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Intellectual Property Theft

Corporate Security office, headed by the Chief Security Officer (CSO). This office has recently completed an investigation into how a competitor may have obtained copies of the confidential architectural drawings and design plans for a new type of resort that the company had planned for a recently acquired island property. At least one competitor is known to have received copies of the company’s intellectual property through an economic development office within its country’s government. It is suspected that an Advanced Persistent Threat mechanism may have been used to exfiltrate information from Padgett-Beale’s existing hotel property within that geopoliticall jurisdiction. Another competitor, also operating in that geographic area, contacted Padgett-Beale’s Corporate Security Office and disclosed that it had been sent URLs for web pages containing links to the resort plans by an unknown party. The other firm wanted to make it clear to Padgett-Beale that they did not condone nor participate in such illegal and unethical taking or receiving of another company’s intellectual property.

As part of the company’s response to this theft, the CSO’s office has been asked to prepare a background briefing for company’s executives that addresses the problem of protecting intellectual property stored in digital form. The briefing must include recommendations for best practices that the company’s executives should be adopting to prevent / respond to such thefts.

Begin by reading the readings for this week. Then find additional information through your own research.

Write a 2 page summary of your research and analysis for review by the CSO’s senior staff. Your summary should begin by explaining the problem of intellectual property theft. Next, address the reasonable and customary processes and procedures which should be used to discourage or make it difficult for employees, managers, and executives to inadvertently misuse and/or steal the company’s intellectual property (at a minimum, you must address data classification and marking, separation of duties, and least privilege). You should also identify and explain five or more best practices which the company should implement as it responds to this growing problem.

Sample Solution

here are other contingency theories that provide a more continuum based approach such as Redding’s theory of leadership and management, however Fielder’s description of how situational factors affect the leadership style required for the situation is extremely useful in understanding the fundamentals of leadership (Pettinger, 2007). Chelladurai in his Multi Dimensional Model of Leadership, expands on much of Fiedler’s theory but in a continuum based approach, in which the leader can adapt their leadership style to fit the situation (Chelladurai and Madella, 2006). Chelladurai’s theory is taken from sports psychology but can be applied to an organisational scenario. It provides a much more empirical categorisation of task structure, clearly differentiating a plethora of situations that require certain leadership styles for success. Chealldurai found three characteristics that affect the leadership style required for a situation, called antecedents, they mainly expand upon Fiedler’s situational factors and leader – member relations and ultimately affect how a leader should behave towards a situation. The first are situational characteristics, the environment in which the leader must perform, the second are leader characteristics, the experience, personal qualities and skills of the leader, and the third are member characteristics, the motivation, skill and experience levels of group members (Chelladurai and Madella, 2006). The situational characteristics and member characteristics have a required behaviour to ensure maximum group performance, they also have a preferred behaviour to ensure the satisfaction of group members, if the leaders actual behaviour matches both the required behaviour and preferred behaviour of the situation the consequence is maximum group performance and satisfaction. However, if the group are not performing and achieving goals or are not satisfied or both, then the leader is able to amend their actual behaviour to improve this. Leaders able to monitor performance and satisfaction, and understand what is required to amend the situation will achieve optimum group performance in Chelladurai’s model. The one limitation of Chealldurai’s model is that it assumes the leader is in a position of complete positional power over the group, and can implement any leadership style of their choosing without constraints. Positional power is the authority and influence a leader has over a group, if the leader has positional power, they will be able to implement the leadership style they best see fit for the situation. Positional power cannot be measured or quantified, making it highly ambiguous and hard for a leader to understand whether they have it or how then can gain it. It becomes the responsibility of the organisation to have policies in place to provide leaders with some positional power, usually by establishing a clear hierarchal structure. By establishing a hierarchy, the leader is perceived by the group to be able to make demands and expect compliance from them giving
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