ireland. The program brings together staff members investors and other financiers to contribute towards charity. Some of the charity contributions are aimed at supporting cancer treatment and prevention of child abuse and cruelty. Organization culture refers to the values and beliefs that drive the operations of an organization. These values determine the way the organization operates. (Gregory, 2009, p. 674). The best organization for me to work in should have the following principals. First, openness and honesty. A good organization culture for me to work in should embrace openness and honesty. Issues should be discussed openly to promote confidence in the organization. (Glisson, 2007, p. 740). Honesty is also a vital aspect of an organization culture since it promotes trust in the organization. Secondly, teamwork and collaboration. I would like to work in an organization that embraces teamwork and collaboration. The staff members should help each other in times of problems. This promotes efficiency in executing tasks in the organization. Third, Respect and fairness. I would like to work in an organization where I am respected. My rights and values should be taken into consideration. Human rights should be given priority when designing organization culture. (Ardchvili, 2009, p. 450). The organization should also be able to embrace my personality and treatment with respect. Fourth, Simplicity, speed and efficient fulfillment of promises. This is a major value I would consider before joining an organization. Promised rewards should be given in time, my salaries or wages should not be delayed without proper reasons. This is because compensation is a major determinant of motivation. NAB has a clearly outlined organization culture, based on honesty and openness, fairness, simplicity, speed teamwork and efficient execution of promises. These values are exactly what I would look for before joining any organization. Honesty and inclusive are major requirements of a good culture, (Christensen, 2007). Going by these values, I believe that I can fit in this organization. According to Atiku (2016, p. 26), a proper organization culture is one that encourages inclusive, honesty and teamwork. These characteristics are all embraced by NAB. Nab is, therefore, a good organization, which respects the rights of its employees in the workplace and ensures that each employee is treated unique according to personalities held. National Australia Bank is a bank with a clear purpose and mission. It also conducts socially responsible activities as embraced by its culture of support and respect to the community. NAB is, therefore, a good bank for me to work with since it is aligned with my career objectives and specifications of my organization culture of interest. However, the company is still faced with competition as the critical factor. The NAB profit margins have reduced due to loss of customers to its major competitors. Therefore, this report recommends that the bank should adopt the competition strategies being used by the rival companies. Abushanab, E. & Pearson, J.M., (2007). Internet Banking In Jordan: The Unified Theory of Acceptance & Use of Technology (Utaut) Perspective. Journal of Systems & Information Technology, 9(1), Pp.78-97. Ardichvili, A., Mitchell, J.A. & Jondle, D., (2009). Characteristics of Ethical Business Cultures. Journal of Business Ethics, 85(4), Pp.445-451. Atiku, S.O. & Fields, Z., 2016. The Relationship between Entrepreneurial Culture & Sustainable Competitive Advantage in the Banking Sector. Journal of Economics & Behavioral Studies, 8(2), Pp.26-39. Au, Y.A. & Kauffman, R.J., (2008). The Economics of Mobile Payments: Understanding Stakeholder Issues For an Emerging Financial Technology Application. Electronic Commerce Research & Applications, 7(2), Pp.141-164. Bhatti, T., (2015). Exploring Factors Influencing the Adoption of Mobile Commerce. The Journal of Internet Banking & Commerce, 2007. Bornholdt, S. & Sneppen, K., (2014). Do Bitcoins Make The World Go Round? On The Dynamics Of Competing Crypto-Currencies. Arxiv Preprint Arxiv: 1403.6378. Christensen, T., Là ¦greid, P., Roness, P.G. And Rà ¸vik, K.A., (2007). Organization Theory & the Public Sector: Instrument, Culture & Myth. Routledge. Dhaliwal, D.S., Li, O.Z., Tsang, A. & Yang, Y.G., (2011). Voluntary Nonfinancial Disclosure & the Cost of Equity Capital: The Initiation of Corporate Social Responsibility Reporting. The Accounting Review, 86(1), Pp.59-100. Drake, L., Hall, M.J. & Simper, R., (2006). The Impact Of Macroeconomic & Regulatory Factors On Bank Efficiency: A Non-Parametric Analysis of Hong Kong’s Banking System. Journal of Banking & Finance, 30(5), Pp.1443-1466. Glisson, C., (2007). Assessing & Changing Organizational Culture & Climate for Effective Services. Research on Social Work Practice, 17(6), Pp.736-747. Gregory, B.T., Harris, S.G., Armenakis, A.A. & Shook, C.L., (2009). Organizational Culture & Effectiveness: A Study of Values, Attitudes, & Organizational Outcomes. Journal of Business Research, 62(7), Pp.673-679. Khan, H.U.Z., Halabi, A.K. & Samy, M., (2009). Corporate Social Responsibility (CSR) Reporting: A Study of Selected Banking Companies in Bangladesh. Social Responsibility Journal, 5(3), Pp.344-357. Kim, K.J. & Shin, D.H., (2015). An Acceptance Model for Smart Watches: Implications for the Adoption of Future Wearable Technology. Internet Research, 25(4), Pp.527-541. Kracheel, M., Bronzi, W. & Kazemi, H., (2014). A Wearable Revolution: Is the Smartwatch The Next Small Big Thing? It One Magazine 2014, 7(December), Pp.18-19. Martins, C., Oliveira, T. & Popovi?, A., (2014). Understanding the Internet Banking Adoption: A Unified Theory of Acceptance & Use of Technology & Perceived Risk Application. International Journal of Information Management, 34(1), Pp.1-13. Mengel, M., Sis, B. & Halloran, P.F., (2007). SWOT Analysis of Banff: Strengths, Weaknesses, Opportunities & Threats of the International Banff Consensus Process & Classification System for Renal Allograft Pathology. American Journal of Transplantation, 7(10), Pp.2221-2226. Moroko, L. & Uncles, M.D., (2008). Characteristics of Successful Employer Brands. Journal of Brand Management, 16(3), Pp.160-175. NAB. (2016). National Australia Bank at a Glance. Web Retrieved From Https://Www.Nationalaustraliabank.Com/Content/Dam/Nabglobal/Images/Blog/En/Nabnews/Nab%20at%20a%20glance_2016_En.Pdf NAB. (2016) Mission Statement of National Australia Bank. Web Retrieved From Http://Www.Examplesof.Com/Mission-Statements/National-Australia-Bank.Html Ping, L., (2007). Utilitarianism Orientation in Contemporary College Students [J]. Higher Education (Research & Evaluation), 4, P.014. Raubenheimer, K., (2008). A Research Note: Employee-Focused Corporate Social Responsibility Reporting In the Banking Industry. New Zealand Journal of Employment Relations (Online), 33(3), P.91. Reinig, C.J. & Tilt, C.A., (2008). Corporate Social Responsibility Issues in Media Releases: a Stakeholder Analysis of Australian Banks. Issues in Social & Environmental Accounting, 2(2), Pp.176-197. Rodrà ­guez, M.à ., (2015). The Future of Digital Banking: A Conversation with Miguel-à ngel Rodrà ­guez, Group Director for Digital, Marketing & Customer Development, Lloyds Banking Group. Journal of Digital & Social Media Marketing, 2(4), Pp.311-316. Ryan, M. & Ryan, S., 2016. A Pedagogy for Ethical Decision Making. Portuguese Journal of Management Studies, 21(1), Pp.25-48. Salem Khalifa, A., (2011). Three Fs For The Mission Statement: What's Next? Journal of Strategy & Management, 4(1), Pp.25-43. Senadheera, V., Warren, M. & Leitch, S., (2011), January. A Study into How Australian Banks Use Social Media. 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