College Pressures By William Zinsser - 1221 Words

Numerous college students today feel like they are not adequate enough. So much is put on their plate, and above it all, in order to keep moving forward academically towards a career, they must prove themselves. This idea is explored in â€Å"College Pressures† by William Zinsser. He talks about why students are driven to try so vigorously in order to earn a step ahead, but the reasoning is arguable. One of the main struggles among college students today is that they are required to compete against one another to appear exceptional. In frequent cases, students are trying so vigorous to look favorable on paper in order to be accepted into a prestigious school or to be hired to a higher-paying job. Students are required to compete against each other in order to obtain scholarships. It is commonly known that the better grades you earn in school, the more likely it is for you to earn a scholarship at all, and even then, you may secure one that offers more money. This stems from a belief that higher grades mean a higher rate of success, but this is not always the case. Scholarships are also limited in quantity, so if students want to pay as little for college as possible, they must be the first one to place their foot in the door in order to even receive the scholarship. In addition to having to keep up with schoolwork and, for thousands of high school students, jobs, a myriad also participate in extracurricular activities. Being part of an extracurricular activity can showShow MoreRelatedCollege Pressures By William Zinsser939 Words   |  4 PagesIn â€Å" College Pressures,† William Zinsser discusses four types of pressures college students go through. Even though he wrote this in 1978, college students today still experience all four of the pressures. The four pressures Zinsser discusses are economic, parental, peer, and self-induced. Today’s college students are becoming more and more disconnected with their passions and are being thrown into the world of practicality. College should be a place of experimentation and discovery, but insteadRead MoreCollege Pressures By William Zinsser1346 Words   |  6 PagesStudents Facing Obstacle During College Life During the college life students have to deal with different types of obstacles. In the article, â€Å"College Pressures† William Zinsser focuses on the pressure faced by the college students. He talks about how the students are dealing with economic pressure, parental pressure, peer pressure, and self-induced pressure. College students are worried about getting high paid jobs and being rich instead of relaxing and enjoying now. Zinsser claims that students are worriedRead MoreCollege Pressures And Eric Greiten s The Heart And The Fist974 Words   |  4 PagesIn today’s society, there is a stigma that one needs a college education to be successful. Due to these overwhelming societal pressures, college students encounter numerous challenges. Two authors who explore these challenges are William Zinsser in his article â€Å"College Pressures† and Eric Greiten in his book â€Å"The Heart and the Fist†. Both Zinsser and Greitens consider the everyday struggle s that college students face. While discussing the same topics, the authors use different writing styles andRead MoreGraduation Speech : College Students1280 Words   |  6 PagesAccording to the 2015 National College Health Assessment, over 85% of college students have felt stressed or overwhelmed in the last year. As an undergraduate, I am fully aware of the pressure we, as students, feel. We are a machines, constantly trying to balance studying, our classes, working, having a social life, and preparing for our future. And we are still expected to get eight hours of sleep every night? I know first hand how this feels. I wake up early every morning, go to class, spend countlessRead MoreFlaws Of The Education System917 Words   |  4 Pages Flaws in our Education Brent Staples wrote Why Colleges Shower Their Students with A’s† to show the flaws in the education system with teachers giving unfair grades to students. Similarly, William Zinsser wrote â€Å"College Pressures† to show how colleges are putting unnecessary stress on their students. While it is important to draw attention to these problems, it is also necessary to find solutions as well. Bringing the issues to the public knowledge is only the first step in correctingRead MoreCollege Pressures Affect Our Lives1212 Words   |  5 PagesCollege Pressures College pressures dominate our lives. They begin to levitate around us and slowly derail our lives. William Zinsser elaborates about the college pressures that modern generations are facing. He reveals multiple commonalities that the typical college student encounters on a daily basis. Zinsser states, â€Å"They want a map-right now-that they can follow unswervingly to career security, financial security, social security, and presumably, a prepaid grave† (12). He is spot on, the pressuresRead MoreTaking A Lot Out Of College Students969 Words   |  4 PagesHaving pressures in today’s world is not an uncommon occurrence that can take a lot out of college students. These things continue to affect students in this day and world of today because of how common and easy it is to happen such as wanting to achieve a higher GPA, make our parents proud, and trying to make the payments needed. There are many different scenarios in which they can feel burdened by things happening related to their education but they all fall into one of the four categories beginningRead MoreAnalysis Of The Narrative The Twelve By Sandra Cisneros863 Words   |  4 PagesIn the duration of this English class we have read multiple essays. The essays include a short story, â€Å"Eleven† by Sandra Cisneros whose main idea that there is not a correlation between age and emotional evolution. â€Å"College Pressures† by William Zinsser argues that college students are under excessive stress to plan their future and succeed. The narrative, â€Å"Mother Tongue†, by Amy Tan focuses on the variants in the universal English dialect which is based on one’s background. â€Å"Indian Education† byRead MoreEssay on Is College Worth our Time and Effort?874 Words   |  4 Pagesearned a college degree to get their high-level job that requires years of learning and preparation to acquire, such as a doctor or a programmer. With colleges, students have a mean s of landing that dream job of theirs or maybe discover that they had a passion for a different kind of career instead. Although, many students have to endure years of stress and pressure in college before they can get their degree or figure out what they want to do for a living. In William Zinsser’s essay, â€Å"College PressuresRead MoreEssay on Stress in College: What Causes it and How to Combat it2513 Words   |  11 Pages Many first year college students face problems as they enter a new educational environment that is very different than that of high school. However, the common problem is that many first year students become stressed. For many students, college is supposed to be the most fun time of their life; however, their fun can be restricted if it is limited by stress and other mental illnesses. According to the National Health Ministries (2006), stress is caused by â€Å"greater academic demands

