Category: Uncategorized

Danshui Plant No.2 Essay

Danshui assembling computer hard drives on a contract that was fulfilled at the end of May 2010, although the assembly hard drives was different with assembly of Iphone, Danshui was confident that its workers would adapt to the new assembly tasks and that it could hire and train the additional workers as needed. But in fact, Danshui didn’t manage employee property. The workers showed low efficiency in assembly Iphone with produced lower quantity than budgeted which is 180,000 units instead of 200,000 units. Other than that, Danshui couldn’t hire enough qualified labor to get production up to 200,000 units even though they raised wages by 30% because of Foxconn starting pay by 35% to the labors. In addition, Danshui operation department keep having flash memories damage problem, there were around 1,000 flash memories damage in August. It’s shown that Danshui’s labors are not enough skill to assembly Iphone. We suggest that Wentao Chen could organize more training program for labors to solve the problem of damage of flash memories because of labors might lack of skill in assembly Iphone since they are more familiar in assembly computer hard drive before on contract with Apple. In order to improve the skill of labor in assembly Iphone so that will be decrease the number of damage of flash memories, and the decreasing of number of damage will be decrease the cost of assembly and increase the revenue. In addition, for the problem of couldn’t hire enough qualified labors to get the production of 200,000 units per month even though Danshui had raised the wages up to 30%. In order to solve this problem, we would like to suggest Wentao Chen to apply the intrinsic need of labor.
For example, Danshui can set up a Childcare centre for take care the children of labors or provide free meal for those having over time workers and their children who in Childcare Centre. For example, Maybank has undergone various business transformations in the last four years to enhance their service offerings to their customers, improve operational efficiency and to focus efforts on their most valuable asset – their people. Currently, Maybank has put in place a plan to build a childcare centre to be used by employees during emergency situations. Parents who are faced with challenges in securing childcare services are able to utilize the centre for a temporary period of time whilst they source for alternative childcare services and facilities. The centre will provide parents with a safe environment, high-quality care as well as provide fun activities for their children when their regular care provider is unavailable or during emergency situations. The childcare centre is currently under construction and targets to open its doors to employees by the last quarter of 2013. We believe it’s can fulfill the satisfaction of employees and increase the retention of employees, in the other hand Danshui also can attract labor to work in Danshui without raising wages. Other than that, Danshui can improve the productivity of labors to get the production of 200,000 units with their high satisfaction to Danshui. Wentao Chen could help Danshui to get the production of 200,000 units without improve skill of labor or improve the productivity by satisfied the labors, he could using “outsourcing” to get 200,000 units production to reach the deal with Apple. Danshui can outsource to other similar assembly manufacturer for 20,000 units to fulfill the Apple contract.

How to Identify Threats & Vulnerabilities in an IT Infrastru

1. Understand how risk from threats and software vulnerabilities impacts the seven domains of a typical IT infrastructure 2Review a ZeNmap GUI (Nmap) network discovery and Nessus vulnerability assessment scan report (hardcopy or softcopy) 3.Identify hosts, operating systems, services, applications, and open ports on devices from the ZeNmap GUI (Nmap) scan report 4.Identify critical, major, and minor software vulnerabilities from the Nessus vulnerability assessment scan report 5.Prioritize the identified critical, major, and minor software vulnerabilities 6.Verify the exploit potential of the identified software vulnerabilities by conducting a high-level risk impact by visiting the Common Vulnerabilities & Exposures (CVE) online listing of software vulnerabilities at http://cve.mitre.org/
Week 3 Lab: Assessment Worksheet
Identify Threats and Vulnerabilities in an IT Infrastructure
Overview
One of the most important first steps to risk management and implementing a security strategy is to identify all resources and hosts within the IT infrastructure. Once you identify the workstations and servers, you now must then find the threats and vulnerabilities found on these workstations and servers. Servers that support mission critical applications require security operations and management procedures to ensure C-I-A throughout. Servers that house customer privacy data or intellectual property require additional security controls to ensure the C-I-A of that data. This lab requires the
students to identify threats and vulnerabilities found within the Workstation, LAN, and Systems/Applications Domains.
Lab Assessment Questions & Answers
1. What are the differences between ZeNmap GUI (Nmap) and Nessus? ZeNmap is the graphical user interface for Nmap. Nmap when introduced was all command line interface, ZeNmap was created to make the software user friendly. Nmap doesn’t tell you the vulnerabilities on a system that requires knowledge of the computer network, the network baseline, to figure out where the vulnerabilities exist. Nessus is like Nmap in that it can do network discovery, but unlike Nmap, it is designed to scan systems to determine their vulnerabilities. Nessus has the ability to create policies which are composed of scanning specifications.
2. Which scanning application is better for performing a network discovery reconnaissance probing of an IP network infrastructure? The best application for this process would be Nmap
3. Which scanning application is better for performing a software vulnerability assessment with suggested remediation steps? Nessus would be the best application for this process.
4. While Nessus provides suggestions for remediation steps, what else does Nessus provide that can help you assess the risk impact of the identified software vulnerability? Nessus allows users to identify vulnerabilities, and attack those vulnerabilities to establish the impact of an attack. Nessus starts with a port scan and attempts to exploit ports that are open.
5. Are open ports necessarily a risk? Why or why not? Open ports are not necessarily a risk, it depends upon the application that is using the port. If no service is using the port, then the packets will be rejected by the system.
6. When you identify a known software vulnerability, where can you go to assess the risk impact of the software vulnerability? Software vulnerabilities are documented and tracked by US CERT, U.S. Computer Emergency Readiness and Team, in a public accessible list called Common Vulnerabilities and Exposures list, CVE.
7. If Nessus provides a pointer in the vulnerability assessment scan report to look up CVE-2009-3555 when using the CVE search listing, specify what this CVE is, what the potential exploits are, and assess the severity of the vulnerability. Does not renegotiation handshakes with an existing connection, which allows man-in-the-middle attackers to insert data into HTTPS sessions, and possibly other types of sessions protected by TLS or SSL. The CIA scores are none, partial, and partial with a CVVS score of 5.8.
8. Explain how the CVE search listing can be a tool for security practitioners and a tool for hackers. I a public access list of known vulnerabilities that a security professional can use to check against the systems being analyzed. Hackers can use the list of know vulnerabilities in OS’s and software, to exploit the vulnerability to gain files, or information from systems.
9. What must an IT organization do to ensure that software updates and security patches are implemented timely? Allow testing of the patch or update on a non-production system, have an update policy for the implementation of updates and patches.
10. What would you define in a vulnerability management policy for an organization? An executive summary stating the findings of the vulnerability assessment from a penetration test. Audit goals and objectives, audit methodologies, recommendations and prioritization of vulnerabilities.

