Growing Up, The Catcher in the Rye Essay Example for Free

Growing Up, The Catcher in the Rye Essay A young man going through puberty, not knowing what he is doing or where he is headed, in a world in which he feels he doesnt belong in, and feels he is always around a bunch of phonies. This would describe the position of Holden Caulfield, the main character in The Catcher in the Rye (1951) written by J.D. Salinger. The book, all narrated by Holden in first person, in its very unique and humorous style, is about Holden, and all the troubles he has encountered through school, family, friends, and basically life. Holden has been expelled from a private school in Pennsylvania because of failing classes, and decides to go to New York for three days before going home to his disappointed parents. At the beginning of the novel, Holden seems to be like any other 16-year-old young man. But the novel progressively displays through various examples of symbolism that Holden has many problems coping with the world around him. Holden likes to reminisce about his childhood and visiting the Museum of Natural History in Central Park. He loved to visit the museum, for many reasons, and he even said that he got very happy when he thought about the museum. He tells us of the symbolic details in the museum, by saying, The best thing, though in that museum was that everything always stayed right where it was. Nobodyd move. Nobodyd be different. The only thing that would be different would be you(121). Holden likes this kind of world, and wishes that he lived in it. He wishes things would stay unchanged and simple. Holden is almost scared by change, and cant handle the conflicts in his life. Another very symbolic example in the book is the title itself. On the first night of his three-night excursion, Holden decides to sneak into his house and visit his sister, Phoebe, who he adores very much. Phoebe asks Holden what he would like to do with his life. Holden ponders the question and tells Phoebe about the poem, Com in Through The Rye by Robert Burns. He tells Phoebe, I keep picturing all these little kids playing some game in this big field of rye and all. Thousands of little kids, and nobodys aroundnobody big, I meanexcept me. And Im standing on the edge of some crazy cliff. What I have to do, I have to catch everybody if they start to go over the cliffI mean if theyre running and they don look where theyre going I have to come out from somewhere and catch them. Thats all Id do all day. Id just be the catcher in the rye and all(173). He wants  to save the kids of their innocence, and protect them from the adult world. This indicates Holdens insecurity of the world in which he lives in, and his disgust with becoming an adult. Holden is a very unique individual. He thinks he is different than everyone else he meets, and he is quick to point out how phony everybody else is. While in New York, Holden buys a red hunting hat. It was a very odd hat to wear out in public, especially at a prep school, and the other kids were always giving him a hard time for wearing it. Holden describes it, â€Å"It was this red hunting hat, with one of those very, very long peaks. It only cost me a buck. The way I wore it, I swung the old peak way around to the back—very corny, I’ll admit, but I liked it that way†(18). Holden is always proud that he is different than everybody around him, and he sees that hat as a part of his independence. He always likes to think that he is not a â€Å"phony† himself, and will do anything possible to show how different he is than all the other â€Å"phonies.† Another thing Holden likes to recollect is the lagoon in Central Park, and the ducks that occupied it. He ponders,† I was wondering if it would be frozen over when I got home, and if it was, where did the ducks go. I was wondering where the ducks went when the lagoon got all icy and frozen over†(13). Knowing it or not, Holden is curious about the ducks in the lagoon, because he himself doesn’t know where he is going, or how he is going to get there. He has been kicked out of numerous schools, and he needs a scapegoat such as the lagoon freezi ng over in order to find out where it is he is going. Holden shows the reader how disgusted and disturbed he is by this adult world in which he is growing into. He wishes to stay young, and keep everything simple, and to keep away from all the â€Å"phonies† out there. After recalling all the people he has met, and admitting how sick he is, Holden realizes that he is just as phony as everybody else. He ends the story, adding,† Don’t ever tell anybody anything. If you do, you start missing everybody†(214).

Packet Sniffing Software Is A Controversial Subject Information Technology Essay

Packet Sniffing Software Is A Controversial Subject Information Technology Essay Packet sniffing software is a controversial subject and a double-edged sword. It can be used to analyze network problems and detect Internet misuse. But at the same time, it allows hackers and people with malicious intention to sniff out your password, get your personal information, and invade your privacy. That is also why securing and encrypting data is so important. In this paper, the definition of packet sniffing will be introduced and several functionality and possible uses of packet sniffers will be explained. Also, information on how to protect against sniffers and man-in-the-middle attacks will be provided. An example of a packet sniffer program, Wireshark, will be given, followed by a case study involving the restaurant chain Dave Busters, which will show the negative consequences that can occur when organizations are not aware of the threat of packet sniffing by hackers. Definitions A packet sniffer is a computer program or a piece of computer hardware that can intercept and log traffic passing over a digital network or part of a network (Connolly, 2003). Packet sniffers are known by alternate names including network analyzer, protocol analyzer or sniffer, or for particular types of networks, an Ethernet sniffer or wireless sniffer (Connolly, 2003). As binary data travels through a network, the packet sniffer captures the data and provides the user an idea of what is happening in the network by allowing a view of the packet-by-packet data (Shimonski, 2002). Additionally, sniffers can also be used to steal information from a network (Whitman and Mattord, 2008). Legitimate and illegitimate usage will be explained in later sections. Packet sniffing programs can be used to perform man-in-the-middle attacks (MITM). This type of attack occurs when an attacker monitors network packets, modifies them, and inserts them back to the network (Whitman, et al., 2008). For example, a MITM attack could occur when two employees are communicating by email. An attacker could intercept and alter the email correspondence between each employee, without either knowing that the emails had been changed. MITM attacks have the potential to be a considerable threat to any individual or organization since such an attack compromises the integrity of data while in transmission. Packet sniffing programs work by capturing binary data that is passing through the network, and then the program decodes the data into a human-readable form.   A following step called protocol analysis makes it even easier for the data to be read.   The degree of these analyses varies by individual packet sniffing program. Simple programs may only break down the information in the packet, while more complicated ones can provide more detailed information and analysis, for example, by highlighting certain types of data such as passwords that pass through the network (Packet Sniffing, Surasoft.com, 2011). As for todays networks, switch technology is commonly used in network design. This technology makes it increasingly easy to set up sniffing programs on servers and routers, through which much traffic flows. In addition, there are already built-in sniffing modules being used in todays networks. For example, most hubs support a standard called Remote Network Monitoring (RMON). This kind of standard allows hackers to sniff remotely with the SNMP (Simple Network Management Protocol), used in most network devices, and only requires weak authentication. Network associates Distributed Sniffer Servers are used by many corporations. These servers are set up with passwords that are quite easy to guess or crack. In addition, computers with Windows NT system usually come with Network monitoring agent, which also allows remote sniffing (Packet Sniffing, ISS.net, 2011). Essentially, these sniffing programs are set up for the use of network administrators. However, the threat exists that hackers ca n gain access to the network and view the program logs. Packet sniffers capture all of the packets that travel through the point where the sniffer is located.   For example, if the program was installed next to the server of an organization, the user could have access to all the data being transferred across the company through that server.   