Turley is in a hotel room during the attack, it takes him time to coordinate a team to handle the crisis. The worst is that the team or the employees of the institution do not have proper knowledge of the technical operations of the system or the website hence they have to move all the way to the provider who cannot be reached over the phone at the time. The customers are at stake since their credit cards are in the verge of being stolen at any moment then. Taking into account the short period presented to Bob to handle the crisis as the CIO, we have to commend him for the enormous tasks he had to perform. It is also important to note that one of the obstacles is that the scenario was complicated. The case shows vividly that all the communication line got broken down during the attack prompting stress and panic among all the junior employees (Pendlebury & Groves, 2004). There is no clear division of duties to enhance the operations of the firm effectively and efficiently. Duties and responsibilities have to be assigned during the attack and this is further fueled by the existence of the outdated emergency procedures. We are informed from the case that, Bob during his tenure was to install or renew the system which they had no done up to this far and therefore had to move with speed most so after the occurrence of such vices. Another major problem was with Qdata the computer service provider. The firewall and the infrastructure of the services provided by them were not satisfactory and did not help in blocking or mitigating the attack. Qdata employees did not show enough expertise and experience in dealing with similar situations. The firewall was not able to prevent the attack given the low level of technology that Qdata was still embracing (Axelrod, 2004). Above all, Qdata employees were not willing to help iPremier’s representatives to access the NOC. In addition, this predicted the miscommunication between Ipremier and Qdata was clear in the case given that an employee had to run all the way to the service provider (Fink, 2006). If I were Turley, amidst the crisis I would have engaged several risk management strategies rushing to protect the data systems using my It knowledge before remaining helpless. Secondly, I would have brought in an expert who was readily accessible to help in blocking any form of transactions from the site at least until normalcy returned before I informed the CEO of the technicalities just for a point of information. An urgent meeting of all the employees would then be called immediately to ponder on the way forward from the integration of the views of all the parties (Austine, Leibrock, & Murray, 2007). 2. The Ipremier Company CEO, Jack Samuelson, had already expressed to Bob Turley his concern that the company might eventually suffer from a "deficit in operating procedures." Were the company's operating procedures deficient in responding to this attack? What additional procedures might have been in place to better handle the attack? As earlier pointed out by the CEO of Ipremier, Jack Samuelson of the existence of the operation procedures, actually, there exist several of the deficiencies in terms of the response given to this attack. The deficiencies are in form of the risk response and recovery systems concerning the business that the business is engaged and how they are running the business. First, the firewall of the system does not have a backup system given the low
Ipremier did not perform any better concerning the attack, if the hacker had any ill intentions with the company they would have enacted it and gone in time (Austine, Leibrock, & Murray, 2007)…
There exist false perceptions of Southern Star Corporation, a lack of trust and confidence in foreign companies, a lack of cultural understanding on both sides, and the need to gain respect and establish a good reputation. The cultural analysis undertaken includes a comparison of both cultures based on Hofstede’s four dimensions and Trompenaars’ universalism-particularism dimension.
ntingency Leadership 11 ? Directive leadership 11 ? Supportive Leadership 11 ? Participative approach 12 ? Achievement oriented leadership 12 Conclusion 12 References 13 Executive Summary 3 Company Background 3 Summary of the Case 4 Management Issues 5 Communication issues 5 Motivational issues 6 Leadership Style 7 Commitment 7 Recommendations 8 Communication Style 8 Understanding and Flexibility of Attitude 8 Monetary and Non-Monetary benefits 10 Staff Commitment and Loyalty 10 Contingency Leadership 10 Conclusion 12 References 13 Executive Summary This paper aims to analyze the case of Alpha plantations which faced a major crisis in the year 1999.
The company was able to bring such a revolution in the market that by June 2000, It was able to establish itself as world’s most used search engine. There USP being billion page index that they introduced in the market. The popularity of Web wide world had increased the usage of Web to search information.
There are various issues like insufficient data of the new trainees hired by Robins, missing training manuals, and mismanagement in the preparations of upcoming orientation. A thorough analysis of the situation reveals that the problems are far deeper than it seems, and the overall mechanism of ABC Inc.
When making comparisons to Western policies associated with free Internet content, the author’s bias is reflected against the Chinese government and Internet police allocated throughout the country with an emphasis on these actions being tasteless and unfortunate for business relationship and profit development.
Besides, Southern Company provides the market with wireless communication and fiber optic services which are multiply attested as being excellent, customer-friendly, highly reliable and economical. Nevertheless, a look at Southern Company underlines the fact that businesses and corporate entities are seldom successful because of the large pool of financial resources that an organization possesses, but because of proper management of the resources that an organization has to its name.
They also made similar acquisitions in France and Italy and these acquisitions were particularly targeted as credible organisations. It became relatively easier to effectively operate in the industry since there was a clearly defined network of distribution channels.
Lenovo is a US$21 billion personal technology company... We have more than 26,000 employees in more than 60 countries serving customers in more than 160 countries… We are defining a new way of