...The Role and Importance of Organizational Accountability in Managing and Protecting Users’ Data October 2010 This document is provided “as-is.” Information and views expressed in this document, including URL and other Internet Web site references, may change without notice. You bear the risk of using it. This document does not provide you with any legal rights to any intellectual property in any Microsoft product. You may copy and use this document for your internal, reference purposes. You may not modify this document without written consent from Microsoft. Microsoft Corp. • One Microsoft Way • Redmond, WA 98052-6399 • USA All rights reserved. Contents The Evolution of Privacy Models in Computing .................................................................................... 1 The Principles of Accountability ......................................................................................................... 2 The Use–and-Obligations Model ........................................................................................................ 3 A Privacy Governance Framework ...................................................................................................... 4 Conclusion....................................................................................................................................... 5 1 The Role and Importance of Organizational Accountability in Managing and Protecting Users’ Data The Evolution of Privacy...
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...recognizes and appreciates successes while supporting continuous learning and development. Feedback is used to reach agreement on goals and a development plan for the upcoming year. The process is facilitated through a standard Performance Framework (see illustration). There are two components to performance: Accountabilities and Competencies. Accountabilities support the overall directions of the unit by defining what outcomes are expected in a specific job over the long term. Accountabilities need to be supplemented by annual measurable goals. Competencies are demonstrated behaviours (skills) which describe how an employee is expected to do their work to be consistent with the core values inherent in the directions of the organization. Using the Form — Steps to Ensure the Performance Dialogue is Effective: Step 1: Either the employee or supervisor completes the information at the top of this page. Step 2: Either the employee or supervisor inserts the accountability statements from the employee’s job profile (max: 25) into the section on page 2. For assistance developing accountability statements and job profiles please attend the Defining Accountabilities module as part of the Skill Development Series for Line Managers. For more information visit: www.usask.ca/hrd. Step 3: The employee and supervisor complete the ratings separately, using separate forms. The employee uses the full form to complete a self-assessment, using the ratings on the employee line...
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...corporate governance; management and accountability. The paper is based on a proposal to introduce a modern management system viz. value based management (VBM) in the NGOs of Bangladesh. Value-based management can be defined as an integrated management control system that measures, encourages and supports the creation of net worth. The report of Transparency International Bangladesh ‘Problems of Governance in the NGO Sector: The Way Out’ (TIB) 2007 is used here as an information source of finding out the flaws of existing management techniques. Finally the paper recommended implementation techniques of VBM in order to regain the image of the NGOs as a pioneer of social welfare in Bangladesh. Keywords: NGO, Transparency, Governance, Management, Strategies, Value Addition, Value Based Management etc. 1. Introduction Bangladesh has largely failed to assist the poor or reduce poverty because of limited resources and faulty planning, while Non Government Organizations (NGOs) have grown dramatically and ostensibly to fill up this gap. There are more and bigger NGOs here than in any other country of equivalent size. Bangladesh’s NGO sector is remarkable for the speed with which it grew to its present size and prominence (World Bank, 2005). It is difficult to find out the real number of NGOs operating in Bangladesh, because they are registered under different Government agencies as development partners. ADAB has a membership of 886 organizations of which 231 are central members and 655...
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...Definition of Quality Management Principle: A quality management principle is a comprehensive and fundamental rule / belief, for leading and operating an organization, aimed at continually improving performance over the long term by focusing on customers while addressing the needs of all other stake holders". The principles are 1) Customer-Focused Organization: Organizations depend on their customers and therefore should understand current and future customer needs, meet customer requirements and strive to exceed customer expectations". Steps in application of this principle are. 1. Understand customer needs and expectations for products, delivery, price, dependability, etc. 2. Ensure a balanced approach among customers and other stake holders (owners, people, suppliers, local communities and society at large) needs and expectations. 3. Communicate these needs and expectations throughout the organization. 4. Measure customer satisfaction & act on results, and 5. Manage customer relationships. 2) Leadership: Leaders establish unity of purpose and direction of the organization. They should create and maintain the internal environment in which people can become fully involved in achieving the organization’s objectives. Steps in application of this principle are. 1. Be proactive and lead by example. 2. Understand and respond to changes in the external environment. 3. Consider the needs of all stake holders including customers, owners...