Typical types of packets intercepted by attackers include the following: SMTP (email): The attacker can intercept unencrypted emails (Packet Sniffing, ISS.net, 2011). HTTP (web): Web traffic information and history can be easily captured (Packet Sniffing, ISS.net, 2011). Telnet Authentication: Login information to a Telnet account can be intercepted (Packet Sniffing, ISS.net, 2011). FTP traffic: Access to an FTP account can be sniffed in cleartext (Packet Sniffing, ISS.net, 2011). SQL database: Information from web databases is also vulnerable (Packet Sniffing, ISS.net, 2011). Functionality and Possible Uses of Packet Sniffers Good and Bad Uses Like any tool, a packet sniffer is a double-edged sword because it can be used for good or bad purposes (Orebaugh, Ramirez, and Beale, 2007). It can be used by security professionals to investigate and diagnose network problems and monitor network activity (Orebaugh, et al., 2007). Conversely, it can be used to eavesdrop on network traffic by hackers, criminals, and the like, who can use the data gathered for harmful purposes (Orebaugh, et al., 2007). Professionals such as system administrators, network engineers, security engineers, system operators, and programmers use packet sniffers for a variety of uses, including troubleshooting network problems, figuring out system configuration issues, analyzing network performance (including usage and bottlenecks), debugging during the development stages of network programming, analyzing operations and diagnosing problems with applications, and ensuring compliance with company computer usage policies (Orebaugh, et al., 2007). Good: Troubleshoot Network Problems When an error occurs on a network or within an application, it can be very difficult for administrators to determine what exactly went wrong and how to correct the error. Many consider the packet sniffer to be the best tool for figuring out what is wrong with programs on a network (Neville-Neil, 2010). Examining packets as a starting point for solving problems is useful because a packet is the most basic piece of data and holds information, including the protocol being used and source and destination address (Banerjee, Vashishtha, and Saxena, 2010). Basically, at the packet level of analysis, nothing is hidden when all layers are visible (Neville-Neil, 2010). Understanding the timing of what happened is another important factor in debugging network problems (Neville-Neil, 2010). This information can be easily attained by using a packet sniffing program. Essentially, packet sniffers allow you to find out the who, what, and when of a situation, all of which are vital to understanding how to fix a problem (Neville-Neil, 2010). Once these things are known, the administrator can determine what is causing the problem and how to go about fixing it. As soon as a problem occurs, the first recommended step is for the network administrator to use a packet sniffing program to record all network traffic and wait for the bug to occur again (Neville-Neil, 2010). If the administrator already had a packet sniffing program with logging in place, then he or she could go back and examine the log records. Assuming the administrator did not have a log previously set up, the next step would be to only record as much information as necessary to repair the problem (Neville-Neil, 2010). It would not be a good idea to record every single packet of data because if too much data is collected, finding the error will be like finding a needle in a haystack although the administrator has likely never seen a haystack that big (Neville-Neil, 2010). For example, recording only one hour of Ethernet traffic on a LAN will capture a few hundred million packets, which will be too large to sort through (Neville-Neil, 2010). It goes without saying that the admini strator should not record the data on a network file system because the packet sniffer will capture itself (Neville-Neil, 2010). Once the data is recorded, the administrator can examine the packets to analyze and understand what occurred to solve the problem. Good: Network Optimization In addition to solving network communication problems, packet sniffers can help administrators plan network capacity and perform network optimization (Shimonski, 2002). A packet sniffer allows users to view data that travels over a network packet by packet (Shimonski, 2002). However, rather than having to examine each packet, the appropriate sniffer program will perform the analysis for the administrator. The tools are especially useful because depending on the packet sniffing program used, the packet data will appear in an easy-to-understand format. Packet sniffers can often generate and display statistics and analyze patterns of network activity (Shimonski, 2002). Data can appear in graphs and charts that make analysis and comprehension easy. Additionally, the network administrator can filter by selected criteria to capture only the relevant traffic rather than having to sort through irrelevant data (Shimonski, 2002). Knowing what programs and which users use the most bandwidth can help administrators manage resources efficiently and avoid bandwidth bottlenecks. Good: Detect Network Misuse Packet sniffers can be used to monitor application traffic and user behavior (Dubie, 2008). This can be used to detect misuse by company employees or by intruders. To use a packet sniffer to monitor employees legally, a network administrator must do three things. First, he must be on a network owned by the organization, second, he must be directly authorized by the networks owners, and finally, he must receive permission of those who created the content (Whitman, et al., 2008). Permission by content creators is needed because packet sniffing is a method of employee monitoring (Whitman, et al., 2008). Typically, an employee will sign a release form when first employed that allows the employer to monitor the employees computer usage. By using a packet sniffer, employers can find out exactly how each employee has been spending his or her time. Packet sniffers can be used to see all activity and administrators can monitor for behaviors such as viewing inappropriate websites, spending time on the job on personal matters, or abusing company resources. For example, a packet sniffer program could show that a particular employee was downloading music at work, both violating organizational policies and using a large amount of network bandwidth (Dubie, 2008). Packet sniffers are also used to detect network intrusion, log traffic for forensics and evidence, discover the source of attacks such as viruses or denial of service attacks, detect spyware, and detect compromised computers (Orebaugh, et al., 2007). A packet sniffer and logger that can detect malicious entries in a network is a form of an intrusion detection system (IDS) (Banerjee, et al., 2010). The packet sniffer IDS consists of a database of known attack signatures. It will then compare the signatures in the database to the logged information to see if a close match between the signature and recent behavior has occurred. If it has, then the IDS can send out an alert to the network administrator (Banerjee, et al., 2010). Despite this use of packet sniffers to detect intrusion, hackers have methods of making themselves very hard to detect and can use packet sniffers for their own advantages. Bad: Gain Information for Intrusion Intruders maliciously and illegally use sniffers on networks for an innumerable number of things. Some of the most common are to capture cleartext usernames and passwords, discover usage patterns of users, compromise confidential or proprietary information, capture voice over IP (VoIP) telephone conversations, map out a networks layout, and fingerprint an operating system (Orebaugh, et al., 2007). The previously listed uses are illegal unless the user is a penetration tester hired to detect such types of weaknesses (Orebaugh, et al., 2007). An intruder must first gain entry to the communication cable in order to begin sniffing (Orebaugh, et al., 2006). This means that he must be on the same shared network segment or tap into a cable along the path of communication (Orebaugh, et al., 2007). This can be done in many ways. Firstly, the intruder can be physically on-site at the target system or communications access point (Orebaugh, et al., 2007). If this is not the case, the intruder can access the system in a variety of ways. These include breaking into a certain computer and installing sniffing software that will be controlled remotely, breaking into an access point such as an Internet Service Provider (ISP) and installing sniffing software there, using sniffing software that is already installed on a system at the ISP, using social engineering to gain physical access to install the software, working with an inside accomplice to gain access, and redirecting or copying communications to take a path that the intruders comp uter is on (Orebaugh, et al., 2007). Intruders can use sniffing programs designed to detect certain things such as passwords and then use other programs to have this data automatically sent to themselves (Orebaugh, et al., 2007). Protocols that are especially vulnerable to such intrusion include Telnet, File Transfer Protocol (FTP), Post Office Protocol version 3 (POP3), Internet Message Access Protocol (IMAP), Simple Mail Transfer Program (SMTP), Hypertext Transfer Protocol (HTTP), Remote Login (rlogin), and Simple Network Management Protocol (SNMP) (Orebaugh, et al., 2007). Once the intruder has access to the network, he can collect data and use it as he likes. Common examples of stolen data include credit card numbers and proprietary organizational secrets, but include anything the hacker desires. Although organizations may use a primarily switched network, they are not protected from sniffer attacks because many programs exist that allow packet sniffing in a switched network (Whitman, et al., 2008). Because intruders who use packet sniffers do not directly interface or connect to other systems on the network, they are considered to be a passive-type of attack (Orebaugh, et al., 2007). It is this passive nature that makes sniffers so difficult to detect (Orebaugh, et al., 2007). In addition to this, hackers use normally use rootkits to cover their tracks so that their intrusion will not be detected (Orebaugh, et al., 2007). A rootkit is a collection of Trojan programs hackers use to replace the legitimate programs on a system so that their intrusion will not be detected (Orebaugh, et al., 2007). Rootkits replace commands and utilities that the hacker inputs and clears log entries so that there will be no record of his entry (Orebaugh, et al., 2007). Though it is difficult, there are some ways to detect rootkits. Methods of detection include using an alternate, trusted operating system, analyzing normal behaviors, scanning signatures, and analyzing memory dumps (Rootkit, Wikipedia , 2011). Removing rootkits can be very complicated and difficult and if the rootkit is in the central operating system, reinstalling the operating system may be the only option (Rootkit, Wikipedia, 2011). The threat of eavesdropping by intruders is large and challenging. However, there are some defenses that can be taken to prevent hackers from using packet sniffers against an organization. Protecting Against Packet-Sniffers and Man-in-the-Middle Attacks Packet sniffing and man-in-the-middle attacks compromise the integrity and confidentiality of data while in transmission.   