A Hostel Management System

A Hostel Management System Introduction INTI International University (IIU) is a private university located in Putra Nilai, Negeri Sembilan, Malaysia. It was previously known as INTI University College. INTI has grown monumentally over the years until 31 May 2010 when the Higher Education Ministry announced it has became the university status. (Wikipedia, 2010) In 1986, INTI opened its first college at Bangunan Sim Lim brickfields, Kuala Lumpur. It starts with only 37 students on it first enrollment. In 1989 the College was re-located to Jalan Sungai Besi, Kuala Lumpur. As the number of students continued rising, the INTI established a permanent campus in Subang jaya (INTI College Subang Jaya) and more campuses began built in Kuching, Sarawak, Kota Kinabalu and then Sabah. The main campus (INTI UNIVESITY COLLEGE) was completed 1998 in Putra Nilai. INTI has a total 9 campuses in Malaysia. INTI became part of Laureate International Universities (LIU) network in 2008 becoming the first Malaysian University to be chosen by the Laureate International Education Group. (New INTI, 2009) Nowadays, with the emergence of global economy and transformation of industrial economies, the information system and information technology become important within the business sector as the world keep changing with fast developed technology. Information technology and internet-based information systems are playing vital and expanding roles in business. IS can help all kinds of businesses improve the efficiency and effectively of their daily work and workplace collaboration. Information system and information technology are quite a necessary ingredient for business success in todays dynamic global environment. Besides, information system and information technology also applied by the education industry to conduct more of their work electronically. There is a need for the education institutions to apply the information system and information technology in their daily work to improve the workflows and reduce workloads. So, we would like to conduct a research of INTI International University Literature Review Hostel Management System As the topic mentions above Hostel Management System is software that is developed to help in managing various activities in the hostel. As is well-known, the education institutions are rapidly increasing for the past few years. Therefore, it leads to mushrooming of hostels for the accommodation of the students study in these institutions. And hence there is the appearance of Hostel Management System which helps with dealing the problem of managing hostel and avoid the problem when do it manually. (Muhammed Shaheer .K.A, Muhammed Shiras.A, Vinod Raj. R, Prasobh.G.V, April, 2009) Hostel management by manual way is tedious process, since it involves work load and time consumption. In this system, we can easily manage the hostel details, room details, student records, mess expenditure, mess bill calculation, easy way of room allocation and hostel attendance. Thus, there are a lot of repetition can be easily evaded which has reduced the data redundancy. (M. Deepika, A. Chitra, 2010) Reports in regard to the Room Availability, Room Allocation, Student Transfer and Evacuation are provided too. Functional Feature: Creation of Building and Block information. Provision of various room types (Single / Twin/Single with Air-con Room/Twin with Air-con Room). Room allotment to the student. Student checks in and check out. Monitoring Visitors and Guest register. Transfer of rooms. Room evacuation. (Hostel Management System, 2006) The Administrator can: 1. Allot different students to the different hostels. 2. Vacate the students for the hostels. 3. Control the status of the fee payment. 4. Edit the details of the students modify the student records. 1) Allotment of the hostels The officer must checks the certified application forms of the students obtained and verify it with the student database. If the students are found eligible then they are allotted to the hostel. 2) Vacating the room As the students course is over they will vacate their rooms. So it is required for the administrator to remove their records from the database tables. This part includes the option for the room vacation and the deletion of the particular record from the database. 3) Control status of fee payment As the students every semester need to make rent payment. So, the officer needs to process it and print out the invoice for students to pay rental in finance office. 4) Edit the details of students and modify the student records As the new student moves into hostel, the officer need edit the details of students and modifies the student records to make sure the data is updated. (Muhammed Shaheer .K.A, Muhammed Shiras.A, Vinod Raj. R, Prasobh.G.V, April, 2009) We can improve the efficiency of the system, thus overcome the drawbacks of Less human error Strength and strain of manual labor can be reduced Reduce data redundancy High security Data consistency Easy to handle Easy data updating Easy record keeping Backup data can be easily generated Figure 1: General functions of the Hostel Management System (HMS) (Hostel Management System, 2009) Library Management System Library Management System is an enterprise resource planning system for a library, used to track items owned, orders made, bills paid, and patrons who have borrowed. A library Management System has a relational database, software to support the database, and two graphical user interfaces. The system separate software functions into discrete programs which call modules. Example like: Acquisitions ordering, receiving, and invoicing material Cataloging classifying and indexing material Circulation lending materials to patrons and receiving them back Serials tracking magazine and newspaper holding OPAC public interface for users (Wikipedia,2010) Library Management System is small footprint software suitable for personal or individual libraries. It provides many functions to the users the control the flow of the library. Such as : Control the movement of books and other material and avoid loosing the same. Search if you have a specific book in your collection based on the title, author etc. Print the spine labels for the book. Find what a specific person has borrowed from you (Azhar Hussain, 2009) By development of the Library Management System help the librarians to manage the library well. It record clearly the transactions of the books daily of the library. These make the insurance of the book become higher. It is not easier to happen lost of books in the library anymore. E-library is also a part of the Library Management System. E-library system is a type of service which allows the users without stepping into the library, to read the books and conduct research at home, in the office, or at school, using the Internet. Service which enables users to effectively employ electronic data by using an in-library network .This is a new library service that applies rapidly advancing data processing technology and networking technology, and it is expected to become a highly convenient, epoch-making mode of service. (National Diet Library, 2010) E-library performs well. It features such as: Member features Search system which allows the users to search the book by typing the key words or author of the book. Book features Category management which allows librarians to