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...Jain |(PGP/17/327) | |Atul Bhargav |(PGP/17/316) | What ABB’s strategy? Do you believe that the organization structure chosen by Barnevik is appropriate? Why or why not? ABB with 1200 companies and with an average of 200 employees was led by Barnevik who had the responsibility of driving the 4500 profit centers successfully. He used the principal of being Global and Local ie, accountability and decentralization of operations as his strategic vision to drive the business. He laid out clear set of responsibilities, accountabilities and provided them with freedom to execute. His strategy are summed up below 1. To achieve economies of scale and scope by cutting cost by designating certain plants as specialized production sources. He also introduced cost saving measures of component sourcing and overhead cuts and inventory controls 2. Restructuring the ABB through series of acquisitions. He realized that the demand would grow for power transmission and in these situations to secure the deals having local presence would be very crucial. These steps caused industry wide consolidation of competitors. 3. Establishing accountability through strong central reporting and decentralization of business operations was to achieved through laying of clearly laid rules...
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...clarifies why such a program will become a mainstream requirement for successful small and midsized businesses in the future. Summary: According to Harpst, excellence is the enduring pursuit of balanced strategy and execution. Strategy requires choosing what promises to make to all stakeholders and a roadmap for delivering on those promises. Execution requires getting there, while overcoming unending surprises. Excellence is a journey – not a destination. A business excellence model tells organizations as to how they should operate relative to the two dimensions of strategy and execution. (See figure 1, Exhibit 1) Quadrant I: Strong Strategy/Weak Execution: In this quadrant, a business has a strong strategy, which means a competitive advantage. Regardless of whether a company is a start-up or a seasoned business, strong strategy usually leads to growth in sales. A key point to understand is that success and the results of growth start the journey but this often leads an organization into Quadrant IV. | Quadrant II: Strong Strategy/Strong Execution: Quadrant II...
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...Subject: Analysis of a Professional Journal Date: Mar, 31, 2016 Introduction I am evaluating a journal article titled: Algorithmic accountability. The article was published in Digital Journalism, in November 7, 2014. The author of the article is Nicholas Diakopoulos from College of Journalism, University of M aryland . Evaluation This article focuses on the concept of “Algorithmic Accountability Reporting” as a way of investing biases and influences employed by algorithms in todays society and how new age computational journalists should approach it. This article is directed at journalists who are scrutinizing algorithms to understand biases and false analysis portrayed by algorithms. The article is well structured. Text is organized in coherent sections which logically connects the entire article. The article starts with the brief introduction which outlines the points which will be covered in the article. Introduction also answers the questions of – what is this article about, who is the target audience, what are the current issues faced in journalism and how methods described in this article will help address those issue. Author, then mentions few real world examples of software companies which collect user data and then build ingenious algorithms to classify, group and eventually target people for their benefits – and how in doing so – they often open risks and flaws. The author exposes potential flaws by raising very valid questions about the decisions made...
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...Chattanooga Case Analysis Dionne Durst Jack Welch Management Institute Dr. Catherine Lada JWMI 510 May 12, 2016 Chattanooga Case Analysis In principle, business leadership has evolved fast especially in the 21st Century. Consequently, individuals are opening up to new ideas and dynamic styles of doing things, which means that competition has remained all-time high in many industries. Therefore, leaders in various organizations have to be vigilant by creating winning teams in their firms that will achieve business goals. Essentially, this paper is going to utilize the issue of leadership experienced by Chattanooga Ice Cream, Inc. when a major client decided to replace them with a competitor in 1996. It will analyze how management went about discussing solutions, starting with the team challenges and dysfunctions. Also, how team members could boost their perspectives about others. Finally, it will make some specific recommendations about how the team leader could improve effectiveness. In essence, Charlie Moore’s democratic style of leadership was failing and making the team dysfunctional while his team members were not excellent team players. Fundamentally, Moore’s team appeared to be moving in circles when deliberating on how to respond to Stay & Shop's move to drop Chattanooga as its supplier. In this regard, the details of the meeting provided point to a team that could not get things done which is a sign of a dysfunctional group. According to Swyers (2012)...