Fortunately, there are several techniques that can be used by organizations and individuals to protect against these threats and reduce risk.   Specifically, technology, policy, and education are typically used to cover all aspects of security.    Technology Encryption is the best form of protection against any kind of packet interception (Orebaugh, et al., 2007).   The reason behind this is that even if the data is captured by the packet sniffer, the information is completely unreadable by the attacker (Orebaugh, et al., 2007). By using this technique, messages are encrypted once the data leaves the senders computer.   Both sender and receiver hold a key that decrypts the message being transferred.   Most popular websites apply a level encryption by using the HTTP Secure (HTTPS) protocol.   With this technology, the connection between the web server and the users computer is encrypted; making the information intercepted by a third party useless.   Currently, most popular websites such as Google, Facebook, Yahoo, and Twitter use the https technology.   However, some sites (such as Amazon.com) use https only at the login page and fail to provide a secure connection afterwards.   In order to assure complete security, it is im portant to apply the https protocol throughout the users browsing experience.   The main disadvantage of this feature is that it slightly slows down the users connection.    Email can also be protected from packet sniffers by using encryption.   Email extensions such as Pretty Good Protection (PGP) can be easily implemented using standard email platforms like Microsoft Outlook (Orebaugh, et al., 2007).   Once sender and receiver start using the encryption techniques, intercepted email messages cannot be interpreted by an attacker (Orebaugh, et al., 2007). Another way to protect against sniffers is by using One Time Passwords (OTP). With this method, a different password is sent every time the authentication is requested to the user (Orebaugh, et al., 2007).   Similarly to the case of encryption, if a third party intercepts someones password, this information will be useless since these can only be used once (Orebaugh, et al., 2007).   This technology can be extremely useful to ensure security; however, remembering new passwords for each login can be very challenging and frustrating for most users. A new security technique called quantum encryption is also provides good protection against sniffing attacks.   This technique consists of making each bit of data as small as a photon (McDougall, 2006).   The data is then transferred across fiber-optic lines.   Ã‚  If the information is picked up and intercepted by any kind of packet sniffer, the entire photon message is disrupted, ending up the entire transmission (McDougall, 2006).   A technology like this would make it impossible to intercept information since the communication will be cut in the case of interception.   However, it requires fiber-optic Internet connections, which many service providers do not own and its installation can be expensive. Policy Information security professionals can help secure employees connections by requiring the use of any of the technologies explained before.   For example, if certain employees need to access websites that are outside of the organizations network, they should be allowed to use only websites that use the https protocol such as Google and Yahoo.   Policies requiring Access Control Lists (ACL) can also help prevent sniffer attacks.   All secured networks and assets should be supported by an ACL to prevent unauthorized access.   Additionally, physical security policies should be implemented to efficiently protect the computer and server rooms in the organization.   Unauthorized access to these locations could cause the installation of sniffer programs and equipment. Education Every security initiative should have a training program supporting it.   Basic but regular training sessions given to employees about the dangers of packet sniffing can prove to be very valuable when protecting a network.   Security facts such as not allowing strangers to computer rooms should be explained to all employees. Example and Demonstration of a Packer-Sniffer Program: Wireshark Originally named Ethereal, Wireshark is a free and open-source packet analyzer (sniffer) typically used by network and security professionals for troubleshooting and analysis (Orebaugh, et al., 2007).   However, many potential attackers also use it to perform man-in-the middle attacks and gain information for password cracking.   Wireshark is available for most operating systems (including OS X, Windows, and Linux) and allows users to see all the traffic that goes through a specific network (Orebaugh, et al., 2007). Wireshark differs from other packet-sniffer programs mainly because of its easy-to-understand format and simple Graphical User Interface (GUI) (Orebaugh, et al., 2007).   Wireshark can be easily set up to capture packets from a specific channel.   Once the program is running, all the network packets are shown in the screen.   The top panel (summary panel) shows a summary of the entire packet, including source, destination, and protocol information (Orebaugh, et al., 2007).   Since one quick web browse can provide a large amount of packets, Wireshark solves packet browsing issues by categorizing each packet according to its type and showing each category with a specific color in the GUI.   Additionally, the user has the option of applying filters to see only one type of packets.   For example, only packets dealing with http functions may be shown.   The middle panel in the GUI is called the protocol-tree window. It provides decoded information of the packet (Orebaugh, et al., 2007). Finally, the bottom panel (data view window) shows the raw data of the packet selected in the Summary panel (Orebaugh, et al., 2007).   Figure 1 shows a screenshot of Wireshark while running and graphically shows the three main panels of the GUI. Figure 1 Screenshot of Wireshark while running and the three main panels. To troubleshoot network problems, Information Systems professionals use Wireshark by installing the sniffer program in various locations in the network and seeing which protocols are being run in each location (Orebaugh, et al., 2007).   Additionally, if the sniffer is placed in a location where it can capture all data flowing to the main server, Wireshark can detect network misuse by providing the source and destination of all packets.   For example, if an employee in a company uses his computer to access inappropriate websites, Wireshark will show the employees and the websites IP addresses in the source and destination columns with detailed information about the website in the info column and the protocol tree panel. It is easy to see how useful Wireshark is for network troubleshooting and identifying misuse; however, the program can also be used with malicious intent.   For example, the program can be used to find out passwords on unencrypted websites.   To demonstrate this case, the username john_doe_user and password 123mypasswrd were used to log in to the unencrypted and unsecured www.bit.ly website.   At the same time, Wireshark was set up to capture all packets in the computer.   After the packets were captured by the sniffer, the data can easily be filtered by the http category.   In the info column, a packet labeled POST means that someone has entered text to a website.   After clicking on this specific packet, all the username and password information can be seen in the center section of Wireshark (as shown in figure 2).   Unencrypted and unsecured websites are very vulnerable to these types of attacks.   On the other hand, websites using the https security feature prove to be safer for users.   For example, the same situation as before was applied to the encrypted website www.facebook.com by trying to log in, but Wireshark was unable to capture any packets with login information. Figure 2 Wireshark screenshot showing username and password. Other types of malicious attacks can also be performed with Wireshark.   For example, some toolkit add-ins to Wireshark such as Dsniff and Ettercap can be used to perform man-in-the-middle attacks and password cracking (Orebaugh, et al., 2007).   Even if the incoming data is encrypted, these tools can crack some passwords by using dictionary brute force attacks (Orebaugh, et al., 2007). Case Study: A costly attack at Dave Busters In 2007, the popular restaurant chain Dave Busters experienced the power of malicious packet-sniffing software attacks.   A multinational group of hackers was able to penetrate the companys corporate network and install basic packet-sniffing software at 11 of the chains restaurant locations (Thibodeau, 2008).   During a four-month period, the attackers were able to intercept customer credit card data going from Dave Busters restaurant locations to the corporate headquarters network in Dallas (McMillan. 