add, modify, and remove categories form library resources database. Book borrow Return Check in features Booking management which allows the users to reserve library resources item. Report features Book borrow / return Analysis Report which view information about the real time analysis report. Miscellaneous Site Information which provide a simple site map and let people easy to access. (E-library system,2008) By the development of the E-library system, it provides both convenience between users and librarians. Users can check the book online by not stepping into the library. Users can also booking the book online. These save the time for the users. For librarians, it is easy to manage the category of the book and control the movement of the books. It brings the librarians an easy work. Figures 2 General function of the Library Management System (Library Management System, 2009) Analysis of the Company INTI International University Accommodation Office System: Hostel Management System (HMS) University background, history nature of business INTI International University (IIU) is an education institution that has been rapidly improving for the past few years. As the fast increasing student numbers, therefore, to accommodate part of the students studying in the institution, the INTI International University has had to build up more hostels in the campus. INTI International University, Nilai campus got 16 Halls of Residence named after great men who have contributed to the well-being of mankind. All these hostels at present are manage by the accommodation office. Internet connection, Wi-Fi, Resident Fellow, security, facilities and convenient stores are some of the facilities provided for the convenient of the students. Coin-operated washing machines and dryers are also available is every hall of residents. The INTI hostels have provided many kinds of room such as Single, Twin-sharing, Single with air-con and Twin with air-con. (New INTI, 2009) As is well known, the education institutions are rapidly increasing for the past few years. Therefore, it leads to mushrooming of hostels for the residence of the students who study in these institutions. As the world keep changing with the fast developed information system and information technology, there is a need for the education institutions to apply the information system and information technology in their daily work to improve the workflows and reduce workloads. Hence, there is system appears in managing hostels to avoid the problem when do it manually. System Development The Accommodation Office currently uses the system which is called Hostel Management System (HMS). This system is software that is being developed to help officers who work in accommodation office in managing various kinds of activities in the hostels. Hostel Management System (HMS) is one of the modules of the Total Campus Management System (TCMS). Unlike the Integrated Library Management Utility (ILMU), HMS is only a module. ILMU is a unique system that management the whole library which is same as the TCMS. TCMS is comprehensive workflow management systems that integrate and manage all key function of work progress. It increases the productivity with real time communication between the front office, administrators, and management. It consist reporting, accounting, financing, examination grade, etc. Hostel Module Hostel management module has features of efficiently and effectively managing the entire residential facility in the institute. It has reducing the staff paper works and improved workflows. This hostel module will keep the updated records of students, lodging, transfer room and other facilities. Hostel Management System (HMS) is a system which helps in managing various activities in the hostel. According to Miss Azlinda Binti Alias (Officer Accommodation Office), the previous system used in INTI is called Room Master. The older systems (Room Master) only perform three single functions for the hostel. That is check-out, check-in and booking. It didnt help the staff very much in the hostel. Many works that also need to do manually by the staff. It required more strength and strain of manual labor needed. For example, the staffs need to go to the finance office to get the list of students who enroll for the semester in order to do the check-in for them. It is because of lacking of data-sharing and availability between finance office and accommodation office. In the previous system, staffs in accommodation office need to record all kind of transactions and processes manually which involves more man power. There are many paper works and duplicate task in data entry. It is difficu lt to handle and store the data. Besides, there is also difficult to update the data while there is always got students move in and move out every semester. With the help of computerized information system, it can reduce the human errors. With the new system, it brings many conveniences to the staff. Thus, it has improving their efficiency and productivity in works. As the mention in above, Hostel Management System (HMS) is a sub module of the Total Campus Management System (TCMS). TCMS has improved communication and data-sharing between the departments in a collaborative environment. There is a link between HMS and TCMS which enable the staff in Accommodation office can access the information needed from the finance office. Yet, TCMS also control the access to data and information based on user roles which means that there is a control over information each user can view or edit. Staffs do not need like before do their work manually. Hostel Management System has helped the accommodation office in saving the human resource as compared to the previous system (Room Master). All the edited information or updated information will show in the HMS immediately. HMS has provides the best service to the accommodation office in managing daily workflows. Through the implementation of Hostel Management System, it has replacing manual system where it able the staff to complete the work more efficient and effectively. The system has helped in managing any problem occurring within the hostel accommodation and avoiding any problem when keying in the detail manually. Therefore, through the usage of this system, they can easily manage the room details, student records, room vacancy details, mess bill calculation, mess expenditure, allocation of room and hostel attendances. Besides, repetition can be easily avoided. It also has reduced that data redundancy and any inconsistency of data. The accommodation office uses Hostel Management System to key in all the details of the students who are staying in the hostels. This system is mainly used to do room bookings, check in and check out of the students and also the payment for the accommodation. Reports in regard to the room allocation, room availability, student transfer and evacuation are provided too. System Functions: Hostel Management System (HMS) has several functions which enable the staffs from accommodation office such as allocate students to the different hostels, reserve the room for the students, control status of rental payment and edit the details of the students modify the student records. Allocating students to the hostels The officers must check the details in an application form of the students and verify it from database to match the application of students. Therefore, when