Green Mountain Case Essay

Introduction
Green Mountain Resort is a small resort that gives people a choice to buy vacation homes with the added luxury of golf, tennis and skiing. With Gunter as the new owner, his main issues were the high turnover rate. In such a small operation and the type of industry, the opportunities for promotion were few and Gunter was faced with the irony that if he reduced the turnover, there would be even fewer openings for advancement (Palmer, Dunford & Akin, 2009). This was due to the type of industry and the fact that the resort was a rural area.
Green Mountain Resort
Change Images
There are six change images; each Gunter, the hospitality literature and the consultant have been described by an image. Gunter is the director (during the beginning of the story), he is the owner of the resort and he is the one who wants to change the turnover rate. The assumption is that change is a strategic choice that mangers make and the survival and general well-being of the organization depends on them (Palmer, Dunford & Akin, 2009). As the story went on Gunter became a mentor and began to change with the help of the consultant to more of a coaching image. The hospitality literature falls under the navigator. In the navigator image, control is still seen as at the heart of the management action, although a variety of factors external to managers mean that while they may achieve some intended change outcome, others will occur over which they have little control (Palmer, Dunford & Akin, 2009). The literature played a role of navigator as it identified turnover as a chronic problem that the industry endures and made several suggestions on how one can help reduce the effects. Lastly the consultant, he played the role of the interpreter as he was able to interpret the problem of turnover and how he was able to change the perspective of Gunter in a way that dissolved the problem. Instead of a problem turnover instead, became a way that the resort could use as a way to recruit talent.
Assumption -Turnover Problem
Each of these assumptions influenced prescriptions for dealing with the turnover problem. For example, Gunter only seemed to make the problem worse when he played the director when he attempted to solve the turnover as a problem, but when he changed the way he looked at the issue he became the coach and turned the problem in to an advantage. The hospitality literature was the navigator as it defined turnover as a problem that was considered chronic and something that must be endured in the industry. It’s prescription for dealing with the turnover problem included streamlining training, simplifying jobs and making the HR process more efficient. The consultant seemed to make the allow Gunter to look at the ‘problem’ from a different perspective. He mentioned in that if you do not try, try and try again, but if at last you don’t succeed then try something different and that is exactly what Gunter had to do.
Change Image- Turnover Problem
Another image that can be applied to the turnover problem is the nurturer. Like a parent’s relationship with a child, future outcomes are nurtured or shaped, but the ability to produce intended outcomes at the end of the day is severely limited because of the impact of much wider, sometimes chaotic forces and influences (Palmer, Dunford & Akin, 2009). The turnover problem is something (like a child) that is not going away, especially in the hospitality industry. Gunter had to accept the issue and try and work with it rather than against it. With the new insights to advertise Green Mountain Resort as a company that they ‘recruit high-potential people, offering them promise of rapid career development’ helped bring new insight to the turnover problem (Palmer, Dunford & Akin, 2009).
Conclusion
Conclusions that I drew from the statement ‘if we only draw upon one particular frame, then this will take us away from thinking about what is going on from an alternative perspective?’ would be that a single structure can effectively make it impossible to come up with innovative solutions. The Green Mountain case showed that it is not enough to believe that a problem can have different solutions. Rather the problem can be enhanced rather than gone completely.
Conclusion
This case has changed the way I look at problems. You cannot always make a problem go away and there are times where you may need help and calling someone in to give the problem a fresh set of eyes to see what they suggest may be exactly what the problem needs. Gunter at first was looking at the high turnover rate as a problem and that he wanted to lower the rate. Being in the hospitality industry high turnover is almost a given. After calling in the consultant Gunter realized that he need to change how he handled the turnover rate. He did this by advertising his company and a company that hired well educated employees that were likely to advance their career quickly. By doing this he helped employee grow and always had applicants wanted to be hired so they could grow as well.
References
Palmer, I., Dunford, R., & Akin, G. (2009). Managing organization change. (2nd ed.). New York: McGraw-Hill/Irwin

