STEVEN LEVY
BUSINESS 11.19.2019 08:00 AM
Google Shakes Up
Its 'TGIF'—and Ends
Its Culture of
Openness
Amid leaks and protests, CEO
Sundar Pichai is drastically
shrinking the company-wide
meeting that was once a symbol of
Google's idealism.
STEVEN LEVY
BUSINESS 11.19.2019 08:00 AM
Google Shakes Up
Its 'TGIF'—and Ends
Its Culture of
Openness
Amid leaks and protests, CEO
Sundar Pichai is drastically
shrinking the company-wide
meeting that was once a symbol of
Google's idealism.
SUBSCRIBE
Google Shakes Up Its 'TGIF'—and Ends Its Cult…
Saved to Dropbox • Nov 19, 2019 at 8:12 PM
https://www.wired.com/story/google-shakes-up-its-tgif-and-ends-its-culture-of-openness/?fbclid=IwAR1-ZOFGAUmSpaASp8sWfEgubJvckh_dfxuHDF-GWc0ti6iU87GbwH8KIjY&mbid=social_facebook&utm_brand=wired&utm_medium=social&utm_social-type=owned&utm_source=facebook
https://www.wired.com/
https://subscribe.wired.com/subscribe/splits/wired/HCL_WIR_FAILSAFE?source=HCL_WIR_GLOBAL_NAV_DRAWER_FAILSAFE_0
https://www.wired.com/category/business/
https://www.wired.com/category/culture/
https://www.wired.com/category/gear/
https://www.wired.com/category/ideas/
https://www.wired.com/category/science/
https://www.wired.com/category/security/
https://www.wired.com/category/transportation/
https://www.wired.com/contributor/steven-levy
https://www.wired.com/category/business
Last week, Google CEO Sundar Pichai sent
an email blast to his 100,000 or so
employees, cutting back the company’s
defining all-hands meeting known as
TGIF. The famous free-for-alls had
epitomized the company’s egalitarian
ethos, a place where employees and
leaders could talk freely about nearly
anything. More recently, however, the
biweekly meeting had become fraught as
it increasingly reflected Google’s tensions
as opposed to its aspirations. “It’s not
working in its current form,” Pichai said of
what was once the hallmark of Google
culture. In 2020, he declared, the
PHOTOGRAPH: JENS GYARMATY/REDUX
Last week, Google CEO Sundar Pichai sent
an email blast to his 100,000 or so
employees, cutting back the company’s
defining all-hands meeting known as
TGIF. The famous free-for-alls had
epitomized the company’s egalitarian
ethos, a place where employees and
leaders could talk freely about nearly
anything. More recently, however, the
biweekly meeting had become fraught as
it increasingly reflected Google’s tensions
as opposed to its aspirations. “It’s not
working in its current form,” Pichai said of
what was once the hallmark of Google
culture. In 2020, he declared, the
PHOTOGRAPH: JENS GYARMATY/REDUX
Last week, Google CEO Sundar Pichai sent
an email blast to his 100,000 or so
employees, cutting back the company’s
defining all-hands meeting known as
TGIF. The famous free-for-alls had
epitomized the company’s egalitarian
ethos, a place where employees and
leaders could talk freely about nearly
anything. More recently, however, the
biweekly meeting had become fraught as
it increasing.
This document discusses a crisis management plan for Google LLC. It provides background on Google's business activities, risks it faces such as data breaches and fines from regulators, and its financial performance. The document then discusses Google's risk analysis, mitigation strategies including security policies, and risk management approach. It analyzes Google politically in terms of international relations and information flow. The crisis management plan is important to help Google prepare for and respond to crises and avoid risks that could threaten its operations.
Google Corporate Overview- Past and FutureTomer Melman
A corporate backgrounder and overview on Google’s current and future business trends and their impact on the company and its competitive industry- look for Google Presnetation under my slideshare profile
Google was founded in 1996 by Larry Page and Sergey Brin while they were PhD students at Stanford University. They developed a new approach to ranking websites called PageRank that analyzed the links between websites to determine importance. Google grew rapidly and is now the dominant search engine worldwide. Google's main source of revenue is advertising, with ads targeted using users' search terms and interests. It has faced some criticism over privacy and censorship issues but has also provided many free services and tools that have enabled new businesses and creators to reach broad audiences online.
Google is a global technology company focused on search, ads, and various online services. It has a mission to organize the world's information and make it universally accessible and useful. Some of Google's key strengths include its open source products and services, financial strength, access to a large user base, strong innovation culture, and integrated product ecosystem. However, it also faces weaknesses such as over-reliance on advertising revenue and some unprofitable products.
Google+ failed to become a major competitor to Facebook and Twitter despite Google's large investment and efforts to promote it. While Google+ initially gained many users due to its exclusive invite-only launch, most users were quickly disappointed by its slow performance and lack of unique features compared to other social networks. Additionally, few of users' friends used Google+, which deterred further engagement. Though Google continues to reference Google+'s large user count, actual usage statistics show that very few active users remain on the platform. While Google+ may continue operating to integrate Google services, it has failed to succeed as an independent social network.
http://www.corporate-ethics.org
BRI-1004
-2-
the brutal suppression of demonstrators in China in June 1989. The same search on Google.cn
provided a much smaller list and included pictures of a smiling couple in the square.2
The decision to develop Google.cn was complicated. In the words of Elliot Schrage,
Google’s vice president of Global Communications and Public Affairs:
[Google, Inc., faced a choice to] compromise our mission by failing to serve our
users in China or compromise our mission by entering China and complying with
Chinese laws that require us to censor search results.… Based on what we know
today and what we see in China, we believe our decision to launch the Google.cn
service in addition to our Google.com service is a reasonable one, better for
Chinese users and better for Google.… Self-censorship, like that which we are
now required to perform in China, is something that conflicts deeply with our core
principles.… This was not something we did enthusiastically or something that
we’re proud of at all.3
MacLean knew that he was perfectly prepared for his current position as director of
International Business. After earning a computer-science degree, MacLean had traveled
extensively, implementing information systems with an IT consulting firm. He was well-versed
in the technical and cultural components of this current project. It was his first job after earning
an MBA. He had worked very hard as a summer intern to get his foot in the door at Google, Inc.,
and landed a job offer in his second year of the MBA program. He had been working at Google
for 13 months and was starting to worry about his job security. Within the organization, he did
not have enough political capital to weather a storm of critiques.
The congressional hearing had planted seeds of doubt in MacLean’s head about the
Google in China decision. Was Google endorsing censorship by conforming to the Chinese
authorities’ rules? Was Google acting as a tool for the government? Were Chinese citizens better
off after Google’s decision to enter China with Google.cn? MacLean was starting to question
whether the decision went against their stated mission of organizing the world’s information and
making it universally accessible and useful.4
Google’s top leadership had left open the door for revising their strategy by always
reminding reporters and those in the company that the decision was made based on the
information currently available. The company was not afraid to revisit previous decisions.
MacLean had only one day before attending a meeting where he would be queried on the
development and implementation of Google’s China strategy and asked for his suggestions for
future courses of action. The Senate hearing had attracted a lively audience and had generated
vigorous debate. There was a lot of pressure to act, but MacLean’s instinct was to stick by his
.
Google+ is Google's new social networking service that allows users to share updates, photos, and links with different groups of people. Key features include Circles for organizing contacts into groups, Sparks for content recommendations, and Hangouts for video chatting. While Google+ has potential, it currently lacks the large user base of Facebook and it is unclear if it can compete. Most analysts say it is too early to tell how successful Google+ will be long-term, so for now businesses should monitor it but there are no clear ways yet to use it.
Please help with this question.Please help with this question. O.pdfamarrex323
Please help with this question.
Please help with this question. ORGANIZATIONAL BEHAVIOUR Google CEO Pichai tells
employees not to 'equate fun with money' in heated all-hands meeting As Google tries to
navigate an unfamiliar environment of slowing growth, cost-cutting and employee dissent over
cultural changes, CEO Sundar Pichai is finding himself on the defensive. At a companywide all-
hands meeting this week, Pichai was faced with tough questions from employees related to cuts
to travel and entertainment budgets, managing productivity, and potential layoffs, according to
audio obtained by CNBC. Pichai was asked, in a question that was highly rated by staffers on
Google's internal Dory system, why the company is "nickel-and-diming employees" by slashing
travel and swag budgets at a time when "Google has record profits and huge cash reserves," as it
did coming out of the Covid pandemic. "How do I say it?" Pichai began his measured response.
"Look, 1 hope all of you are reading the news, externally. The fact that you know, we are being a
bit more responsible through one of the toughest macroeconomic conditions underway in the
past decade, I think it's important that as a company, we pull together to get through moments
like this." The most recent all-hands meeting comes as Google parent Alphabet, Meta and other
tech companies are staring into a slew of economic challenges, including a potential recession,
soaring inflation, rising interest rates and tempered ad spending. Companies that, for the past
decade-plus, have been known for high growth and an abundance of fun perks, are seeing what
it's like on the other side.
In July, Alphabet reported its second consecutive quarter of weaker-than-expected earnings and
revenue, and third-quarter sales growth is expected to dip into the single digits, down from more
than 40% a year earlier. Pichai admitted that it's not just the economy that's caused challenges at
Google but also an expanding bureaucracy at Google. Still, he at times sounded annoyed in the
meeting, and reminded staffers that, "We don't get to choose the macroeconomic conditions
always." After the company's head count ballooned during the pandemic, CFO Ruth Porat said
earlier this year that she expects some economic issues to persist in the near term. Google has
canceled the next generation of its Pixelbook laptop and cut funding to its Area 120 in-house
incubator. Google launched an effort in July called "Simplicity Sprint," which aimed to solicit
ideas from its more than 174,000 employees on how to "get to better results faster" and
"eliminate waste." Earlier this month, Pichai said he hoped to make the company 20% more
productive while slowing hiring and investments. How to be more productive One of the top-
rated questions posed by employees at this week's meeting asked Pichai to elaborate on his
commentary regarding improved productivity and the 20% goal.
"I think you could be a 20-person team or a 100 person team, we are going to b.
This document discusses a crisis management plan for Google LLC. It provides background on Google's business activities, risks it faces such as data breaches and fines from regulators, and its financial performance. The document then discusses Google's risk analysis, mitigation strategies including security policies, and risk management approach. It analyzes Google politically in terms of international relations and information flow. The crisis management plan is important to help Google prepare for and respond to crises and avoid risks that could threaten its operations.
Google Corporate Overview- Past and FutureTomer Melman
A corporate backgrounder and overview on Google’s current and future business trends and their impact on the company and its competitive industry- look for Google Presnetation under my slideshare profile
Google was founded in 1996 by Larry Page and Sergey Brin while they were PhD students at Stanford University. They developed a new approach to ranking websites called PageRank that analyzed the links between websites to determine importance. Google grew rapidly and is now the dominant search engine worldwide. Google's main source of revenue is advertising, with ads targeted using users' search terms and interests. It has faced some criticism over privacy and censorship issues but has also provided many free services and tools that have enabled new businesses and creators to reach broad audiences online.
Google is a global technology company focused on search, ads, and various online services. It has a mission to organize the world's information and make it universally accessible and useful. Some of Google's key strengths include its open source products and services, financial strength, access to a large user base, strong innovation culture, and integrated product ecosystem. However, it also faces weaknesses such as over-reliance on advertising revenue and some unprofitable products.
Google+ failed to become a major competitor to Facebook and Twitter despite Google's large investment and efforts to promote it. While Google+ initially gained many users due to its exclusive invite-only launch, most users were quickly disappointed by its slow performance and lack of unique features compared to other social networks. Additionally, few of users' friends used Google+, which deterred further engagement. Though Google continues to reference Google+'s large user count, actual usage statistics show that very few active users remain on the platform. While Google+ may continue operating to integrate Google services, it has failed to succeed as an independent social network.
http://www.corporate-ethics.org
BRI-1004
-2-
the brutal suppression of demonstrators in China in June 1989. The same search on Google.cn
provided a much smaller list and included pictures of a smiling couple in the square.2
The decision to develop Google.cn was complicated. In the words of Elliot Schrage,
Google’s vice president of Global Communications and Public Affairs:
[Google, Inc., faced a choice to] compromise our mission by failing to serve our
users in China or compromise our mission by entering China and complying with
Chinese laws that require us to censor search results.… Based on what we know
today and what we see in China, we believe our decision to launch the Google.cn
service in addition to our Google.com service is a reasonable one, better for
Chinese users and better for Google.… Self-censorship, like that which we are
now required to perform in China, is something that conflicts deeply with our core
principles.… This was not something we did enthusiastically or something that
we’re proud of at all.3
MacLean knew that he was perfectly prepared for his current position as director of
International Business. After earning a computer-science degree, MacLean had traveled
extensively, implementing information systems with an IT consulting firm. He was well-versed
in the technical and cultural components of this current project. It was his first job after earning
an MBA. He had worked very hard as a summer intern to get his foot in the door at Google, Inc.,
and landed a job offer in his second year of the MBA program. He had been working at Google
for 13 months and was starting to worry about his job security. Within the organization, he did
not have enough political capital to weather a storm of critiques.
The congressional hearing had planted seeds of doubt in MacLean’s head about the
Google in China decision. Was Google endorsing censorship by conforming to the Chinese
authorities’ rules? Was Google acting as a tool for the government? Were Chinese citizens better
off after Google’s decision to enter China with Google.cn? MacLean was starting to question
whether the decision went against their stated mission of organizing the world’s information and
making it universally accessible and useful.4
Google’s top leadership had left open the door for revising their strategy by always
reminding reporters and those in the company that the decision was made based on the
information currently available. The company was not afraid to revisit previous decisions.
MacLean had only one day before attending a meeting where he would be queried on the
development and implementation of Google’s China strategy and asked for his suggestions for
future courses of action. The Senate hearing had attracted a lively audience and had generated
vigorous debate. There was a lot of pressure to act, but MacLean’s instinct was to stick by his
.
Google+ is Google's new social networking service that allows users to share updates, photos, and links with different groups of people. Key features include Circles for organizing contacts into groups, Sparks for content recommendations, and Hangouts for video chatting. While Google+ has potential, it currently lacks the large user base of Facebook and it is unclear if it can compete. Most analysts say it is too early to tell how successful Google+ will be long-term, so for now businesses should monitor it but there are no clear ways yet to use it.
Please help with this question.Please help with this question. O.pdfamarrex323
Please help with this question.
Please help with this question. ORGANIZATIONAL BEHAVIOUR Google CEO Pichai tells
employees not to 'equate fun with money' in heated all-hands meeting As Google tries to
navigate an unfamiliar environment of slowing growth, cost-cutting and employee dissent over
cultural changes, CEO Sundar Pichai is finding himself on the defensive. At a companywide all-
hands meeting this week, Pichai was faced with tough questions from employees related to cuts
to travel and entertainment budgets, managing productivity, and potential layoffs, according to
audio obtained by CNBC. Pichai was asked, in a question that was highly rated by staffers on
Google's internal Dory system, why the company is "nickel-and-diming employees" by slashing
travel and swag budgets at a time when "Google has record profits and huge cash reserves," as it
did coming out of the Covid pandemic. "How do I say it?" Pichai began his measured response.