the students are eligible then they are allocated to the hostel. The officers will also allocate the room according the requirements of the students as there are different types of rooms are available. Vacating the room As the students have completed their course In INTI, they will be graduated and vacant their rooms. When the students vacant their room, the officer needs to check whether the room facilities have missing or broken down. If all facilities are completed, accommodation office will return the deposits to the students. Thus, the officers in accommodation office will have to remove the particular student details and records from the student database. This is to ensure there will not be the problem exists when the existing residents records coincide with previous residents. Control status of rental payment Every student who stays in the hostel has to make a rental payment every semester. The rental payment varies by the types of room available. As the students who need to book the rooms every semester, they need to pass up a form and get the invoice from the accommodation office. The officers need to key in details of the students as well as type of room that the student want, the system will eventually know how much the students has to pay for that particular semester for their chosen room. Lastly, the officer needs to process it and print out the invoice for the students to make their payments at the Finance Office. There is a link between the system of Finance Office and Hostel Management System. Besides, officers are also able to check any outstanding payments which have not been made by the students through the processing of the system. Editing the details of the student and modifying the students records As there are new students move into the hostels, they need to register themselves as a residents of the hostels. The officers need to key in the details of the new students who want to move in into the database. Therefore, the officers have to edit the details of the students and modify the student records to ensure the data is updated. Besides, this system also enable staffs of accommodation office to check whether the student have done their room booking or rental payments, it can also check whether if the students are staying in the hostels or not, and it can retrieve records of where the students have stayed before. Maintenance Maintenance of the Hostel Management System (HMS) will only do when the system facing the problem. The systems no need to have a check annually or quarterly. According to the officer of the Accommodation Office Azlinda Binti Alias, she says the system is not facing any serious problem until now. Regardless to the update, the system will have update when the Hostel Management System (HMS) doesnt meet the requirement of the Total Campus Management System (TCMS). In this point, Information System Office (INSO) Information Technology Centre (INTC) which is from the INTI International University departments will handle this update. The staff of the Accommodation Office only is the end user of the system. They dun know about the technical problem of the system. The entire problem will pass to INSO INTC to handle. Problem that Hostel Management System(HMS) having Future Plan There is a problem that Hostel Management System (HMS) is having. From the interview, we know that when the Total Campus Management System (TCMS) is giving a huge amount of staff is using, HMS will be affected. Example like, when the TCMS is jamming because of many people is using its, HMS cant send or received the information from the TCMS. The staffs have to wait the TCMS recover only they can do their works. Future plan of the Accommodation Office is to create an E-service for the residents of the hostel. The E-services will provide residents an on-line booking room functions. Residents do not need like before do their room booking manually. But due to some problem they are considering, the panning is still waiting to approve. The problem they are considering have many, one of them is they are considering that now a day residents computer skill is very good. They finding a good security for the E-services to provide the system will be hack by the residents. INTI International University Library System: Integrated Management System Utility (ILMU) University background, history nature of business Tan Sri Abdul Majid Library was established in April 1998 with the opening of the INTI International University, Nilai campus. It has grown and developed over the years and now is located at the universitys new wing known as the Learning Resource Center. The Library serves a growing academic community, at present some of 6,000 members, who are mainly staff and students of INTI International University. The Library currently has a collection of approximately 90,000 items comprising of materials in various formats such as monographs, serials and multimedia. The INTI International University Library, standing as the heart of the campus, will continue to develop into a dynamic resource center by providing the intellectual needs for its academic community. (TSAM Library, 2009) Libraries have traditionally played a role of physical store or housing print materials. The accessibility of the web has seen shift the position of library. Records describing local print materials now sit side by side with records providing links to external web resources. Nowadays, the world keep changing with fast developed technologies, people are more easily to access information online. The scope of what a library system describes has broadened in a way with exceeding the expectations of its digitally-literate end-users. Libraries are constrained in the amount of investment they can make on new systems. The role and function of the library are changing and developing, especially in relation to the provision for collection and circulation, resource discovery, ownership and control, and access to resources. Enhancing usability and accessibility for an increasingly diverse user community is important for library. It demonstrates clearly that how the growth of system developments to deal with the changes of electronic information and its impact on information. System Development The INTI library currently uses the system that is calling Integrated Library Management Utility (ILMU). This system helps library in managing daily operation that has reduced librarians daily workloads. Before applying ILMU, all works and processes were done by manually which is wasting times and resources. According to Puan Hafsah Zainuddin( Chief Library), during that time, INTI is small institution, the capital is no enough, people who work in library had to record purchasing, collection, borrowing, returning matter by manually and key into system which is wasting time and inconveniently. It causes the problem of when managing data which is massive as u can image with thousands collection which need to be done manually. There is also causing the existence of human error which we cannot avoid but we also cannot say that with the use of system this problem can be solved. There is why library investing in Integrated Library Management System Utility (ILMU) which has helped in reducing workflow and improve efficiency and providing convenience to both librarians and users of it. It record clearly the transactions of the books daily of the library. The