Educational Philosophy According Dr.Jose Rizal Essay

Vercaza, Kiervy G.
#096 Brgy.Kaingin
Bongabon Nueva,Ecija
09488524035
[email protected] /* Career Objective:
To be employed as one of your faculty member
Education:
2011-2015Eduardo L. Joson Memorial College
Brgy, Singalat Palayan City Nueva Ecija
Bachelor of Elementary Education
2007-2003Bongabon National High School
Brgy. Sinipit Bongabon Nueva Ecija
2003-1997Sto.Domingo Central School
Brgy. Sto.Domingo Nueva Ecija
Employment/Work Experience:
November 2014-march 2015Practice Teacher
Bongabon Central Elementary school
Brgy.Social Bongabon Nueva Ecija
Activities/Interest:
Member- Future Elementary Teacher Association (FETA) – 2013-2015 Member- Students-Teacher Organization (STO) – 2014-2015
Seminar Attended- Personality and Leadership Seminar- October 15, 2011 Seminar Attended- Love, Family relationship- January 27, 2013
References:
Mr. Michael Esguerra
Dean, College of Teacher Education
Eduardo l. Joson Memorial College
Brgy.Singalat Palayan City
Ms. Josefina Baliton
Dean of Academic Affairs
Eduardo L. Joson Memorial College
Brgy.Singalat Palayan City
I hereby certified that the above information is true to the best of my knowledge and beliefs.
Kiervy G. Vercaza
Applicant
#158 Brgy. Vega
Bongabon Nueva Ecija
July 15, 2015
Mr. Alex V. Mantile
Principal II
Bongabon Central Elementary School
Brgy.Social Bongabon Nueva Ecija
Dear Sir Mantile:
Please consider my application to be one of your elementary teachers in Central Elementary School. I graduated recently with the Degree of Bachelor of Elementary Education at Eduardo l. Joson Memorial College and passed the Licensure Examination for teachers at the same year. I do love to teach children and I am willing to do my very best to impart knowledge to mold them and to prepared them for their future.
During my college years, I became a member of Student Teachers Organization and Future Elementary Teachers Association. I also attended seminar about personality and Leadership seminar and love, family relationship seminar. My experience in my field study during my 2nd year up to 4th year first semester at different elem. Schools in Palayan City has given me training in the teaching profession. And I think my practice teaching prepared me and teach me well enter the thing that I’ve need to know with regards in education.
I am confident o my teaching skills and ability, and very determined to succeed in the field of teaching. My experienced and education have strengthened my goal to be one of the teachers which any school can have.
I will make the most of my employment with Central Elementary School and feel confident that I will be effective teacher. You can phone me at 09109924316 at any time you are free. I looked forward to work with all the faculty and staff of the school.
Truly yours,
Kiervy G. Vercaza
Applicant
Encl. Transcript of records
#096 Brgy. Kaingin
Bongabon Nueva Ecija
July 07, 2015
Mr. Alex V. Mantile
Principal II
Bongabon Central Elementary School
Brgy.Social Bongabon Nueva Ecija
Dear Sir:
Does your school have a place for an Elementary teacher with college diploma in teaching profession and have passed the Licensure examination for teacher. Please consider my application.
I graduated at Eduardo L. Joson Memorial College, Brgy. Singalat Palayan City. With the Degree of Bachelor of Elementary Education. I am a member of the Student-Teacher Organization and the Future Elementary Teachers association. I think I am capable to be part of the school (Central Elementary School) as my academic achievement and experienced presented. I am very determined and will make the most of my employment with your school to be effective teacher.
May I have the privilege a personal interview? If some clarification here my cellphone number 09488524035. I would appreciate your fully consideration.
Truly yours,
Kiervy G. Vercaza
Applicant
Encl. Resume

Communicate in a business environment Essay

1.1 – The purpose of communication can be given by any means, it could be talking, email, text message, phone call, meeting as a group and notes. But all of these are done for the same reason to resolve a problem, to communicate a problem to others to resolve it or to organize or explain the problem to help other understand the agenda of what you are speaking about or working on. Every person has their own skills and knowledge so by communicating we can help each other learn or explain things to each other by all of the forms of communications mentioned above. There would be no understanding or routine without communication.
1.2 – The reasons for knowing the audience to whom you are speaking to is that if you know them then you can quickly figure out or should already know what way, language or style of writing which should or could be used. The aim is always to get your point, problem or query understood by whomever may be listening, reading or watching. So if it is an individual, group or team or people you know that you may know personally this makes the task at hand so much easier because they will believe you in what you are saying or trying to communicate across in which ever manner which is chosen. They will also understand the language, emotion or attitude you will be using towards them compared to if it was a complete stranger trying to understand you. I will always use whichever way of talking, writing or body language which I think will be the easiest for my selected audience at hand.
1.3 – The different methods of communication are Verbal, Written and non-verbal (Body language).
Verbal would be communicating by using my voice to say and tell whatever I may be trying to communicate across to my audience.
Written communication would be, sending an email, letter, text message to explain, tell or inform my audience.
Non-verbal communication using body language, would be showing with my hands, eyes or face by using gestures to show and tell.
1.4 – You should always use different methods of communication, for example if you was in a management meeting you would always communicate verbally in a formal manner. For just having a general talk between our editorial team in our desk area we would use informal for talking about the plans for the social media sites for the company, what products should be selected to show up on the company’s daily Facebook updates. Non-verbal would or could be used by sending an emails to someone to add facts, figures or statistic’s or even in a form as a written note. Body language is always used even without us know we are doing it, in any form of communication except sending emails, texts etc.… Body language can tell or show a lot more from the way you hold your self during a public speaking or when at an informal or formal meetings.