"Look, 1 hope all of you are reading the news, externally. The fact that you know, we are being a
bit more responsible through one of the toughest macroeconomic conditions underway in the
past decade, I think it's important that as a company, we pull together to get through moments
like this." The most recent all-hands meeting comes as Google parent Alphabet, Meta and other
tech companies are staring into a slew of economic challenges, including a potential recession,
soaring inflation, rising interest rates and tempered ad spending. Companies that, for the past
decade-plus, have been known for high growth and an abundance of fun perks, are seeing what
it's like on the other side.
In July, Alphabet reported its second consecutive quarter of weaker-than-expected earnings and
revenue, and third-quarter sales growth is expected to dip into the single digits, down from more
than 40% a year earlier. Pichai admitted that it's not just the economy that's caused challenges at
Google but also an expanding bureaucracy at Google. Still, he at times sounded annoyed in the
meeting, and reminded staffers that, "We don't get to choose the macroeconomic conditions
always." After the company's head count ballooned during the pandemic, CFO Ruth Porat said
earlier this year that she expects some economic issues to persist in the near term. Google has
canceled the next generation of its Pixelbook laptop and cut funding to its Area 120 in-house
incubator. Google launched an effort in July called "Simplicity Sprint," which aimed to solicit
ideas from its more than 174,000 employees on how to "get to better results faster" and
"eliminate waste." Earlier this month, Pichai said he hoped to make the company 20% more
productive while slowing hiring and investments. How to be more productive One of the top-
rated questions posed by employees at this week's meeting asked Pichai to elaborate on his
commentary regarding improved productivity and the 20% goal.
"I think you could be a 20-person team or a 100 person team, we are going to b.
PLEASE HELP WITH AN INTRODUCTION and Conclusion!! Thank you so much.pdfaioils
PLEASE HELP WITH AN INTRODUCTION and Conclusion!! Thank you so much
INTRO - Please refer to the case that is attached, this has nothing to do with airlines
Use the introduction to state the focus or purpose of your analysis as well as to define the
companys SBUs and the date of the analysis. Explain how the corporation could effectively
maximize stockholder wealth by addressing a specific problem related to the mix of businesses it
operates. You should state the scope of your analysis and set the stage for your reader.
The introduction should include key facts necessary for readers to understand your analysis.
These facts should be the ones that have affected the companys strategic direction and
performance.
Include information about how you have divided the company into strategic business units
(SBUs). For purposes of this analysis, three SBUs and we want to focus on NEST, GOOGLE
X(moonshots) and Google non subsidiaries. Explain whether the company is pursuing a strategy
of unrelated diversification.
Conclusion
Briefly review your analysis. State how your analysis will allow your company to maximize
shareholder wealth. We'd like to have a bigger impact on the world by doing more things. - Larry
Page, Cofounder and CEO of Alphabet 1 In June 2016, Tony Fadell announced that he was
"leaving the nest" after six years at the helm of Nest Labs, an Alphabet subsidiary that made
smart household appliances. "I'm a guy who's at the beginning of things," he told the New York
Times. "I don't like to do maintenance mode. It's not what gets me out of bed." 2 The news
followed press reports that revealed turmoil at Nest and raised questions about Google's recent
decision to restructure into Alphabet, a holding company. When the reorganization had first been
announced in August 2015, experts said Nest would be among the main beneficiaries. "Nest and
the rest gain more freedom to spend money, acquire other companies, etc. without having to try
to explain how such costs are benefiting the core ad business when they clearly were not," one
analyst noted. 3 "[Alphabet's] new stand-alone companies will have more freedom to take risks,"
another observer commented. 4 But when internal problems at Nest and other subsidiaries
surfaced in the press, observers began to fault the reorganization. "Google cofounders, now
Alphabet honchos, really want to replicate their search engine's success across a range of
industries with operations run like startups," one observer wrote. "To do that, though, they have
to face a dilemma inherent in their structure. That is, they must find execs willing to work within
Alphabet's corporate umbrella, and teams willing to work with their chosen execs." 5 The
makeup and management of Alphabet's diverse collection of subsidiaries had been in flux since
the restructuring announcement. In August 2015, a day after Google announced that it would
reorganize, gaming subsidiary Niantic, an early "autonomous business unit" under Google, 6 said
it w.
Go Google 20 Ways to Reach More CustomersRob Walker
The document provides an overview of Google and how it has expanded from its search roots into business tools and applications. It discusses how Google's focus on its core search business and emphasis on simplicity can serve as a model for other companies. Key points include how Google stuck to search before branching out, kept its interface clean and streamlined, and found ways to monetize its product through targeted advertising.
Google was founded in 1996 by Larry Page and Sergey Brin while they were PhD students at Stanford University. Google's business model relies heavily on advertising, with 99% of its revenue coming from advertising programs. Google uses technology like DoubleClick to target ads based on users' interests and context. It operates over 1 million servers worldwide and processes over 1 billion search requests and 24 petabytes of user data daily.
Google started as a search engine created by Larry Page and Sergey Brin at Stanford University. It grew to become a multinational technology company called Alphabet Inc. that operates services such as Google Search, Maps, Gmail, Android, and YouTube. Google has offices worldwide and made $58.8 billion in revenue in 2013. Notable successes include popularizing web searching and making "Google" a verb, as well as the growth of Android into a leading smartphone platform. Google faced a privacy scandal over unauthorized tracking cookies but paid $40 million to resolve lawsuits over the issue. It is researching projects like Project Loon to expand internet access using high-altitude balloons.
Running head GOOGLE MANAGMENT1GOOGLE MANAGMENT8GOOGLE M.docxjeanettehully
Running head: GOOGLE MANAGMENT
1
GOOGLE MANAGMENT
8
GOOGLE MANAGEMENT
Author Name(s), First M. Last, Omit Titles and Degrees
Institutional Affiliation(s)
Table of Contents
Introduction to the company3
Who founded Google?4
How is Google funded?4
History of Company4
What impact has the brand had within its category?5
How have you differentiated yourself from your competitors?5
Mission of company5
Best practice6
Best practice into concepts8
It gives value to work8
Optimize efforts through analytical tools8
How could another organization adopt this best practice?9
Boosts flexibility at work10
Conclusion10
Introduction to the company
Google LLC is a US international technology organization that focusses on Internet-related products and services, which contain search engines, online marketing technologies, cloud computing, hardware, and software. The purpose of Google management is to organize all the information in the world and create it nearby and beneficial to everyone (Shane, & Wakabayashi, 2018).
The company Google was born as a search engine for more information on the web. Its main characteristic with respect to its competitors was its advanced system of analysis of relations between pages, which allowed a higher ranking or ranking. Google's next step was to use this information to introduce advertising and manipulate the ranking based on the payment for such advertising. The enormous benefits that the company achieves are reinvested in new services and new policies that have strengthened the individual-segmentation relationship, reaching perfect segmentation (Mingers, & Lipitakis, 2010).
Google is an American multinational company focusing on products and services linked to the Internet, electronic devices, software and other expertise. Google's key product is the Internet content search engine of the similar name, although it also provides other services such as an email service called Gmail, its Google Earth map and Google Maps service, the YouTube video website, others Web values such as Google News or Google Books, the Google Chrome web browser, the Google+ social network. It provides an easy and quick way to find info on the web, by access to a catalogue of over 8,168 million web pages. As said by the Google company, currently replies to above 200 million queries a day (Verma, et.al. 2015, April).
Who founded Google?
The American of Larry Page and the Russian Sergey Brin , are the founders of this magnificent company. In 1995, Page had finished his studies at the University of Michigan and went to do his graduate degree at Stanford University, California. In this same university he meets Brin, 21, who was in charge of teaching him the campus (Verma, et.al. 2015, April).How is Google funded?
Faced with the great and rapid growth, in the year 2000, Google develops what today gives them the highest proportion of their profits: Google Adwords. Which is a Digital Marketing strategy that is based on making money throu ...
Google has a dominant position in the online search market, processing nearly 89% of queries worldwide. However, it faces threats from increasing competition from other large tech companies like Facebook and Amazon. Google also has weaknesses, such as excessive reliance on advertising revenue and ongoing privacy and antitrust issues that could undermine its business model. To capitalize on opportunities and address weaknesses, Google is expanding into new areas like cloud computing, AI devices, and its Android operating system.
Google+ by Zenith Optimedia & PerformicsRichard Kirk
Google has launched Google+, a new integrated social network that connects all of Google's existing products using a social layer. Google+ hit 20 million users within 3 weeks and aims to revolutionize natural search by personalizing search results based on a user's social connections and interests on Google+. While Google+ offers competitive social features, its success will depend on widely adopting the new platform and integrating unique Google products like YouTube to attract users from competitors like Facebook.
Google started in 1998 when Sergey Brin and Larry Page worked on a search engine called BackRub out of a garage with one employee. It has since grown significantly to over 150 employees by 2006 and established other products like Google Maps, Gmail, and Google Drive which are widely used and enjoyed. While known for its innovative technologies and benefits for employees, the internal culture at Google also emphasizes collecting worker feedback and democratic leadership.
In 1995 when the internet was only 3 years old 2 students Larry Page 22 years old and Sergey Brin 21 year old from Stanford university begin working on a search engine called back rub at that time they were 13 search engines to choose from but none of them the same potential as back rub did September 15 1997 Larry Page and Sergey Brin who were the founders of back rub decided to change the name of the search engine, and the inspiration came from the term used for a number with one hundred zeros googol with a slight change in the spelling its now called google as Larry Page quoted thanks for the name change no one today is asking did you back rub it (Our history in depth – company – Google, 2014) . Google is well known for its famous search engine, email service, web browser ,and a great number of applications downloaded into our smart phones ipads and pcs that we use daily at work at home and on the go.
This document analyzes consumer behavior towards the Google brand. It describes attitudes towards the brand on the market, noting that while Google is generally seen as a trusted brand, concerns about privacy and its increasingly commercial nature are growing. The document also discusses differences in attitudes between groups of consumers, some being more loyal to Google than others. It aims to provide strategies for Google to improve attitudes and perceptions towards its brand.
Google+ launched in 2011 to compete with established social networks like Facebook, but has failed to attract regular engagement from users. While Google+ has features like Circles, Hangouts, and Photos that are used by some, it has not proven unique enough to compel regular use. For Google+ to succeed, Google needs to refocus on its core competencies and stop automatically enrolling Google service users, which dilutes the brand.
TBEX June 2022_Marbella_Michael Collins_Travelmedia.ie_What the FLoC_with typ...TravelMedia.ie
What the FLoC? Google Topics and How New Data Tracking Affects Publishers, Advertisers and Platforms.
https://tbexcon.com/2022-europe/speakers/michael-collins/
Daniels Fund Ethics Initiative University of New Mexico .docxtheodorelove43763
Daniels Fund Ethics Initiative
University of New Mexico
http://danielsethics.mgt.unm.edu
This material was developed by Jennifer Sawayda under the direction of O.C. Ferrell and Linda Ferrell. Stephanie Amalfitano and
Matthew Moody worked on a previous edition of this case. It is provided for the Daniels Fund Ethics Initiative at the University of New
Mexico and is intended for classroom discussion rather than to illustrate effective or ineffective handling of administrative, ethical, or
legal decisions by management. Users of this material are prohibited from claiming this material as their own, emailing it to others, or
placing it on the Internet. Please call O.C. Ferrell at 505-277-3468 for more information. (2012)
Google: The Quest to Balance Privacy
with Profits
INTRODUCTION
When Sergey Brin and Larry Page created their search engine “BackRub” in 1996, they could not
have imagined at the time what the future held for their creation. BackRub was unique in that it
used links to rank web pages. Before this time, search engines tended to use algorithms that only
took into account key words, so when a certain item was searched, the user might receive links to
webpages that were both legitimate and less legitimate (or irrelevant). Brin and Page’s algorithm,
which they dubbed PageRank, accounted for links, roughly equivalent to citations, which went into
and out of the website. This complex mathematical algorithm worked. Results were ranked
according to their relative importance, allowing users to see the most “legitimate” search results
first. In 1998, the search engine Google was officially born, named after the term “gogol,” a
mathematical term for a 1 followed by 100 zeros.
Google’s ease of use for users propelled the search engine to its number one status, ousting
competing search engines such as WebCrawler and Infoseek. As Google gained in popularity, it
expanded into a number of different ventures, including advertising, book publishing, social
networking, and mobile phones. The company also acquired or owns a number of other well-known
sites, such as Orkut (a social-networking site popular in Brazil and India), the photo-sharing site
Picasa, and YouTube, the most popular video sharing site in the world. In 2011 it launched Google+,
a social networking site being watched carefully by its competitor Facebook. For four consecutive
years, Google was considered to be the most valuable brand in the world (although it was
surpassed by Apple in 2011). Approximately 2 billion searches a day are performed through
Google’s search engine.
As is common with most large companies, Google has experienced its share of ethical issues. Its
mantra “Don’t Be Evil” was questioned after it entered China, where it allowed the government to
censor some of its sites. Its wide reach and its plans to publish millions of books online has incurred
lawsuits from both publishers, who accused the co.
This document provides a case study analysis of Google. It discusses:
1) Google's mission to organize the world's information and make it universally accessible. It summarizes Google's business model, partnerships, and financial success.
2) Google's culture of innovation, emphasizing creativity, flexibility, and empowering knowledge workers. It allows engineers time to work on their own projects.
3) Challenges facing Google like ensuring ethical search results, addressing privacy concerns, and adapting to a changing information environment while maintaining growth.
Google Entrepreneurship Project (by Yasir Afzal Rajput)Yasir Afzal Rajput
The presentation Focuses on the development of the Largest Search Engine by the two Founders Larry Page and Sergei Brin from their early life till to-date.
The document discusses Google's efforts to improve search quality through understanding user intent rather than just links. It covers Google acquiring companies like Boston Dynamics and DeepMind to advance artificial intelligence and machine learning capabilities. It also discusses the growing role of personalized search and predictive technologies as search engines aim to better understand human behavior.
Competitive analysis of Online Revenue Market ShareAnurag Verma
The document provides information on Google and Facebook's business models and financial performance. It includes a SWOT analysis and Porter's Five Forces analysis for both companies. Some key points:
- Google generates over 90% of its revenue from online advertising while Facebook earns most revenue through advertising and has increased advertising revenue year-over-year.
- Both companies have strong financial positions with high market capitalization but Google earns significantly more total revenue than Facebook.
- Competition between the two companies exists but is limited as they pursue different social networking and search strategies.
Steps Begin your board with an explanation of your topic and th.docxrjoseph5
Steps: Begin your board with an explanation of your topic and the information you've already found. You can then place citations for your articles (so you don't get repeat suggestions). Then, ask the following questions.