Cosmetic Surgery Plastic Surgery - 1836 Words

When you look in the mirror what do you see? Is it an image that you are satisfied with or is it an image that you would like to change? â€Å"85 percent of women and 72 percent of men are unhappy with at least one aspect of their appearance, according to research by Dr. Thomas Cash, a psychologist at Old Dominion University in Norfolk, Va.† (Goleman, 1991). I know many of you have heard of cosmetic surgery, also known as â€Å"plastic surgery†. Many people have considered cosmetic surgery in order to feel better about their self. This topic really interested me because I know there are many different viewpoints on it. What I wanted to focus on most is how the media portrays cosmetic surgery, how they portray women, the pros and cons of cosmetic surgery, the cost, and ways that we can get more people to be comfortable in their own skin so that they don’t have to resort to things such as cosmetic surgery. One of the biggest influences in the world today is the media. The media have a lot to do with how people think they’re supposed to look and/or act. There are people who will go to extremes to get that ideal â€Å"perfect body† or â€Å"perfect face† without thinking about the consequences that can come along with it. â€Å"The MP’s report said pressure to look good had pushed up cosmetic surgery rates by nearly 20% since 2008.† (Roxby, 2014) The way the media praise some of the celebrities that have gotten surgery also makes people feel like it’s the â€Å"new thing† which makes it seem okay. â€Å"TheShow MoreRelatedPlastic Surgery : Cosmetic And Cosmetic Surgery879 Words   |  4 PagesI) Definition Cosmetic and plastic surgery According to the merriam-Webster website, plastic surgery is another common word for Cosmetic Surgery which means, in general, a type of operation to improve parts of the body. The medical term of Plastic Surgery comes from Greek in 1638. Cosmetic is a type of ornamental surgery which helps patients to reform and rebuild part or demonstrative of their body in order to embellish their appearance and be beautiful. The defect for that could be congenitalRead MoreCosmetic Plastic Surgery : Cosmetic Surgery994 Words   |  4 PagesOther failures related to cosmetic plastic surgery are often linked to the use of Botox. For instance, e all know or have seen this one person who has received an excess of Botox injections and ended up having unnaturally, protruding cheeks. Although using Botox is nonsurgical, it is still classified as cosmetic plastic surgery because it restrains our muscles from carrying out any movement. Many people believe that since this process does not involve cutting t hrough a patient’s skin, it does entailRead MorePlastic Surgery And Cosmetic Surgery1496 Words   |  6 PagesPlastic surgery has become an extremely popular trend throughout the past years of the American culture. There are many reasons why people get plastic surgery, however, our society is the first to judge an individual for getting a procedure done. The controversy regarding plastic surgery is extremely relevant and has received major attention through celebrities, television, and social media. However, many individuals are unaware that there is a difference between both plastic surgery and cosmeticRead MoreCosmetic Surgery : Plastic Surgery2001 Words   |  9 Pages In most sources about cosmetic surgery, they explain the good or bad about it and also give examples of people that have gone through cosmetic surgery. For most people that go through cosmetic surgery, it takes around 6 months for the swelling to go down and for most of the scars to heal and begin to go away. The majority of people that have an opinion of cosmetic surgery, think that it’s the worst part of the new society and feels like the people that get the procedure done are weak and are easilyRead MorePlastic Surgery And Cosmetic Surgery2042 Words   |  9 PagesPlastic Surgery In today’s culture, plastic surgery has become very popular in this society. When people think of plastic surgery, they think of cosmetic surgery. Although both plastic surgery and cosmetic surgery deal with enhancing a person’s body, the training, research, and the goals for patients are different. Therefore, both specialties are entirely different from one another. According to the American Board of Cosmetic Surgery, Plastic Surgery is defined as a surgical specialty dedicatedRead MoreCosmetic Surgery : Plastic Surgery And Teenagers2046 Words   |  9 PagesAccording to â€Å"Plastic Surgery Teenagers†, â€Å"teenagers who want to have plastic surgery usually have different motivations and goals than adults† (â€Å"Plastic Surgery For Teenagers Briefing Paper†). Thus, meaning that most young adults get cosmetic surgery, which is the reshaping of body parts to improve their physical characteristics. However, changing your physical appearance ju st because you want to or do not feel pretty enough should not be the case of spending all that money and time on a non-maturedRead MoreCosmetic Surgery : The Plastic Surgery Capital Of The World893 Words   |  4 PagesMany people know that South Korea is known as the plastic surgery capital of the world. Plastic surgery was once a major taboo in Korea, where those who have gotten it done would be looked down upon on by family and friends, but now the pursuit of perfection has made cosmetic surgery much more popular and open to the public. About one in five women in Korea would have some kind of plastic surgery done, and many neighborhoods and subway stations are lined with advertisements and billboards to promoteRead MoreThe Use Of Modern Plastic Surgery And Cosmetic Surgery1468 Words   |  6 Pagesmodern plastic surgery has evolved from a procedure used to provide treatment for disfiguring facial of the soldiers during WWI into a slave of modern beauty culture, more commonly k nown as â€Å"cosmetic surgery† (Gillies H, 1920). Although, the term â€Å"plastic surgery† and â€Å"cosmetic surgery† are used interchangeably, they are intrinsically different. On one hand, cosmetic surgery aims to enhance a patient’s appearance, which can be performed in all areas such as breasts, nose of body shape. Plastic surgeryRead MoreCosmetic Surgery : Plastic, Reconstructive Surgeries Have The Word `` Surgery906 Words   |  4 PagesCosmetic, plastic, reconstructive surgeries have the word â€Å" surgery† in them, so there are risks go together with them. No surgical procedure is a hundred percent safe. Actually, several surgeries in this area are major surgeries; they are a not all minor surgeries like many people think. According the department of surgery of University of Rochester Medical Center Rochester in New York, â€Å"Breast reconstruction is major surgery, with the risks, discomforts, and recuperation period of most major surgeryRead MoreAmerican Teen Cosmetic And Plastic Surgery1432 Words   |  6 Pages American Teen Cosmetic and Plastic Surgery Plastic and cosmetic surgeries have become a persisting issue in The United States, with the steady advancement of social media and technology being exposed to teens, many are falling victims to the country’s perception of standard beauty and resorting towards surgical procedures features that are not considered to be attractive among the general public. The United States makes it very easy for teens to proceed