BP and the Deepwater Horizon disaster Essay

Title: The Analysis of BP and the Deepwater Horizon Disaster of 2010
Due Date: 5/5/13
Word Allocation: 2193 excluding executive summary, headings, tables, references and appendices
Executive Summary
This report provides an examination into British Petroleum (BP) and the Deepwater Horizon disaster of 2010. It looks specifically at the functional area of organizing from POLC and the framework from how communication and communication networks effected the decision making process on the oilrig.
The analysis starts by providing a history of BP and what major decisions throughout time contributed to the organizational structure when the disaster occurred.
Findings show that the asset federation model adopted in 1995 took away responsibility from BP’s regional operations and subsequently rewarded each individual site for its performance. This meant the managerial decision making process for each site was geared to time and cost efficiencies rather than that of safety.
The establishing of a wheel communication network on Deepwater meant that any proposals put for from line staff, with safety as a priority, were being overwritten by the senior team leader as they were passed on.
After the disaster occurred, BP established a Safety and Risk division and instilled staff members on each of its rigs to ensure that the safety message was reinforced on its sites.
Table of Contents
1. Introduction
Managers are responsible for arranging and structuring work to assist in achieving organizational goals (Robins et al. 2012, p. 14). It is determining what tasks are to be completed, who is responsible for them, how the tasks are to be grouped, who reports to whom and at which level decisions are to be decided (Robins et al. 2012, p. 14).
This report analyzes the area of communication and communication networks, from that of the organizing function in POLC (Robins et al. 2012, p. 13), within British Petroleum (BP) and specifically the Deepwater Horizon disaster. It looks at the communication on safety procedures from senior BP officials down to BP sites, the type of communication on key decisions that ultimately led to the sinking of the oilrig and what control measures were put in place to ensure the sustainability of the company. 2. History of BP and the Deepwater Horizon
In 2010, BP was one of the United Kingdoms largest corporations and a world leader in the production of energy (Andrew 2010, p. 7). They supplied consumers with fuel for heat, light, transport, petrochemical production and much more (Andrew 2010, p. 7). However in its early years, success and profitability proved quite difficult to obtain (Ingersoll 2012, p. 2).
The company that would eventually turn into BP was established in 1909 as the Anglo-Persian Oil Company (APOC) after William Knox Darcy found oil in Iran after an elongated search (Ingersoll 2012, p. 2). Then in 1914, the British Government felt they needed a dedicated oil supply and purchased 51% stake in the borderline bankrupt corporation (Ingersoll 2012, p. 2). They held onto the 51% share until the Thatcher government period of prioritization occurred between 1980 and 1990 and this led to the final stake being sold in 1987 (Andrew 2010, p. 7). At this point, performance was still declining and in 1992, after a loss of $811 million, the company decided to take severe cost saving measures (Ingersoll 2012, p. 3).
Focusing on a streamlined workforce and portfolio of activities, BP’s status started to change significantly in the mid-1990’s (Ingersoll 2012, p. 3). 1998 bought the merger with Amoco and in 2000, the acquisition of Arco (Atlantic Richfield CO.) and Burmah Castrol plc highlighted an aggressive growth strategy (Andrew 2010, p. 9). With the renewed focus on growth, BP also began repositioning itself as a more environmentally friendly company and this lead to a new tagline “Beyond Petroleum” and an official name change to “BP” (Ingersoll 2012, p. 3). This lead to the launch of an Alternative Energy division and between 2005 and 2009, BP invested $4 billion into this area with a total company investment of $982 billion (Ingersoll 2012, p. 3).
In May 2007, Tony Hayward was appointed Chief Executive Officer (CEO) and his focus was to stem the company growth and reduce production targets (Ingersoll 2012, p. 3). Between 2006 and 2009, BP’s workforce fell from 97,000 to 80,300 and four levels of management were cut as Hayward felt too many people were making too many decisions leading to extreme cautiousness (Ingersoll 2012, p. 3).
However, BP has had a colorful history when it comes to safety within its structures (Andrew 2010, p. 14). In 2005, 15 people were killed and another 180 injured when the BP Texas City refinery exploded (Andrew 2010, p. 14). Then in 2006-2007, BP had to shut down its operations in Prudhoe Bay, Alaska due to over a million liters of oil spilling into the North Slopes via corroded pipelines (Andrew 2010, p. 14). Alaskan state regulators had been warning BP since 2001 that management protocol was out of sync with state regulations and that critical equipment needed to be better sustained (Andrew 2010, p. 15).
On the 20th April 2010, a floating semi-submersible Drilling Unit named the Deepwater Horizon, exploded and sunk off the Gulf of Mexico killing 11 people and injuring another 17 (Andrew 2010, p. 16-17). BP had leased the Deepwater Horizon rig from Transocean, an oil based industry support company that specialized in deep water drilling (Ingersoll 2012, p. 1). The rig was hired to complete work on the Macondo well, which BP owned the rights too (Ingersoll 2012, p. 1). Of the 126 on board, 79 were from Transocean, seven from BP and the rest from other firms (Ingersoll 2012, p. 1).
As of 2010, the Deepwater Horizon disaster was the biggest marine oil spill to transpire in United States waters with nearly five million barrels of oil leaking into the Gulf of Mexico (Ingersoll 2012, p. 2). Decisions made on the type of well casing, the number of centralizers used and the decision to not perform a cement bond log may have contributed to the well blowing out (Ingersoll 2012, p. 1). However, regardless of the ultimate causes, it is worth examining the communication networks within to obtain exactly where the caution over cost message broke down. 3. Managers and Communication Networks Theory
Effective internal and external communication is seen as a requirement for organizational success (Ruck & Welsh 2012, p. 1). Organizations need to constantly assess and enhance communication especially in increasingly difficult economic times (Ruck & Welsh 2012, p. 1).
Communication can be broken down into two different areas; formal or informal (Robins et al. 2012, p. 405). Formal communication follows a chain of command that typically takes place within the organizational work arrangements (Robins et al. 2012, p. 405). Informal communication does not take place within the organization hierarchy and typically allows employees to satisfy their social interaction needs along with creating an alternative channel to communicate (Robins et al. 2012, p. 405). However this information can flow in a number of different ways.
Communication within an organization can move by the following means; downward, upward, lateral and diagonal (Robins et al. 2012, p. 406-07).
Table 1 explains how each type and its definition;
Table 1: Types of information flow
(Adapted from: Robins et al. 2012, p. 406-07)
Reinforcement of information flow encourages employees to speak out and adopt a participative approach (Ahmed 2010, p. 122). Mutual dialogue within an organization contributes to the foundations of shared value and trust (Ahmed 2010, p. 122).
Both the vertical and horizontal communication flows within an organization can be combined into a number of different patterns labeled communication networks (Robins et al. 2012, p. 407). Researchers have recognized that basic networks of communication can be classified into different types of interaction (Eunson 2012, p. 116) like those shown in table 2 and 3 below
Figure 1: Eunson – Types of Communication Networks