1) In what way have you experienced or have been impacted by my topic? (Directly or indirectly)
2) What do already know about its history and/or current problems? (Readers should reply with a list of 3-4 things)
3) What other nations relate to my topic? (Readers, if you don't know, do a quick search!)
4) Aside from the disciplines I'm currently researching, what other fields do you think would be interested in my topic and why?
.
Steps for Effective Case Analysis Adapted from Harvard .docxrjoseph5
Steps for Effective Case Analysis
Adapted from Harvard Business Publishing
It's useful to think of a case analysis as digging deeper and deeper into the layers of a case.
You should make sure to follow these general steps in addition to answering the questions
from the case.
1. You start at the surface, Getting Oriented and examining the overall case
landscape.
2. Then you begin to dig, Identifying Problems, as well as possible alternative
solutions.
3. This is the section where you will spend most of your time.
Digging deeper, Performing Analyses you identify information that exposes the issues,
gather data, perform calculations that might provide insight. "Analysis" describes the
varied and crucial things you do with information in the case, to shed light on the problems
and issues you've identified. That might mean calculating and comparing cumulative
growth rates for different periods from the year-by-year financials in a case's exhibits. Or it
might mean pulling together seemingly unrelated facts from two different sections of the
case, and combining them logically to arrive at an important conclusion or conjecture.
Analysis usually doesn't provide definitive answers. But as you do more of it, a clearer
picture often starts to emerge, or the preponderance of evidence begins to point to one
interpretation rather than others. Don't expect a case analysis to yield a "final answer." If
you're accustomed to doing analysis that ends with a right answer, coming up with a
possible solution that simply reflects your best judgment might frustrate you. But
remember that cases, much like real-world business experiences, rarely reveal an
absolutely correct answer, no matter how deeply you analyze them. Typically, you'll do
qualitative analysis based on your reading and interpretation of the case. Ask yourself:
What is fact and what is opinion? Which facts are contributing to the problem? Which are
the causes?
Qualitative factors should be prioritized and fully developed to support your argument.
Make notes about your evolving interpretations, always being careful to list the evidence or
reasons that support them. Qualitative information in a case can be a mix of objective and
subjective information. For example, you may need to assess the validity of quotations from
company executives, each of whom has a subjective opinion. Reports from external
industry analysts or descriptions of what other companies in the industry have done might
seem more objective; no one in the case has a vested interest in this information. A
company's internal PowerPoint presentation should be considered separately and
differently from a newspaper article about the company. Cases mix firsthand quotations
and opinions with third-person narratives, so you need to consider the reliability of
sources. As in real life, you shouldn't take all case information at face value.
Quantitative data—such as amounts of.
Steps of Assignment• Choose TWO of the social health determi.docxrjoseph5
Steps of Assignment
• Choose
TWO
of the social health determinants important to you. – Start your report with a brief description of why you chose these two• Determine your electoral riding, and which political parties are running candidates in your riding– Report in the your introduction • Examine the platforms of each of the political parties represented in your riding for promises that will influence your chosen health determinants• Report these promises in a chart– Do NOT tell me which party you prefer. Just describe the relevant promises.• Describe the process by which you would register your vote in the provincial election (where, when, what documentation required)– This may be different than usual, given the pandemic safety requirements–
www.elections.sk.ca
.
More Related Content
Similar to STEVEN LEVYBUSINESS 11.19.2019 0800 AMGoogle Shakes U.docx
PLEASE HELP WITH AN INTRODUCTION and Conclusion!! Thank you so much.pdfaioils
PLEASE HELP WITH AN INTRODUCTION and Conclusion!! Thank you so much
INTRO - Please refer to the case that is attached, this has nothing to do with airlines
Use the introduction to state the focus or purpose of your analysis as well as to define the
companys SBUs and the date of the analysis. Explain how the corporation could effectively
maximize stockholder wealth by addressing a specific problem related to the mix of businesses it
operates. You should state the scope of your analysis and set the stage for your reader.
The introduction should include key facts necessary for readers to understand your analysis.
These facts should be the ones that have affected the companys strategic direction and
performance.
Include information about how you have divided the company into strategic business units
(SBUs). For purposes of this analysis, three SBUs and we want to focus on NEST, GOOGLE
X(moonshots) and Google non subsidiaries. Explain whether the company is pursuing a strategy
of unrelated diversification.
Conclusion
Briefly review your analysis. State how your analysis will allow your company to maximize
shareholder wealth. We'd like to have a bigger impact on the world by doing more things. - Larry
Page, Cofounder and CEO of Alphabet 1 In June 2016, Tony Fadell announced that he was
"leaving the nest" after six years at the helm of Nest Labs, an Alphabet subsidiary that made
smart household appliances. "I'm a guy who's at the beginning of things," he told the New York
Times. "I don't like to do maintenance mode. It's not what gets me out of bed." 2 The news
followed press reports that revealed turmoil at Nest and raised questions about Google's recent
decision to restructure into Alphabet, a holding company. When the reorganization had first been
announced in August 2015, experts said Nest would be among the main beneficiaries. "Nest and
the rest gain more freedom to spend money, acquire other companies, etc. without having to try
to explain how such costs are benefiting the core ad business when they clearly were not," one
analyst noted. 3 "[Alphabet's] new stand-alone companies will have more freedom to take risks,"
another observer commented. 4 But when internal problems at Nest and other subsidiaries
surfaced in the press, observers began to fault the reorganization. "Google cofounders, now
Alphabet honchos, really want to replicate their search engine's success across a range of
industries with operations run like startups," one observer wrote. "To do that, though, they have
to face a dilemma inherent in their structure. That is, they must find execs willing to work within
Alphabet's corporate umbrella, and teams willing to work with their chosen execs." 5 The
makeup and management of Alphabet's diverse collection of subsidiaries had been in flux since
the restructuring announcement. In August 2015, a day after Google announced that it would
reorganize, gaming subsidiary Niantic, an early "autonomous business unit" under Google, 6 said
it w.
Go Google 20 Ways to Reach More CustomersRob Walker
The document provides an overview of Google and how it has expanded from its search roots into business tools and applications. It discusses how Google's focus on its core search business and emphasis on simplicity can serve as a model for other companies. Key points include how Google stuck to search before branching out, kept its interface clean and streamlined, and found ways to monetize its product through targeted advertising.
Google was founded in 1996 by Larry Page and Sergey Brin while they were PhD students at Stanford University. Google's business model relies heavily on advertising, with 99% of its revenue coming from advertising programs. Google uses technology like DoubleClick to target ads based on users' interests and context. It operates over 1 million servers worldwide and processes over 1 billion search requests and 24 petabytes of user data daily.
Google started as a search engine created by Larry Page and Sergey Brin at Stanford University. It grew to become a multinational technology company called Alphabet Inc. that operates services such as Google Search, Maps, Gmail, Android, and YouTube. Google has offices worldwide and made $58.8 billion in revenue in 2013. Notable successes include popularizing web searching and making "Google" a verb, as well as the growth of Android into a leading smartphone platform. Google faced a privacy scandal over unauthorized tracking cookies but paid $40 million to resolve lawsuits over the issue. It is researching projects like Project Loon to expand internet access using high-altitude balloons.
Running head GOOGLE MANAGMENT1GOOGLE MANAGMENT8GOOGLE M.docxjeanettehully
Running head: GOOGLE MANAGMENT
1
GOOGLE MANAGMENT
8
GOOGLE MANAGEMENT
Author Name(s), First M. Last, Omit Titles and Degrees
Institutional Affiliation(s)
Table of Contents
Introduction to the company3
Who founded Google?4
How is Google funded?4
History of Company4
What impact has the brand had within its category?5
How have you differentiated yourself from your competitors?5
Mission of company5
Best practice6
Best practice into concepts8
It gives value to work8
Optimize efforts through analytical tools8
How could another organization adopt this best practice?9
Boosts flexibility at work10
Conclusion10
Introduction to the company
Google LLC is a US international technology organization that focusses on Internet-related products and services, which contain search engines, online marketing technologies, cloud computing, hardware, and software. The purpose of Google management is to organize all the information in the world and create it nearby and beneficial to everyone (Shane, & Wakabayashi, 2018).
The company Google was born as a search engine for more information on the web. Its main characteristic with respect to its competitors was its advanced system of analysis of relations between pages, which allowed a higher ranking or ranking. Google's next step was to use this information to introduce advertising and manipulate the ranking based on the payment for such advertising. The enormous benefits that the company achieves are reinvested in new services and new policies that have strengthened the individual-segmentation relationship, reaching perfect segmentation (Mingers, & Lipitakis, 2010).
Google is an American multinational company focusing on products and services linked to the Internet, electronic devices, software and other expertise. Google's key product is the Internet content search engine of the similar name, although it also provides other services such as an email service called Gmail, its Google Earth map and Google Maps service, the YouTube video website, others Web values such as Google News or Google Books, the Google Chrome web browser, the Google+ social network. It provides an easy and quick way to find info on the web, by access to a catalogue of over 8,168 million web pages. As said by the Google company, currently replies to above 200 million queries a day (Verma, et.al. 2015, April).
Who founded Google?
The American of Larry Page and the Russian Sergey Brin , are the founders of this magnificent company. In 1995, Page had finished his studies at the University of Michigan and went to do his graduate degree at Stanford University, California. In this same university he meets Brin, 21, who was in charge of teaching him the campus (Verma, et.al. 2015, April).How is Google funded?
Faced with the great and rapid growth, in the year 2000, Google develops what today gives them the highest proportion of their profits: Google Adwords. Which is a Digital Marketing strategy that is based on making money throu ...
Google has a dominant position in the online search market, processing nearly 89% of queries worldwide. However, it faces threats from increasing competition from other large tech companies like Facebook and Amazon. Google also has weaknesses, such as excessive reliance on advertising revenue and ongoing privacy and antitrust issues that could undermine its business model. To capitalize on opportunities and address weaknesses, Google is expanding into new areas like cloud computing, AI devices, and its Android operating system.
Google+ by Zenith Optimedia & PerformicsRichard Kirk
Google has launched Google+, a new integrated social network that connects all of Google's existing products using a social layer. Google+ hit 20 million users within 3 weeks and aims to revolutionize natural search by personalizing search results based on a user's social connections and interests on Google+. While Google+ offers competitive social features, its success will depend on widely adopting the new platform and integrating unique Google products like YouTube to attract users from competitors like Facebook.
Google started in 1998 when Sergey Brin and Larry Page worked on a search engine called BackRub out of a garage with one employee. It has since grown significantly to over 150 employees by 2006 and established other products like Google Maps, Gmail, and Google Drive which are widely used and enjoyed. While known for its innovative technologies and benefits for employees, the internal culture at Google also emphasizes collecting worker feedback and democratic leadership.
In 1995 when the internet was only 3 years old 2 students Larry Page 22 years old and Sergey Brin 21 year old from Stanford university begin working on a search engine called back rub at that time they were 13 search engines to choose from but none of them the same potential as back rub did September 15 1997 Larry Page and Sergey Brin who were the founders of back rub decided to change the name of the search engine, and the inspiration came from the term used for a number with one hundred zeros googol with a slight change in the spelling its now called google as Larry Page quoted thanks for the name change no one today is asking did you back rub it (Our history in depth – company – Google, 2014) . Google is well known for its famous search engine, email service, web browser ,and a great number of applications downloaded into our smart phones ipads and pcs that we use daily at work at home and on the go.
This document analyzes consumer behavior towards the Google brand. It describes attitudes towards the brand on the market, noting that while Google is generally seen as a trusted brand, concerns about privacy and its increasingly commercial nature are growing. The document also discusses differences in attitudes between groups of consumers, some being more loyal to Google than others. It aims to provide strategies for Google to improve attitudes and perceptions towards its brand.
Google+ launched in 2011 to compete with established social networks like Facebook, but has failed to attract regular engagement from users. While Google+ has features like Circles, Hangouts, and Photos that are used by some, it has not proven unique enough to compel regular use. For Google+ to succeed, Google needs to refocus on its core competencies and stop automatically enrolling Google service users, which dilutes the brand.
TBEX June 2022_Marbella_Michael Collins_Travelmedia.ie_What the FLoC_with typ...TravelMedia.ie
What the FLoC? Google Topics and How New Data Tracking Affects Publishers, Advertisers and Platforms.
https://tbexcon.com/2022-europe/speakers/michael-collins/
Daniels Fund Ethics Initiative University of New Mexico .docxtheodorelove43763
Daniels Fund Ethics Initiative
University of New Mexico
http://danielsethics.mgt.unm.edu
This material was developed by Jennifer Sawayda under the direction of O.C. Ferrell and Linda Ferrell. Stephanie Amalfitano and
Matthew Moody worked on a previous edition of this case. It is provided for the Daniels Fund Ethics Initiative at the University of New
Mexico and is intended for classroom discussion rather than to illustrate effective or ineffective handling of administrative, ethical, or
legal decisions by management. Users of this material are prohibited from claiming this material as their own, emailing it to others, or
placing it on the Internet. Please call O.C. Ferrell at 505-277-3468 for more information. (2012)
Google: The Quest to Balance Privacy
with Profits
INTRODUCTION
When Sergey Brin and Larry Page created their search engine “BackRub” in 1996, they could not
have imagined at the time what the future held for their creation. BackRub was unique in that it
used links to rank web pages. Before this time, search engines tended to use algorithms that only
took into account key words, so when a certain item was searched, the user might receive links to
webpages that were both legitimate and less legitimate (or irrelevant). Brin and Page’s algorithm,
which they dubbed PageRank, accounted for links, roughly equivalent to citations, which went into
and out of the website. This complex mathematical algorithm worked. Results were ranked
according to their relative importance, allowing users to see the most “legitimate” search results
first. In 1998, the search engine Google was officially born, named after the term “gogol,” a
mathematical term for a 1 followed by 100 zeros.
Google’s ease of use for users propelled the search engine to its number one status, ousting
competing search engines such as WebCrawler and Infoseek. As Google gained in popularity, it
expanded into a number of different ventures, including advertising, book publishing, social
networking, and mobile phones. The company also acquired or owns a number of other well-known
sites, such as Orkut (a social-networking site popular in Brazil and India), the photo-sharing site
Picasa, and YouTube, the most popular video sharing site in the world. In 2011 it launched Google+,
a social networking site being watched carefully by its competitor Facebook. For four consecutive
years, Google was considered to be the most valuable brand in the world (although it was
surpassed by Apple in 2011). Approximately 2 billion searches a day are performed through
Google’s search engine.
As is common with most large companies, Google has experienced its share of ethical issues. Its
mantra “Don’t Be Evil” was questioned after it entered China, where it allowed the government to
censor some of its sites. Its wide reach and its plans to publish millions of books online has incurred
lawsuits from both publishers, who accused the co.
This document provides a case study analysis of Google. It discusses:
1) Google's mission to organize the world's information and make it universally accessible. It summarizes Google's business model, partnerships, and financial success.
2) Google's culture of innovation, emphasizing creativity, flexibility, and empowering knowledge workers. It allows engineers time to work on their own projects.