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...of Case Studies Businesses now recognize the pivotal role that talent plays in the success of their organizations. They need talent strategies and programs that go beyond the ordinary – to achieve solutions that are fact-based and enable greater business performance. To learn more about how Mercer’s depth and breadth of talent management solutions and global resources can benefit your organization, please contact your local Mercer office or visit us at www.mercer.com/humancapital. Contents Creating a talent strategy to drive engagement in China 1 Developing a talent strategy to engage and up-skill staff 3 Developing a highly skilled workforce during rapid growth 5 Implementing lean manufacturing processes for a services-based organization 7 Designing a talent strategy through a three-day summit 9 Creating a "best fit" talent strategy to close skills gap 12 About us 15 About Mercer About Mercer’s talent management services and solutions Creating a talent strategy to drive engagement in China A global pharmaceutical company had committed to a growth and expansion strategy for emerging markets – China being central to this strategy. While business plans had been rigorously developed and agreed by the board, the organization believed its talent management practices were less robust. To ensure the organization would be successful in China, it knew its talent strategy had to be better aligned to ensure it had a pipeline...
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...firm and that greatly influences their functioning. This interaction helps in strengthening the business firm and using its resources more effectively. 1. Internal Business Environment: Ritz Carlton was in the Hospitality industry and ran 30 Luxury hotels across the world. Their philosophy was to combine commitment and innovation to provide best-in-class service to their customers. 2. External Business Environment: It was obviously a very competitive market and players were always trying to improve their standing in the market. The head of the Carlton group was aware of this environment and although his group was one of the leaders in the market, he knew that a status quo will definitely do irreparable damage to the group. They wanted to build the image among the customers. He has now thrown open a challenge to all the hotels in the group and asked each of them to come up with ideas to make the business more competitive. 2. How did the company manage the team implementation? 1. New teams implemented: An announcement was made to shift the operations of the hotel from the existing structure to team based structure. The implication was that there will be no managers, only teams. The team as a whole would now manage itself, and not be managed/supervised. Many teams were created in charge of different service such as Pre-arrival, Culinary, Banquet, Restaurant, Concierge, etc. 2. Dealing with challenges: Some previous leaders too were not sure about how this would work. The first...
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...NUMMI Joint Venture GM entered the NUMMI joint venture because it needed to build smaller cars that met the United States government's new emissions guidelines. GM had tried to build these cars on its own, but had always lost money on these smaller cars in the process. GM's quality control was, at the very least, extremely questionable, and they knew it. Toyota entered the NUMMI joint venture in order to begin building in the United States. There had been talk of the United States restricting car imports, and Toyota was at risk of losing a huge chunk of its business. Toyota had a lot of trepidation about entering the US market. It did not know how to incorporate its system into North America. So partnering with GM on NUMMI would assist them in this regard. GM's sincerity regarding smaller, more fuel efficient vehicles was overshadowed by overconfidence that their way was the better way. GM's management had a superior attitude approach to NUMMI. Not enough of GM's senior management was humble enough to accept the fact that they could learn from a competitor. However, even GM recognized how poor their factory efficiency was. They knew that their workforce was the worst in the industry. They also knew that the Fremont plant was the worst of the worst. Freemont Plant GM's Fremont plant conditions were horrendous, which led to horrendous errors on the production line. Sex, drugs, and alcohol were rampant during working hours. Employees came to work drunk or high...