support of a Significant Technology Decision

Question: Discuss about the support of a Significant Technology Decision. Answer: Introduction The objective of the paper is to understand the various risk perspectives in the above mentioned situation. Integrated risk management enables simplification, automation and integration of strategic, operational and IT risk management processes and data. Risk management solutions are an increasing area of focus for most organizations, as risk profile complexity and interconnected relationships grow explosively. In fact, according to a 2016 survey of risk executives by the Risk and Insurance Management Society, 74% of respondents state that their ability to forecast critical risks will be more difficult in three years. Moreover, the leading obstacle to forecasting critical risks noted by these executives is the continued lack of cross-organization collaboration (Galliers, 2014). To understand the full scope of risk, organizations require a comprehensive view across all business units and risk and compliance functions, as well as key business partners, suppliers and outsourced entities. As a result, new technology solutions are emerging to increase the collaborative nature of risk management, both within and external to an organization. IT risks are those within the scope and responsibility of IT, the IT department or IT dependencies that create uncertainty in business activity. ITRM solutions automate IT risk assessments, policy management, control mapping and reporting, security operations analysis and reporting, and incident management (Haimes, 2015). Risk management is an increasing area of focus for most organizations, as risk profile complexity and interconnected relationships grow explosively. According to a 2016 survey of risk executives by the Risk and Insurance Management Society, 74% of respondents state that their ability to forecast critical risks will be more difficult in three years. Moreover, the leading obstacle to forecasting critical risks noted by these executives is the continued lack of cross-organization collaboration (Neves, 2014). To understand the full scope of risk, organizations require a comprehensive view across all business units and risk and compliance functions, as well as key business partners, suppliers and outsourced entities. As a result, new technology solutions are emerging to increase the collaborative nature of risk management, both within and external to the organization. Over the past decade, risk management programs have matured to focus on more than just compliance and on the interconnected nature of operational risk across an enterprise. Gartner defines this approach to risk management as integrated risk management (IRM). IRM is a set of practices and processes supported by a risk-aware culture and enabling technologies that improve decision making and performance through an integrated view of how well an organization manages its unique set of risks (Haimes, 2015). Review of the industry solutions First, to assess and mitigate the widening array of digital risks, you need the right framework. This is especially true with the growing complexity around third-party and vendor risk management as well as the proliferation of cloud technology deployments. Gartner's research will not only focus on methods to assess these risks, but also risk treatment alternatives like cyberinsurance. New leaders in digital risk also need the right metrics to make better business decisions by linking risk and performance. Risk metrics can also be used to direct audit and compliance resources to focus on the right areas rather than succumbing to the dreaded "check-the-box" syndrome. Gartner's research focus in 2017 will include views on how companies can link risk management and corporate performance management via metrics. Using key risk indicators tied to key performance indicators, business leaders can deploy risk management resources to areas that will have the greatest impact on the future success of the business (Galliers, 2014). Finally, to support your efforts to manage these new risks, you need the right systems. Gartner will explore the current trends for use of IRM solutions in areas such as legal, e-discovery and operational risk management. Gartner will also discuss new and future trends around the evolution of digital risk management technology. Without a full understanding of the implications of how risks impact the performance of business units and individuals in meeting their goals, the entire company will have difficulty meeting its long-term strategic objectives. Companies must explicitly identify how risk influences the behavior and ability of individuals in achieving their goals. Gartner developed its business risk model to help companies define leading risk indicators as a way to focus efforts on high-value activities (Sadgrove, 2016). This model can be fully implemented in four to six weeks, and provides a mechanism for companies to answer the following questions: What risk metrics should the company utilize to improve decision making and, more importantly, to position the company to achieve its performance goals? How can key risk indicators be used to adjust the key performance indicators to inform better decision making? Where do IT key risk indicators map to business process objectives and controls? Changes in the security position and assessment While technology is often viewed as a panacea for risk management challenges, it is most useful and cost-effective when deployed as an enabler of a well-defined program. Too often, companies will overengineer the supporting risk management processes based on a particular IRM solution, resulting in greater bureaucracy and wasted investment. Using Gartner's IRM pace-layering methodology and related Magic Quadrants, Critical Capabilities and Market Guides, you can identify and implement the right systems to address the following questions: What risk-related technologies are required to fully comprehend a company's dynamic risk profile? How can purpose-built IRM solutions that serve different risk and compliance domains be integrated to form a cohesive solution portfolio? What are the common risk assessment