3) Challenges facing Google like ensuring ethical search results, addressing privacy concerns, and adapting to a changing information environment while maintaining growth.
Google Entrepreneurship Project (by Yasir Afzal Rajput)Yasir Afzal Rajput
The presentation Focuses on the development of the Largest Search Engine by the two Founders Larry Page and Sergei Brin from their early life till to-date.
The document discusses Google's efforts to improve search quality through understanding user intent rather than just links. It covers Google acquiring companies like Boston Dynamics and DeepMind to advance artificial intelligence and machine learning capabilities. It also discusses the growing role of personalized search and predictive technologies as search engines aim to better understand human behavior.
Competitive analysis of Online Revenue Market ShareAnurag Verma
The document provides information on Google and Facebook's business models and financial performance. It includes a SWOT analysis and Porter's Five Forces analysis for both companies. Some key points:
- Google generates over 90% of its revenue from online advertising while Facebook earns most revenue through advertising and has increased advertising revenue year-over-year.
- Both companies have strong financial positions with high market capitalization but Google earns significantly more total revenue than Facebook.
- Competition between the two companies exists but is limited as they pursue different social networking and search strategies.
Similar to STEVEN LEVYBUSINESS 11.19.2019 0800 AMGoogle Shakes U.docx (19)
Steps Begin your board with an explanation of your topic and th.docxrjoseph5
Steps: Begin your board with an explanation of your topic and the information you've already found. You can then place citations for your articles (so you don't get repeat suggestions). Then, ask the following questions.
1) In what way have you experienced or have been impacted by my topic? (Directly or indirectly)
2) What do already know about its history and/or current problems? (Readers should reply with a list of 3-4 things)
3) What other nations relate to my topic? (Readers, if you don't know, do a quick search!)
4) Aside from the disciplines I'm currently researching, what other fields do you think would be interested in my topic and why?
.
Steps for Effective Case Analysis Adapted from Harvard .docxrjoseph5
Steps for Effective Case Analysis
Adapted from Harvard Business Publishing
It's useful to think of a case analysis as digging deeper and deeper into the layers of a case.
You should make sure to follow these general steps in addition to answering the questions
from the case.
1. You start at the surface, Getting Oriented and examining the overall case
landscape.
2. Then you begin to dig, Identifying Problems, as well as possible alternative
solutions.
3. This is the section where you will spend most of your time.
Digging deeper, Performing Analyses you identify information that exposes the issues,
gather data, perform calculations that might provide insight. "Analysis" describes the
varied and crucial things you do with information in the case, to shed light on the problems
and issues you've identified. That might mean calculating and comparing cumulative
growth rates for different periods from the year-by-year financials in a case's exhibits. Or it
might mean pulling together seemingly unrelated facts from two different sections of the
case, and combining them logically to arrive at an important conclusion or conjecture.
Analysis usually doesn't provide definitive answers. But as you do more of it, a clearer
picture often starts to emerge, or the preponderance of evidence begins to point to one
interpretation rather than others. Don't expect a case analysis to yield a "final answer." If
you're accustomed to doing analysis that ends with a right answer, coming up with a
possible solution that simply reflects your best judgment might frustrate you. But
remember that cases, much like real-world business experiences, rarely reveal an
absolutely correct answer, no matter how deeply you analyze them. Typically, you'll do
qualitative analysis based on your reading and interpretation of the case. Ask yourself:
What is fact and what is opinion? Which facts are contributing to the problem? Which are
the causes?
Qualitative factors should be prioritized and fully developed to support your argument.
Make notes about your evolving interpretations, always being careful to list the evidence or
reasons that support them. Qualitative information in a case can be a mix of objective and
subjective information. For example, you may need to assess the validity of quotations from
company executives, each of whom has a subjective opinion. Reports from external
industry analysts or descriptions of what other companies in the industry have done might
seem more objective; no one in the case has a vested interest in this information. A
company's internal PowerPoint presentation should be considered separately and
differently from a newspaper article about the company. Cases mix firsthand quotations
and opinions with third-person narratives, so you need to consider the reliability of
sources. As in real life, you shouldn't take all case information at face value.
Quantitative data—such as amounts of.
Steps of Assignment• Choose TWO of the social health determi.docxrjoseph5
Steps of Assignment
• Choose
TWO
of the social health determinants important to you. – Start your report with a brief description of why you chose these two• Determine your electoral riding, and which political parties are running candidates in your riding– Report in the your introduction • Examine the platforms of each of the political parties represented in your riding for promises that will influence your chosen health determinants• Report these promises in a chart– Do NOT tell me which party you prefer. Just describe the relevant promises.• Describe the process by which you would register your vote in the provincial election (where, when, what documentation required)– This may be different than usual, given the pandemic safety requirements–
www.elections.sk.ca
.
Step 2 in your textbook outlines a few specific ways to seek out pot.docxrjoseph5
Step 2 in your textbook outlines a few specific ways to seek out potential funding, including email inquiry, telephone call, brief letter, or invitation to funder to attend an event at your organization. Which method would you be most comfortable with? Which method you would be least comfortable with? Which method do you think would be the most effective? Explain your responses to each.
.
STEPPING INTO MANAGEMENT.Questions 1 to 20 Select the bes.docxrjoseph5
STEPPING INTO MANAGEMENT
.
Questions 1 to 20:
Select the best answer to each question. Note that a question and its answers may be split across a page
break, so be sure that you have seen the
entire
question and
all
the answers before choosing an answer.
1.
_______ management theory suggests we should encourage team building and listen to new ideas.
A.
Organizational development
B.
Contingency
C.
Management as discipline
D.
Entrepreneurial
2.
_______ theory works to increase the health of work processes, communication, and shared goals.
A.
Management as discipline
B.
Entrepreneurial
C.
Systems
D.
Organizational development
3.
_______ supported simplification and decentralization, with emphasis on quality improvement.
A.
Taylor
B.
Weber
C.
Fayol
D.
Drucker
4.
_______ consists of determining whether plans are being carried out and progress is being made toward
objectives.
A.
Planning
B.
Influencing
C.
Controlling
D.
Organizing
5.
Resource allocator is one of the _______ roles.
A.
informational
B.
decisional
C.
negotiational
D.
interpersonal
6.
All other things being equal, the difference between a good supervisor and a poor supervisor is better
A.
organizational rules.
B.
education.
C.
staff.
D.
managerial skills.
7.
Which of the following is
not
one of a manager's four areas of responsibility?
A.
Maintaining good relationships with other managers
B.
Speaking one's mind always
C.
Being a competent subordinate
D.
Being a good boss
8.
When a manager serves as a liaison between different departments, he or she is acting in a/an _______
role.
A.
interpersonal
B.
decisional
C.
informational
D.
relational
9.
Positional authority is based on
A.
qualities of the manager.
B.
authority of superior over subordinate.
C.
laws and procedures.
D.
the ability to direct complex processes.
10.
A manager can delegate most duties
except
A.
writing policies.
B.
evaluating employees.
C.
planning.
D.
organizing.
11.
The acceptance theory holds that managerial authority depends on four conditions. Which of the
following is
not
one of the conditions?
A.
Employees must think the manager's directives are fair.
B.
Employees must think the directive is in keeping with organizational objectives.
C.
Employees must understand what the manager wants.
D.
Employees must be able to comply with the directives.
12.
_______ is/are vested in the organizational position and not the individual manager.
A.
Authority
B.
Delegation
C.
Managerial functions
D.
Responsibility
13.
Which of the following is
not
one of the Katz skills?
A.
Human relations skills
B.
Technical skills
C.
Budgeting skills
D.
Conceptual skills
14.
_______ first developed systems theory.
A.
Peters
B.
Thom
C.
Bertalanffy
D.
Mintzberg
15.
The supervisor's job is to do which of the following?
A.
Control employees' work to improve efficiency.
B.
Help employees f.
Stephen and Meredith have a 4-yr old son named Will. They are expect.docxrjoseph5
Stephen and Meredith have a 4-yr old son named Will. They are expecting a second child. In what ways might the second child change the dynamics of the family's communication? Will the gender of the child make a difference in this change? Why or why not? Use on of the theories discussed in chapter 12 to support your answers.
Write a page to address these questions. Give examples where necessary.
.
Step 1 Write five sentences with spelling errors.Make sure t.docxrjoseph5
Step 1
Write five sentences with spelling errors.
Make sure the sentences are at a moderate length (anywhere from 10 - 25 words in each).
Once you've written them, post them on the discussion board.
Do not include answers or say which words are misspelled; your classmates can figure that out for themselves.
.
Stephen Pevar, Chapter 8 Criminal Jurisdiction in Indian Country.docxrjoseph5
Stephen Pevar, “Chapter 8: Criminal Jurisdiction in Indian Country” (from textbook)
Stephen Pevar, “Chapter 9: Civil Jurisdiction in Indian Country” (from textbook)
1
The Religious Environment: Worldview,
Ritual, and Communal Status
Islam and Conversion
The process of conversion to Islam remains on the whole poorly studied
in either its social and historical, or affective and personal/psychologi-
cal, aspects. Despite the relatively recent and signal contributions of
Nehemiah Levtzion I and Richard Bulliet 2 who have advanced inno-
va tive classificatory, methodological, and analytical strategies in the
framework of comparative and more localized approaches toward
Islamization, the complex of problems associated with conversion to
Islam still has not drawn sufficient attention from specialists on all
"fronts" of Islamization to allow a synthetic treatment of conversion to
Islam from either a theoretical or historical perspective. 3 If old notions
of forced conversion and the choice of "Islam or the sword" have been
abandoned, at least in scholarly literature, little serious analytical work
I. See above all the volume Conversion to Islam, ed. Nehemia Levtzion (New YorklLondon:
Holmes & Meier Publishers, 1979), and Levtzion's contributions therein, "Toward a Com-
parative Study of Islamization" (pp. 1-23) and "Patterns of Islamization in West Africa" (pp.
207-216), as well as his bibliography (pp. 247-265), in which Central and Inner Asia are pre-
dictably poorly represented; cf. also his "Conversion under Muslim Domination: A Comparative
Study," in Religious Change and Cultural Domination, ed. D. N. Lorenzen (Mexico City: El
Colegio de Mexico, 1981), pp. 19-38.
2. See his seminal work, Conversion to Islam in the Medieval Period: An Essay in Quantitative
History (Cambridge: Harvard University Press, 1979), and more recently his "Process and Status
in Conversion and Continuity," introducing Conversion and Continuity: Indigenous Christian
Communities in Islamic Lands Eighth to Eighteenth Centuries, ed. Michael Gervers and Ramzi
Jibran Bikhazi (Toronto: Pontifical Institute of Mediaeval Studies, 1990), pp. 1-12, and his
"Conversion Stories in Early Islam" in the same volume (pp. 123-133).
3. For important theoretical considerations on conversion to Islam in historical surveys see,
for example, Marshall Hodgson's The Venture of Islam, vol. 2 (The Expansion of Islam in the
18 Islamization and Native Religion
has been done as a means of replacing older models and assumptions of
how Islam was adopted and appropriated in specific contexts; nor, in
general, have primary sources been tapped or reevaluated with an eye to
the particular issue of Islamization.
In the case of Inner Asia we are remarkably ill-served with regard to
studies of conversion to Islam; specialists on Islam in sub-Saharan Africa
and on South Asian Islam4 for instance, have recognized the importance
of conv.
Stephanie WroteA lean organization understands customer value a.docxrjoseph5
Stephanie Wrote:
A lean organization understands customer value and focuses its key processes to continuously increase it. The ultimate goal is to provide perfect value to the customer through a perfect value creation process that has zero waste.
To accomplish this, lean thinking changes the focus of management from optimizing separate technologies, assets, and vertical departments to optimizing the flow of products and services through entire value streams that flow horizontally across technologies, assets, and departments to customers.
Eliminating waste along entire value streams, instead of at isolated points, creates processes that need less human effort, less space, less capital, and less time to make products and services at far less costs and with much fewer defects, compared with traditional business systems. Companies are able to respond to changing customer desires with high variety, high quality, low cost, and with very fast throughput times. Also, information management becomes much simpler and more accurate.
A popular misconception is that lean is suited only for manufacturing. Not true. Lean applies in every business and every process. It is not a tactic or a cost reduction program, but a way of thinking and acting for an entire organization.
The term "lean" was coined to describe Toyota's business during the late 1980s by a research team headed by Jim Womack, Ph.D., at MIT's International Motor Vehicle Program.
Mary Wrote:
· What is the lean concept and why is it important to study?
With fewer resources lean creates more value for customers. The idea of maximizing customer value while minimizing waste. Lean is important to study because there are so many benefits such as through lean there is a cost benefit. we can increase quality and reliability. Reduce operating costs, boost staff productivity and reduce the length of production cycles.
· How can lean be applied to manufacturing and service processes?
TOYOTA is the best example of a company that use lean processes and implement them. Toyota is the first major company to use lean ideology in their manufacturing processes. They have eliminated wasted and using techniques to get rid of faulty products that do not interest the customers. They use two processes, one is Jidoka and the other one is JIT or just in time. Jidoka is used to check the quality of the product and can stop the machines themselves down when there is an error. JIT/ just in time leads to the next step once the previous step is finished.
https://www.lean.org/whatslean/
https://refinedimpact.com/4-good-examples-of-companies-that-use-lean-manufacturing/
Project Management
Processes, Methodologies, and Economics
Third Edition
Avraham Shtub
Faculty of Industrial Engineering and Management
The Technion–Israel Institute of Technology
Moshe Rosenwein
Department of Industrial Engineering and Operations Research
Columbia University
Boston Columbus San Francisco New York Hoboken
Indianapolis London Tor.
Step 1 Do some research on the Affordable Care Act. You can start.docxrjoseph5
Step 1
Do some research on the Affordable Care Act. You can start with the government sponsored website,
Health and Human Services Website (Links to an external site.)
, but find an additional resource as well.
Step 2
After reading about payment sources in this week's lesson, and conducting your research, address the following:
Where does the Affordable Care Act fit into the overall U.S. health care payment system?
How has it affected private insurance and Medicaid?
Did it go far enough in providing access to health care for all U.S. citizens? Too far? Explain your position.
.
Step 3 Construct Ethical ArgumentsDetermine which of the ethi.docxrjoseph5
Step 3: Construct Ethical Arguments
Determine which of the ethical principles/standards apply to this case (moral development; egoism; virtue; deontology; teleology; justice)
Identify the accounting principles (i.e., ethics codes of conduct and GAAP) that can be invoked to support a conclusion as to what ought to be done ethically in this case or similar cases?
Determine whether the different ethical standards/accounting principles yield converging or diverging judgments about what ought to be done?
Step 4: Evaluate the Arguments for each Option
Weigh the ethical reasons and arguments for each option in terms of their relative importance.
Determine whether there are any unwarranted factual assumptions that need to be examined in each argument.
Determine whether there are any unresolved conceptual issues in each argument.
.
