netrashetty
Netra Shetty
COF, or Capital One Financial Corp. (NYSE: COF) is a U.S. based bank holding company specializing in credit cards, home loans, auto loans, banking, and savings products. A member of the Fortune 500, the company helped pioneer the mass marketing of credit cards in the early 1990s, and it is now the fourth largest customer of the United States Postal Service and has the 8th largest deposit portfolio in the United States.[3][4] It has its corporate offices in Tysons Corner, unincorporated Fairfax County, Virginia, near McLean.[5]
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President
Richard Fairbank
5
Director
Pierre Leroy
3
Director
Edward Campbell
Director
Bradford Warner
2
Director
Ann Hackett
3
Director
Mayo Shattuck
6
Director
Patrick Gross
Director
Stanley Westreich
3
Director
Lewis Hay
Director
Ronald Dietz
CFO
Gary Perlin
2
CIO, Customer Management
Robert Alexander
Risk Management
PS
Human Resources
JB
Strategy
SM
Legal & Secretary
JF
Canada
RL
Banking
LP
Card
RS
Financial Services
SY
Chief of Staff
FL
Commercial Real Estate Banki...
RL
Controller
SM
Finance
CR
Credit Risk Management
MZ
Credit Risk Management
MM
Corporate Affairs
RW
Corporate Real Estate
DM
Human Resources
FK
Diversity
RK
Brand Marketing
BM
CIO & Operations
KB
Marketing & Analysis
JF
Business Development
KB
Information Technology
DG
Marketing & Analysis
MW
Operations
HC
Risk Operations
DW
Operations
JP
Customer Management
RF
Customer Management
KG
Another problem is the limited collective exchange of feedback from one level to another in a cycle of top-down and bottom-up flow of information. The reporting system at Dawson’s Automobiles involves a daily printed report of activities made by the administrators from the reports of the sales executives and given to the managing director. There appears to be no other significant venues of exchange other than this. This becomes a problem in the development of an information system because updated information depends on the openness of personnel to share data to serve as basis of decisions and justification of actions. Fostering an appreciation of open communication supports the development of an information system for Dawson’s Automobiles.
Still another problem is the alignment of technical language of the information system and the traditional communication language. Coordination becomes necessary in the effective functioning and utilization of the information system. This gives rise to a problem when the technical team cannot explain, in understandable terms; the technical aspects of operating the information system and personnel do not have enough experience with networking to understand completely the manner of working within an information system. When this happens, antagonism could develop between the technical team and personnel affecting the success of the information system project.
I certify that my modifications are exact
Confirm Cancel
President
Richard Fairbank
5
Director
Pierre Leroy
3
Director
Edward Campbell
Director
Bradford Warner
2
Director
Ann Hackett
3
Director
Mayo Shattuck
6
Director
Patrick Gross
Director
Stanley Westreich
3
Director
Lewis Hay
Director
Ronald Dietz
CFO
Gary Perlin
2
CIO, Customer Management
Robert Alexander
Risk Management
PS
Human Resources
JB
Strategy
SM
Legal & Secretary
JF
Canada
RL
Banking
LP
Card
RS
Financial Services
SY
Chief of Staff
FL
Commercial Real Estate Banki...
RL
Controller
SM
Finance
CR
Credit Risk Management
MZ
Credit Risk Management
MM
Corporate Affairs
RW
Corporate Real Estate
DM
Human Resources
FK
Diversity
RK
Brand Marketing
BM
CIO & Operations
KB
Marketing & Analysis
JF
Business Development
KB
Information Technology
DG
Marketing & Analysis
MW
Operations
HC
Risk Operations
DW
Operations
JP
Customer Management
RF
Customer Management
KG
Another problem is the limited collective exchange of feedback from one level to another in a cycle of top-down and bottom-up flow of information. The reporting system at Dawson’s Automobiles involves a daily printed report of activities made by the administrators from the reports of the sales executives and given to the managing director. There appears to be no other significant venues of exchange other than this. This becomes a problem in the development of an information system because updated information depends on the openness of personnel to share data to serve as basis of decisions and justification of actions. Fostering an appreciation of open communication supports the development of an information system for Dawson’s Automobiles.
Still another problem is the alignment of technical language of the information system and the traditional communication language. Coordination becomes necessary in the effective functioning and utilization of the information system. This gives rise to a problem when the technical team cannot explain, in understandable terms; the technical aspects of operating the information system and personnel do not have enough experience with networking to understand completely the manner of working within an information system. When this happens, antagonism could develop between the technical team and personnel affecting the success of the information system project.
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