Password Management: Describe The Steps Involved In Modifyin ✓ Solved

Password Managementdescribe The Steps Involved In Modifying The

Describe the steps involved in modifying the default password policy in Oracle. Provide a graduate-level response, utilizing material from the weekly reading, to each of the following questions:

Identify each of the four organizational culture types with respect to power, and the strongest motivator for each type. In which organizational culture do you feel most and least comfortable working? Why?

Define Power Culture, Role Culture, Task Culture, and Personal Culture, identifying and discussing the strongest motivator for each.

Discuss which culture you feel most comfortable in and why, as well as which culture you feel least comfortable in and why.

List and describe at least four organizational culture characteristics that increase the likelihood of project success, explaining why each is helpful.

Describe each method of decision making a project team may use, providing examples of when each is most appropriate.

Using the assigned reading, draft your initial post that answers these questions in a Word document format, ensuring it has at least 600 words and follows APA format.

Submit the Word document through the link provided and copy/paste the body of the initial post into the Discussion Forum as required.

Paper For Above Instructions

Password Management in Oracle is critical for maintaining the security and integrity of database environments. Modifying the default password policy is an essential step for tailoring security practices to meet specific organizational needs. The first step in this process involves accessing the Oracle database as a user with DBA privileges since privilege escalation is necessary to alter password parameters.

The Oracle database uses a set of parameters that govern password policies, including password length, complexity, and expiration periods. To modify these parameters, one would typically use the Database Configuration Assistant or SQL commands. For example, the command 'ALTER PROFILE' can be used to modify the password parameters associated with a specific user profile. A common practice is to create a designated profile with more stringent requirements such as a minimum password length of at least eight characters, a combination of uppercase letters, lowercase letters, numbers, and special characters.

Additionally, setting the 'PASSWORD_LIFE_TIME' is an integral part of the policy, which determines how long a password remains valid before requiring a change. The 'PASSWORD_REUSE_TIME' and 'PASSWORD_REUSE_MAX' parameters are also crucial features that prevent users from reusing old passwords within specified time frames or counts, enhancing security further. These changes are implemented through SQL commands executed in an SQL*Plus environment or Oracle SQL Developer for streamlined access.

Transitioning to the topic of organizational culture, there are four primary types: Power Culture, Role Culture, Task Culture, and Personal Culture. Each has its strongest motivator. The Power Culture thrives on authority and direction from central figures, making power the strongest motivator. Those who prefer a structured environment usually feel comfortable here, while others may find the lack of autonomy stifling.

In contrast, Role Culture emphasizes defined roles and responsibilities, where the strongest motivator is adherence to policy and procedure. Task Culture focuses on results and teamwork, where motivation derives from achieving project goals collaboratively. Lastly, Personal Culture, where individuals are recognized for their uniqueness and contributions, features personal development as the strongest motivator.

In my experience, I personally flourish in Task Culture due to the collaborative nature and shared goals that align with my work values. Conversely, I find Role Culture less comfortable, as the rigid structure might limit creativity and personal input.

Moreover, recognizing characteristics that promote project success is critical. Characteristics such as formal recognition for project management ensure that successful project outcomes are acknowledged and celebrated. This fosters morale and encourages ongoing commitment to project success. Collaboration to meet organizational goals encourages a unified approach, which is essential for team synergy, while stakeholder engagement ensures all voices are considered, positively impacting project acceptance and support.

The characteristic of integrity is vital as it fosters trust among team members, crucial when navigating challenges. Finally, a desire for continual learning and effective knowledge management practices tightly woven into the organizational fabric encourage growth and adaptability, further contributing to success.

When it comes to decision-making methods in project teams, understanding the suitable context for each method is essential. The first method, where the project manager or sponsor makes the decision, is typically most appropriate in time-sensitive situations requiring quick resolutions. For instance, during a crisis, a rapid authoritative decision may prevent escalation.

The second method involves one or two team members recommending or making the decision, which works well when specialized knowledge is essential. For example, a technical lead deciding on software tools can expedite the process without consulting the entire team.

Consensus decision-making ensures that all voices are heard and is ideal in collaborative environments where team buy-in is essential for implementation. In cases where a team's setting is polarized or divisive, a voting method — the fourth decision-making method — might be appropriate to reach a resolution, promoting collective action on frequently debated subjects.

References

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• Harvard Business Review. (2016). The Discipline of Teams. Harvard Business Publishing.
• Schermerhorn, J. R. (2012). Management. Wiley.
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