Simulation Scenario: The Organization Is About

simulation Scenario The Organization Is Simulation Is About Using Tec

Simulation scenario The organization IS simulation is about using technology in performance management and issues regarding information security management. In a multinational trade company (IT-based solutions, network consultancy, and programming) with three branches in Asia (Hong Kong), Africa (Nigeria), and Europe (Sweden), the CEO and upper-level executives (in HQ and branches) have utilized an electronic tracking and monitoring system and software to ensure that employees (service providers, IT staff, programmers,…) are working when and how they should be and to block access to visiting certain websites. They intended to use this system to improve their employees' productivity, measure work quality, beat deadlines, and make sure that their employees do not share sensitive data and codes with other competitors.

They believed electronic tracking and monitoring systems could provide real-time data and insights to help the company optimize its operations, reduce costs, and improve safety. The technology for Performance and Security Management: · The system includes hand and fingerprint recognition systems, global positioning systems (GPS) installed in the companies’ vehicles, surveillance cameras in each branch, and systems that track employees using the company's cell phones and handheld computers. · Asset tracking can be used to monitor the location and status of company assets, such as vehicles, equipment, and inventory. · Moreover, electronic monitoring systems can monitor employee activities, such as time and attendance, productivity, and safety. This can help companies identify areas for improvement, reduce labor costs, and improve workplace safety. The systems can also monitor and secure company facilities, reducing the risk of theft, vandalism, or other security threats. · For example, Keyloggers were used to record every keystroke made by an employee on their computer, helping employers monitor data entry, email correspondence, and more. While effective, they raise significant privacy concerns. · They also used content filtering solutions, specialized software, or cloud services designed to block website access based on content categories (such as social media, adult content, gaming, etc.), specific URLs, or keywords. The company's headquarters is located in Australia (Melbourne), and the CEO and the branch managers have access to the monitoring system.

The management team believed they could improve the branches' productivity using the monitoring system, which was very costly for the company to implement across the branches. The company deployed the monitoring system in all the branches in 2 months after sending a brief notification to each branch manager. In the first month of applying the system, everything was OK!... After that, the problems have just begun as follows: 1. The behavior of employees working in the African branch changed. Their absenteeism rate decreased, and their productivity declined too. They were in front of their computers all the time, but the results got worse eventually. They became very stressed and scared in the workplace. It seems something went wrong there! 2. The monitoring system was hacked in the Asian branch. The virus, which was called “ stare †was produced and destroyed the system. The HQ and top managers working in Hong Kong couldn’t even check the employees in the Hong Kong branch, and all they could see was: “Don’t stare at me like this!†that was displayed by the virus on their monitoring system’s screen … They also doubted whether the other branches could be monitored from Hong Kong. They were not entirely sure who hacked the system and why. The employees in Hong Kong didn’t take the blame for generating the virus. 3. In Sweden’s branch, everything seemed all right! The employees of the European branch were still working as before. They were very relaxed, and they worked as if there was no monitoring system at all. Most of them were also very interested in watching live sports events, movies, and talk shows, even in the morning and evening times when they were in the workplace. Whenever possible, they watched live basketball, tennis, or other matches at work. The results showed that their absenteeism rate increased more than before, and they made use of corporate computers or vehicles, even for their personal purposes. Nevertheless, their productivity level didn’t decline, and it was still high. What to do? · The CEO has invited representatives (some managers and employees) from each branch to Australia to solve the problems. In the meeting, the management team should support the system adoption, explain the primary rationale behind the implementation, describe the benefits of using the system for the company and employees, and emphasize the monitoring system's usage to manage security and improve productivity. · Each branch should thoroughly explain the issue and elaborate on the risks they experienced with the system in the meeting. · Each branch also needs to offer some possible solutions/suggestions on how to manage the system. · HQ managers should listen to each group’s explanations and feedback to analyze the overall situation. · After the meeting, the company should reach an agreement and decide if they want to continue the system as before or if they want to make some adjustments or modifications. · For instance, a further training program may be required. Or they may want to modify the system use-policy statement... · In the simulation, we have a group of observers that serve as a judge, and they can interrupt the discussions and give their comments on the things happening among the other groups whenever required. Each student needs to submit an individual report with (at least) three paragraphs for the individual grades. In your individual report, please include the following items: 1. Overall, what have you learned from this group activity? It can have theoretical or practical (or both) implications for this activity. For example, explain the take-away points from this topic, and describe how you would use what you have learned from this group activity in real similar scenarios. How can you put these points into practice? 2. If you were a manager or leader (with power and financial resources) of a large multicultural company (for example, with different branches around the world), what change(s) would you pursue as your most important priority to improve the security safeguards and reduce privacy concerns in your company? 3. Compose a tweet about this activity or write about what you have found very exciting (or informative) in this activity on Instagram. A real post (i.e., a screenshot of your post) is recommended if you have a Twitter or Instagram account. Please use three hashtags in your post. Please share your tweet or Instagram post in this report.