and data needs for comprehensive risk management across the enterprise? Where can I find the right systems to enable my risk management program in an integrated way While technology is often viewed as a panacea for risk management challenges, it is most useful and cost-effective when deployed as an enabler of a well-defined program. Too often, companies will overengineer the supporting risk management processes based on a particular IRM solution, resulting in greater bureaucracy and wasted investment. Using Gartner's IRM pace-layering methodology and related Magic Quadrants, Critical Capabilities and Market Guides, you can identify and implement the right systems to address the following questions: What risk-related technologies are required to fully comprehend a company's dynamic risk profile? How can purpose-built IRM solutions that serve different risk and compliance domains be integrated to form a cohesive solution portfolio? What are the common risk assessment and data needs for comprehensive risk management across the enterprise? Key Challenges In many organizations, security and security risk governance practices are still immature, and they often lack executive support and business participation. Many organizations struggle to establish clear accountability and authority, which are key prerequisites for effective, risk-based security decision making. The increasing adoption of digital business strategies has resulted in citizen IT initiatives that challenge conventional security and security risk governance practices. Recommendations Security and risk management leaders responsible for information security management programs should: Implement governance processes and activities that support accountability, authority, risk management and assurance. Institute governance roles and forums that will support decision making and oversight. Ensure that the right people, with appropriate authority to make governance decisions, are involved in the governance processes and forums. Implement Governance Processes and Activities That Support Accountability, Authority, Risk Management and Assurance The single most important goal of the governance function is to establish and manage clear accountability and decision rights for the protection of the enterprise's information resources. Without this, security policies will be ineffective, security processes will fail, moral hazards will prevail and risks will not be controlled. Set and Manage Accountability and Decision Rights The principle of owner accountability must be documented in an enterprise security charter ultimate accountability for protecting the enterprise's information resources and, by implication, its business processes and outcomes, rests with the business owners of the information resources. The biggest security weaknesses are often inherent in weak business processes, and these present major risks to the information and to business outcomes. The ESC must establish that the resource owners have the authority to make the risk-based decisions required to fulfill their accountability. Resource owners are typically business process, application and data owners (i.e., the roles that own the security risk). When clear business resource ownership cannot be identified (e.g., in cases of shared information and infrastructure), the accountability, risk ownership and associated authority must be vested with the CIO, or another central function, such as the COO (Haimes, 2015). The detailed accountability and decision rights for the security and risk processes should be documented and communicated through the use of responsible, accountable, consulted and informed (RACI) charts. The ESC must also provide a clear mandate for establishing and managing an information/cybersecurity program, including determining its scope. This mandate typically vests the chief information security officer (CISO) with the responsibility and authority to run the program. Digital business transformation provides new challenges to security and risk governance, and it is imperative that the six principles of trust and resilience in digital business are also captured in the ESC. One practical manifestation of the accountability and decision rights for security risk is the policy management process and framework that the resource owners, CIOs and CISOs must use to implement their risk control decisions. The CISO is responsible for defining a security policy hierarchy and process that will make this as easy and effective as possible. Another practical manifestation of accountability is the structure of the security organization. There is no single best-practice template for the security organization; however, from a governance perspective, it is important to optimally balance the assurance, strategic and operational processes and tasks in a practical organizational model. In the context of digital business, the onus is on senior leadership to invest in developing and recruiting the new skills required for such processes as agile and Mode 2 development, which increasingly integrate operational technology and the Internet of Things (Schneider, 2014). Decide Acceptable Risk The second major goal of the governance function is to decide levels of acceptable risk. This entails empowering the resource owners, the CIO and the CISO with the context, skills and resources to perform appropriate risk assessments. Based on the results of these assessments, the resource owners must decide how much risk is acceptable, as well as how to deal with the unacceptable risk at a defined cost. The risk treatment plan must then be approved by the relevant governance body and formalized in policies and appropriate controls. In a digital business environment, this implies that all the relevant parties understand and can deal with the potentially conflicting risk appetites inherent in both agile and Mode 2 projects. An important element of managing risk it to understand that individual resource owners might have different risk appetites, and that these could conflict with the formal corporate risk appetite or with the risk appetites of other resource owners. Hence, a key governance function is to implement and manage a process to arbitrate among conflicting risk appetites. Typical conflicts that require arbitrations include situations in which: A resource owner believes he or she has a valid business reason for requesting exemption from existing policy or control requirements for an application or system. Different resource owners have different risk appetites hence, different security control requirements for their systems, even though these systems will share infrastructure. The prevalence of this type of conflict increases in organizations embracing digital business development strategies. A business owner may be willing to accept a risk, but the risk exceeds the enterprise's risk appetite. Enable Risk Control The third governance goal is to enable effective risk