2008).   Extremely sensitive information such as credit card numbers and security codes were sold to criminals, who used this data to perform fraudulent transactions to online merchants (McMillan, 2008).   The attack proved to be very profitable for the hackers.   For example, from information coming from only one restaurant location, the criminals were able to gain over $600,000 in profits (McMillan, 2008).   It was estimated that approximately 130,000 credit or debit ca rds were compromised by this attack (Westermeier, 2010). To access Dave Busters network, the attackers simply drove around a restaurant location with a laptop computer and took advantage of vulnerable wireless signals to access the computer networks (Westermeier, 2010).   Malicious sniffing software was then installed in the network to intercept credit and debit card information (Westermeier, 2010).   The packet-sniffing software was written by one of the groups hackers and consisted of SQL injection attacks (Thibodeau, 2008).   However, many organizations have stated that the code was not very impressive.   For example, the CERT Coordination Center described the programs source code as a college-level piece of technology (Thibodeau, 2008).   Additionally, the malicious code had one weakness: it would shut down every time the computer that was monitoring rebooted (McMillan, 2008).   Therefore, the criminals had to go back to the restaurant location, gain access, and re-start the packet-sniffer every time this happened. The fac t that this costly program was developed by someone with just basic programming skills and how they consistently gained access to the network highlights the lack of protection of Dave Busters security systems.    According to the Federal Trade Commission (FTC), Dave Busters information security systems and policies did not provide the necessary security features to protect customers information (Westermeier, 2010).   The attackers were able to access the network not just once, but repeatedly over a time frame of four months (Westermeier, 2010).   The fact that the company was oblivious to these multiple intrusions during a long time period proves that they were vulnerable to attacks and that Dave Busters did not apply any Intrusion Detection Systems (IDS) to their networks, nor did they monitor outbound traffic (Westermeier, 2010).   Additionally, sensitive customer information was not given special protection.   Credit card data was transferred across simple unprotected and unencrypted networks (Westermeier, 2010).    What could Dave Busters have done? First of all, private networks should have been protected in a better way.   It was just too easy for hackers to gain access and install malware.   By allowing only a specific group of IP addresses, or granting only temporary access, the firm could have been safe from unauthorized access by strangers.   But even in the case of hacker access, tools such as IDS can help monitor the network during an attack.   If the company had implemented an IDS in their network, the unauthorized intruders would have been detected in time to prevent losses. Additionally, by treating sensitive data differently than regular communications, the company could have considerably reduced the threat.   Dave Busters could have simply used readily available firewall systems to the networks that held customer data (Westermeier, 2010). Encryption devices could have also proven to be useful.   If link encryptors had been used, the intercepted data would have been completely useless for the hackers.   Data isolation could have also been useful.   The firm could have separated the payment card systems from the rest of the corporate network (Westermeier, 2010). Sensitive information did not necessarily require connection to the Internet; so the company should have separated these transmissions from the network. Finally, a general company-wide policy requiring access restriction, IDS installation, firewall usage, and sensitive data isolation throughout all restaurant locations could have been extremely useful.   A uniform and thorough information security policy along with a comprehensive training program given to specific employees would help enforce the security features.   Considering that Dave Busters had not implemented any of the security features explained in this section, it is obvious that their story would have been different if these techniques had been used. Conclusion Packet sniffing is a sophisticated subject that wears two hats. It can be used for either good or evil depending on the intentions of the person using the program. It can help with analyzing network problems and detect misuses in the network for good purposes. Meanwhile, it can also help hackers and other cyber-criminals steal data from insecure networks and commit crimes, as in the case of Dave Busters. The best way to protect data from being sniffed is to encrypt it. Necessary policies and training also help with the protection. As technology evolves, there will be more and more ways to commit cyber crime. Extremely sensitive data like credit card information and health care data should be well protected, from the perspectives of both the business and personal. In order to protect this information, organizations and individuals must be aware of the threat of packet sniffers.

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L'à ®le Sainte-Hà ©là ¨ne est situà ©e au milieu de l'Atlantique Sud, à   1930 km des cà ´tes africaines soit à   1900 km de l'Angola et à   3500 km du Brà ©sil. C'est un petit territoire de 410 km ² constituant un territoire britannique d'outre-mer. Napolà ©on Ier, l’Empereur dà ©chu pour les Franà §ais, le gà ©nà ©ral Buonaparte pour les Anglais, ne và ©cut que six annà ©es sur l’à ®lot rocheux de Sainte-Hà ©là ¨ne, bien loin du thà ©Ãƒ ¢tre de sa vie. Pourtant, ces annà ©es d’isolement et de retraite forcà ©e furent certainement la pà ©riode de son existence la plus riche en matià ¨re de bibliographie. Cette premià ¨re partie d’une bibliographie qui en comptera trois, dresse la liste des à ©crits produits durant les annà ©es d’exil et le retour des Cendres. Ce fut tout d’abord le temps des mà ©moires dictà ©s à   ses compagnons d’exil, dans lesquels Napolà ©on imposa à   la postà ©rità © son interprà ©tation des faits. De l’arrivà ©e à   Portsmouth à   l’agonie, les tà ©moins, qu’ils soient Franà §ais ou Anglais, fidà ¨les parmi les fidà ¨les ou simples visiteurs, eurent à   cÅ“ur de livrer leurs impressions. Leurs tà ©moignages sont multiples et permettent de dresser le dà ©cor et de voir vivre les protagonistes de l’histoire. L’à ©loignement gà ©ographique ne signifia pas l’oubli et le dà ©sintà ©rà ªt de l’Europe pour Napolà ©on. Le sujet restait brà »lant et les mà ©moires vives. Les libraires proposaient de nombreux ouvrages, des compilations et adaptations des textes de Sainte-Hà ©là ¨ne, des descriptions de l’à ®le et tout un fatras de poà ¨mes, odes et pamphlets sur l’homme qui s’imposa sur le continent pendant quinze ans. Enterrà © au Val des Gà ©raniums, sous une simple dalle sans mention de son nom, Napolà ©on ne pouvait rester anonyme. En 1840, une frà ©gate franà §aise aborda l’à ®le pour procà ©der à   la translation des Cendres vers Paris et les... ...ivant dans un pays aux frontià ¨res amputà ©es depuis 1815, de nombreux Franà §ais se souvinrent avec regret des grands moments de l’à ©poque impà ©riale. Alors que de nombreuses lithographies à ©taient diffusà ©es, nombreux furent ceux qui oublià ¨rent le despote, se remà ©morant l’homme qui avait prit Vienne, Berlin, Madrid et Moscou. Le corps de Napolà ©on, enterrà © sur l’à ®le de Sainte Hà ©là ¨ne, fut finalement rapatrià © à   Paris en 1840. Il fut alors installà © aux Invalides, oà ¹ l’on peut encore l’y trouver aujourd’hui. Depuis le XIX ° sià ¨cle, le destin de Napolà ©on n’en finit pas de fasciner et d’exciter les esprits : Empereur à   35 ans, maà ®tre de l’Europe à   43 ans, mort en exil à   52 ans. Ainsi, l’on estime qu’il fut statistiquement publià © un livre par jour parlant de Napolà ©on depuis le jour de son dà ©cà ¨s. Aujourd’hui encore, Napolà ©on reste l’homme le plus connu au monde aprà ¨s Jà ©sus Christ†¦

Modern Criticism of Stowe’s Uncle Tom’s Cabin Essay -- Uncle Toms Cabi