(Source: Eunson 2012, p. 117)
Figure 2: Robins – Three Common Organizational Communication Networks
(Source: Robins et al. 2012, p. 407)
When examining the theory listed within this paper compared to the types of communication, flow and communication network structures within BP, we can greater understand exactly what lead to the sinking of the Deepwater vessel. 4. Analysis of Communication Networks between BP and Deepwater BP Senior Management
In the late 1980s, BP had several layers of management that fell within a matrix structure that made it problematic for anyone wanting to make a decision quickly (Ingersoll 2012, p. 4). As business and overall performance at BP was floundering, Robert Horton decided to cut $750 million form BP’s annual expenses (Ingersoll 2012, p. 4). Horton, who was appointed BP’s CEO in 1989, removed several managerial layers with the intent of speeding up the decision making process and the pace of business (Ingersoll 2012, p. 4). The business was transformed into smaller, more flexible teams with the vision of maintaining open streams of communication (Ingersoll 2012, p. 4). Horton transferred decision-making authority to the upstream and downstream business divisions and employees at all levels were encouraged to take responsibility and exercise business initiative (Ingersoll 2012, p. 4).
During the 1990s, John Browne was heading up BP’s Exploration and Production division, BPX (Ingersoll 2012, p. 4). He wanted to create a spirit of entrepreneurship amongst his employees and extended the decision-making responsibilities to further levels within the organization (Ingersoll 2012, p. 4). Decision making authority and responsibility was no longer held with BP’s regional operating companies and was now completed by the site managers (Ingersoll 2012, p. 4). The model was known as Asset Federation and was applied company wide when Browne took over as BP CEO in 1995(Ingersoll 2012, p. 4). The asset federation model compensated employees for the performance of their individual site so there was little incentive to share best practices on risk management amongst various other BP exploration sites (Ingersoll 2012, p. 4). Deepwater Communication
The benefits of an all channel network or matrix structure are that the leaderless group has constant information flow between all members within the work team (Robins et al. 2012, p. 407). The potential for brainstorming and exchange of information is great within this type of model (Eunson 2012, p. 118). However information overload and irreconcilable differences due to no emergence of a leader can be a downside (Eunson 2012, p. 118)
Figure 3: Deepwater Chain of Command
(Source: Ingersoll 2012, p. 20)
However, when looking at the chain of command on the Deepwater Horizon (see table 4), it could be seen to form a wheel network rather than that of a matrix structure (see table 3). Typically, wheel communication flows form an identifiable leader at the top of the wheel (Eunson 2012, p. 117). The leader serves as the hub and the flow of information is typically one way but can be two way, dependent on the leaders willingness to accept information (Eunson 2012, p. 117). This can cause the satisfaction of team members to be low compared to that of chain, circle and channel networks (Robins et al. 2012, p. 407). Wheel networks have the disadvantage of being prone to message distortion (Eunson 2012, p. 118). As the message gets passed from one individual to another, or from one level to the next, the message is edited or mangled by the sender in each interaction (Eunson 2012, p. 118).
The distortion in the wheel network is visible when looking at the decision making process for the type of well casing and number of centralizers. Decisions in these two areas were relayed by the engineering team leader, Greg Walz (Ingersoll 2012, pp. 10-11). Greg received input from the engineers in the operations unit on what they thought were best safety practices, however final decisions on the projects were ultimately made due to the cost and time savings (Ingersoll 2012, pp. 10-11). The decision makers on the Deepwater had only been in their positions for a minimal amount of time (Ingersoll 2012, p. 9) and this meant that the lessons learned at Texas City and Prudhoe Bay had not reached the Gulf of Mexico site (Reed & Fitzgerald 2010, p. 156). It could be seen that the safety communication message had flowed downward from senior managers to line manager and staff however line managers felt a greater influence to reward cost and time savings. Control Measures
On July 27, 2010, BP announced that Bob Dudley would succeed Tony Haward as BP’s Group Chief Executive on October 1, 2010 (EHS Today 2010, p. 17). In light of the Deepwater disaster and to ensure sustainability of the company, BP leadership announced plans to create a new safety division to oversee and audit the organizations operations worldwide on September 29, 2010 (EHS Today 2010, p. 17). The Safety and Risk function has the authority to intervene in all technical aspects of BP activities to ensure that operations are carried out to that of stated common standards (EHS Today 2010, p. 17). Staff will be imbedded in all of BP’s operating units and will report directly to Mark Bly, head of safety and operations (EHS Today 2010, p. 17). Mark reports directly to the CEO, Bob Dudley to ensure the safety message from senior BP officials filters down into each site (EHS Today 2010, p. 17). 5. Conclusion
Communication is continually attributed to a vital variable in determining organizational success (Hargie & Tourish 2009, p. 419). Many business issues stem from poor communication procedures and early action and intervention in this area can avert a disaster at a later date (Hargie & Tourish 2009, p. 3).
By conducting analysis into the communication and communication networks at BP, we can ascertain that a number of different factors may have contributed to the BP disaster. The asset federation model took away responsibility from BP’s regional operations and subsequently the company’s safety message. The rewarding of each site and its managers for its individual performance further contributed to the dilution of importance on safety. A wheel network with key decision makers who had not been in their roles for very long, meant that lessons learned from past incidents weren’t filtered into the Deepwater Horizon and decisions were made with the view of saving money and time compared to safety.
The establishment of the Safety and Risk division immediately after the disaster ensured that the safety message from senior management would be heard within each site and limit the opportunity for a disaster of this magnitude to occur in the future. 6. Reference List
Ahmed, Z 2010, ‘Managerial Communication: The Link Between Frontline Leadership And Organizational Performance’, Journal Of Organizational Culture, Communications & Conflict, 14, 1, Health Business Elite, EBSCOhost, viewed 5 May 2013, p. 122
EHS Today 2010, ‘BP Creates New Safety and Risk Division’, 3, 11, Health Business Elite, EBSCOhost, viewed 3 May 2013, p. 17
Eunson, B 2012, Communication in the Workplace, e-book, accessed 05 May 2013, p. 116-118 .
Hargie, O & Tourish, D 2009, Auditing Organizational Communication : A Handbook of Research, Theory and Practice, e-book, accessed 05 May 2013, pp. 3, 419. .
Ingersoll, C, Locke, RM & Reavis, C 2012, “BP and the Deepwater Horizon Disaster of 2010”, MIT Sloan Management, pp. 1-4, 9-11, 20
Reed, S & Fitzgerald, A 2010, In Too Deep : BP and the Drilling Race That Took it Down, e-book, accessed 26 April 2013, p. 156 .
Robins, Bergman, Stagg & Coulter, 2012, Management, 6th edn, Pearson Australia, Australia, pp. 13-14, 405-07
Ruck, K & Welch, M 2012, Public Relations Review: Valuing internal communication; management and employee perspectives, Volume 38, Issue 2, June 2012, p. 1 7. List of Figures
Figure 1: Eunson – Types of Communication Networks
Figure 2: Robins – Three Common Organizational Communication Networks
Figure 3: Deepwater Chain of Command
8. List of Tables
Table 1: Types of information flow