control within a context of limited financial and human resources. The key enabler for effective risk control is to establish: A formal security program that implements and operates the security controls. In too many organizations, these security programs look to implement controls for the sake of having controls (often guided by some arbitrarily selected control framework), rather than understanding the real risk context. Although the security team is typically responsible for the practical implementation and operation of most security controls, the governance function must ensure the proper prioritization of security investments, based on the criteria of expected risk reduction, the resource requirements and the expected time to value of the respective projects in the roadmap. A strategic planning capability that enables the organization to develop and refine a roadmap of investments that recognizes continuous change in the business, technology and threat environments. The increased velocity associated with digital business means that organizations are increasing the frequency (and decreasing the planning horizons) of their strategic planning activities. In the past, enterprises commonly developed security strategy plans with three- to five-year horizons every three years; however, most now have an annual plan with a two- to three-year planning horizon. More-mature organizations are formalizing a quarterly review of their security strategies to make timely adjustments, based on changes in the business, technology and threat environments. Assure Control Effectiveness The fourth governance goal is to assure control effectiveness. This typically entails periodic policy and control compliance assessments, including evaluating the retained risk and deciding whether additional remedial investment is required. This function also includes ensuring that prescribed security controls are integrated into new applications or infrastructure projects, before they are accepted into production. Finally, this entails collecting appropriate metrics operational and assurance metrics. They should be reported regularly to the security governance bodies and to executive leadership. Institute Appropriate Governance Roles and Forums Security accountability is often neglected or misunderstood. Organizations often view the CISO as the single, accountable role for the security posture of an organization. However, mature organizations understand that the accountability for the security and risk position of the organization rests with the senior executives who are ultimately responsible for the resources and business processes that support the organization's business outcomes. The CISO is accountable for identifying security risks and for implementing security controls; however, the governance function, as typically represented by an enterprise security steering committee, is ultimately accountable for setting the security and risk direction of the organization and ensuring that the CISO has the required resources. The CISO is also responsible for ensuring that the responsible executives make prudent decisions, but the executives themselves are accountable for those decisions. Although leading organizations understand this and have accountability models that implement a chain of responsibility that aligns with this approach, Gartner speaks with many organizations that have more-traditional approaches in which the CISO bears a large, if not complete, degree of responsibility and accountability, often without the necessary resources and authority. Setting such an accountability model in written form in the ESC and via a RACI chart can clarify the requirement s expected from the role players. Midlevel Forums Large organizations often attempt to achieve scalability in their governance processes by instituting midlevel counsels or committees. Typically, the primary focus of such forums is to provide local governance in decentralized or federated enterprises. In organizations that have experienced issues with participation and support for information security, such additional layers of governance can contribute to greater levels of buy-in. The main activities are to agree on local security policies and standards, to monitor localized security projects, to act as local representatives of the executive sponsor and the corporate steering committee, and to report back to these functions on general policy compliance and emerging issues (McNeil, 2015). In as much as the adoption of digital business strategies is driven from within the business units, rather than from central IT, regional forums can play an effective role in governing citizen IT projects. Membership typically consists of the CISO, regional and midlevel business managers, and local IT management. These forums generally meet monthly. Cyber/Information Security Teams Although security teams typically have management and operational responsibilities, a sizable part of the functions of these teams is oversight (i.e., they "ensure," rather than manage or execute). Such functions include the development of security policy, the oversight of IT projects (including risk assessments), and policy compliance scanning and monitoring. The team also acts as an initiator and consolidator of governance reporting functions. Ensure That the Right People Are Involved in Governance Activities Common governance mistakes include: Populating the governance forum with IT and/or security staff, leading to security and risk decisions that do not reflect the organization's business needs Allowing senior staff to send delegates to attend meetings, which leads to moribund committees that are either unwilling or unable to set direction and make difficult, unpopular or expensive decisions. The effectiveness of information security and risk governance depends heavily on the profiles and attitudes of the people involved in the governance bodies and processes. Participants must have the authority to make decisions, commensurate with the scope of the relevant forum or function, on behalf of the constituencies that they represent. Although participants might occasionally have to defer to their line management on major decisions, they should be able to decide on most issues without resorting to this. One pitfall to avoid is having appointed members of committees regularly (or permanently) delegate attendance at these forums to their juniors. One way to avert this is to have a rule that absence or delegation to a junior implies agreement with all tabled decisions in other words, there is no right of veto in absentia or by a delegate, unless the member is on approved leave or travel. Furthermore, committee members must fully "buy into" the objectives of the respective committees (making committee membership a formal job specification requirement might help). Without the right profiles and attitudes of members, governance forums have the tendency to develop into ineffective