Integrated Library Management Utility (ILMU) is a kind of Library Management System with the characteristic of having a relational database, software to support the database, and two graphical user interfaces. Its key value to library is its ability to offer a catalogue and to manage workflows. It is also seen as the most cost effective way to handle infrastructure tasks such as acquisitions, cataloguing and circulation. ILMU have developed in association to technical advances and user requirements, mainly in developing electronic interfaces, refining standards and access protocols, purchasing and acquisition processes and cataloguing systems. System Functions The system separate software functions into discrete programs which call modules like Circulation Module, Cataloguing Module, Acquisitions Module, Serials Module and Reporting Module. Circulation The Circulation Module enables the library in controlling inventory, managing patron information, payments, and circulation transactions (borrowing and returning). The module has a feature that user-friendly structure that includes customizable menus and mnemonic keys for quick access to frequently used functions. Cataloguing The Cataloguing Module has a feature that a graphical text editor, classifying and indexing material, bibliographic file management en powerful tools to handle bibliographic descriptions. In the modules data dictionary, the library can also define other formats in order to provide access to multiple databases. Acquisitions The Acquisitions Module enables the library to fully manage the ordering process with completely integrated with the other V-smart modules. The Acquisitions Module has a characteristic of broad fund management and control functionalities, flexible print options, multiple order types, receiving and invoicing materials. Serials The Serials Module is linked directly to the Acquisitions Module for the library to manage all financial aspects of serials orders and subscriptions (journals, newspapers, bulletin and magazine). The Serials Module is use to monitor monthly transactions- the flow of journals, payments and record. Yet, there is a little of serials in library because of the availability of journals online that can help INTI library to save the cost of buying it. Reporting The Reporting Module can generate the standard reports and flexible output options. The library can directly obtain system information such as collection details and financial data. The reports such like number of hold placed, number of hold filled, bibliographic records with holds, items-level holds, missing items, the volume of material in a given library at any point in time, based on new acquisitions, items on the shelf, and items out in circulation, with the ability to break down volume in categories. E-Services Support Systems E-Services Support Systems provides users check and access information about the collection themselves easily and conveniently with electronic information environment .via the Online Public Access Catalog (OPAC) also available in the library for users to search for any library items on the shelves which has reduced the work of librarians that have to deal with the inquiries of books by students. Renewal and reservation can be made online through OPAC/Web OPAC and at the circulation counter. Diagram shows that the module of the Integrated Library Utility System (ILMU) . INTI University Library follows the Library of Congress system of Classification. The classification is as follows: Class Letter Main Class A General Works B Philosophy, Religion, Psychology C Auxiliary Sciences of History D History (General) and History of Europe EF History: America G Geography, Anthropology, Recreation H Social Sciences J Political Sciences K Law L Education M Music and Books on Music N Fine Arts P Language and Literature Q Science R Medicine S Agriculture T Technology U Military Science V Naval science Z Bibliography, Library Science, Information Resources (General) Maintainence of The System The maintainence of the library system will do every quartery a year. The maintanence of the system can devided to three stages : 1st stages- Under this stages, the librarians will fixed the system theirselves. They will check the system performance and solve the problem when it happen system error. 2nd stages- At this stages, the problems cant solve by the librarians. They will contact to the company, and the staff of the company will give instuctions to the librarians to solve the problems. 3rd stages- In this stages, the may have a serious problems occur by the system. The staff of the company will come to INTI library and solve the problems. Besides that, the library system also need to updated. The company will help the INTI library update the system. All updated data are free in charge. With the system updated, the company also provide a traning program to the librarians in order to learn how to use the updated system. They will anually send a schedule to the INTI library to inform they when to go for the training. Beside update, the company will also introduce some new module to INTI library. Then the chief of the library will make a decission wheter to buy the module or not. During the interview, the chief have mention that she trying to adopt a new module to the library. The new module functions self-service borrow book. Student can borrow the book through the system without go to the counter. The destination is to reduce the staff worker in the library to reduce the cost. E-library E-library system is the most current system that INTI library is using. The system is only allows in the campus. If the student use this system in their home or outside this campus, they will not able to sign in this pages. The aim is to prevent the public hack into the system. There are no securities in this system. Anyone from outside who get the account of the INTI student would able to log in to the system and borrow the book.The system provide many function which it is all link to the Integrated Library Management Utility system ( ILMU). The development of e-library system bring convience to both the student and librarians. The function of the system is to allow student to check the information of the book that they want. The system link through to the ILMU and will tell them the status of the book that student want to borrow. Student no need waste the time go to the library. It saves a lot of time. Student can also reserve the book that they want to borrow. When student reserve the book. The ILMU system will record the student account and the book that student want to borrow. This will help the e-library to renew the status of the book in the library. Librarians can also post the note on the e-library to inform student that some new books are coming out. Student can through the system to know what new book that they are interest in. Besides that, the librarian will also use the e-mail services to send the list of new book to the students who are seldom check the e-mail. These let the student always updated with the book of the library. However in order to use this system, student has to sign up an account. The sign up fees is RM100. If student forget the password, student can send the e-mail to the e-library system. The librarians who control the system will reset the password of the account and send new password to the student through e-mail or sms.