Modern Criticism of Stowe’s Uncle Tom’s Cabin It is extremely difficult for the modern reader to understand and appreciate Uncle Tom’s Cabin because Harriet Beecher Stowe was writing for an audience very different from us. We don’t share the cultural values and myths of Stowe’s time, so her novel doesn’t affect us the way it affected its original readers. For this reason, Uncle Tom’s Cabin has been heavily scrutinized by the modern critic. However, the aspects of the novel that are criticized now are the same aspects that held so much appeal for its original audience. Many people condemn Uncle Tom’s Cabin simply because it is a sentimental novel. This genre appeals to the reader’s emotions in order to enact social change. While popular during Stowe’s time, the sentimental novel is now scorned by many members of the academy, such as Baldwin: â€Å"Uncle Tom’s Cabin is a very bad novel, having, in its self-righteous, virtuous sentimentality, much in common with Little Women† (496). Some modern readers are repulsed by Stowe’s desire to reform society, but that is because in our times the purpose of literature is to represent the world, not change it. Because the modern critic finds it hard to identify with Stowe’s genuine desire to improve society, he sees it as an example of her self-righteousness. Because the sentimental novel appeals to the reader’s emotions, many of its scenes may strike the modern reader as overly dramatic. Baldwin claims "the ostentatious parading of excessive and spurious emotion, is the mark of dishonesty, the inability to feel; the wet eyes of the sentimentalist betray his aversion to experience, his fear of life, his arid heart; and it is always, therefore, the signal of secret and violent inhumani... ...lture. Most twenty-first century readers are annoyed by the novel’s sentimentality, the religious undertones, and the martyr figures, among other things, but these same qualities that we dislike are what appealed to the novel’s original audience. Being outsiders, it is hard for us to accept Stowe’s message that love must conquer social injustices. However, one must wonder if her own contemporaries accepted this message, since Stowe would have seen the Civil War as forcing change within society without eliminating the prejudices that produced it. Bibliography Baldwin, James. â€Å"Everybody’s Protest Novel.† Uncle Tom’s Cabin. Ed. Elizabeth Ammons. New York: W.W. Norton & Company; 1994. 495-501. Tompkins, Jane. â€Å"Sentimental Power: Uncle Tom’s Cabin and the Politics of Literary History.† Uncle Tom’s Cabin. Ed. Elizabeth Ammons. New York: Norton; 1994. 501-522. Modern Criticism of Stowe’s Uncle Tom’s Cabin Essay -- Uncle Toms Cabi Modern Criticism of Stowe’s Uncle Tom’s Cabin It is extremely difficult for the modern reader to understand and appreciate Uncle Tom’s Cabin because Harriet Beecher Stowe was writing for an audience very different from us. We don’t share the cultural values and myths of Stowe’s time, so her novel doesn’t affect us the way it affected its original readers. For this reason, Uncle Tom’s Cabin has been heavily scrutinized by the modern critic. However, the aspects of the novel that are criticized now are the same aspects that held so much appeal for its original audience. Many people condemn Uncle Tom’s Cabin simply because it is a sentimental novel. This genre appeals to the reader’s emotions in order to enact social change. While popular during Stowe’s time, the sentimental novel is now scorned by many members of the academy, such as Baldwin: â€Å"Uncle Tom’s Cabin is a very bad novel, having, in its self-righteous, virtuous sentimentality, much in common with Little Women† (496). Some modern readers are repulsed by Stowe’s desire to reform society, but that is because in our times the purpose of literature is to represent the world, not change it. Because the modern critic finds it hard to identify with Stowe’s genuine desire to improve society, he sees it as an example of her self-righteousness. Because the sentimental novel appeals to the reader’s emotions, many of its scenes may strike the modern reader as overly dramatic. Baldwin claims "the ostentatious parading of excessive and spurious emotion, is the mark of dishonesty, the inability to feel; the wet eyes of the sentimentalist betray his aversion to experience, his fear of life, his arid heart; and it is always, therefore, the signal of secret and violent inhumani... ...lture. Most twenty-first century readers are annoyed by the novel’s sentimentality, the religious undertones, and the martyr figures, among other things, but these same qualities that we dislike are what appealed to the novel’s original audience. Being outsiders, it is hard for us to accept Stowe’s message that love must conquer social injustices. However, one must wonder if her own contemporaries accepted this message, since Stowe would have seen the Civil War as forcing change within society without eliminating the prejudices that produced it. Bibliography Baldwin, James. â€Å"Everybody’s Protest Novel.† Uncle Tom’s Cabin. Ed. Elizabeth Ammons. New York: W.W. Norton & Company; 1994. 495-501. Tompkins, Jane. â€Å"Sentimental Power: Uncle Tom’s Cabin and the Politics of Literary History.† Uncle Tom’s Cabin. Ed. Elizabeth Ammons. New York: Norton; 1994. 501-522.

Anti-families on T.V. :: essays research papers

In TV’s Anti-Families: Married . . . with Malaise, Josh Ozersky talks about the repackaging of American TV families from Ozzie and Harriet into Rosanne. From the point of view that the corporate world has manipulated television viewers into watching TV he shows the exaggerations of current day dysfunctional TV families. He goes on to discuss what the effects of these shows are on family values. Ozersky mentions the idea that a boundless discontent exists in our culture and its beginnings are found with the family, â€Å"where social patterns are first internalized.† Ozersky furthers this notion by saying that boundless discontent means there are boundless needs. An understanding of the origins of these boundless needs in American culture can be understood from the context of The More Factor, by Laurence Shames. â€Å"An endlessly fertile continent whose boundaries never need be reached, a domain that could expand in perpetuity, a gigantic playing field that would never run out of room and on which the game would get forever bigger and more filled with action.† The corporate world knows this all too well as they exploit the needs of consumers and manipulate them into buying their product. In Ozersky’s words, â€Å"Given TV’s entirely corporate nature, it is unreasonable to assume that the channels are referenda.† Ozersky reminds us that many of these corporate executives are independent in the market and have not experienced a rich family life. What kind of effects on viewers do these dysfunctional families have? Ozersky points out that in mocking traditional family values on TV real families are sabotaged. He explains how this happens by saying that problems within the family are trivialized preventing any healing and only causing discontent. While TV is criticized on TV and even by us, we somehow become flattered and keep watching anyway. Why do we do this? â€Å" . . . To feel superior to TV and yet keep watching it,† as Ozersky writes. It delivers the dream of having our cake and eating it too. By criticizing TV we put ourselves above it, yet we deem it harmless and continue to watch it anyway. Ozersky says that we have no power of our own to reject this â€Å"

Farms to Cities

For most American’s, lifestyles changed dramatically for those who were used to living on the farm. Farmland started changing to the urbanization of the cities from the late 1860’s to the 1920’s. Due to the mass increase of immigration, both the â€Å"Old Immigration† and the â€Å"New Immigration† gained new opportunities due to the Second Industrial Revolution. This included the introduction new technology and innovations, and the creation of factories and the assembly line and mass production, and a new urbanized lifestyle. The city became a new and worthy opportunity for those who formerly worked on a farm. By 1925 the city, and not the farm, had become the basic reality for most Americans because of the Second Industrial Revolution, the mass immigration, and the opportunity for greater wages. The Second Industrial Revolution is considered to have begun in the 1860’s. New technologies and innovations such as the Bessemer steel converter, the internal combustion engine, the production and refining of oil and gasoline, the telegraph, the radio, electricity and the American system of manufacturing were created in the mid to late 19th century. The Bessemer converter worked by blowing air through holes at the bottom of the convertor to create a reaction that oxidizes the silicon and excess carbon which converted it to pure steel or iron. This machine allowed a lowered price on steel and iron as well as speed in production. This was a major contributor to the production of railroads. The expansion of the railroads greatly increased from 1860 to 1920. Railroads tripled from 1860 to 1880 and then doubled again by 1920. The railroads lowered the cost of shipping which enabled the cheaper movement of raw materials that would be used in factories. These new tracks also connected isolated towns to larger markets which allowed them access to new materials they could not have before. Larger cities had an expansion of better transportation systems, such elevated railways and subways and road way systems for the bicycle craze of the 1890’s. These innovations introduce in the 1880’s such as the American system of manufacturing substantially increased the productivity in the sewing and bicycle industries. A major development in the manufacturing methods of the Second Industrial Revolution was introduction of electricity to factories. This enabled the factories to utilize the new innovations of the assembly line and mass production. New Factories were starting to pop up in many cities in the Northeast sections of the United States. Since more and more factories were being built, they needed more and more workers to help run the factory and to keep it stable. These factories created many new job opportunities for those that were considered middle class. Wages were much higher compared to farming jobs and local small town jobs. There were two types of workers, skilled workers and unskilled workers. The skilled workers were very good at what they did and instructed the unskilled workers to perform simple task and to repeat it over and over again. This soon created the assembly line which helped the skilled worker get his job done faster since all the unskilled workers were helpingthe small task move along so the skilled worker could finish the project. Many of the unskilled workers were tired of repeating these motions and wanted to gain a skill set to become more valuable and earn higher wages. Therefore some of the first colleges were created to help teach these unskilled men new skill sets. Also, the workers in the factories created a new market demand for things such as housing, grocery stores, and department stores. Because of this new market demand, the US economy grew immensely from the late 1860’s to the 1920’s.