debating societies. Risk management is an explicit recognition that there is no such thing as perfect protection. When dealing with cloud computing risk, organizations must make conscious decisions regarding what they will and will not do to mitigate cloud risks. An effective risk acceptance process must work in conjunction with the stakeholders in the non-IT parts of the business, ensuring that they can express the anticipated benefits of every cloud use case. Every business decision presents residual risk that must be accepted. Even some very significant risks may be worth the business gain. The risk stakeholders have choices. They can choose to accept more risk with lower security investment, or lower risk with higher security investment. It is a legitimate business decision to accept any level of risk that executive decision makers choose. However, risk acceptance decisions made without an appropriate risk assessment and consideration are not defensible. Accepting Cloud Risk Is OK Defensibility is at the center of success with this model. Are the assertions of risk accurate? Are the trade-offs appropriate? Do you have enough information to make a good and defensible decision? Unfortunately, in many circumstances, these risks do not have supporting quantifiable data similar to the actuarial tables used in the insurance industry. You will have to use imperfect data to guide your decisions. As in any risk scenario, where decisions may need to be explained in the future, follow a consistent internal risk acceptance process, and maintain documentation that explains the underlying assumptions. Organizations that are comfortable with ambiguity, in which individuals are empowered to make risk acceptance decisions without a highly formal business case, will find it easier to take advantage of public computing. Highly risk-averse and bureaucratic organizations often struggle to make nuanced decisions, and are probably not good prospects for putting sensitive use cases into the public cloud. Although it is often less risk-transparent than traditional computing models, public cloud computing is an increasingly useful and appropriate form of computing, and, in some cases, it can have security and control advantages. This risk decision model is about gathering information, weighing options, and making pragmatic decisions based on the best available information. Don't let your security people scare you into missing an opportunity or allow your project managers to proceed without proactively gathering available data. Hold everyone in the process accountable for defending their decisions about security spend, go/no-go and prioritizing their activities. The only real failure is to proceed without a proactive consideration of risk. Once you weigh the alternatives, there is no wrong decision. The guidance for implementing a risk-based approach has been consistent for many years, yet most organizations struggle. An example from the Dutch National Police proves that it can be done effectively, and this approach demonstrably improves decision making and executive engagement. CIOs need to take a risk-based approach to address technology dependencies in the organization that supports business outcomes. This goes beyond technology risk and security, and extends to the support of the IT budget and the business value of IT. CIOs should not just delegate technology risk and cybersecurity to a siloed risk and security team; instead, they should take an active role in developing a risk-engaged culture throughout the IT department and with non-IT stakeholders. The limitations of traditional approaches to technology risk and cybersecurity are evident through the continuous headlines and data breach notification letters. Globally, executives, regulators, auditors, governments and the general public are all rightfully concerned and seeking answers. Certain truths are now evident: Checklists, compliance and baselines don't work. These approaches result in overspend in some areas and underspend in others, and fundamentally ignore the unique requirements of each organization and situation, resulting in poor protection from real threats (Reamer, 2013). There is no such thing as perfect protection. This should be obvious, but many non-IT stakeholders still treat technology risks like a technical problem, handled by technical people, and believe that the right spend, people and technology will solve the problem. Accountability is broken. Many organizations still use accountability to choose who to fire when something goes wrong. This toxic behavior stifles transparent conversations about real solutions to real problems. Address Auditor/Regulator Concerns When Checklists and Baselines Are Abandoned Regulators and internal auditors are challenged with overseeing and judging a system that allows organizations to consciously accept risk. Checklists and baselines are easy to audit, but they do not achieve appropriate levels of protection balanced against the need to run a business. Losing these crutches changes the very nature of third-party oversight, and most internal audit departments and regulators are not prepared for this change. Auditors and regulators hold great power, and if they continue to use outdated methods for oversight, they will hold organizations back. Executives are reluctant to put their careers at stake to accept risk, when it is easier to just do what the auditors and regulators tell them to do. This is a vicious cycle that keeps organizations from appropriately protecting themselves, and it must be broken for progress to be made. The good news is that risk-based approaches are not new, and many regulators and auditors have been working to understand and engage in auditing risk-based approaches. Indeed, most frameworks and regulations mandating cybersecurity have become risk-based. The challenge remains that most auditors and regulators fall back into old checkbox approaches when faced with the responsibility of signing off on someone else's risk acceptance choices. Guidance: CIOs need to move to a risk-based approach for the benefit of their organizations, despite the challenges presented by regulators and internal auditors. Gaining the trust of regulators is a multiyear effort. In the first year that regulators are presented with a risk-based prioritization of controls, they will inevitably reject it. In the second year, they will grudgingly look at it, but maintain their old approach to checking boxes. In the third year, they will learn from the risk-based approach, and begin to develop an eye for defensibility and rigor in a good assessment. CIOs must understand this evolution, remain patient and work with the regulators as they come up to speed. Kleijn points out that CIOs must stand firm in the face of pressure to revert to checkbox approaches or as the Dutch say, "straighten your back." CIOs need to work with their audit committee directly to change this perspective. They