The Miranda Warning :: essays research papers

The Miranda Warning For the past decade, many Right Wing organizations have sort to change many of the laws, governing our rights and freedom. These laws were passed by congress and upheld by the Supreme Court. The Miranda Warning is one of these laws. The Miranda Warning is intended to protect the guilty as well as the innocent and should be protected at all costs. Without the law, many suspects may be treated unfairly. It is a necessary safeguard. Miranda is a ruling which says that the accused have the right to remain silent and prosecutors may not use statements made by them while in police custody, unless the police advice them of their rights. In other words, a police officer must inform a suspect of this fundamental right, under the Fifth Amendment, at the time of their arrest and or interrogation. Miranda protect ignorant suspects from incriminating themselves. Miranda also protects suspects from overzealous police officers. Although most law-enforcement agents in the United States are decent men and women, some abuse their power. They may try to coerce suspects into giving false confessions. Time and time again, we read of cases where suspects were forced to make confessions because an overzealous or prejudiced police officers want to close a case. The story of Rubin Hurricane Carter, made popular by the motion picture of the same name, demonstrated how lives could be destroyed when vindictive and manipulating detectives abuse their power. The Miranda Warning helps keep abuses in check. If the law is used correctly, the guilty would receive their due punishment. When police officers inform suspects of their rights before interrogation, it is very unlikely that the judge presiding over any case would throw out statements made during questioning. Many high ranking law enforcement agents around the country support the Miranda Warning rule because it is a necessary safeguard; it helps and does not hinders the judicial process. William J. Bratton former police commissioner for the New York City Police Department said, "Miranda works at a minimal social cost. The Supreme Court should reaffirm a decision that has served this country well." I believe that the Miranda warning protects all citizens, guilty and innocent, victim and perpetrator, from unscrupulous officers. The law was designed to insure that the statement given is voluntary and not extracted by force or coercion. Many courts including the Supreme Court have made thousands of decisions using the Miranda ruling without any indication that the law was unconstitutional or benefit criminals.

Credit Agricole and BP

PARIS (AFP) – French bank Credit Agricole, one of the biggest European banks by capitalisation, reported a doubling of net profit to 1. 0 billion euros ($1. 42 billion) in the first quarter, on Friday. The price of shares in the bank showed a gain of 1. 40 percent to 11. 23 euros in a market up 0. 57 percent overall. The outcome, marking an increase of 112 percent from the result 12 months ago, was in line with average estimates of analysts as polled by Dow Jones Newswires. At CM-CIC Securities, analyst Pierre Chedeville commented: â€Å"The group is showing its main characteristics again: operating efficiency and an excellent control of charges, very cautious policy for provisioning, and financing and investment activities steady. † Bank chief executive Jean-Paul Chifflet said that Credit Agricole's direct exposure to Greek debt was 631 million euros at the end of March. Credit Agricole is one of the few foreign banks to control a Greek bank, in the form of Emporiki bank. Company History: France's â€Å"green bank† was nicknamed for its roots in agriculture. Credit Agricole, composed of the Caisse Nationale de Credit Agricole and 90 regional banks, which together own 90% of the Caisse Nationale, is a unique cooperative organization and one of the most important banking groups in France. In the mid-1800s, it became clear that there was a need for agricultural credit in France, especially after a crop failure in 1856, which left rural areas in dire straits. One of the main causes of low production was a lack of sufficient credit for farmers, who often could not meet banks' normal credit requirements. In 1861, the government attempted to remedy this problem, asking Credit Foncier to establish a department expressly for agriculture. But the newly formed Societe de Credit Agricole accomplished little. By 1866, though some steps towards improvement had been suggested, the outbreak of the Franco-Prussian War prevented their implementation. The society folded in 1876. Later, several financial cooperatives sprang up independently among farmers, operating in rural towns on a system of mutual credit. In 1885, the first society for agricultural credit was founded at Salins-les-Bains in the Jura; the maximum amount of credit a farmer could get was FFr500, the price of a yoke of oxen. By the end of the century, when talk of modernizing France's agricultural economy became more urgent, it was decided that this system of localized credit was more suitable for the rural population than credit emanating from a big central bank. In 1894, the Chamber of Deputies proposed a law to organize personal or short-term rural credit, based on the methods of the small credit societies already in existence. The law formalized the requirements for the societies' formation, made them exempt from taxes, and gave them a monopoly on state-subsidized loans to farmers. In 1897, the Bank of France made funds available to the banks through the minister of agriculture, and in 1899, a law was passed to create regional banks to act as intermediaries between the local societies and the minister of agriculture. The local cooperatives were self-governing societies with limited liability. Their members were mostly individual farmers. Each local cooperative was affiliated with a regional bank, where it transferred all deposits and obtained funds for loans. The local banks elected a committee to control the regional banks, which were mainly responsible