The Vasa Case Study Essay

Question 5
Was this truly a disaster? What lessons can be learned from this case and similar disasters, particularly regarding the importance of such “human factors” as courage, truthfulness, and open communication?
The Vasa was built as a symbol of Sweden’s naval supremacy. Unequalled in size, ornamentation and firepower, the Vasa was intended to project might and to intimidate the nation’s enemies. Of course, the reality of Sweden’s many conquests in the Baltic region was not lost on its enemies. Further, the Vasa was a source of immense national pride. The first of its kind in any navy and by any country, it seemed a triumph of engineering and the nation’s technological prowess. Beyond the projection of unmatched force and national pride, however, the Vasa had more practical value.
As the navy’s flagship vessel, it would be employed in the interest of national defense, to transport military personnel and supplies as it waged war, and to apply force in collecting revenues. Moreover, the speed of its construction was occasioned by the loss of ships during combat. This led to demands by the king to have the Vasa and other ships completed far ahead of schedule. The fine prototype seen by a gushing public on the day of its inaugural voyage masked serious design and engineering flaws. It sailed a mere 1400 yards before it capsized and sunk to the bottom of the sea, in full view of a crowd of spectators. The toll on the national treasure was in excess of 5% of the nation’s Gross National Product (GNP), and even more importantly, it cost the lives of at least fifty persons. This was truly a disaster of monumental proportions.
The failure and tragic end of the Vasa project is instructive with respect to certain human factors as described below:
Courage:
It is absolutely critical that all members involved in the planning, designing and implementation of a project be fearless in acknowledging all actual problems and risks. Team members must have the courage to communicate all problems to the project manager who must, in turn, communicate with the stakeholders. The fear of failure, consequences of various forms (and in the Vasa project, the threat of punishment from the king) may inhibit the tendency to “speak out”, modify a project, or abandon it altogether, however, it must be done, especially when the consequences are significant with respect to wasted resources, and as the case study shows, when lives are at stake. Shipmaster Hybertson acknowledged his inability to conform to the King’s specifications, but ultimately acquiesced when, under pressure, he decided “to do whatever is necessary to satisfy the king’s demands.” At the outset of a project, it is necessary to create an environment where fear and intimidation are removed.
Truthfulness:
The need for truthfulness cannot be over-emphasized. In order to succeed in a project, team members and the project manager must be truthful in all actions and communications. Information at all stages of the project’s progress must always be accurate even if it less than desirable, and especially when there are significant risks to the public (Heldman, 2013). Truthfulness also relates to how problems are minimized as in the case of the Vasa project when Admiral Flemming discounted the obvious design and engineering flaws during the testing stage with his response that “the shipbuilder has built ships before.”
Open communication:
Effective communication is the lifeblood of a project. There has to be clear channels of communication between the team members, the project manager, and the stakeholders. The absence of information-sharing by the master shipbuilder, occasional breakdowns in information flow among the project manager, Admiral Flemming, and the shipbuilder and the king, were critical factors resulting in the failure of the project. The lesson to be learnt here is how absolutely essential a communications plan is to the success of a project (Larson and Gray, 2011).
References
Heldman, K. (2011). PMP Project Management Professional exam study guide, (7th ed.). Indianapolis, IN: John Wiley & Sons, Inc.
Larson, E. W., & Gray, C. F. (2011). Project management: The managerial process, (5th
ed.). New York, NY: The McGraw-Hill Companies, Inc.