need to break the belief cycle that something is not a problem unless audit writes it up. The business value of taking a risk-based approach is clear, but it will take time to change perspectives and create defensibility with good assessment processes and reporting. Reality Check Applying These Lessons in a Large Enterprise These lessons are applicable in every industry public, private and defense. However, they come with significant challenges. It took the Dutch National Police 10 years to instill the culture to implement these processes, but they are experiencing great value, so the results are well worth the journey. Most organizations are not ready to implement a similar process and immediately get the same value. CIOs must apply these lessons over time, and patiently work to change their organization with the long-term support of non-IT executives. References: Galliers, R. D., Leidner, D. E. (2014).Strategic information management: challenges and strategies in managing information systems. Routledge Haimes, Y. Y. (2015).Risk modeling, assessment, and management. John Wiley Sons Lam, J. (2014).Enterprise risk management: from incentives to controls. John Wiley Sons McNeil, A. J., Frey, R., Embrechts, P. (2015). Quantitative risk management Neves, S. M., da Silva, C. E. S., Salomon, V. A. P., da Silva, A. F., Sotomonte, B. E. P. (2014). Risk management in software projects through knowledge management techniques: cases in Brazilian incubated technology-based firms.International Journal of Project Management,32(1), 125-138 Reamer, F. G. (2013). Social work in a digital age: Ethical and risk management challenges.Social work, swt003 Sadgrove, K. (2016).The complete guide to business risk management. Routledge Schneider, E. C., Ridgely, M. S., Meeker, D., Hunter, L. E., Khodyakov, D., Rudin, R., ... Harpel, J. (2014). Promoting patient safety through effective Health Information Technology risk management.Santa Monica, CA: RAND Schwalbe, K. (2015).Information technology project management. Cengage Learning Smith, K. (2013).Environmental hazards: assessing risk and reducing disaster. Routledge Teller, J., Kock, A., Gemnden, H. G. (2014). Risk management in project portfolios is more than managing project risks: A contingency perspective on risk management.Project Management Journal,45(4), 67-80 Willcocks, L. (2013).Information management: the evaluation of information systems investments. Springer Schubert, G. A. (1960).The public interest: A critique of the theory of a political concept. Free Press of Glencoe Mizutani, F., Nakamura, E. (2015).To What Extent Do Public Interest and Private Interest Affect Regulations? An Empirical Investigation of Firms in Japan Through an empirical analysis of firms in Japan, this paper investigates to what extent the public interest and the private interest theories, respectively, explain the actual regulatory process. Our estimation findings are as follows. First, the explanatory power of the public interest theory is higher in non-public utility industries, while that of the private interest theory is ...(No. 2015-21). Kobe University, Graduate School of Business Administration Sanday, P. R. (Ed.). (2014).Anthropology and the public interest: Fieldwork and theory. Academic Press Baudot, L., Roberts, R. W., Wallace, D. M. (2015). An examination of the US public accounting professions public interest discourse and actions in federal policy making.Journal of Business Ethics, 1-18 van Witteloostuijn, A., Esteve, M., Boyne, G. (2016). Public Sector Motivation ad fonts: Personality Traits as Antecedents of the Motivation to Serve the Public Interest.Journal of Public Administration Research and Theory, muw027 Duhigg, C., Barboza, D. (2012). In China, human costs are built into an iPad.New York Times,25 Hannah, D. R., Robertson, K. (2015). Why and how do employees break and bend confidential information protection rules?.Journal of Management Studies,52(3), 381-413 Heracleous, L., Papachroni, A. (2012). Strategic leadership and innovation at Apple Inc.case study. Coventry: Warwick Business School

Ledership Essay Example

Ledership Essay What is leadership? According to Shockley- Zalabak (2009) Leadership is a process of guiding individuals, groups, and entire organization in establishing goals and sustaining action to support goals. What exactly is meant by leadership? There are literally hundreds of definitions about who a leader is and what is considered as leadership. Each definition may vary from one individual to another and may change from one situation to the other. For example we might call an individual a leader because of the persons’ election to the presidency of an institution. Other times we say he/she is not a leader because he/she does not exhibit leadership behaviors expected of the of a leader. In other words, we expected leadership from the legitimate position of the presidency, but when that president does not exhibit leadership behaviors, we say that the president is not a leader. According to Yukl, (2002). The definition of leadership is arbitrary and very subjective. Some definitions are more useful than others, but there is no â€Å"correct† definition. Leadership theories: Theories are most useful for influencing practice when they suggest new ways in which events and situations can be perceived. We will write a custom essay sample on Ledership specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Ledership specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Ledership specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Fresh insight may be provided by focusing attention on possible interrelationship that the practice has failed to notice, which can be further explored and tested through empirical research. If the result is a better understanding of practice, the theory –practice gap is significantly reduced for those concerned. (Hughes and Bush, 1991, p. 234). The trait theory This theory first surfaced in the writings of early Greeks and Romans and is prevalent today among those who believe that leadership cannot be developed. This theory assumed that leaders has innate traits that made them effective, great leaders were considered to be born with the ability for leadership, so it is either you have leadership qualities or you don’t . According to Shockley – zalabak (2009) theory of leadership, that leaders possessed innate traits that made them effective; is commonly referred to as the â€Å"great man† theory Leadership traits theory is the idea that people are born with certain character trait or qualities and since traits are associated with proficient leadership, it assumes that if you could identify eople with the correct traits, you will be able to identify leaders and people with leadership potential. It is considered that we are born naturally with traits as part of our personality; this theory in summary believes that leaders are born not made Criticism Researches were done to define traits