for medium- and long-term loans. Thus, the hierarchy of Credit Agricole was established. One of the reasons Credit Agricole was so successful was its reliance on individual farmers. In the mid-1800s most of France's agricultural produce came from small farms rather than large estates, and the French government wanted to preserve the small family farm for several social and economic reasons. For instance, it was widely believed that small farmers cultivated the soil most intensively and so made better use of it. It was also thought to be better to have many small family farms than to create a â€Å"proletariat† to work on large farms. Nevertheless, France's agricultural methods were in need of modernization, and Credit Agricole helped small farmers buy new equipment and supplies to improve production. In 1910, a law established long-term personal credit for the purchase of land to encourage young men to farm. Only small holdings could acquire these loans, which could not exceed $1,600, and only young farmers were eligible; their characters were the basis for their credit. When World War I broke out in 1914, the European banking system was under severe duress due to difficulties with the gold exchange. However, gold was still in circulation in France and the Bank of France was able to increase its issue of notes, restoring some financial order. Throughout the war, agricultural production was at a minimum, and Credit Agricole, still a young institution, was able to survive only through continued support from the government. Agricultural output did not regain its prewar level until 1930. In 1920, a law was passed to organize the office National du Credit Agricole, a national society run by civil servants and the elected representatives of the regional banks but controlled by the government–the minister of agriculture would name its director. Office National du Credit Agricole also became responsible for the distribution of treasury loan funds and for rediscounting the short-term loans of local and regional societies. In 1926, the name was changed to Caisse Nationale de Credit Agricole (CNCA). As Credit Agricole grew in resources and capacity, it began to help not only individual farmers but also the cooperative trade movement gaining ground among agricultural groups. These new agricultural cooperatives, which organized industries in a way similar to unions, could often not raise the money to organize, and they needed Credit Agricole's support. In turn, the cooperatives helped France's recovery after the war. World War II hurt agriculture less than the first war had, and after the war, there was a period of rapid growth, spurred on by Credit Agricole's loans. Between 1941 and 1945, under the Vichy government, a Bank Control Commission was established and attempts were made to prevent the creation of new banks or branches. After 1945, however, the Bank of France and the other main banks were nationalized. A hierarchy was born, with the Ministry of Finance and the Bank of France at the top, giving the government the ability to sway the distribution of credit. In this sense, it won even more power to help further Credit Agricole. After the war, agriculture underwent a massive modernization plan. Credit Agricole played a major part by supplying capital for fertilizer, equipment, electrification, and improved water supplies. Since agricultural credit was subsidized by the government, and due to the quality of Credit Agricole's decentralized commercial network, agricultural institutions had the most rapid expansion rate of all the banks. Between 1938 and 1946, the capital funds of the regional societies increased from FFr1. billion to FFr28 billion. Credit Agricole extended its medium- and long-term loan operations and the government established special loans for farm equipment, causing a big increase in the number of farmers driving tractors. Financing for small farms continued; as late as 1958, cooperatives were favored over large farms. But France's farm productivity was below that of most other European countries, and some blamed the low productivity partially on the credit advantages given to small farms, which kept competition at bay. Earnings did not improve and the industry remained dependent on loans. About this time, the government began to apply stringent lending ceilings to the whole financial system to restrain the money supply and hold down inflation. This led many banks to diversify into overseas business and the Eurodollar market. A boom in French exports also created a demand for French banking expertise in the export markets. Credit Agricole, however, held back at first from international expansion, while growing rapidly with the French economy. In 1966, the state decided to allow Credit Agricole to widen its operations to become more flexible than a bank strictly for farmers. Under the new reform, Credit Agricole was allowed to make loans to individuals and organizations not specifically connected with agriculture. It was also allowed to create subsidiaries. One of the most important subsidiaries it created was the Union d'Etudes et d'Investissements, which used its resources to finance individual investments. In 1967, the government announced that all resources collected by Credit Agricole's regional and local banks, previously deposited in the French Treasury, would now be deposited with the Caisse Nationale de Credit Agricole. In 1971, the Union d'Etudes et d'Investissements, with an eye on important developments in the food processing business, created another subsidiary, L'Union pour le Developpement Regional, which was mainly to provide loans to agricultural and food processing industries or other similar operations in regions where they would create jobs. In July of the next year, the minister of finance, Giscard d'Estaing, warned Credit Agricole about its diversification, pointing out that its purpose must stay mainly agricultural and its activities balance financial and social profit, a recurring political theme in Credit Agricole's development. Other large banks complained about Credit Agricole's