Networking models Review Essay

3.1: Networking models Review: The two networking models are TCP/IP which had 5 different layers and the OSI model which has 7 layers. They mainly incorporate the same layers and the only difference is that the TCP/IP layer combines layers 5, 6 and 7 all into layer
5. Both models are along the same line of information and both explain how a network moves data. 3.2: OSI reference model: The OSI model includes two more layers that the TCP/IP layer already had but is constructed in only layer 5. 7: ApplicationWeb browser,
6: PresentationWhat is being displayed on your page
5: SessionControl structure between sessions
4: Transport(TCP) Transfers data between points
3: Network(IP address/URL) Routing, responsible for addressing, sending and translation of logical and physical addresses 2: Data linkSends frames back and forth with necessary sync and error control (MAC/PPP)
1: Physical(Copper, wires ect) Defines the mechanical procedures that are required to establish and maintain physical links.
3.3 The TCP/IP model
TCP/IP reference model; includes all information as OSI but only has 5 layers and not 7, Layer 5 includes layers 5, 6 and 7 combines. 5: ApplicationCombines layers 5, 6 and 7: provides network services such as email, file transfers, exchanges of data, support connections between sessions and inner host communications
4: Transport(TCP) transfers data between end points
3: Network(IP/URL) The routing process, packet switching and exchanging (looking for your URL) 2: Data LinkSends frames to and from with flow control, error control and sync; also addresses topology and medias. 1: Physical(Copper, wires ect) Defines mechanical procedures that are required to establish and maintain physical links
3.4 data link connections
Computer A is trying to send information to Computer B, the IP address must see the advertisement from Computer B for the router to know where to send the information. The router then strips the Ethernet and sends the information over a leased line to router B, Router B then sends connects to another ether and PPP to further send to Computer B.

Understanding BIOS/POST Essay

The next few pages will consist of two tasks that involve solving problems with the BIOS (basic input/output system) and how to secure the computer for viruses. Task one asks about a series of beeps provided by two different BIOS; the AMI and the Phoenix. Through the beeps we must figure out what error the BIOS are giving us. Task two is all about the fire walls and ways to protect your computer and the different firewalls that protect the entire computer or just that specific piece. The POST or power on self-test is performed by the BIOS on start up. Keywords: BIOS, POST
Understanding BIOS/POST
The most crucial component on a motherboard is the BIOS. The BIOS is what makes a computer a functioning and operational piece of equipment instead of a bunch of molded plastic. It preforms basic start-up functions along with running the POST to make sure the key components of the computer are performing properly. When it comes to the firewall on the computer, it protects the operating system from foreign elements that could harm it. In task one, we analyzed of the beeps to find the problem on the BIOS. According to www.bioscentral.com, 6 short beeps on the AMI BIOS, translate to gate A20 failure. The keyboard controller IC has failed, which is not allowing Gate A20 to switch the processor to protected mode. In order to fix the problem replace the keyboard controller. When it comes to the Phoenix BIOS; the error code message translates “first 64KB logic failure. Description is the first RAM control logic has failed. Task two as determined by http://home.mcafee.com/advicecenter/ “For the sake of simplicity, think of hardware firewalls as specialized network boxes that contain customized hardware and software.
When properly configured, hardware firewalls provide a protective barrier that hides an organization’s internal PCs from the outside world. They can also shield one company department (say, finance) from another (say, human resources). In many cases, hardware firewalls are great solutions for organizations that want a single security umbrella that protects multiple systems. For this very reason, most FORTUNE 500 networks have hardware firewalls in place. So what’s the downside? Since they are specialized devices, hardware firewalls tend to be expensive, complicated, difficult to upgrade, and tricky to configure. In other words, they are best reserved for IT managers who are specially trained to install, configure, and monitor such devices. Low-end hardware firewalls, now found in network switches and routers for the home, also have their limitations. If you take a personal laptop on the road, for instance, your system is no longer protected by the home-based firewall.”
In contrast to their hardware cousins, software firewalls are more ideal for individual users or small businesses that have dial-up or broadband Internet connections. Instead of using a custom (and often expensive) piece of hardware, a software firewall installs on an individual’s PC, notebook, or workgroup server. Even if an organization has hardware firewalls in place, it’s wise for individuals to use software firewalls on their own systems. The main reason: software firewalls are especially convenient for mobile workers who need digital security when working outside of the corporate network. That’s because the entire security solution is, in essence, a single application running on one’s computer. Another major benefit, software firewalls are easily upgraded. Users simply download patches, fixes, updates, and enhancements from the firewall provider’s web site, or the provider sends these improvements via the Internet.” http://home.mcafee.com/advicecenter/?id=ad_ost_hvsf&ctst=1
References
http://home.mcafee.com/advicecenter/?id=ad_ost_hvsf&ctst=1. www.bioscentral.com