Paper For Above instruction

Engaging with this simulation scenario has provided profound insights into the complexities and nuances of implementing technology-driven monitoring systems within multinational organizations. The scenario underscores the potential benefits of such systems in enhancing productivity, safeguarding assets, and ensuring security while simultaneously highlighting the significant challenges related to employee privacy, cultural differences, hacking vulnerabilities, and system management. From a practical standpoint, the activity has reinforced the importance of designing balanced policies that marry technological capabilities with ethical considerations and cultural sensitivities to foster a positive work environment and sustainable operational success.

First, one of the key lessons learned revolves around the ethical and privacy concerns associated with electronic monitoring. While technology like GPS tracking, keyloggers, and biometric systems can indeed improve oversight and efficiency, they also pose substantial risks of infringing on employee privacy rights, especially in multicultural environments with diverse legal frameworks and cultural expectations. This realization emphasizes the necessity of establishing clear, transparent monitoring policies that explicitly define the scope, purpose, and limitations of surveillance. Furthermore, the activity demonstrates how invasive monitoring can lead to adverse behavioral reactions, such as stress, distrust, or decreased morale, which ultimately hamper productivity rather than enhance it. Therefore, as a future manager, I would prioritize implementing monitoring strategies that respect employee autonomy and foster trust through open communication, rather than solely relying on surveillance for productivity gains.

Second, the scenario vividly illustrates the importance of cybersecurity measures and robust system management. The hacking incident in the Asian branch exposed vulnerabilities that threaten organizational integrity and confidentiality. It highlights the urgent need for comprehensive cybersecurity protocols, including regular system updates, employee cybersecurity training, and incident response plans. As a leader in a global enterprise, I would pursue investment in advanced cybersecurity infrastructure, foster a security-aware organizational culture, and establish protocols to secure sensitive data against malicious attacks. The simulation underscores that technological safeguards are only effective when complemented by a well-trained, vigilant workforce capable of recognizing and responding to cyber threats promptly.

Third, the activity emphasizes the critical role of cultural sensitivity and change management in the implementation of new systems. The differing reactions across branches—such as the stressed African employees, the hacked Asian system, and the relaxed European staff—demonstrate that technology deployment cannot be a one-size-fits-all solution. It necessitates tailored approaches that consider local cultural attitudes, legal contexts, and organizational norms. I would advocate for comprehensive training programs that involve local stakeholders, transparent communication about the system’s purpose, and adjustable policies aligned with regional expectations. This approach ensures smoother adoption, minimizes resistance, and promotes a cohesive organizational culture even amidst diverse global settings.

In practice, these lessons advocate for a balanced, ethically grounded, and culturally aware approach towards adopting monitoring and security technologies. Implementing continuous training, establishing clear policies, and fostering open dialogue between management and employees are essential steps. Additionally, investing in cutting-edge cybersecurity measures and fostering a security-conscious culture are vital for safeguarding organizational integrity. As global organizations expand, the integration of these principles will be essential in navigating the intricate intersection of technology, privacy, and multicultural management effectively. Therefore, future leaders must recognize the importance of balancing technological advancement with ethical responsibility, cultural sensitivity, and proactive security strategies to ensure sustainable and successful multinational operations.

References

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