Shopping mall

Unfortunately, life has a way of dictating its own terms to the CEO and they are seldom ones that he expects or desires. Around 10 am, Lukas was dragged away from reviewing sales trends by a phone call. The receptionist had a prospective client interested in the company's products and asked whether she should the call through. The conversation lasted about 40 minutes. He put the phone down annoyed with himself for still not having worked out a procedure for handling prospective clients. Each new caller is put through to him instead of a sales person who could service the client professionally.No sooner had the call ended than the daily grind began. Problems in Getter's retail outlets started springing up like mushrooms. And, as usual, Impressions was the only person deemed capable of resolving them. As if all this was not enough, he had to make decisions connected with export sales (new client, new transaction procedures) and the technology department urgently required his assistance . Last but not least, Lukas had to find time to manage Getter's export department. And so it went on into the evening.The events of the passing day made it clear to Lukas that he had to delegate his mommies sales operations duties, including the retail store network management, to someone else. Lukas cannot bring himself to appoint a Country Sales Director to take over the Coo's duties in that area, even though the company has had a Sales Department for several years. For the time being, Lukas is not only the CEO of Getter but also the Head of the Sales Department. It is patently obvious that this is far too much work for which one person can cope.Delegating part of the sales work to a Sales Director would mean that Lukas could finally perform his duties as Getter CEO much more effectively. He could finally stop worrying about missing out on market opportunities because of his daily routine tasks. Given more time, he might even go a step further and, instead of trawling the market f or opportunities, he could go out and create them for Getter himself. All this, though, requires a clear head. Unfortunately, the decision to appoint a new Sales Director is not an easy one.Getter is a family business established by Lukas Imprecision's parent's and handing over one of its key areas of operation to a total stranger is emotionally difficult. It is an enormous challenge to trust someone with no family ties to be as omitted to the development of the organization as had been his parent's and Lukas himself. Another important decision regarding the recruitment of the new should the position be advertised on the open Job market? From Mushroom Grower to Meat Processing Plant The story of the Mineworkers is that of a typical Polish family business.Their family meat processing plant Getter is currently run by the founders' son Lukas who had gradually taken over the everyday management of the company from his parent's. Getter is classified as a medium-sized company with 144 emp loyees and the organizational structure was becoming more and more elaborate. The family business now consists of two business entities – Getter, a sole proprietorship set up by Mr. and Ms Impressions (Ukase's parent's) and its daughter company Mercy-Meat, a limited liability company established by Lukas himself. Lukas is the CEO of both companies.Getter is engaged in pig, cattle and horse slaughtering, and the fabrication of primal cuts of pork, beef and poultry. The company offers meat cuts (pork and beef quarters) to satisfy the domestic market and individual customer orders. Cured meats processing is another of its key business operations. The past business achievements of Mr. and Mrs. Impressions, and their son Lukas as well, are the direct result of staying true to their chosen path, being consistent in action and remaining open to risk. The Mineworkers started their business soon after they got married.Their first business venture was a mushroom farm which, they built up from scratch. Without any financial resources of their own, they applied for a bank loan, which made it possible to get started. This business was their first opportunity to main experience in company management, including export sales. Over time, however, the business gradually became less profitable as market conditions changed. Eventually, the Mineworkers were forced to make a difficult decision as to what to do next. Their next step was to establish Getter meat plant in 1992, while phasing out the mushroom business.The founders remained unchanged but the activity was completely new. Getter – Change after Change The Mineworkers' choice of business activity was largely influenced by the region in which they were living (a rural area approximately 100 km from Warsaw), as well as a heritage of meat products in Poland in the early sass. They decided to meet the market's needs and taking advantage of their location they founded a meat manufacturing plant which initially deal t primarily in pig slaughtering. Apart from the many obvious opportunities opening up for the company, there were also significant threats that could not be ignored.By entering a new market sector, the Mineworkers were back at square one, both with regard to business contacts and building a market presence. However, they still had the business experience that they had gained while farming mushrooms. Getter dealt primarily in pork production during its first four years of operation and the company distributed its product to meat processing plants. Having researched the prevailing market trends, the Mineworkers came to the conclusion that they would have to do more if they wanted to move their business forward.They soon purchased meat processing technology together with several core product recipes which, according to Lukas Impressions, â€Å"turned out to be â€Å"bluebells†. The production technologies were imported from the West but the product recipes were meats. Employing an expert with extensive experience in a large meat processing Lana was a major decision and one that was to have a huge impact on the success of the business. Drawing on his previous experience, this professional successfully implemented the newly purchased technology, procedures and recipes at Getter.Meat processing commenced in 1996, the year Getter cold cuts meats first appeared on the market. The Mineworkers stayed focused on ensuring that the needs of customers were met while the meat plant was in its early stages of development. Indeed, they were so overwhelmed with keeping their new business alive that they did not recognize future expansion opportunities. Arguably, the volatile and bearish business environment, the radical economic changes taking place and the protracted birth of a market economy in Poland all militated against making long-term plans.Until 2001 , the Mineworkers had remained convinced that their operations would be limited to the local domestic market. Unf ortunately, as they say, change is the only certainty in life. The Mineworkers, despite having worked out a course of action, were once again faced with a crucial decision regarding their company's continued existence. This time the agent generating the change was the forthcoming accession o the European Union, and in particular, its directives regulating the operations of the meat sector adopted in 2001-2002.The legislation set out requirements that meat producers had to meet in order for their products to be sold on the EX. market (the directives stipulated requirements concerning the adjustment of local procedures to EX. veterinary standards and production technology, the implementation of the HACK system and other quality certificates). Any meat producer that failed to adjust its operations to comply with EX. legislation was not permitted to operate after the ruinations period expiring in 2005. This was a major shock to the Polish meat and cured meat producers, including the Min eworkers.By the time new directives were in force, the Mineworkers meat plant had been renovated but it was able to meet EX. requirements only partially, with technological process lines still below required standards. The Impressions family was confronted with the problem of what to do next. They could do nothing and be confined to the domestic market after 2005, and additionally have their output restricted by regulations, or they could modify their operations so hat Getter could sell its products anywhere in the ELI.The Mineworkers held a brainstorming session in which a representative of the next generation – their son Lukas – took an active part. The meeting concluded with a decision to respond to the Ex.'s challenge and not give up. The Mineworkers and their son set about adapting the company's operations to comply with EX. standards. The result was that a new large plant was soon designed. The company decided to finance the investment with EX. funds and a bank l oan. Lukas Impressions prepared an application for EX. funds to subsidies the construction. And so, once again, the Mineworkers, in the words of their son Lukas, â€Å"went for broke†.Construction of the new plant was completed in 2004. The plant was equipped with state-of-the-art technology the family had seen in similar factories in Denmark and Switzerland, and the machinery was likewise purchased from those countries. The new plant had two independent process lines for pork and beef and poultry (these do not come into contact with each other as per plant succeeded in obtaining all certificates required under the applicable EX. Directives including HACK certification. Production was progressively moved to the ewe plant between late 2004 and early 2005.The old premises were then converted into a warehouse and other facilities. It should be noted also that the activities undertaken by the Impressions family went beyond restructuring the company in terms of technology and EX. quality requirements. One important aspect of the change was the recruitment of new staff with appropriate qualifications and experience. In 2004, some 50 new people who had previously worked in plants with similar production systems were employed. One of the most important development steps Getter ever took was to consolidate TTS position on the domestic market by launching its own retail chain.However, development of the retail network was put on hold while the new plant was being built and equipped in line with