Social Media Communication – Risk and Benefit Essay

You’re dammed if you do, and you’re dammed if you don’t. Communication in the 21st Century has given corporations a global audience, using the ever growing, and easily accessible interaction of social media. Like many other corporate leaders, Best Buy CEO Brian Dunn accepted his trusted Chief Marketing Officer’s suggestion to use “Twitter” as a form of communication, which could be used to broadcast information to both his employees and customers.
Like any form of communication there are basic and fundamental requirements that should be adhered to regarding the publication of a message, whether written as a letter, e-mail, or “tweet”. Once a stamp is placed on an envelope and dropped in a mail box, or the “send” button is pressed for an e-mail or tweet – the message then travels on to its intended audience for their review and interpretation. In the case of Best Buy’s use of Twitter, the company was pleased with their ability to reach close to 180,000 thousand employees, and customers alike.
The idea of a major corporation reaching so many employees and customers collectively and quickly with the click of a button brings together a community of interest. Communicating via a hand written letter and placing it in the mailbox, allows for the writer to pay special attention to the message. The writer has the ability to draft a message, and carefully edit the letter before sending off the message. The writer has control of the communication before it reaches the intended audience.
However, this type of communication in today’s business environment is not practical with regards to the time it takes to reach all stakeholders. There are additional problems with using this style of communication for instance, the mail may never reach the target, perhaps getting lost in the mail, or stolen. With electronic e-mail the writer has the same level of control regarding the ability to carefully construct the message as well as use of the editing process.
While the use of electronic e-mail and social media are expeditious and broad in delivery, there are also risks associated. With e-mail there are distribution lists to maintain, and the threat of spamming problems among others. The important and most common problem of emails is the use of proper etiquette. “One embarrassing email is usually all it takes for you to triple check your outgoing messages for years” (Stibel, 2011). By now everyone has heard of the growth of electronic “hacking”.
This is where an individual or group of people, are deliberately disrupting, or intruding on the privacy of a personal electronic web-based system for personal gain (theft), or for pure malicious activity. For the purpose of this essay, the discussion is based on electronic communication systems. Best Buy leader, CEO Brian Dunn’s twitter account was hacked, and his twitter account produced an offensive message that was communicated to all his followers.
This required an immediate response and damage control activities by the Best Buy executive team. “With each new technology, there are always a great many mistakes made, at least until we get the hang of it” (Stibel, 2011).
Careful measures should be taken in protecting and monitoring for cyber threats to a company’s electronic communications system. It’s not to say that Best Buy does not have protections in place for these systems, but also considerations should made regarding the ever increasing threat of harmful malicious electronic predators. This raises the question as to whether or not the benefit outweighs the risks associated with continuous electronic tweeting.
Aside from corporations using twitter as a form of communication, there are other forms of social media that can provide the same speed and range for communications. It may be hard for some to understand how business was conducted without social media, and that perception is growing. Social Media allows for unprecedented access for individuals to express themselves as they desire.
This ability to express himself via twitter caused the downfall of former representative Anthony Weiner of Queens, New York. “Weiner initially claimed he’d been hacked; then issued a bizarre nondenial denial about whose genitals were in the infamous picture he accidentally sent to his 50,000 Twitter followers; then held an even more bizarre press conference that was hijacked by the late conservative activist Andrew Breitbart.
And only then, thoroughly humiliated and disgraced, did he resign” (Green, 2013). Any information that someone posts to a social media source can be viewed literally by anyone. Leaders and managers should provide advice to employees regarding the use of social media, to protect the integrity of the company. While there are debates as to whether policy or rules should be used to govern social media’s use by employees, common sense advisement should help employees understand the risks taken when using social media, while being a visible representative of an organization.
“It’s in all of our interests to ensure that a good chunk of online conversation remains outside the editorial purview of managers who are policing content for its brand and message alignment” (Samuel, 2012). Social media allows corporations to instantly advertise their business to a global market place. As in every form of communication careful attention to the message that is being communicated and to what audience is extremely important.
Particularly with social media, the audience can be larger than anticipated, so the risk can be greater. Like in the case of Best Buy, where the CEO’s twitter account was hacked, instantly the offensive message became a serious crisis for the company’s reputation. References
Green, J. (2013, April). racy twitter pics aren’t anthony weiner’s only problem. Retrieved from http://www.businessweek.com/articles/2013-04-11/racy-pics-arent-anthony-weiners-only-problem Robbins, S. P., Decenzo, D. A., & Coulter, M. (2013). Fundamentals of Management Essential Concepts and Applications (8th ed.). Upper Saddle River, NJ: Prentice Hall. Samuel, A. (2012, October). the high price of social media risk management.
Retrieved from http://www.blogs.hbr.org/samuel/2012/10/the-high-price-of-social-media.html Stibel, J. (2011, August). the simple way to avoid social media failures. Retrieved from http://www.blogs.hbr.org/cs/2011/08/the_simple_way_to_avoid_social.html