or personality characteristic that best predict the effective leader. List of about eig hty traits or characteristic were gotten but trait approach failed to define clearly a stable set of characteristic associated with effective leadership. Even the concept of what is effective remains open to question. This theory does not prove a comprehensive explanation to how leaders interact with followers and meet the needs of specific circumstances. While truly others can be born leaders, it is incorrect to generalize by saying that leadership traits are in born and unchangeable. It’s true many of our dispositions and tendencies are influenced by our personalities and the way we are born. However, most people recognized that it is possible for someone to change their character trait for the worse. Someone known for being honest can learn to be deceitful, the whole idea of saying someone was â€Å"corrupted† is based on the fact that people can learn bad traits. If people can learn character traits and become different from the way they were born naturally traits can be learnt as well. A person who is prone to being dishonest can learn to be honest. A person who avoids risks can learn to take risk. It may not be easy, but it can be done. STYLE APPROACHES Leadership style approach focuses its attention on the leaders’ behavior. Leadership style is the combination of traits, skills, and behaviors leaders use as they interact with followers: (Lussier, 2004) Though leadership style is based on leadership skills and leadership traits, leadership behaviors is the important component. This is said to be the third approach to leadership studies, a consistent pattern of behavior is what characterizes a leader. â€Å"In shifting the study of leadership to leaders’ s tyle or behaviors, the style approach expanded the study of leadership to various contexts† (North house, 2004). According to Shockley- Zalabak (2009) style approach or theories attempt to identify and arrange the general approaches leaders use to achieve goals. These approaches are thought to be based or a leader’s assumption about what motivates people to accomplish goals. This theory attempts to identify a range of general approaches leaders use to influence goal achievement. These approaches are theorized to be based on the leader’s assumption about what motivates people to accomplish goals. Particular approaches also reflect complex relationships among the personal characteristics of the leader. Top among the style theories is the autocratic-to-democratic continuum first proposed by Ralph while and Ronald Lippitt (1960). Autocratic style of leader is a leader who makes decisions with little influence from others Shockley- Zalabak (2009). The leader that exhibits this behavior makes the decisions, gives orders to employees, and is constantly supervising his subordinate. This leader tells others what to do and usually enforces sanctions against those who chose not to comply. He views his followers as essential for goal achievement but usually feels little responsibility for employee needs and relationship Shockley- zalabak (2009). Criticism Research suggests that autocratically led groups produce more in quantity than democratically led groups, but that the quality output is better when more democracy is practiced. Generally with autocratic styles the led are not happy so they just do as they are told not because they have the interest of the institution at heart or because they enjoy working. Democratic- Shockley-Zalabak (2009) states that this style of leaders is the one that involves followers in decision making. The leader that exhibits this behavior promotes shared decision, team work, and does not supervise his subordinates closely. He assumes followers are able to participate in decision making, they try to create a climate in which problem solving can take place while preserving interpersonal relationships. It is clear that these leadership styles are opposite’s end of a continuum. As such, it’s easy to think that a leader’s leadership style s follows between those ends. Criticism When a leader is democratic at times his other colleagues in leadership positions can look at him as a weakling and also the subordinates might take advantage and wants to be disrespectful. Laissez-faire style- Here the leader behaves as non-leader. Individuals and groups are expected to make their own decisions because of a hand-off approach from the leader. The laissez-faire leader is an example of non-leader. This leader expects groups and individuals to make their own decision. He gives information only when ask by group members. Criticism The success of the group depends greatly on the abilities of the group and groups members willingness to work with little or no leadership. If the groups members consist of people that need a push to do things they won’t be able to achieve much. Impoverished management- According to Shockley- Zalabak (2009) this style is characterized by low concern for interpersonal relationships and task accomplishment. This leader makes few attempts to influence people towards task or goals. He dislikes leadership responsibilities and lets others take the responsibility that rightfully belongs to the leader. This leader is usually uncomfortable with leadership and intellectually resists the need for it. Criticism These leaders may be primarily responsible for the failure of the group. Middle- of- the- road management- This is a style of leader who balances task and peoples’ concerns; commonly referred to as compromised leadership or management. The leader negotiates and compromises to achieve workable agreements and directions for action Country club management- This is a style of leaders who emphasizes interpersonal relationship at the expense of goal achievement the leader here wants to be liked and have group followers who feel supported by the leader. He provides an interpersonal relationship bond that is low on task emphasis and high in interpersonal support Criticism He may want a task accomplished but will not take steps to emphasize this element to others, if members are not highly task oriented; he ends up doing their work. Rather than insisting that the employees exhibit high standards of performance. These leaders may not develop the abilities of the people under them. Team leadership: This is the theoretical ideal: team leaders exhibit high concern for both task and interpersonal relationships by emphasizing goal accomplishment while supporting people, it fosters a sense of â€Å"we† with high performance standards. This leadership share decision making and strives for problem solving designed to solve rather than postpone problem, it respects different point of view and value diversity as long as it contributes to the group effort. Criticism Team members who support one another but do not have enough ability or information to work on problems will not be able to produce a high-quality decision.