Step 2 Organization ProfileCreate a one-page ‘Organization Prof.docxrjoseph5
HaiDiLao hotpot is a Chinese restaurant chain known for its hotpot cuisine. The organization profile would include the history and key dates of HaiDiLao since its founding, including any innovations. It would also cover the locations of HaiDiLao restaurants and the purpose of the company in providing high quality hotpot dining experiences to customers.
Step 2 Grading Rubric EconomyTask descriptionComponents of .docxrjoseph5
Step 2 Grading Rubric: Economy
Task description
Components of the task
Total points
Major economic features
Current demographic and economic features:
What is the population of your country, its age and gender composition? (2 points)
What are the major natural resources and the major features of the economy? Is the economy driven by the export of minerals and raw materials, agriculture, significant industries, or a mixture of these? What are the main exports and imports? (5 points)
Which countries are its largest trading partners? Is the country a member of regional or continental African trading blocs? (3 points)
What are major livelihood strategies, formal and informal, in both rural and urban settings? In other words, how do people in your country make a living? (5 points)
15
Economic policies
How did colonial policies impact your country’s current economic conditions? (5 points)
How has domestic economic policy since independence shaped the country? (5 points)
How have international economic forces shaped your country’s economy? For example, has your country been impacted by World Bank or International Monetary Fund programs? Do international trade agreements impact your country? (5 points)
15
Basic economic conditions
What is the current Gross Domestic Product (GDP) and Gross National Product (GNP)? What is the significance of these numbers for the economy of this country? (3 points)
What is the unemployment rate? (I point)
What is the poverty rate? (I point)
What is the foreign debt? (I point)
What do all these different economic indicators show about the state of the economy in your country? (3 points)
9
Technology
To what extent are the Internet and mobile phones, including the mobile banking system, used in your country? Do these affect economic potential and how so? (4 points)
4
Conclusion
Using all the data and analysis you have done pertaining to the above questions, write a conclusion addressing the economic health of your country and analyze the main factors contributing to its current strengths and challenges. (3 points)
3
Other requirements
Referencing:Evidential Proof of sources used: Papershould be supported by evidence and quotations from sources. At least three sources with APA citation at the bottom of the report, Variation in selection of sources necessary (2 points). Full points for accurate use of APA in-text and reference list)
Organization of text: Well organized, detailed and logical/cohesive arguments addressing relevant issues.(2 points)
4
CASE 6
From Nothing to Something: Defining Governance and Infrastructure in a Small Medical Practice
Dea Robinson
Midtown Neurology was started by a single physician who had been practicing in the community for nearly 20 years. As the practice grew, it evolved from a “mom-n-pop” operation to a more complex model. The founding physician recruited four new neurologists to join and continue to help build the practice. Subseq.
Step 2 Attend Meeting with ACME· Read the ACME meeting documen.docxrjoseph5
Step 2: Attend Meeting with ACME
· Read the ACME meeting document to know what was discussed.
Step 3: Review Marketing Information on Consumer Buying Behavior
· Read all attached step 3 documents to answer questions in step 4.
· As you read through the following materials, begin to think about how this information will apply to the report you will prepare for Erik and Tarek. To successfully complete the report, you'll need an understanding of marketing. You’ll also benefit from a keen understanding of digital marketing, consumer buying behavior, and evaluating business attractiveness.
· As you conduct your analysis of ACME's consumer environment, remember that there are two types of market research: primary and secondary research. Both types of research are required in real-life, and each of them has its pros and cons. However, for this Project, only secondary research is required.
· Finally, to fully understand ACME's position, read about offerings—what a company provides its customers, be it a product, a service, or a mix of both. Also consider the differences between a product and a service. You know that a product can be more than just a physical good, it can be a service attached to a physical product, a "pure" service, an idea, a place, an organization, or even a person.
· After you have read these materials, proceed to the next step, where you will begin your analysis of the specified consumer markets
Step 4: Conduct a Consumer Buying Behavior Study
As previously mentioned, I would like you to conduct an analysis of the consumers in our main markets. Your analysis should consider both current and potential product users and should address the following questions:
· What needs are being met by the product purchase? What are the benefits to the consumers? Make sure that you differentiate between features and benefits; go beyond manifest motives and consider latent motives.
· Who is involved in the purchase process? Who are the influencers? Who are the buyers? Who are the end users?
· Where are the products sold, and what are the distribution channels?
· How often are the products purchased? Is there seasonality to sales?
I need you to produce a six-page preliminary consumer buying behavior report (excluding cover page, reference list, tables, graphs, and exhibits) explaining your findings on consumer needs, wants, and preferences in these markets. Make sure that your report is specific to consumers of ACME’s potential product and not to consumers in general.
Step 5: Complete Your Value Proposition
· I wanted to clarify that a customer-focused value proposition explains the reason why a customer purchases a product or uses a service (i.e., the value that a company delivers to its customers).
· Deliverable: (complete this part separate from step 2-4) Based on your research of consumer needs in our main markets, describe your value proposition, or the benefits that ACME and its potential new product would provide to customers. Remember.
Step 1 Put the following steps in the order of a routine patient .docxrjoseph5
Step 1:
Put the following steps in the order of a routine patient care flow, from the beginning through to the end of the patient encounter flow.
New patient paperwork is signed and returned to front desk with insurance information for verification of benefits
Patient pays standard co-pay if applicable
Hard copy record is pulled, or made if new patient
Patient called to back office
Height, weight, and blood pressure taken by CNA or CMA
CMS 1500 form is coded and sent to insurance for reimbursement
Signs in at reception desk
Patient released from exam room
Call in to schedule appointment
Doctor, NP, or Physician’s Assistant examines patient
Shown to patient care room
Reason for visit reviewed with patient by CNA, CMA, or NP
Any refunds due to patient or insurance sent out
Collections efforts initiated if patient's charges not paid, and any insurance appeals are processed
Patient checks out and pays any deductible verified
Explanation of benefits returns with breakdown of payments
Height, weight, and blood pressure taken by CNA or CMA
Practice manager applies payments, writes off amounts required by contract with insurance companies, adjusts patient’s account records, and initiates billing to patient that indicates insurance has processed charges
Step 2:
Write an essay of 1–2 pages explaining how a new office would be set up or organized. Some of the elements included could be:
The physical appearance of the office
The types of personnel that would be needed
The types of activities, policies, or procedures that would be put into place to mentor employees and promote teamwork
Create and describe the demographics of the patients that would receive care at this facility.
Remember that demographics include any and all of the following: type of population (rural, suburban, urban); male or female; adult or child; type of insurance, public assistance, or no insurance; emergency care needed or preventative care; and many others.
Describe the specialized training that you, the office manager, need to help this particular facility accomplish its mission of efficient integrated medical care to its patient population.
Please submit your assignment.
.
Step 1 To annotate a source, first cite the source in correct .docxrjoseph5
Step 1:
To annotate a source,
first cite the source in correct MLA format
.
For example:
Gould, Joseph.
Citizen United and the Breakdown of Democracy.
New York: University of New York Press, 2012.
Step 2:
Break down the source into the
four sentence pattern
:
Sentence 1 (Credentials and Thesis
): Joseph Gould, a noted journalist covering issues of public policy and elections for the
Washington Post
, argues that the
Citizens United
decision has irrevocably undermined the democratic process of our electoral system.
Sentence 2 (Medium / Genre and Evaluation
): Gould constructs a thesis-driven, book-length, academic argument in the field of political science.
Sentence 3 (Audience
): Gould’s audience consists of academics in the field of political science and public policy as well as public officials.
Sentence 4 (How You Can Use This Source):
This source provides information about the effects of
Citizens United
that I can use to support my thesis, and because it is written by a noted expert it lends credibility to my argument.
Annotations should be written as paragraphs
and should follow the four sentence pattern above. Do not include labels, bold text, or spaces between sentences. These are provided here so that you can more easily identify the parts of the annotation. Yours will look more like this:
Gould, Joseph.
Citizen United and the Breakdown of Democracy.
New York: University of New York Press, 2012.
Joseph Gould, a noted journalist covering issues of public policy and elections for the
Washington Post
, argues that the
Citizens United
decision has irrevocably undermined the democratic process of our electoral system. Gould constructs a thesis-driven, book-length, academic argument in the field of political science. Gould’s audience consists of academics in the field of political science and public policy as well as public officials. This source provides information about the effects of
Citizens United
that I can use to support my thesis, and because it is written by a noted expert it lends credibility to my argument.
Your annotated bibliography
must include at least six sources
. At least three sources should be peer-reviewed academic sources or otherwise approved by me before submitting this assignment's deadline. Sources should be listed in alphabetical order by the first word of the works cited entry (usually, this will be the author's last name).
Annotations should be specific and include details; however, they
should not include
any
quotes.
All of the writing should be
your original writing.
Due Date and Submissions
Submit your annotated bibliography in the Turnitin window below as a Word document by 11:59pm Friday, 6/12.
.
Step 1Read the first two sections of Wordsworths Tintern.docxrjoseph5
Step 1
Read the first two sections of
Wordsworth's "Tintern Abbey". (Links to an external site.)
Step 2
In a separate Word document, complete the following points:
Explain what the ideas, memories, and presence of the natural world give to Wordsworth.
Copy and paste a section of the poem that supports your claim, and explain how it supports your claim.
Must be no fewer than 300 words, not including the quote.
.
Step 1The first step in performing an IT audit that is tied to b.docxrjoseph5
Step 1
The first step in performing an IT audit that is tied to business strategy is understanding the short-term and long-term goals and objectives of the business. While we expect IT strategies to be aligned to an organization's business strategies, in practice, this is not easy to achieve. The organization typically has made large investments in legacy systems that have been supporting the current business. The organization must balance the maintenance of current business requirements with the need to support longer term strategies, using emerging technologies to improve the competitiveness of the organization.
Completing this business audit will ensure that you learn a lot about the business of the organization.
To prepare for the audit, read Audits, Internal and Core Competencies. The templates provided for Step 1 will give you a framework for collecting this information. Be sure to ask the following questions:
· What are the strategic goals of the organization?
· What are the business operational goals?
· How do you see your organization in one year, in five years, and beyond?
Download and open the Templates_for_Project2_with_Instructions.xlsx file. You will be using this file throughout this project. For optional feedback in Steps 1 and 3, use the following naming protocols:
· Step 1 -> Lastname_first name_Project 2_Appx_A1_A2_B_C
· Steps 2 and 3 -> Lastname_first name_Project 2_Appx_A1_A2_B_C_D_E_F
For the final submission in this project, please use the following naming protocol:
· Step 5 -> Lastname_first name_Project 2_Appx_A1_A2_B_C_D_E_F_G_H_I
The templates for business objectives in Appendices A1 and A2 will guide your discovery. You should list a minimum of three business objectives that exist for your organization, which will likely vary from these templates. Existing entries in templates A1 and A2 are for illustration purposes only. You should fill in and submit to the assignment folder two tables: Appendix A1 is for short-term goals (one year) and Appendix A2 is for longer term goals (five or more years). See Goal Setting for more information.
After you understand your organization's business objectives, you will need to evaluate how well your organization is meeting those objectives. The template in Appendix B will guide you through a quick analysis of overall organizational effectiveness. You may want to ask those in leadership positions how well the organization is performing, but you can also get this information by examining how well the organization is performing according to current operational objectives. Choose a minimum of three organizational effectiveness criteria. Provide a one-sentence description of each measure, along with an overall score on a five-point scale and an explanation of the score you provided. See Effectiveness and Efficiency.
Now that you've looked at how well the overall organization is performing, you should evaluate the organization at a lower level. Using the Appendix C template to guide yo.
Step 1Select ONE of the following fugal agents for your assignme.docxrjoseph5
Step 1
Select ONE of the following fugal agents for your assignment.
Aspergillus, Tinea pedis, Candida albicans, Coccidioides, Pneumocystis jirovecii, Blastomyces, Cryptococcus neoformans, Histoplasma, Tinea corporis
Step 2
Research the chosen fungal agent to examine the anatomical structures and diseases associated with it.
Step 3
Using the template below answer the following questions:
Where the organism is normally found and how is it spread?
What are the virulence factors of the organism?
What are the symptoms and incubation period of the infection caused by the organism?
How would you diagnose an infection caused by the organism?
Describe how the organism infects different organs and how the immune system responds to infection.
What is the current treatment plan for the infections caused by the organism and the treatment success rate?
What populations are most at risk for infection?
What environments and sources are associated with the organism?
What are some public health implications of the infection caused by the agent?
What precautions can the public take to prevent infections?
.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
-------------------------------------------------------------------------------
For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
STEVEN LEVYBUSINESS 11.19.2019 0800 AMGoogle Shakes U.docx
1. STEVEN LEVY
BUSINESS 11.19.2019 08:00 AM
Google Shakes Up
Its 'TGIF'—and Ends
Its Culture of
Openness
Amid leaks and protests, CEO
Sundar Pichai is drastically
shrinking the company-wide
meeting that was once a symbol of
Google's idealism.
STEVEN LEVY
BUSINESS 11.19.2019 08:00 AM
Google Shakes Up
Its 'TGIF'—and Ends
Its Culture of
Openness
Amid leaks and protests, CEO
Sundar Pichai is drastically
shrinking the company-wide
meeting that was once a symbol of
Google's idealism.
SUBSCRIBE
Google Shakes Up Its 'TGIF'—and Ends Its Cult…
Saved to Dropbox • Nov 19, 2019 at 8:12 PM
3. leaders could talk freely about nearly
anything. More recently, however, the
biweekly meeting had become fraught as
it increasingly reflected Google’s tensions
as opposed to its aspirations. “It’s not
working in its current form,” Pichai said of
what was once the hallmark of Google
culture. In 2020, he declared, the
PHOTOGRAPH: JENS GYARMATY/REDUX
Last week, Google CEO Sundar Pichai sent
an email blast to his 100,000 or so
employees, cutting back the company’s
defining all-hands meeting known as
TGIF. The famous free-for-alls had
epitomized the company’s egalitarian
ethos, a place where employees and
leaders could talk freely about nearly
anything. More recently, however, the
4. biweekly meeting had become fraught as
it increasingly reflected Google’s tensions
as opposed to its aspirations. “It’s not
working in its current form,” Pichai said of
what was once the hallmark of Google
culture. In 2020, he declared, the
PHOTOGRAPH: JENS GYARMATY/REDUX
Last week, Google CEO Sundar Pichai sent
an email blast to his 100,000 or so
employees, cutting back the company’s
defining all-hands meeting known as
TGIF. The famous free-for-alls had
epitomized the company’s egalitarian
ethos, a place where employees and
leaders could talk freely about nearly
anything. More recently, however, the
biweekly meeting had become fraught as
it increasingly reflected Google’s tensions
5. as opposed to its aspirations. “It’s not
working in its current form,” Pichai said of
what was once the hallmark of Google
culture. In 2020, he declared, the
PHOTOGRAPH: JENS GYARMATY/REDUX
https://www.wired.com/tag/google/
https://www.theverge.com/2019/11/15/20966718/google-
weekly-all-hands-tgif-staff-meeting-changes-ceo-sundar-pichai
https://www.wired.com/story/inside-google-three-years-misery-
happiest-company-tech/
meetings would be limited to once a
month, and they would be more
constrained affairs, sticking to “product
and business strategy.” Don’t Be Evil has
changed to Don’t Ask Me Anything.
