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The effectiveness of AEnergy Company’s security policies

SCENARIO
AEnergy Company has some security policies established (See Appendix at end of Case Study). However, there have been some incidents that have created doubt about the effectiveness of the protections offered by the current policies. For example, an employee’s laptop computer was recently stolen at the airport while the employee was traveling on company business. Management has asked you to analyze the company systems and update the policies as necessary so the company is protected from potential threats from both external parties and internal users of the company technology.

REQUIREMENTS
Your submission must be your original work. No more than a combined total of 30% of the submission and no more than a 10% match to any one individual source can be directly quoted or closely paraphrased from sources, even if cited correctly. The originality report that is provided when you submit your task can be used as a guide.

You must use the rubric to direct the creation of your submission because it provides detailed criteria that will be used to evaluate your work. Each requirement below may be evaluated by more than one rubric aspect. The rubric aspect titles may contain hyperlinks to relevant portions of the course.

A. Evaluate the effectiveness of AEnergy Company’s security policies (see the attached “AEnergy Data Security Policy,” “AEnergy Employer Security Policy,” and “AEnergyy Accounting Security Policy”) in regard to ethical issues.

  1. Discuss two potential unethical uses of the company technology and/or data by internal users.
  2. Discuss two potential unethical uses of the company technology and/or data by external parties.

B. Evaluate the effectiveness of AEnergy Company’s security policies (see the attached “AEnergy Data Security Policy,” “AEnergy Employer Security Policy,” and “AEnergy Accounting Security Policy”) in regard to security threats.

  1. Discuss two potential security threats to the company technology and/or data from internal users.
  2. Discuss two potential security threats to the company technology and/or data from external parties.

C. Create updated company policies that outline expectations related to use of company technologies by internal users and issues with external parties.

  1. Explain how your changes would mitigate the unethical uses discussed in parts A1 and A2.
  2. Explain how your changes would mitigate the security threats discussed in parts B1 and B2.

Sample Solution

mmunication channels will be conducted to reach and approach the target groups. The second focus will be set on the marketing communication concept to improve their appearance. This will be done through finding a marketing claim for their business and a competitive corporate identity, improve corporate design to match their identity, presentations, marketing material targeted to education institutions, support and fine-tuning of their homepage, and preparing an English version of their homepage. Organizational context 1.1 Organizational characteristics The internal and external organizational context of Cultural Connectors will be elaborated in this section. In terms of the internal organizational context, Cultural Connectors presents three essential characteristics. The first one are innovation and risk taking. According to the official website of Cultural Connectors, the mission is to connect cultures and improve cross-cultural understanding of our clients substantially and permanently. Furthermore, the brand values are clarified as enriching, intensive, human and relevant experience, (Cultural Connectors). In terms of the external organizational context, the main external communication used by the company is their official website www.cultural-connectors.com. Aside from their official website, Cultural Connectors also communicate externally by e-mail and telephone. 1.2 Internal analysis According to Svend (2008), internal factors are categorized into firm size, international experience and service. Firm size: Cultural Connectors was established by Olga Medinskaya in 2015, hence, it is new service startup. The company does not have a large number of employees. The organizational structure consists of management and support staff. The founder, Olga Medinskaya, develops the learning programme and works as a general manager and a coach. Besides that, Dr. Henk Randau helps her with strategic questions and uses his contact to attract more potential clients. Olga is also assisted by specialized coaches who work as freelancers. Additionally, Cultural Connecters hires some interns to support them with translation and research.
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