Managing internet security

When the Internet was developed it was for inter-operability, not for impenetrability. Business managers and professionals alike are responsible for the security, quality, and performance of business information systems   Thus hardware, software, networks, and data resources must be protected by a variety of security measures.   Cyberlaw only began to emerge in 1996 since then debate continues regarding the applicability of legal principles derived from issues that had nothing to do with cyberspace.  There are laws intended to regulate activities over the Internet or via electronic communication devices   These laws encompasses a wide variety of legal and political issues and includes intellectual property, privacy, freedom of expression, and jurisdiction  The intersection of technology and the law is controversial.  Some feel the Internet should not be regulated.  That encryption and cryptography make traditional form of regulation difficult.  The fact is that Internet treats censorship as damage and simply routes around it. 

The estimated cost of Viruses, Trojans, Worms as outlined as the cost of the top five virus families

·         Nearly 115 million computers in 200 countries

              were infected in 2004

·         Up to 11 million computers are believed to

              be permanently infected

·         In 2004, total economic damage from virus

              proliferation was $166 to $202 billion

·         Average damage per computer is between

              $277 and $366

 

Software programs such as Adware and Spyware purportedly serves a useful purpose, and often does that by allowing advertisers to display pop-up and banner ads without the consent of the computer users.  They use the Internet connection in the background, without the user’s permission or knowledge and also capture information about the user and send it over the Internet.  Other problems with Spyware are that they can steal private information and also add advertising links to web pages and redirect affiliate payments.  They can change a user’s home page and search settings to make a modem randomly call premium-rate phone numbers, O’Brien/Marakas, (2010, pp.459-481).  They can leave security holes that let Trojans in to degrade system performance.  These are all detrimental effects of IT often caused by individuals or organizations not accepting ethical responsibility for their actions.  Base on these findings the following steps are necessary to safeguard companies, business professional and consumer computers.  Companies and consumers can protect themselves by using software programs that protects against viruses, spyware, Trojan horses, worms, bots, and root kits.  IT Security Audits must be performed by internal or external auditors. Have it reviewed and evaluated for security measures and management policies.  The goal is to ensure that proper and adequate measures and policies are in place

Internetworked Security Defenses

Using software programs with encryption allows for data to be transmitted in scrambled form.  It is unscrambled by computer systems for authorized users only. The most widely used method uses a pair of public and private keys unique to each individual.

1.        Anti-Virus Software

Firewalls

·         A gatekeeper system that protects a company’s intranets and other computer networks from intrusion

·         Provides a filter and safe transfer point for access to/from the Internet and other networks

·         Important for individuals who connect to the Internet with DSL or cable modems

·         Can deter hacking, but cannot prevent it

Internet and Intranet Firewalls for Companies and Business Professionals

1.        External firewall keeps out unauthorized internet users

2.        Internal firewall keeps prevent users from accessing sensitive human resources or financial data.

3.        Passwords and browser security features  control access to specific intranet resources

4.        Intranet server feature provide authentication and encryption where applicable.

5.        Network interface software is carefully crafted to avoid creating security holes to back-end resources.

2. Email Monitoring

·         Use of content monitoring software that scans for troublesome words that might compromise corporate security

·         Virus Defenses

·         Centralize the updating and distribution of antivirus software

·         Use a security suite that integrates virus protection with firewalls, Web security, and content blocking features

3.        Other Security Measures

Security Codes

·         Using multilevel password system and encrypted passwords

·         Using Smart cards with microprocessors

·         Backup Files  and creating duplicate files of data or programs

Security Monitors

·         Monitor the use of computers and networks

·          Protects them from unauthorized use, fraud, and destruction

Biometrics

·         Computer devices measure physical traits that make each

               individual unique, Voice recognition, fingerprints, retina scan

Computer Failure Controls

·         Prevents computer failures or minimizes its effects

·         Preventive maintenance

·         Arrange backups with a disaster recovery organization

In the event of a system failure, fault-tolerant systems have redundant processors, peripherals, and software that provide - Fail-over capability and shifts to back up components.  Fail-save capability allows the system to continue to operate at the same level.  A disaster recovery plan contains formalized procedures to follow in the event of a disaster which employees will participate and what their duties will be and also what hardware, software, and facilities will be used.