With that, Pichai not only ended an era at
Google, he symbolically closed the
shutters on a dream held widely in the
tech world—that one can scale a company
to global ubiquity while maintaining the
6. camaraderie of an idealistic clan.
Pichai cited decreased attendance rates,
the difficulty of running a real-time
gathering across time zones, and an
uptick in meetings among big product
groups like Cloud or YouTube. His most
resonant reason, however, was that
Google employees could no longer be
trusted to keep matters confidential. He
cited “a coordinated effort to share our
conversations outside of the company
meetings would be limited to once a
month, and they would be more
constrained affairs, sticking to “product
and business strategy.” Don’t Be Evil has
changed to Don’t Ask Me Anything.
With that, Pichai not only ended an era at
Google, he symbolically closed the
7. shutters on a dream held widely in the
tech world—that one can scale a company
to global ubiquity while maintaining the
camaraderie of an idealistic clan.
Pichai cited decreased attendance rates,
the difficulty of running a real-time
gathering across time zones, and an
uptick in meetings among big product
groups like Cloud or YouTube. His most
resonant reason, however, was that
Google employees could no longer be
trusted to keep matters confidential. He
cited “a coordinated effort to share our
conversations outside of the company
after every TGIF ... it has affected our
ability to use TGIF as a forum for candid
conversations on important topics.” He
8. also noted that while many want to hear
about product launches and business
strategies, some attend to “hear answers
on other topics.” It seems obvious he was
referring to recent moments when
aggrieved employees registered objections
to Google’s policies and missteps—on
developing a search engine for China,
bestowing millions of dollars to executives
charged with sexual misconduct, or hiring
a former Homeland Security apparatchik.
Pichai says Google may address such
issues in specific town-hall meetings
when warranted.
Google isn’t the only company to rein in
its fora because not everyone on its team
is on its team. Facebook recently had its
own issues with its weekly all-hands,
9. where Mark Zuckerberg fields questions
after every TGIF ... it has affected our
ability to use TGIF as a forum for candid
conversations on important topics.” He
also noted that while many want to hear
about product launches and business
strategies, some attend to “hear answers
on other topics.” It seems obvious he was
referring to recent moments when
aggrieved employees registered objections
to Google’s policies and missteps—on
developing a search engine for China,
bestowing millions of dollars to executives
charged with sexual misconduct, or hiring
a former Homeland Security apparatchik.
Pichai says Google may address such
issues in specific town-hall meetings
when warranted.
10. Google isn’t the only company to rein in
its fora because not everyone on its team
is on its team. Facebook recently had its
own issues with its weekly all-hands,
where Mark Zuckerberg fields questions
https://www.wired.com/story/inside-google-three-years-misery-
happiest-company-tech/
https://www.wired.com/story/wired-25-sundar-pichai-china-
censored-search-engine/
https://www.wsj.com/articles/google-agreed-to-pay-135-
million-to-two-executives-accused-of-sexual-harassment-
11552334653
https://www.washingtonpost.com/technology/2019/10/25/google
-ceo-leaked-video-says-company-is-genuinely-struggling-with-
employee-trust/
from his own far-flung workforce. A July
session of its weekly meeting leaked to
Casey Newton of The Verge, who
published it in its entirety. Zuckerberg not
only acknowledged the authenticity of the
leak but, on very little notice, decided to
publicly live-stream the next week’s all-
11. hands. Which sort of meant that it was no
longer an internal meeting, but a kind of
performance version of one. Facebook,
too, is reconsidering its all-hands strategy.
You need to enable JavaScript to run this app.
The loss of TGIF is huge. The ability to ask
the boss any question in a timely fashion
from his own far-flung workforce. A July
session of its weekly meeting leaked to
Casey Newton of The Verge, who
published it in its entirety. Zuckerberg not
only acknowledged the authenticity of the
leak but, on very little notice, decided to
publicly live-stream the next week’s all-
hands. Which sort of meant that it was no
longer an internal meeting, but a kind of
performance version of one. Facebook,
too, is reconsidering its all-hands strategy.
12. You need to enable JavaScript to run this app.
The loss of TGIF is huge. The ability to ask
the boss any question in a timely fashion
from his own far-flung workforce. A July
session of its weekly meeting leaked to
Casey Newton of The Verge, who
published it in its entirety. Zuckerberg not
only acknowledged the authenticity of the
leak but, on very little notice, decided to
publicly live-stream the next week’s all-
hands. Which sort of meant that it was no
longer an internal meeting, but a kind of
performance version of one. Facebook,
too, is reconsidering its all-hands strategy.
You need to enable JavaScript to run this app.
The loss of TGIF is huge. The ability to ask
the boss any question in a timely fashion
https://www.theverge.com/2019/10/1/20892354/mark-
13. zuckerberg-full-transcript-leaked-facebook-meetings
was a powerful symbol of employee
empowerment. The practice began when
Google was relatively tiny, as a relaxed
session—beer was served!—where
cofounders Larry Page and Sergey Brin
took queries, no matter how challenging,
from anyone who cared to ask. The
company even invented an app that
allowed employees to rank potential
questions, so pressing ones would get
precedence.
ADVERTISEMENT
was a powerful symbol of employee
empowerment. The practice began when
Google was relatively tiny, as a relaxed
session—beer was served!—where
cofounders Larry Page and Sergey Brin
14. took queries, no matter how challenging,
from anyone who cared to ask. The
company even invented an app that
allowed employees to rank potential
questions, so pressing ones would get
precedence.
ADVERTISEMENT
When I was writing a book about Google
some years ago, I sat in on several TGIFs,
held in the cavernous Charlie’s Cafe on
the Mountain View campus. They followed
a format that became a template for
dozens of new companies thereafter. First
was a welcoming ceremony of new
employees (at peak a few dozen of them
might attend), who were required to wear
their “Noogler” beanies—colorful caps
15. with plastic propellers on top. Then there
would be news and announcements,
followed by a presentation or demo by
one or more groups. A new product or
policy initiative might get announced,
even if its real-world unveiling was
months off. The company was confident
that news would not leak out, and it
didn’t. (For example, Google shared
information that it was working on its
own browser, Chrome, over a year before
it actually launched.)
As Google grew, TGIF evolved. Originally a
When I was writing a book about Google
some years ago, I sat in on several TGIFs,
held in the cavernous Charlie’s Cafe on
the Mountain View campus. They followed
a format that became a template for
16. dozens of new companies thereafter. First
was a welcoming ceremony of new
employees (at peak a few dozen of them
might attend), who were required to wear
their “Noogler” beanies—colorful caps
with plastic propellers on top. Then there
would be news and announcements,
followed by a presentation or demo by
one or more groups. A new product or
policy initiative might get announced,
even if its real-world unveiling was
months off. The company was confident
that news would not leak out, and it
didn’t. (For example, Google shared
information that it was working on its
own browser, Chrome, over a year before
it actually launched.)
As Google grew, TGIF evolved. Originally a
17. https://www.amazon.com/Plex-Google-Thinks-Works-
Shapes/dp/1416596585/ref=tmm_hrd_swatch_0?_encoding=UTF
8&qid=&sr=
Friday afternoon end-of-week
celebration, several years ago it moved to
Thursdays so that those across the globe
wouldn’t have to tune in on the weekend.
And about a year ago it switched from
weekly to biweekly. But very little else
changed. Even as they did fewer public
appearances, cofounders Larry Page and
Sergey Brin regularly led the sessions. The
friendly audience relaxed them, and they
joked their way through things. More
recently, when Page and Brin officially
became Alphabet executives and Pichai
ran the TGIFs, they would still sometimes
drop in—kind of a Proof of Life that the
18. executives, especially the publicity-shy
Page, were still around.
Though Google didn’t invent the
phenomenon of a weekly all-hands, the
success of TGIF made it a much-emulated
practice. Facebook held its meeting from
the start; Zuckerberg would end by
Friday afternoon end-of-week
celebration, several years ago it moved to
Thursdays so that those across the globe
wouldn’t have to tune in on the weekend.
And about a year ago it switched from
weekly to biweekly. But very little else
changed. Even as they did fewer public
appearances, cofounders Larry Page and
Sergey Brin regularly led the sessions. The
friendly audience relaxed them, and they
joked their way through things. More
19. recently, when Page and Brin officially
became Alphabet executives and Pichai
ran the TGIFs, they would still sometimes
drop in—kind of a Proof of Life that the
executives, especially the publicity-shy
Page, were still around.
Though Google didn’t invent the
phenomenon of a weekly all-hands, the
success of TGIF made it a much-emulated
practice. Facebook held its meeting from
the start; Zuckerberg would end by
Friday afternoon end-of-week
celebration, several years ago it moved to
Thursdays so that those across the globe
wouldn’t have to tune in on the weekend.
And about a year ago it switched from
weekly to biweekly. But very little else
changed. Even as they did fewer public
20. appearances, cofounders Larry Page and
Sergey Brin regularly led the sessions. The
friendly audience relaxed them, and they
joked their way through things. More
recently, when Page and Brin officially
became Alphabet executives and Pichai
ran the TGIFs, they would still sometimes
drop in—kind of a Proof of Life that the
executives, especially the publicity-shy
Page, were still around.
Though Google didn’t invent the
phenomenon of a weekly all-hands, the
success of TGIF made it a much-emulated
practice. Facebook held its meeting from
the start; Zuckerberg would end by
shouting “Domination!” Twitter had a
version called Tea Time. You’d probably
21. be hard pressed to find a successful
startup or unicorn that didn’t have such a
session. What made the weekly all-hands
so attractive was its power to bind a
workforce to a shared mission. The fact
that such meetings could continue when
the head count reached five figures and
more reflected a crazy optimism that, with
the right kind of culture, the physics of
corporate alienation could be defied.
ADVERTISEMENT
shouting “Domination!” Twitter had a
version called Tea Time. You’d probably
be hard pressed to find a successful
startup or unicorn that didn’t have such a
session. What made the weekly all-hands
so attractive was its power to bind a
workforce to a shared mission. The fact
22. that such meetings could continue when
the head count reached five figures and
more reflected a crazy optimism that, with
the right kind of culture, the physics of
corporate alienation could be defied.
ADVERTISEMENT
Now we’ve learned—no surprise—that
physics wins. The big problems of these
big companies have led employees to
more aggressively question their bosses,
and in some cases even sabotage them by
leaking the secrets shared in these
meetings. As any reader of spy novels can
tell you, the presence of moles in an
organization is a morale-killer. It also
harshes the corporate mellow when
workers use putatively feel-good
23. meetings to stage hostile confrontations
with their leaders on an increasing
number of sore points. In earlier times,
employees tended to express their gripes
with the expectation that leaders and
workers were colleagues, too evolved to
get hung up on power disparities. Now,
with giant corporations worrying more
about market dominance and regulators
than about feel-good missions, that
kumbaya sensibility is gone.
That’s why, when Google said Thank
Now we’ve learned—no surprise—that
physics wins. The big problems of these
big companies have led employees to
more aggressively question their bosses,
and in some cases even sabotage them by
leaking the secrets shared in these
24. meetings. As any reader of spy novels can
tell you, the presence of moles in an
organization is a morale-killer. It also
harshes the corporate mellow when
workers use putatively feel-good
meetings to stage hostile confrontations
with their leaders on an increasing
number of sore points. In earlier times,
employees tended to express their gripes
with the expectation that leaders and
workers were colleagues, too evolved to
get hung up on power disparities. Now,
with giant corporations worrying more
about market dominance and regulators
than about feel-good missions, that
kumbaya sensibility is gone.
That’s why, when Google said Thank
25. Goodness It’s Finished, it ended a lot more
than a weekly meeting. Winter has come
to Silicon Valley. And no beer for you.
More Great WIRED
Stories
The influencer scientists debunking
online misinformation
Do we need a special language to
talk to aliens?
These researchers are trying to build
a better blockchain
New emoji are so boring, but they
don't have to be
This jet can now land itself, no pilot
needed
� A safer way to protect your data;
plus, check out the latest news on AI
� Torn between the latest phones?
Never fear—check out our iPhone
26. buying guide and favorite Android
phones
Goodness It’s Finished, it ended a lot more
than a weekly meeting. Winter has come
to Silicon Valley. And no beer for you.
More Great WIRED
Stories
The influencer scientists debunking
online misinformation
Do we need a special language to
talk to aliens?
These researchers are trying to build
a better blockchain
New emoji are so boring, but they
don't have to be
This jet can now land itself, no pilot
needed
� A safer way to protect your data;
27. plus, check out the latest news on AI
� Torn between the latest phones?
Never fear—check out our iPhone
buying guide and favorite Android
phones
Goodness It’s Finished, it ended a lot more
than a weekly meeting. Winter has come
to Silicon Valley. And no beer for you.
More Great WIRED
Stories
The influencer scientists debunking
online misinformation
Do we need a special language to
talk to aliens?
These researchers are trying to build
a better blockchain
New emoji are so boring, but they
don't have to be
This jet can now land itself, no pilot
28. needed
� A safer way to protect your data;
plus, check out the latest news on AI
� Torn between the latest phones?
Never fear—check out our iPhone
buying guide and favorite Android
phones
https://www.wired.com/story/youtube-misinformation-
scientists/?itm_campaign=BottomRelatedStories_Sections_4
https://www.wired.com/story/do-we-need-a-special-language-to-
talk-to-aliens/?itm_campaign=BottomRelatedStories_Sections_4
https://www.wired.com/story/researchers-trying-build-better-
blockchain/?itm_campaign=BottomRelatedStories_Sections_4
https://www.wired.com/story/why-unicode-keeps-adding-
boring-emoji/?itm_campaign=BottomRelatedStories_Sections_4
https://www.wired.com/story/cirrus-garmin-vision-jet-autoland-
safe-return/?itm_campaign=BottomRelatedStories_Sections_4
https://www.wired.com/story/dawn-song-oasis-labs-data-
privacy-
wired25/?itm_campaign=BottomRelatedStories_Sections_4
https://www.wired.com/category/business/artificial-
intelligence/?itm_campaign=BottomRelatedStories_Sections_4
https://wired.com/gallery/iphone-buying-
guide/?itm_campaign=BottomRelatedStories
https://wired.com/gallery/best-android-
phones/?itm_campaign=BottomRelatedStories
29. Steven Levy covers the gamut of tech subjects for
WIRED, in print and online, and has been
contributing to the magazine since its inception.
He has been writing about technology for more
than 30 years, writing columns for Rolling Stone
and Macworld; leading technology coverage for
Newsweek; and cocreating a... Read more
EDITOR AT LARGE
FEATURED VIDEO
WIRED25: Google CEO Sundar Pichai on
Doing Business in China, Working with
the Military, and More
Steven Levy covers the gamut of tech subjects for
WIRED, in print and online, and has been
contributing to the magazine since its inception.