monopoly on farm credit and its tax-free status, which had allowed it to grow into one of the largest banks in France, while those concerned about farm aid worried that the bank's purpose would be diffused. Critics blamed Credit Agricole's expansion on the other banks' inertia and politicians' reluctance to attack Credit Agricole for fear of losing the support of farmers. By 1975, Credit Agricole had begun its international activities, focusing mainly on foreign agricultural loans and export companies. In 1977, when the U. S. dollar was low, Credit Agricole ranked briefly as the biggest bank in the world. In 1978, Credit Agricole's profit of FFr400 million was more than the other three main French banks combined. The bank had begun to finance housing (it is now the leading mortgage lender in France), silo construction, and exports, and had also become a money market lender. After other French banks campaigned for several months against Credit Agricole's advantages, the government finally curtailed those privileges. Credit Agricole's surpluses began to be taxed as profits, and for three years, the bank was prohibited from opening new branches in towns where it had no official purpose and competed unfairly with other banks. The compensation the government offered may have added more to Credit Agricole's growth than the privileges that were taken away. Before the new rules, the bank could only make direct loans in communities of 7,500 people or fewer, but under the new restrictions that limit was extended to 12,000. Credit Agricole continued to push forward with international expansion. In 1979, it opened its first international branch, in Chicago; London soon followed, and a New York City branch opened in 1984. By then, Credit Agricole was also extremely active in funding development in rural areas for roads, telephones, and airports, and the government was encouraging the bank to help out small industry. By 1981. Credit Agricole had several strong subsidiaries: Segespar, which headed the investment-and-deposit service group; Voyage Conseil, a French travel agency; Eurocard France, a payment-card company; Soravie, an insurance company for sales in local branches; Unimat (now Ucabail) and Unicomi, which financed equipment and industrial and commercial building; Unicredit, which provided loans for businesses; and Union d'Etudes et d'Investissements, now heavily involved with rural development. In January, 1981, Credit Agricole's charter was changed again to allow the bank to provide loans to companies with fewer than 100 employees, whether or not they were connected with agriculture. The government also eased its credit limits for farmers and stockbreeders, and Credit Agricole was no longer limited to lending in towns with fewer than 12,000 inhabitants. However, this wider range was balanced by new limits. Credit Agricole's tax bill was put in line with those of other corporations, at 50% of its profits. In addition, some of the bank's earlier surplus earnings had to be channeled back into the government's loan subsidies. In May, 1981, the Socialists won the national election. Soon all major French banks that weren't already nationalized became state controlled, and over the next few years, the government imposed a domestic policy of economic austerity in an attempt to reduce inflation, renew industry, and balance its foreign trade account. The next year, Credit Agricole's foreign assets rose by almost 60%. By 1982, only one-third of its funds went to agriculture. Credit Agricole had already acquired significant experience in the euroloan market, and at the beginning of 1983, it ranked among the most prominent banks in Europe in this area. By 1984, Credit Agricole had opened foreign branches in North America, Europe, Asia, Latin America, Africa, and the Middle East. Some Credit Agricole members were upset by the bank's strengthening international force. In 1984 an official of a farmer's union told Business Week that â€Å"given the dramatic situation of hundreds of thousands of farmers, Credit Agricole has better things to do in France. † Nonetheless, Credit Agricole management insisted that international business could only strengthen the company's ability to help farmers in France. In 1985, Credit Agricole established a subsidiary called Predica to enter the life insurance market. Capitalizing on Credit Agricole's extensive branch network, Predica had become the second-largest life insurer in France by 1988. As the French economy improved, the government began to ease regulations and remove limitations on capital markets. In 1986, a new conservative government came into power, and several Socialist officials were replaced almost immediately, including Jean Paul Huchon, Credit Agricole's general director. A plan to remove CNCA from state control had been brewing for some time; many other banks were in the process of becoming denationalized. Huchon had opposed this plan for Credit Agricole vehemently enough to cause his dismissal. His successor was Bernard Auberger, a former director of Societe Generale with ties to the Gaullist Party, which had campaigned to rid CNCA of state control. The new government also created easier bourse membership rules that allowed outside interests to buy into investment brokers. Following the trend of many banks after this deregulation, in 1988 Credit Agricole purchased controlling stakes in two Paris stockbrokers, Bertrand Michel and Yves Soulie. Finally, in 1987, the government began to take steps towards freeing CNCA from state control. On February 1, 1988, the state sold 90% of CNCA's common stock to its regional banks and the company was incorporated with FFr4. 