References

James A. O’Brien, George M. Marakas, 2010 Introduction to Information Systems

Huawei

http://www.huawei.com/software/service.do

Raytheon

http://www.raytheon.com/capabilities/products/cybersecurity/

ManageEngine

http://www.manageengine.ca/?utm_source=google&utm_medium=cpc&utm_campaign=manageengine&gclid=CLCM4LCF26UCFQp75Qodaywdkg

Business Manager as Responsible end user of information systems

By TEchi

Information systems play a vital role in the e-business and e-commerce operations, enterprise collaboration and management, and strategic success of businesses that must operate in an internetworked global environment.  The field of information systems has become a major functional area of business administration.  Business manager must realize that information is a powerful resource that cannot be used in an inappropriate matter.  As a manager or other end user of information, we must insure that we always consider the ethical responsibilities of the use of information.  For example, information technology might be used in an improper, irresponsible, or harmful way, which can hurt other individuals or society as a whole.  Information systems must be managed to benefit society while meeting the goals of the organization.  Irresponsible use would include taking advantage of access to confidential data for personal gain or interest.  O’Brien and Marakas (2010) published IS framework for managers the knowledge that a business professional needs to know to include: - 

However managers or business professionals are not required to know the complex technologies, abstract behavioral concepts, or the specialized applications involved in the field of information systems.  To illustrates a useful conceptual framework that outlines what a manager or business professional needs to know about information systems; five areas of knowledge are emphasized as follows:

·          Foundation Concepts

·         Information Technologies

·         Business Applications

·         Development Processes

·         Management Challenges

In order to enable the manager to responsibly function the above knowledge base can be described as

·          Foundation concepts: fundamental behavior, technical, business, and managerial concepts like system components and functions, or competitive strategies;

·         Information technologies: concepts, developments, or management issues regarding hardware, software, data management, networks, and other technologies;

·         Business applications: major uses of IT for business processes, operations, decision making, and strategic/competitive advantage;

·         Development processes: how end users and IS specialists develop and implement business/IT solutions to problems and opportunities arising in business; and

·         Management challenges: how to effectively and ethically manage the IS function and IT resources to achieve top performance and business value in support of the business strategies of the enterprise.
 

An understanding of the effective and responsible use and management of information systems is important for managers and other business knowledge workers in today’s global information society.  Information systems and technologies have become a vital component of successful businesses and organizations.  An information system model expresses a fundamental conceptual framework for the major components and activities of information systems.  Information system depends on the resources of people, hardware, software, data, and networks to perform input, processing, output, storage, and control activities that convert data resources into information products.  The information systems model outlined by O’Brien and Marakas (2010) emphasizes some major concepts that can be applied to all types of information systems:

Looking at it from that vantage one can say that a system is a group of interrelated components working together toward a common goal by accepting inputs and producing outputs in an organized transformation process.  A system (sometimes called a dynamic system) has three basic interacting components or functions.  These include: Input involves capturing and assembling elements that enter the system to be processed.  Processing involves transformation processes that convert input into output.  Output involves transferring elements that have been produced by a transformation process to their ultimate destination.  Managerial end users need to know how information systems can be employed successfully in a business environment. The important question for any business end user or manager is: - What do I need to know in order to help manage the hardware, software, data, and network resources of the business, so they are used for the strategic success of the company?  Having a clear answer and knowledge to the question can help enormously.

Thus an information system (IS) can be any organized combination of people, hardware, software, communications networks, and data resources that collect, transforms, and disseminate information in an organization.  In Information Technologies - business professionals rely on many types of information systems that use a variety of information technologies.  Managers need to demonstrate how to responsibly and effectively utilize these types of IS which can be -

 

·         Manual (paper-and-pencil) information systems

·         Informal (word-of-mouth) information systems

·         Formal (written procedures) information systems

·         Computer-based information systems

Computer-based information systems (IS) use hardware, software, the Internet, other telecommunications

networks, computer-based data resource management techniques, and other forms of information technologies to transform data resources into a variety of information products for consumers and business professionals.  Managers must insure that they always consider the ethical responsibilities of the use of information that is at their disposal.

References
 

Taylor, M. J., Moynihan, E. P., & Wood-Harper, A. T. (2002). End-user computing and information systems methodologies. 8(1). doi: 10.1046/j.1365-2575.1998.00005

HOW TO DEVELOP A MANAGEMENT INFORMATION SYSTEM, CERIS – PAC Research Training Project

O’Brien, J. A., & Marakas, G. M. (2010), Introduction to Information Systems 15^th ed. ISBN-10: 9780073376813

 

The Case for a business Turnaround summary

In several of these case studies I saw different strategies employed by each corporate entity to manage challenges in time of distress to refocus and readjust their mission statements.  The first case study which has to do with Scott Paper company presented a delicate situation whereby the company has to reduce payroll by 35% by eliminating 11,200 jobs, or go bankrupt.  The turnaround consultants were brought to each of the firms to device and execute plan for corporate renewal on assumption that each of the firms have enough potential to make it worth saving.  The root causes of the crisis were identified.   Scott Paper was resoundingly worth saving and eventually made a healthy turnaround by selling and eliminating many unnecessary corporate properties and perks. I also encountered the frequent root causes of corporate distress which included some of the followings:

·         Revenue downturn caused by a weak economy

·         Overly optimistic sales projections

·         Poor strategic choices

·         Poor execution of a good strategy

·         High operating costs

·         High fixed costs that decrease flexibility

·         Insufficient resources

·         Unsuccessful projects

·         Highly successful competitor

·         Excessive debt burden

·         Inadequate financial controls

The second case study was Intel memory chip technology whose approach to realigning their company goals was called “creative destruction.” When there is a technological improvement on technology production and your business entity doesn’t want to get left behind then you must turn to “strategic infection point” as did Intel.  Another interesting case was that of AT&T.  A corporate entity may not be functioning well strategically as one big conglomerate as was the case with AT&T; so breaking up the entity into subdivision and selling off some worked well for them to restructure the corporate entity.  The fourth alternative was the proposed corporate merger/acquisition by Lockheed as one other problem solver for some industries that need to be on top of Aerospace/defense game.  The tire industry case study was one with the demand shift.  The U.S. tire manufacturers knew that if they did not change to meet the customers’ demand shift they will be left out of the radial tire business.  

While each case was unique, the turnaround process frequently had involved the stages of management change - consultants were called in to manage the turnaround of the firm.  Situation analysis was performed to evaluate the prospects of survival on assumption that firms were worth turning around, depending on the root causes of the distress.  As a result of the strategic analysis the following were implemented in some of the corporate entities:

1.       Change of top management

2.      Divestment of certain assets

3.      Reformulation of strategy

4.      Revenue increase

5.      Cost reduction

6.      Strategic acquisitions

 Emergency action plan was also implemented to achieve positive cash flow as soon as possible by eliminating departments, reducing staff, etc. There was business restructuring, once positive cash flow was achieved, the strategic plan was implemented, improving continuing operations, adjusting the product mix and repositioning products as necessary. The management team begins to focus on achieving sustained profitability.  Return to normalcy - the company becomes profitable and the changes are internalized. Employees regain confidence in the firm and emphasis is placed on growing the restructured business while maintaining a strong balance.

Organizational Behavior, Leadership, and Ethics

Organizational Behavior, Leadership, and Ethics

 “Assessing and Managing Workplace Conflict”

INTRODUCTION

Open the business section of your local newspaper or tune into the sports channel on television, and you will undoubtedly hear about the latest disagreement, strike, grievance, walkout, or other management-labor dispute. Continue to follow the story, and you will hear about methods that are being used to resolve the conflict. For example, a mediator may have been called in to help Major League Baseball players who are striking or on walkout to reach a resolution. Alternatively, Teamsters members may have called in an arbitrator to help resolve a walkout. In either case, alternative dispute resolution methods are at the heart of solving an escalated conflict. When a conflict or disagreement is born, it can generally be managed through simple resolution processes such as compromise or accommodation. If resolution does not occur, alternative dispute resolution (such as mediation or arbitration) is the method of choice. Obviously, the situations in which this would be true tend to be complex, challenging, and significant to the continued operation or viability of an organization. The ultimate goal of conflict management is to have each dispute resolved fairly and equitably. Furthermore, the ability of leaders to resolve conflict, and the ways conflict are addressed and resolved, will have a direct impact on the motivation of the organizational members.

AN EXAMPLE

Nordstrom’s is a department store chain located throughout the United States. It is consistently recognized as among the top companies in providing customer satisfaction. How it accomplishes this is a case study in the effective application of conflict management techniques. Let’s take the example of a customer who purchases a jacket at Nordstrom’s, wears it a few times, and decides the quality of the jacket is not up to par. Unfortunately, the sales receipt has been misplaced, the tags have been removed, and it has been six months since the purchase. The customer is upset about having spent several hundred dollars on a product that was not good quality and returns to Nordstrom’s with a complaint. A conflict situation has been created.

Customer service policies have been developed at Nordstrom’s, which emphasize application of the accommodation approach in cases of complaints or conflict. In addition, sales associates are empowered to take whatever action is necessary to resolve customer complaints to the customer’s satisfaction. Thus, in this example, when the jacket is returned to the store, the sales associate respectfully listens to the customer’s complaints, does not engage the customer in a debate about how long it has been since the purchase, or how extensively the jacket was worn. The sales associate researches the purchase, credits the customer with the purchase price, and assists in helping the customer find an alternative jacket if desired. There is no challenge and no argument. The customer walks away satisfied with the outcome. The sales associate feels satisfaction in having helped a customer feel positively about Nordstrom’s and who will be inclined to return for future purchases. The conflict is resolved. 

