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Written by James McCallum
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 President Obama's announcement that he intends to limit compensation for CEO's of banks that accept TARP funds is only the tip of the iceberg. This one gives real meaning to the concept of Good Bank/Bad Bank and it could get ugly. As the government led economic recovery plan is implemented the banking system will still require massive capital infusions to maintain solvency. This will usher in far reaching structural and systemic changes in the banking system and capital market industries. Executive compensation is but a minor issue.
These structural changes risk creating a bifurcated banking system. The Bad Bank, so designated because it was placed into a timeout with a capital infusion by a benevolent state agency will be forced to change the banks demeanor and the manner in which it conducts business. These Bad Banks will become wards of a state intent on controlling behaviors by minimizing the risk posture these types of institutions can assume. Good Banks, so named because they remain above the need to accept the federal largess of TARP funds, will be free to conduct business without the additional cumbersome oversight of regulatory agencies.
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Written by Dr. Linda Eagle
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 Islamic banking is one of the fastest growing sectors of the financial industry. But in order for Islamic Financial Institutions (IFIs) to remain competitive with conventional banks, IFIs must be able to deliver specialized products and services to meet customer needs. Microfinance—a division of finance ideologically compatible with Islamic finance, capable of Shariah-compliancy, and possessing a sizeable potential market—is a perfect fit for inclusion in IFIs’ new products and services.
Microfinance is comprised mainly of microcredit practices—the extension of very small loans, known as microloans, to those who do not have access to traditional financial services due to lack of collateral, employment and credit history.
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Written by Dr. Linda Eagle
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 Twice a month, Rose Anite, a 26 year old Sudanese woman, buys fish from a location near the Nile River in Uganda. Rose then sells the fish at the open market in the Sudanese city of Yea. However, due to poor roads and a crumbling infrastructure, Rose’s trips to Uganda last a long and wearisome seven days. In order to improve her business and her quality of life, Rose joined SUMI, the Sudan Microfinance Institution. From SUMI, Rose took out a loan equivalent to $100—a large sum considering Rose started her business with the mere equivalent of $75. With the money from her loan, Rose is able to buy fish in larger quantities – allowing her to make more from each trip. Even this small increase in profits has made a significant difference to her quality of life.
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Written by Dr. Linda Eagle
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 As the world of business becomes increasingly global and homogenous, cultural differences have faded into the background or even disappeared altogether. It seems then that if a concept is able to be taught, it would stand to reason that the concept could be simply translated into other languages and taught on a global scale. All members of a working society would understand new methodologies and systems in the same manner and would be able to begin using new information right away to further the productivity of the business. This, however, is not always true.
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Written by Dr. Linda Eagle
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 Position Management as Training Development Opportunity. Every organization has a sphere of influence that identifies its added value to the organization. Internal training has suffered serious setbacks in recent years indicated by widespread departmental cut backs and outsourcing across all industries, of all sizes, in this country.
Senior management questions to training groups have typically centered on the time spent on the “activities” of staff development without the noted and defined links to the company’s strategies and goals. In addition, it is a fact that training cuts did not occur where the organization perceived value and where training units indicated the bottom line value that existed. That is how the game is played and won in successful organization
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FDIC Acquisitions Policy Manual