He has been writing about technology for more
than 30 years, writing columns for Rolling Stone
and Macworld; leading technology coverage for
Newsweek; and cocreating a... Read more
EDITOR AT LARGE
FEATURED VIDEO
WIRED25: Google CEO Sundar Pichai on
Doing Business in China, Working with
the Military, and More
34. GREGORY BARBER
Why Is Google Slow-Walking Its
Breakthroughs in AI?
TOM SIMONITE
Every Tech Company Wants to Be a
Bank—Someday, At Least
GREGORY BARBER
https://www.wired.com/story/why-is-google-slow-walking-its-
breakthroughs-in-ai#intcid=recommendations_wired-bottom-
recirc-similar_a536c491-703e-4624-81a4-353f4add3dad_cral-
top2-2
https://www.wired.com/story/why-is-google-slow-walking-its-
breakthroughs-in-ai#intcid=recommendations_wired-bottom-
recirc-similar_a536c491-703e-4624-81a4-353f4add3dad_cral-
top2-2
https://www.wired.com/story/tech-companies-
banks#intcid=recommendations_wired-bottom-recirc-
similar_a536c491-703e-4624-81a4-353f4add3dad_cral-top2-2
https://www.wired.com/story/tech-companies-
banks#intcid=recommendations_wired-bottom-recirc-
similar_a536c491-703e-4624-81a4-353f4add3dad_cral-top2-2
https://www.wired.com/story/instagram-business-accounts-
analytics#intcid=recommendations_wired-bottom-recirc-
similar_a536c491-703e-4624-81a4-353f4add3dad_cral-top2-2
Chasing Instagram Analytics,
People are Becoming Grocery
Stores, Cruise Lines, and More
LOUISE MATSAKIS
35. SPONSORED STORIESSPONSORED STORIES
WWW.EASYQUIZES.COM
Quiz For Tinnitus Ringing In Ears
ONLINE COLLEGE | SPONSORED LINKS
Online Colleges Are Finally Lowering
Costs | Search Today
ENERGY BILL CRUNCHER
California: You Should Get Solar
Panels Immediately If You Own A
Home In These Zip Codes
LIFESUM
The keto diet app that is going to
change your life
FINANCEJOURNAL24.COM
Born Before 1985? Gov't Will Pay
$271/Month Off Your Mortgage If You
Qualify
CELEBSPULSE
20 Vintage Ads That Would Never Be
Allowed Today
Chasing Instagram Analytics,
People are Becoming Grocery
36. Stores, Cruise Lines, and More
LOUISE MATSAKIS
SPONSORED STORIESSPONSORED STORIES
WWW.EASYQUIZES.COM
Quiz For Tinnitus Ringing In Ears
ONLINE COLLEGE | SPONSORED LINKS
Online Colleges Are Finally Lowering
Costs | Search Today
ENERGY BILL CRUNCHER
California: You Should Get Solar
Panels Immediately If You Own A
Home In These Zip Codes
LIFESUM
The keto diet app that is going to
change your life
FINANCEJOURNAL24.COM
Born Before 1985? Gov't Will Pay
$271/Month Off Your Mortgage If You
Qualify
CELEBSPULSE
20 Vintage Ads That Would Never Be
Allowed Today
38. oAcG2M_w193drZ05Siz12VNGFLgcREKV2w&c=a710ba65&v
=3
…
(ISC)2
CISSP® Certified Information
Systems Security Professional
Official Study Guide
Eighth Edition
Mike Chapple
James Michael Stewart
Darril Gibson
Development Editor: Kelly Talbot
Technical Editors: Jeff Parker, Bob Sipes, and David Seidl
Copy Editor: Kim Wimpsett
Editorial Manager: Pete Gaughan
Production Manager: Kathleen Wisor
40. 8600. Requests to the Publisher
for permission should be addressed to the Permissions
Department, John Wiley & Sons, Inc.,
111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax
(201) 748-6008, or online at
http://www.wiley.com/go/permissions.
Limit of Liability/Disclaimer of Warranty: The publisher and
the author make no
representations or warranties with respect to the accuracy or
completeness of the contents of
this work and specifically disclaim all warranties, including
without limitation warranties of
fitness for a particular purpose. No warranty may be created or
extended by sales or
promotional materials. The advice and strategies contained
herein may not be suitable for
every situation. This work is sold with the understanding that
the publisher is not engaged in
rendering legal, accounting, or other professional services. If
professional assistance is
required, the services of a competent professional person should
be sought. Neither the
publisher nor the author shall be liable for damages arising
herefrom. The fact that an
organization or Web site is referred to in this work as a citation
and/or a potential source of
further information does not mean that the author or the
publisher endorses the information
the organization or Web site may provide or recommendations it
may make. Further, readers
should be aware that Internet Web sites listed in this work may
have changed or disappeared
between when this work was written and when it is read.
For general information on our other products and services or to
41. obtain technical support,
please contact our Customer Care Department within the U.S. at
(877) 762-2974, outside the
http://www.wiley.com/go/permissions
U.S. at (317) 572-3993 or fax (317) 572-4002.
Wiley publishes in a variety of print and electronic formats and
by print-on-demand. Some
material included with standard print versions of this book may
not be included in e-books or
in print-on-demand. If this book refers to media such as a CD or
DVD that is not included in
the version you purchased, you may download this material at
http://booksupport.wiley.com.
For more information about Wiley products, visit
www.wiley.com.
Library of Congress Control Number: 2018933561
TRADEMARKS: Wiley, the Wiley logo, and the Sybex logo are
trademarks or registered
trademarks of John Wiley & Sons, Inc. and/or its affiliates, in
the United States and other
countries, and may not be used without written permission.
CISSP is a registered trademark of
(ISC)², Inc. All other trademarks are the property of their
respective owners. John Wiley &
Sons, Inc. is not associated with any product or vendor
mentioned in this book.
http://booksupport.wiley.com
http://www.wiley.com
42. To Dewitt Latimer, my mentor, friend, and colleague. I miss
you
dearly.
—Mike Chapple
To Cathy, your perspective on the world and life often surprises
me,
challenges me, and makes me love you even more.
—James Michael Stewart
To Nimfa, thanks for sharing your life with me for the past 26
years
and letting me share mine with you.
—Darril Gibson
Dear Future (ISC)2 Member,
Congratulations on starting your journey to
CISSP® certification. Earning your CISSP is an
exciting and rewarding milestone in your
cybersecurity career. Not only does it demonstrate
your ability to develop and manage nearly all
aspects of an organization’s cybersecurity
operations, but you also signal to employers your
commitment to life-long learning and taking an
active role in fulfilling the (ISC)² vision of
inspiring a safe and secure cyber world.
The material in this study guide is based upon the (ISC)² CISSP
Common Body of Knowledge. It will help you prepare for the
exam
that will assess your competency in the following eight
43. domains:
Security and Risk Management
Asset Security
Security Architecture and Engineering
Communication and Network Security
Identity and Access Management (IAM)
Security Assessment and Testing
Security Operations
Software Development Security
While this study guide will help you prepare, passing the CISSP
exam
depends on your mastery of the domains combined with your
ability to
apply those concepts using your real-world experience.
I wish you the best of luck as you continue on your path to
become a
CISSP and certified member of (ISC)2.
Sincerely,
David Shearer, CISSP
CEO
(ISC)2
44. Acknowledgments
We’d like to express our thanks to Sybex for continuing to
support this
project. Extra thanks to the eighth edition developmental editor,
Kelly
Talbot, and technical editors, Jeff Parker, Bob Sipes, and David
Seidl,
who performed amazing feats in guiding us to improve this
book.
Thanks as well to our agent, Carole Jelen, for continuing to
assist in
nailing down these projects.
—Mike, James, and Darril
Special thanks go to the information security team at the
University of
Notre Dame, who provided hours of interesting conversation
and
debate on security issues that inspired and informed much of the
material in this book.
I would like to thank the team at Wiley who provided invaluable
assistance throughout the book development process. I also owe
a debt
of gratitude to my literary agent, Carole Jelen of Waterside
Productions. My coauthors, James Michael Stewart and Darril
Gibson,
were great collaborators. Jeff Parker, Bob Sipes, and David
Seidl, our
diligent and knowledgeable technical editors, provided valuable
in-
sight as we brought this edition to press.
45. I’d also like to thank the many people who participated in the
production of this book but whom I never had the chance to
meet: the
graphics team, the production staff, and all of those involved in
bringing this book to press.
—Mike Chapple
Thanks to Mike Chapple and Darril Gibson for continuing to
contribute to this project. Thanks also to all my CISSP course
students
who have provided their insight and input to improve my
training
courseware and ultimately this tome. To my adoring wife,
Cathy:
Building a life and a family together has been more wonderful
than I
could have ever imagined. To Slayde and Remi: You are
growing up so
fast and learning at an outstanding pace, and you continue to
delight
and impress me daily. You are both growing into amazing
individuals.
To my mom, Johnnie: It is wonderful to have you close by. To
Mark:
No matter how much time has passed or how little we see each
other, I
have been and always will be your friend. And finally, as
always, to
Elvis: You were way ahead of the current bacon obsession with
your
peanut butter/banana/bacon sandwich; I think that’s proof you
traveled through time!
46. —James Michael Stewart
Thanks to Jim Minatel and Carole Jelen for helping get this
update in
place before (ISC)2 released the objectives. This helped us get a
head
start on this new edition, and we appreciate your efforts. It’s
been a
pleasure working with talented people like James Michael
Stewart and
Mike Chapple. Thanks to both of you for all your work and
collaborative efforts on this project. The technical editors, Jeff
Parker,
Bob Sipes, and David Seidl, provided us with some outstanding
feedback, and this book is better because of their efforts.
Thanks to the
team at Sybex (including project managers, editors, and
graphics
artists) for all the work you did helping us get this book to
print. Last,
thanks to my wife, Nimfa, for putting up with my odd hours as I
worked on this book.
—Darril Gibson
About the Authors
Mike Chapple, CISSP, PhD, Security+, CISA, CySA+, is an
associate
teaching professor of IT, analytics, and operations at the
University of
Notre Dame. In the past, he was chief information officer of
Brand
Institute and an information security researcher with the
47. National
Security Agency and the U.S. Air Force. His primary areas of
expertise
include network intrusion detection and access controls. Mike is
a
frequent contributor to TechTarget’s SearchSecurity site and the
author of more than 25 books including the companion book to
this
study guide: CISSP Official (ISC)2 Practice Tests, the
CompTIA CSA+
Study Guide, and Cyberwarfare: Information Operations in a
Connected World. Mike offers study groups for the CISSP,
SSCP,
Security+, and CSA+ certifications on his website at
www.certmike.com.
James Michael Stewart, CISSP, CEH, ECSA, CHFI, Security+,
Network+, has been writing and training for more than 20 years,
with
a current focus on security. He has been teaching CISSP
training
courses since 2002, not to mention other courses on Internet
security
and ethical hacking/penetration testing. He is the author of and
contributor to more than 75 books and numerous courseware
sets on
security certification, Microsoft topics, and network
administration,
including the Security+ (SY0-501) Review Guide. More
information
about Michael can be found at his website at
www.impactonline.com.
Darril Gibson, CISSP, Security+, CASP, is the CEO of YCDA
(short
for You Can Do Anything), and he has authored or coauthored
48. more
than 40 books. Darril regularly writes, consults, and teaches on
a wide
variety of technical and security topics and holds several
certifications.
He regularly posts blog articles at
http://blogs.getcertifiedgetahead.com/ about certification topics
and
uses that site to help people stay abreast of changes in
certification
exams. He loves hearing from readers, especially when they
pass an
exam after using one of his books, and you can contact him
through
the blogging site.
http://www.certmike.com
http://www.impactonline.com
http://blogs.getcertifiedgetahead.com/
About the Technical Editors
Jeff T. Parker, CISSP, is a technical editor and reviewer across
many
focuses of information security. Jeff regularly contributes to
books,
adding experience and practical know-how where needed. Jeff’s
experience comes from 10 years of consulting with Hewlett-
Packard in
Boston and from 4 years with Deutsche-Post in Prague, Czech
Republic. Now residing in Canada, Jeff teaches his and other
middle-
school kids about building (and destroying) a home lab. He
recently
coauthored Wireshark for Security Professionals and is now
authoring CySA+ Practice Exams. Keep learning!
49. Bob Sipes, CISSP, is an enterprise security architect and
account
security officer at DXC Technology providing tactical and
strategic
leadership for DXC clients. He holds several certifications, is
actively
involved in security organizations including ISSA and
Infragard, and is
an experienced public speaker on topics including
cybersecurity,
communications, and leadership. In his spare time, Bob is an
avid
antiquarian book collector with an extensive library of 19th and
early
20th century boys’ literature. You can follow Bob on Twitter at
@bobsipes.
David Seidl, CISSP, is the senior director for Campus
Technology
Services at the University of Notre Dame, where he has also
taught
cybersecurity and networking in the Mendoza College of
Business.
David has written multiple books on cybersecurity certification
and
cyberwarfare, and he has served as the technical editor for the
sixth,
seventh, and eighth editions of CISSP Study Guide. David holds
a
master’s degree in information security and a bachelor’s degree
in
communication technology from Eastern Michigan University,
as well
as CISSP, GPEN, GCIH, and CySA+ certifications.