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... Objectives/Benefits • Assist natural work teams in charting roles and responsibilities in a consistent manner • Assist natural work teams with development of implementation tool kits • Clarify individual/departmental roles and responsibilities • Identify accountabilities • Eliminate misunderstandings, encourage teamwork • Reduce duplication of effort • Establish “consults” and “informs” resulting in better communication 3 Critical Issue Summary Opportunity Roles and Responsibilities Accountability • To clarify Responsibilities • To identify authority Job responsibility • To empower employees with authority to do it Role of middle manager • To bring up to speed with organization structure Approval 4 • To better understand • To improve communications • To reduce uncertainty of multiple reporting Guidelines • Remember new culture philosophy when defining roles and responsibilities ! Eliminate “checkers checking checkers” ! Encourage teamwork ! 100% accuracy not always required • Place accountability (A) and responsibility (R) at the level closest to the action or knowledge • There can be only one accountability per activity • Authority must accompany accountability • Minimize the number of consultants (C) and informs (I) • All roles and responsibilities must be documented and...
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...| | |IBM’s Decade of Transformation: Turnaround to Growth | |Team 5 Case Analysis | | | | | | | |“More importantly, the passion that had come from surviving its ‘near-death experience’ and then riding the wave of what many in the company | |were beginning to call the ‘next big thing’ captured the imagination and focused the energy of a demoralized workforce looking for a reason to| |reengage in building for the future.”—Lou Gerstner | | | | ...
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...can take many different steps to help keep projects from failing. Leaders need to be self-aware of how their actions are perceived by those they manage (Moment, 2007). Employees will sometimes mirror the behavior of managers. Aghdaei (2008) talks about the philosophy of “shadow of a leader,” where the leader demonstrates the wanted behavior (p. 16). Leaders should model hard work for employees (Weiss, 2000). Aghdaei (2008) states that “when you repeatedly demonstrate meaningful, positive behavior, people are motivated to follow” (p. 16). Leaders must have enthusiasm for their work so that it spreads to those whom they supervise. That involves leaders believing in the company in which they work. “The ability to inspire loyalty and build relationships is a key component of leadership” (Newcomb, 2005, p. 35). “The CEO who wants to be a true leader must be the most vivid example of the culture at work. Only then can the CEO inspire passion in the rest of the team” (Hesselbein, Goldsmith, & Somerville, 2002, p. 124). To get the best out of workers, leaders need to be able to motivate them (Moment, 2007). Leaders should look to all of their employees for new ideas and solutions (Hesselbein, Goldsmith, & Somerville, 2002). Leaders should also “cultivate, champion, and then support” new ideas and “provide an environment for the development and expression of the entrepreneurial spirit (Hesselbein, Goldsmith, & Somerville, 2002, p. 88). Leaders create the organizational...
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...The Good The Bad The Ugly John Doe Supervisory Management BBM 315 22 January 2012 Abstract There are many types of supervisors that reside in organizations throughout the world. There are potentially good supervisors as well as effective supervisors. The research contained within this literature will define different types of supervisors. It will also detail the difference between the two and how it affects employee’s, organizations’ mission, and the development of other leaders. Readers will also receive the opinions of the writer as well as other on several good and effective supervisors. The Good The Bad The Ugly Have you ever been a supervisor? Have you ever been supervised? Either way, if you have had a job, you have had some form of physical or verbal communication with a supervisor. Many say supervisors have various ways of leading employees. Many opinions show that there are good supervisors as well as effective supervisors. While both types of supervisors can successfully accomplish various organizational goals, there are however contrast differences between good supervisors and effective supervisors in the view of managers and employees alike. Readers of this literature will receive information derived from extensive research using current literature on supervisors, interviews of managers, supervisors, and employees within public and private sections of employment. To get an understanding of the two, it is best to first understand what a supervisor...
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