EX. standards. After 2005, the Mineworkers once again became involved in opening retail outlets and started building their network of wholesale and retail clients. It is interesting to note that Getter does not work with large commercial chains on the domestic market. The reason for this is that the company fears Jeopardizing the goodwill associated with a brand associated with top quality products.The high price the consumer would have to pay for such quality products was another factor that hampered such cooperation. Human Resources Management at Getter The accumulated experiences of Getter with regards to human resources management indicate that filling any knowledge gaps that had been identified within the company has been a core criterion in selecting new employees. This was certainly the case when Getter made the move to expand into cured meats in 1996. A specialist who had the necessary expertise and experience of having previously worked in another meat processing plant was hired.The company owners soon liaised that hiring an experienced professional was the right decision. The same decision was taken when the new HACK certified production plants opened in 2004-2005. Workers previously employed in similar businesses where HACK had been in operation and who possessed the necessary qualifications were hired (approximately 50 people in 2004). Hiring a professional Export Sales Director from another company with extensive past export experience w as another major decision the company made when it launched its export business in 2006.It is worth noting that Getter has not always factored in prior meat industry experience when hiring ewe staff. For instance, none of the staff hired in the Domestic Sales Department had ever worked in the meat business before. These people had to learn the basics of the meat industry from the bottom up. Getter uses a variety of sources and meaner to recruit new staff, depending on need. The current practice for less responsible positions such as lower level production workers is to post Job advertisements and then have the Production Manager conduct a recruitment and selection process.Potential employees are often recommended by existing staff members when Job advertisements are published (but only as required). Many of the candidates now applying for these positions are people returning from abroad and who have gained industry experience in other EX. countries. Meanwhile, personal professional and/or positions. The Export Sales Director (who was not only attracted by the financial incentives but by the challenges and the opportunities for professional development) is a case in point.Lukas realizes that the â€Å"business acquaintance factor† will cease to be sufficient in future and that the company will have to turn to professional head- hunting companies to find senior personnel as confidentiality considerations may ole out Job advertisements as a selection tool. Graph One: Getter's Organizational Structure Lukas is aware that, despite having been successful in building up a good team – evidenced by the relatively low turnover of senior staff and the moderate turnover of junior staff – finding the right people for the right positions, especially senior management positions, is not an easy task.In the case of senior staff, the question of making the right choice is further complicated by the fact that the founders of Getter have been managing the com pany with their son for a long time. Ceding the rower and authority that they have exercised so far has not been easy. Nor will it be easy to entrust the running of any further large elements their business to a stranger. The transfer of obligations to a person from outside the family always Production plants Domestic Sales Department Getting CEO Lukas Impressions Cured meats plant Administration A network of 25 retail outlets Export Department (Mercy-Meat SP. 0. 0. ) Slaughter plant induces stress and uncertainty as to their management style, but the company's rapid expansion leaves the Imprecision's with little choice. Lukas remembers only o well that he and his parent's were responsible for everything when the new plant was launched in 2004- 2005 and that it took a tremendous personal toll on them. In view of the complexity of the venture, they wanted to retain as much power as they could; they wanted to have maximum control over everything that went on within the organization so that they could immediately detect any issues that required improvement.This was a particularly difficult period in their lives. In time outsiders – professionals who began to incrementally take over part of their duties – Joined the many. In 2009, Lukas Impressions was faced with another HER management challenge. His parent's, who were becoming old and infirm, gradually started to withdraw from the business while leaving the company management in the hands of their son Lukas. He was not exactly alone as one of Illus.'s brothers was now in charge of Getter's technical operations, although he was not a member of the top management team.His sister and his other brother are still at school and it is hard to say whether they the time being, Lukas is the only Impressions family member entrusted with full authority over the business and responsible for the future of the family company. Getter's staff management involves a certain amount of trust in its employees and this ha s contributed to the character of the business. This is exemplified by a casual working style and a lack of strict supervision. This approach is rooted to a great extent in the fact that the owners made it a rule to encourage their employees to feel responsible for their work from the outset.Everyone hired by Getter was apprised of his or her responsibilities immediately. This approach also resulted in the staff identifying strongly with the company. Constantly developing and raising the qualifications of its workforce is an important dimension of the Getter approach to HER. To a large extent, this is achieved through the application of internal resources. Junior workers undergo basic training conducted by more senior workers who hold the necessary licenses. Depending on individual needs, higher level personnel may attend external training courses. This, however, is not common.The scope of internal training at Getter is limited and outsourced training is a rarity (e. G. One training course was devoted to acquiring laity certificates). The Getter CEO deems the existing knowledge base satisfactory but staff development and the need to expand organizational knowledge resources are still major issues. After all, the company is continually expanding. That is why one of the most important tasks on the checklist of things to do in the nearest future is to deal with the issue of employee training in a more efficient and well thought-out manner.As far as the motivation of employees is concerned, money bonuses are the prime motivator at present. No motivation system meeting all staff requirements has yet been devised. Nobody is responsible for HER management at the company at present. Any activities that come under this heading are deemed to be staff-related administrative matters and are handled by two people. The Sales Department Lukas Impressions set up a Sales Department to handle domestic sales at the end of 2004 when he returned to the business after completing hi s university education.The core activity of the Sales Department is to manage a network of retail outlets in Ammonias Videodisc. Lukas was the brains behind the project. He came up with the idea of establishing such stores in 2001 when he was studying management. Four stores had already been set up by 2004 but creating the Sales Department accelerated the growth of the network. Twenty five outlets had opened by the beginning of 2010 and there are plans afoot to open even more in the very near future. In 2005, Lukas hired Anna to work in the newly created Sales Department and support the development of the retail network.Anna soon turned out to be a valuable employee. She had relatively little experience in sales and little knowledge of the meat sector, but this was more than compensated for by her openness to new challenges and her willingness to get up to speed on the industry. She acted as Illus.'s assistant and, through working together with him, got to know the rules governing t he meat market and his management style. For his part, Lukas gave her a free hand over a wide range of activities in view of her rapidly expanding competence and knowledge about both the market and the company.He placed and her creative input in the development of the network was what he valued most. Together they recruited competent store managers and sales assistants for their retail outlets. Anna had a good intuition about people and Lukas consulted her when hiring staff. The selected candidates were always the best choice, thanks to Anna's excellent knowledge of the company and her insight. Today, her Job description encompasses managing the retail outlets she is in charge of so that they operate efficiently and effectively.Anna is also involved in setting up new outlets. In late 2009 and early 2010, for instance, she was responsible for the opening of 3 new stores, the selection and recruitment of staff (store manager and 4 to 6 sales assistants in each store), the interior dec oration and the procedures for having them approved by the relevant authorities (e. G. Sanitary authorities). Lukas delegated most of the contacts with the stores' various service providers (from contacts with media suppliers to store equipment producers) to her.Apart from all that, all of the store managers report to Anna and she also manages the remainder of the sales team, which currently consists of two other people (one was hired in 2007 and the other in 2010). There are already enough headaches for her now with 25 outlets and roughly 140 employees. Each is employed as a Sales Representative, receives a monthly salary, and is responsible for approximately 8 outlets. They are monitoring the market trends. This particular market has its own idiosyncrasies and is highly volatile, especially when it comes to prices.The sales representatives have to be alert at all times and cannot afford to take their eyes off the competition. The speed with which Getter can react to market changes depends to a great extent on their vigilance. Anna