5 billion in capital stock. Most of the rest of its stock went to employees, and the government holds a small stake. Soon after the mutualization, the newly private Credit Agricole began merging the Caisses Regionales to eliminate redundancies. By January, 1990 the number of district banks had been reduced from 94 to 90 and this number is expected to shrink substantially before the rationalization is over. The transition to private ownership was not completely smooth, though. A boardroom struggle in 1988 led to the exit of Bernard Auberger. Philippe Jaffre, who was the finance ministry's representative on CNCA's board of directors, was Auberger's surprise replacement. In 1989 Credit Agricole ceased to have a monopoly on the shrinking number of subsidized loans to farmers. In losing this monopoly, Credit Agricole lost an important, captive customer group. The bank should be able to compensate for this loss, however, with the new business it expects to pick up as a result of the lifting of restrictions on its business. When Credit Agricole lost its monopoly on subsidized farm loans, it was also freed of the unusual government restrictions on its business. Now Credit Agricole operates in much the same way as any other French bank, and it expects its business to improve rather than suffer as a result of this status. Under Jaffre, Credit Agricole, like all European enterprises, faces the challenges that the 1992 unification of the European Economic Community will bring. The bank has already made a successful transition from a purely agricultural bank into a full-service bank. Privatization should give Credit Agricole the freedom and flexibility it will need to face these challenges, but it will have to struggle with its slightly awkward structure–the 90 regional banks that control parent CNCA diffuse central decision-making power–and tackle operating costs that are much higher than its competitors'. If it can surmount those obstacles and capitalize on its tremendous domestic branch network, Credit Agricole will be an even more formidable European competitor than it already is. Principal Subsidiaries: Union d'Etudes et d'Investissements; Unicredit (98. %); Sopagri (52. 8%); Unimmo France (99. 6%); Unidev; Sofipar (52. 6%); Ucabail; Segespar; Segespar-Titres (50%); Predica (48%); Unibanque; Sogequip; Cedicam (50%). Source: International Directory of Company Histories, Vol. 2. St. James Press, 1990. Credit Agricole in management reshuffle Kit Chellel 01 Dec 2010 The chief executive of Credit Agricole corporate and investment bank has been repla ced after two years in the job as part of sweeping management changes across the French bank under the direction of new group chief executive Jean-Paul Chifflet. Patrick Valroff, aged 62, will stand down to make way for Jean-Yves Hocher, who will also continue in his current role as deputy chief executive of the group. The board of Credit Agricole held a meetings on yesterday and today before announcing a series of management changes. Jean-Paul Chifflet was appointed chief executive in March and has indicated that he intends to overhaul the group’s strategy. The new 10-year strategic plan will be released later this month. Within Credit Agricole's corporate and investment banking unit, a new xecutive structure sees deputy chief executive Pierre Cambefort taking over responsibility for coverage, investment and corporate banking and the international network, while head of risk Francis Canterini has been appointed deputy chief executive in charge of support functions. Elsewhere, Alain Massiera, the deputy chief executive of Credit Agricole CIB has been appointed as head of the private banking business. It is understood that Valroff was b rought in at the height of the financial crisis refocus the business, a role which he has completed successfully following three successive quarters of profits. A spokesperson confirmed he would remain at the bank in another capacity. In August, Credit Agricole recorded an 89% rise in profits to â‚ ¬379m following strong performance in its corporate and insurance divisions. Other management changes unveiled today include the appointments of Yves Nanquette as chief executive of Credit Agricole LCL (retail) replacing Christian Duvillet, and Jerome Grivet as chief executive of the bank’s assurance arm replacing Bernard Michel. Thierry Langreney took over as chief executive of the Pacifica insurance division from Patrick Duplan. All three outgoing chief executives have retired.

The Sociological Effects of Residential Schools Essay

During the 19th century the Canadian government established residential schools under the claim that Aboriginal culture is hindering them from becoming functional members of society. It was stated that the children will have a better chance of success once they have been Christianised and assimilated into the mainstream Canadian culture. (CBC, 2014) In the film Education as We See It, some Aboriginals were interviewed about their own experiences in residential schools. When examining the general topic of the film, conflict theory is the best paradigm that will assist in understanding the social implications of residential schools. The film can also be illustrated by many sociological concepts such as agents of socialization, class†¦show more content†¦In this way the aboriginals were thought to be eliminated as a threat since they are no longer banded together through their beliefs, nor were they competent enough to gain power and success on their own. Cultural assimilation is the process by which a person or a group’s culture comes to resemble those of another group. As the each participant throughout the film narrate their harsh experiences, it is evident that this process was brutally enforced and implemented by the Canadian government. The system separates the children from their families at a young age, and forbade them to practice their Aboriginal rituals or speak their own language, and were taught that these ways are primitive and uncivilized. (Hanson, n.d) This process can be analyzed through the concept of socialization agents, which is defined by the people and institutions that influence ones attitude and behaviour. Families are considered to be primary agents of socialization, since they are the earliest source of learning and emotional connections. They play a critical role in forming individual behaviour and passing on culture from one generation to the next through language and rituals. 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