SUMMARY

Including these lessons on how to manage conflict enhances your leadership “tool box”.  The knowledge base and skills you develop in this course will help you excel both personally and professionally. Keep in mind that the bottom line of conflict management and alternative dispute resolution, the method to the madness, is to make sure there is a fair and equitable result in resolving disagreements. Also, remember that in order to excel, you must practice your conflict management skills and you must, at all costs, keep your cool when managing or mediating conflict. Don’t engage in the conflict, and stay focused on what you are trying to accomplish. If you maintain your focus, you will be successful! 

This week provides an overview of the styles of conflict management as well as a foundation for understanding dispute resolution. As you study about how conflict emerges, consider the influence of organizational culture and how the culture within a company drives the competitiveness and potential dissention within it. Firms, which are in high growth markets and those, which are in the entrepreneurial life cycle stage will, typically, be excellent breeding grounds for interpersonal, intergroup, and intraorganizational conflict. In a highly competitive environment, disagreement (a.k.a. conflict) naturally emerges. Consider this for a moment---conflict is not always a negative and can, in fact, be a positive. We tend to assume that when conflict exists, it is undesirable. However, it can exemplify the kind of creative tension that is evident in the best of organizations and should, in some instances, be encouraged. As you are reading through the material, keep in mind that the range of conflict management styles might, in fact, be even more extensive if we include those consistent with managing positive conflict. 

By Dr. Glaid

OPTIONAL WEEK THREE DISCUSSION QUESTIONS TO GET US THINKING

W3Q1 – Various Styles

How do the various styles of conflict management compare and what are the benefits and drawbacks of each style? Which is the best style of managing conflict? Explain.

Substantive - A disagreement over goals, and the means for their accomplishment.

Emotional - Interpersonal difficulties that arise over feelings of anger, mistrust, dislike, fear, and resentment

Two persons debating each other aggressively on the merits of hiring a specific job applicant is an example of a substantive interpersonal conflict.

Intrapersonal:

•          Approach-approach conflict occurs when a person must choose between two positive and equally attractive alternatives.

•          Avoidance-avoidance conflict occurs when a person must choose between two negative and equally unattractive alternatives.

•          Approach-avoidance conflict occurs when a person must decide to do something that has both positive and negative consequences.

Intergroup – disagreements that arise among group members.  Often seen in the  ‘forming’ stage of team development.

Each of them are unique but  managers and team leaders must be able to recognize potential conflict situations, identify likely causes, and deal with them in ways that best serve the organization and the individuals involved,        It's important to remember that there are many strategies we can use in conflict situations, but each of us tends to habitually use some strategies more often than others.  To most effectively resolve a conflict, we should use the strategy that is most appropriate for that particular conflict situation.  However, that strategy might not be the strategy that we habitually use.

W3Q2 – Management Control

Should workplace conflict be eliminated within organizations to ensure effective management control? Why or why not?

When the antecedent conditions become the basis for substantive or emotional differences between people or groups, the stage of perceived conflict exists  If it were possible to eliminate all conflict, there would be no conflict research facilities.  Managers must be alert to destructive conflicts and be quick to take action to prevent or eliminate them—or at least minimize their disadvantages.  According to Schermerhorn et al (2010) Organizational Behavior (ch10) Culture and cultural differences must be considered for their conflict potential.  Cross-cultural sensitivity and respect for differences helps defuse dysfunctional conflict.

W3Q3 – Conflict & Strategy

How can organizational conflict be linked to organizational strategy? How can the occurrence of organizational conflict act as a positive force?

Conflict can be linked to an organizational strategy when it does not build on - Other cultural dimensions that managers and teams should focus on that should be the emphasis on groups vs. the individuals, the perceptions of time, interpersonal space, consideration of facts vs. ideas, and to use and importance of status and power.

Schermerhorn et al (2010) Organizational Behavior (ch10) - Conflict can be addressed in many ways, but the important goal is to achieve or set the stage for true conflict resolution. The process begins with a good understanding of causes and a recognition of the stage to which conflict has developed.  Constructive conflict can act as a positive force for an organization, in which case two teams are completing against each other.

W3Q4 – Conflict & Motivation

What is the relationship between conflict and conflict management, and the motivation of organizational members? Please share examples to help illustrate your response.

The term conflict refers to perceived incompatibilities resulting typically from some form of interference or opposition. Conflict management, then, is the employment of strategies to correct these perceived differences in a positive manner

W3Q5 – Recommendations

What recommendations do you offer the class for discussion purposes, on ways to help to either prevent conflict, or are useful in resolving organizational conflict.