is clearly the De facto head of the Sales Department and is responsible for the company's retail outlets. Yet it is Lukas who makes all the decisions. He is the one everybody goes to whenever a problem arises and he is the one who comes up with all of the solutions. Anna only takes over once Lukas masticates his solutions to her.But this can take a lot of time and the daily operation of the retail stores is already time consuming enough. Retail Outlets – Key Company Resource Getter owns a network of meat retail outlets which it is intent on developing by opening new outlets and by ensuring that each shop offers high-end customer service, as well as top quality products. Getter shops offer a complete range of pork, beef, poultry and cured meats. The company has supplemented its product range with bread (frequently baked on the premises) and spices to fulfill all the needs of its customers.Getter has been selling a line of CEO meats (a line of 7 â€Å"Premium† high end top quality products with salt as the only preservative) for over a year. Getter guarantees that the meats offered in its retail shops are of the utmost quality. Quality assurance has always been the Impressions families top priority. Getter's top quality products require the best available employees and the requirements laid down for store staff are strict. That they are selling top quality products and that quality comes at a premium is drilled into them from day one.This applies to sales staff as much as it does to store managers. In practice, this meaner that each and every customer should leave the shop knowing that he or she has Just bought a top-quality product. The staff of each shop consists of a manager and between 4 and 6 sales assistants. Remuneration of shop workers is based on commission. Lukas will visit the shops himself occasionally. This is partly to check whether everything is running smoothly and in line with his expectations, but mostly to meet his staff and customers in person.This is what Lukas says of these visits: â€Å"l like to do a little tour of the shops when there is time. It's nice to talk to the staff in arson sometimes and to see how our products are showcased, to listen to what our customers have to say about our meat and to talk to them. I often get a chance to meet the staff hired by Anna in person during these visits. † According to Lukas, the potential of the domestic market is still not being fully exploited given the quality of Getter products. He is considering expanding the Ammonias Videodisc retail chain and increasing domestic sales.The company is planning more retail outlets over the next few years. This will mean more sales representatives. The company would like to have one representative per 10 stores. For practical purposes, this will also mean more problems in the daily operation of the Sales Department and the individual stores. The current sales repre sentatives relate well to the company and problems are rare. Not having full control over their work is one nagging concern he has. The more sales representatives, the more supervision they need.And dealing with this problem will chew up a lot of the Sales Director's time. There are already enough headaches now with 25 outlets and roughly 120 employees. Lukas knows this better than anyone. Some days, every one of the 25 stores will ring him with problems. Everyone knows that Anna is responsible for stores but they still call him. There seems to be a problem in communicating the information that Anna is the person to call for day-to-day problems. This invisible communication barrier will have to go before there can be any more stores.Ukase has also set himself the goal of expanding beyond the existing retail network and establishing a nationwide presence. Virtually all products are sold through company stores. On one hand, because of the high quality of its products, Getter is not in terested in working with large retail chains that value price over quality. On the other hand, reaching wholesale stores and wholesale networks who might be interested in selling Getter's top quality products requires dedicated promotional activities addressed to these stores. Unfortunately, at the moment, there is nobody in the company responsible for market promotion.Apart from a few rudimentary sessions, the company does not engage in this type of promotional activity. There is nobody in the company responsible for producing any kind of catalogue containing a full and up to date product portfolio or for updating the website. Ukase does not eave time to deal with this aspect of the business and all attempts to outsource these services have so far proven disastrous (because, in the Coo's opinion â€Å"website designers cannot meet the company expectations as the company does not know what it wants†).Another key problem is to nominate a sales team member responsible for handl ing prospects and answering their questions. Lukas is adamant that the right person for the Job is not him. A Challenge for the CEO of Getter The business development plans for Getter and the requirements they generate have made it clear to the CEO that the decision to appoint a Sales Director and revealing state of affairs where Anna is unofficially responsible for the department and the retail chain is highly inefficient. Lukas has often found himself, and not Anna, as the primary contact person when problems have arisen.It goes without saying that the decision to have the Sales Department managed professionally has to be taken soon but the question of how to find the right candidate for the position remains unanswered. At first viewing, Anna seems to be the obvious candidate. She has the longest period of service in the Sales Department, she is familiar with the Coo's management style, she knows the company inside out and her intuition has been vindicated on the numerous occasion s that she has selected the best candidates for Getter. She was also actively and effectively involved in setting up the retail chain.Unfortunately, Lukas believes that there is a huge question mark hanging over her. Lukas is uncertain about Anna's future and her commitment to the Sales Department as she is considering having another baby. He knows from prior experience that when her child needs attention, Anna has to leave work to deal with the matter, so having another child would possibly add to this difficulty. Lukas knows that he could be accused of being sexist for thinking this but he suspects every owner of an SEEM goes through this dilemma.He also knows that he should judge Anna's ability to do the Job based on her professional abilities and not on her personal life. He believes that he is an understanding person with a positive attitude towards other people but he wonders if he can let his family business be affected by any competing claims on Anna's time that parenthood b rings. Employing someone from outside of the company might be problematic because of Getter's location. Both the company and the production plant are situated near mall cities like Pullouts or Castro? ¬aka, both approximately 100 km from Warsaw.Another issue with employing an outsider is that the successful candidate would have to pick up the specifics of the company and start thinking â€Å"the Getter way' very quickly. This is crucial as Getter's products are of very high quality, which translates into higher prices, which in turn makes the acquisition of new clients harder than it would be in the case of regular quality meat (large chain stores are more interested in low prices than quality). The potential Sales Director should have experience in the eat industry and a sound knowledge of the market.He or she also needs to have ‘know-how, which is what Getter needs most at this moment. Another question is how would Anna react when she finds out that a new Sales Director i s being recruited from outside? Will this denominate her or, in the worst case scenario, prompt her to leave the company? Lukas has to decide how to conduct the recruitment process and what resources should he use – head hunters, press advertisements or some other option? The CEO is also faced with the challenge of devising and implementing effective control mechanisms for the new Sales Director ND the Department.On one hand, these measures should give the director a large degree of autonomy, but on the other they need to give Lukas a sense of security that the department is working effectively and that the results meet the expectations of the company's owners. This is especially important given that the development of the retail outlets is one of Getter's key objects. Lukas feels that it is important for the new monitoring mechanism not to Jeopardize its identity of a family company and great deal of freedom but, at the same time, he has made sure that everyone knows the pre cise scope of their responsibility.Impressions is aware that the company's further growth may render this approach inadequate and make effective control mechanisms necessary. Ukase has attempted to make internal company communication more formal. In view of the specificity of the market and the considerable price fluctuations of meat products, management needs to be apprised of such matters as soon as new information becomes available if the company is to function effectively. The solutions adopted tussah have proved ineffective. The current regimen of sales staff meetings held every Monday or every other Monday is not producing the expected results.Either the meetings are cancelled because something urgent crops up or the volume of data collected by the sales representatives is so great that it is difficult to extract the most important facts and figures. The next area that needs to be worked out is the design and implementation of support procedures for the retail outlets. Some pr oblems are not limited to a single store, as can be seen from the company's track record. Therefore, the development of a single manual or code of conduct containing ways of dealing with the most frequently encountered problems would streamline the work of both store managers ND Sales Department staff.It would also give them more time to spend on other tasks. The Sales Director would also benefit as he or she could finally focus on expanding the retail chain and looking for new locations. Officially delegating the management of the Sales Department onto a newly appointed manager wo