50. Contents
Introduction
Overview of the CISSP Exam
Notes on This Book’s Organization
Assessment Test
Answers to Assessment Test
Chapter 1 Security Governance Through Principles and Policies
Understand and Apply Concepts of Confidentiality, Integrity,
and Availability
Evaluate and Apply Security Governance Principles
Develop, Document, and Implement Security Policy, Standards,
Procedures, and Guidelines
Understand and Apply Threat Modeling Concepts and
Methodologies
Apply Risk-Based Management Concepts to the Supply Chain
Summary
Exam Essentials
Written Lab
Review Questions
Chapter 2 Personnel Security and Risk Management Concepts
Personnel Security Policies and Procedures
Security Governance
Understand and Apply Risk Management Concepts
Establish and Maintain a Security Awareness, Education, and
Training Program
Manage the Security Function
Summary
Exam Essentials
Written Lab
51. Review Questions
Chapter 3 Business Continuity Planning
Planning for Business Continuity
Project Scope and Planning
Business Impact Assessment
Continuity Planning
Plan Approval and Implementation
Summary
Exam Essentials
Written Lab
Review Questions
Chapter 4 Laws, Regulations, and Compliance
Categories of Laws
Laws
Compliance
Contracting and Procurement
Summary
Exam Essentials
Written Lab
Review Questions
Chapter 5 Protecting Security of Assets
Identify and Classify Assets
Determining Ownership
Using Security Baselines
Summary
Exam Essentials
Written Lab
Review Questions
Chapter 6 Cryptography and Symmetric Key Algorithms
52. Historical Milestones in Cryptography
Cryptographic Basics
Modern Cryptography
Symmetric Cryptography
Cryptographic Lifecycle
Summary
Exam Essentials
Written Lab
Review Questions
Chapter 7 PKI and Cryptographic Applications
Asymmetric Cryptography
Hash Functions
Digital Signatures
Public Key Infrastructure
Asymmetric Key Management
Applied Cryptography
Cryptographic Attacks
Summary
Exam Essentials
Written Lab
Review Questions
Chapter 8 Principles of Security Models, Design, and
Capabilities
Implement and Manage Engineering Processes Using Secure
Design Principles
Understand the Fundamental Concepts of Security Models
Select Controls Based On Systems Security Requirements
Understand Security Capabilities of Information Systems
Summary
Exam Essentials
53. Written Lab
Review Questions
Chapter 9 Security Vulnerabilities, Threats, and
Countermeasures
Assess and Mitigate Security Vulnerabilities
Client-Based Systems
Server-Based Systems
Database Systems Security
Distributed Systems and Endpoint Security
Internet of Things
Industrial Control Systems
Assess and Mitigate Vulnerabilities in Web-Based Systems
Assess and Mitigate Vulnerabilities in Mobile Systems
Assess and Mitigate Vulnerabilities in Embedded Devices and
Cyber-Physical Systems
Essential Security Protection Mechanisms
Common Architecture Flaws and Security Issues
Summary
Exam Essentials
Written Lab
Review Questions
Chapter 10 Physical Security Requirements
Apply Security Principles to Site and Facility Design
Implement Site and Facility Security Controls
Implement and Manage Physical Security
Summary
Exam Essentials
Written Lab
Review Questions
Chapter 11 Secure Network Architecture and Securing Network
Components
54. OSI Model
TCP/IP Model
Converged Protocols
Wireless Networks
Secure Network Components
Cabling, Wireless, Topology, Communications, and
Transmission Media Technology
Summary
Exam Essentials
Written Lab
Review Questions
Chapter 12 Secure Communications and Network Attacks
Network and Protocol Security Mechanisms
Secure Voice Communications
Multimedia Collaboration
Manage Email Security
Remote Access Security Management
Virtual Private Network
Virtualization
Network Address Translation
Switching Technologies
WAN Technologies
Miscellaneous Security Control Characteristics
Security Boundaries
Prevent or Mitigate Network Attacks
Summary
Exam Essentials
Written Lab
Review Questions
Chapter 13 Managing Identity and Authentication
55. Controlling Access to Assets
Comparing Identification and Authentication
Implementing Identity Management
Managing the Identity and Access Provisioning Lifecycle
Summary
Exam Essentials
Written Lab
Review Questions
Chapter 14 Controlling and Monitoring Access
Comparing Access Control Models
Understanding Access Control Attacks
Summary
Exam Essentials
Written Lab
Review Questions
Chapter 15 Security Assessment and Testing
Building a Security Assessment and Testing Program
Performing Vulnerability Assessments
Testing Your Software
Implementing Security Management Processes
Summary
Exam Essentials
Written Lab
Review Questions
Chapter 16 Managing Security Operations
Applying Security Operations Concepts
Securely Provisioning Resources
Managing Configuration
Managing Change
Managing Patches and Reducing Vulnerabilities
56. Summary
Exam Essentials
Written Lab
Review Questions
Chapter 17 Preventing and Responding to Incidents
Managing Incident Response
Implementing Detective and Preventive Measures
Logging, Monitoring, and Auditing
Summary
Exam Essentials
Written Lab
Review Questions
Chapter 18 Disaster Recovery Planning
The Nature of Disaster
Understand System Resilience and Fault Tolerance
Recovery Strategy
Recovery Plan Development
Training, Awareness, and Documentation
Testing and Maintenance
Summary
Exam Essentials
Written Lab
Review Questions
Chapter 19 Investigations and Ethics
Investigations
Major Categories of Computer Crime
Ethics
Summary
Exam Essentials
Written Lab
57. Review Questions
Chapter 20 Software Development Security
Introducing Systems Development Controls
Establishing Databases and Data Warehousing
Storing Data and Information
Understanding Knowledge-Based Systems
Summary
Exam Essentials
Written Lab
Review Questions
Chapter 21 Malicious Code and Application Attacks
Malicious Code
Password Attacks
Application Attacks
Web Application Security
Reconnaissance Attacks
Masquerading Attacks
Summary
Exam Essentials
Written Lab
Review Questions
Appendix A Answers to Review Questions
Chapter 1: Security Governance Through Principles and Policies
Chapter 2: Personnel Security and Risk Management Concepts
Chapter 3: Business Continuity Planning
Chapter 4: Laws, Regulations, and Compliance
Chapter 5: Protecting Security of Assets
Chapter 6: Cryptography and Symmetric Key Algorithms
Chapter 7: PKI and Cryptographic Applications
Chapter 8: Principles of Security Models, Design, and
58. Capabilities
Chapter 9: Security Vulnerabilities, Threats, and
Countermeasures
Chapter 10: Physical Security Requirements
Chapter 11: Secure Network Architecture and Securing Network
Components
Chapter 12: Secure Communications and Network Attacks
Chapter 13: Managing Identity and Authentication
Chapter 14: Controlling and Monitoring Access
Chapter 15: Security Assessment and Testing
Chapter 16: Managing Security Operations
Chapter 17: Preventing and Responding to Incidents
Chapter 18: Disaster Recovery Planning
Chapter 19: Investigations and Ethics
Chapter 20: Software Development Security
Chapter 21: Malicious Code and Application Attacks
Appendix B Answers to Written Labs
Chapter 1: Security Governance Through Principles and Policies
Chapter 2: Personnel Security and Risk Management Concepts
Chapter 3: Business Continuity Planning
Chapter 4: Laws, Regulations, and Compliance
Chapter 5: Protecting Security of Assets
Chapter 6: Cryptography and Symmetric Key Algorithms
Chapter 7: PKI and Cryptographic Applications
Chapter 8: Principles of Security Models, Design, and
Capabilities
Chapter 9: Security Vulnerabilities, Threats, and
Countermeasures
Chapter 10: Physical Security Requirements
Chapter 11: Secure Network Architecture and Securing Network
Components
Chapter 12: Secure Communications and Network Attacks
59. Chapter 13: Managing Identity and Authentication
Chapter 14: Controlling and Monitoring Access
Chapter 15: Security Assessment and Testing
Chapter 16: Managing Security Operations
Chapter 17: Preventing and Responding to Incidents
Chapter 18: Disaster Recovery Planning
Chapter 19: Investigations and Ethics
Chapter 20: Software Development Security
Chapter 21: Malicious Code and Application Attacks
Advert
EULA
List of Tables
Chapter 2
Table 2.1
Table 2.2
Chapter 5
Table 5.1
Table 5.2
Table 5.3
Chapter 6
Table 6.1
Table 6.2
61. Table 11.5
Table 11.6
Table 11.7
Table 11.8
Table 11.9
Table 11.10
Table 11.11
Chapter 12
Table 12.1
Table 12.2
Table 12.3
Table 12.4
Chapter 18
Table 18.1
List of Illustrations
Chapter 1
FIGURE 1.1 The CIA Triad
FIGURE 1.2 The five elements of AAA services
62. FIGURE 1.3 Strategic, tactical, and operational plan timeline
comparison
FIGURE 1.4 Levels of government/military classification
FIGURE 1.5 Commercial business/private sector classification
levels
FIGURE 1.6 The comparative relationships of security policy
components
FIGURE 1.7 An example of diagramming to reveal threat
concerns
FIGURE 1.8 An example of diagramming to reveal threat
concerns
Chapter 2
FIGURE 2.1 An example of separation of duties related to five
admin tasks and seven administrators
FIGURE 2.2 An example of job rotation among management
positions
FIGURE 2.3 Ex-employees must return all company property
FIGURE 2.4 The elements of risk
FIGURE 2.5 The six major elements of quantitative risk
analysis
FIGURE 2.6 The categories of security controls in a defense-
in-depth implementation
63. FIGURE 2.7 The six steps of the risk management framework
Chapter 3
FIGURE 3.1 Earthquake hazard map of the United States
Chapter 5
FIGURE 5.1 Data classifications
FIGURE 5.2 Clearing a hard drive
Chapter 6
FIGURE 6.1 Challenge-response authentication protocol
FIGURE 6.2 The magic door
FIGURE 6.3 Symmetric key cryptography
FIGURE 6.4 Asymmetric key cryptography
Chapter 7
FIGURE 7.1 Asymmetric key cryptography
FIGURE 7.2 Steganography tool
FIGURE 7.3 Image with embedded message
Chapter 8
FIGURE 8.1 The TCB, security perimeter, and reference
monitor
64. FIGURE 8.2 The Take-Grant model’s directed graph
FIGURE 8.3 The Bell-LaPadula model
FIGURE 8.4 The Biba model
FIGURE 8.5 The Clark-Wilson model
FIGURE 8.6 The levels of TCSEC
Chapter 9
FIGURE 9.1 In the commonly used four-ring model,
protection rings segregate the operating system into kernel,
components, and drivers in rings 0 through 2 and applications
and programs run at ring 3.
FIGURE 9.2 The process scheduler
Chapter 10
FIGURE 10.1 A typical wiring closet
FIGURE 10.2 The fire triangle
FIGURE 10.3 The four primary stages of fire
FIGURE 10.4 A secure physical boundary with a mantrap and
a turnstile
Chapter 11
FIGURE 11.1 Representation of the OSI model
65. FIGURE 11.2 Representation of OSI model encapsulation
FIGURE 11.3 Representation of the OSI model peer layer
logical channels
FIGURE 11.4 OSI model data names
FIGURE 11.5 Comparing the OSI model with the TCP/IP
model
FIGURE 11.6 The four layers of TCP/IP and its component
protocols
FIGURE 11.7 The TCP three-way handshake
FIGURE 11.8 Single-, two-, and three-tier firewall deployment
architectures
FIGURE 11.9 A ring topology
FIGURE 11.10 A linear bus topology and a tree bus topology
FIGURE 11.11 A star topology
FIGURE 11.12 A mesh topology
Chapter 13
FIGURE 13.1 Graph of FRR and FAR errors indicating the
CER point
Chapter 14
66. FIGURE 14.1 Defense in depth with layered security
FIGURE 14.2 Role Based Access Control
FIGURE 14.3 A representation of the boundaries provided by
lattice-based access controls
FIGURE 14.4 Wireshark capture
Chapter 15
FIGURE 15.1 Nmap scan of a web server run from a Linux
system
FIGURE 15.2 Default Apache server page running on the
server scanned in Figure 15.1
FIGURE 15.3 Nmap scan of a large network run from a Mac
system using the Terminal utility
FIGURE 15.4 Network vulnerability scan of the same web
server that was port scanned in Figure 15.1
FIGURE 15.5 Web application vulnerability scan of the same
web server that was port scanned in Figure 15.1 and network
vulnerability scanned in Figure 15.2.
FIGURE 15.6 Scanning a database-backed application with
sqlmap
FIGURE 15.7 Penetration testing process
FIGURE 15.8 The Metasploit automated system exploitation
tool allows attackers to quickly execute common attacks against
target systems.
67. FIGURE 15.9 Fagan inspections follow a rigid formal process,
with defined entry and exit criteria that must be met before
transitioning between stages.
FIGURE 15.10 Prefuzzing input file containing a series of 1s
FIGURE 15.11 The input file from Figure 15.10 after being run
through the zzuf mutation fuzzing tool
Chapter 16
FIGURE 16.1 A segregation of duties control matrix
FIGURE 16.2 Creating and deploying images
FIGURE 16.3 Web server and database server
Chapter 17
FIGURE 17.1 Incident response
FIGURE 17.2 SYN flood attack
FIGURE 17.3 A man-in-the-middle attack
FIGURE 17.4 Intrusion prevention system
FIGURE 17.5 Viewing a log entry
Chapter 18
FIGURE 18.1 Flood hazard map for Miami–Dade County,
Florida
68. FIGURE 18.2 Failover cluster with network load balancing
Chapter 20
FIGURE 20.1 Security vs. user-friendliness vs. functionality
FIGURE 20.2 The waterfall lifecycle model
FIGURE 20.3 The spiral lifecycle mode
FIGURE 20.4 The IDEAL model
FIGURE 20.5 Gantt chart
FIGURE 20.6 The DevOps model
FIGURE 20.7 Hierarchical data model
FIGURE 20.8 Customers table from a relational database
FIGURE 20.9 ODBC as the interface between applications
and a backend database system
Chapter 21
FIGURE 21.1 Social Security phishing message
FIGURE 21.2 Typical database-driven website architecture
kindle:embed:0007?mime=image/jpg
Introduction
The (ISC)2 CISSP: Certified Information Systems Security
Professional Official Study Guide, Eighth Edition, offers you a
solid
69. foundation for the Certified Information Systems Security
Professional
(CISSP) exam. By purchasing this book, you’ve shown a
willingness to
learn and a desire to develop the skills you need to achieve this
certification. This introduction provides you with a basic
overview of
this book and the CISSP exam.
This book is designed for readers and students who want to
study for
the CISSP certification exam. If your goal is to become a
certified
security professional, then the CISSP certification and this
study guide
are for you. The purpose of this book is to adequately prepare
you to
take the CISSP exam.
Before you dive into this book, you need to have accomplished
a few
tasks on your own. You need to have a general understanding of
IT
and of security. You should have the necessary five years of
full-time
paid work experience (or four years if you have a college
degree) in two
or more of the eight domains covered by the CISSP exam. If
you are
qualified to take the CISSP exam according to (ISC)2, then you
are
sufficiently prepared to use this book to study for it. For more
information on (ISC)2, see the next section.
(ISC)2 also allows for a one-year reduction of the five-year
experience
70. requirement if you have earned one of the approved
certifications from
the (ISC)2 prerequisite pathway. These include certifications
such as
CAP, CISM, CISA, CCNA Security, Security+, MCSA, MCSE,
and many
of the GIAC certifications. For a complete list of qualifying
certifications, visit
https://www.isc2.org/Certifications/CISSP/Prerequisite-
Pathway.
Note: You can use only one of the experience reduction
measures,
either a college degree or a certification, not both.
(ISC)2
https://www.isc2.org/Certifications/CISSP/Prerequisite-Pathway
The CISSP exam is governed by the International Information
Systems
Security Certification Consortium (ISC)2. (ISC)2 is a global
not-for-
profit organization. It has four primary mission goals:
Maintain the Common Body of Knowledge (CBK) for the field
of
information systems security.
Provide certification for information systems security
professionals
and practitioners.
Conduct certification training and administer the certification
exams.
71. Oversee the ongoing accreditation of qualified certification
candidates through continued education.
The (ISC)2 is operated by a board of directors elected from the
ranks of
its certified practitioners.
(ISC)2 supports and provides a wide variety of certifications,
including
CISSP, SSCP, CAP, CSSLP, CCFP, HCISPP, and CCSP. These
certifications are designed to verify the knowledge and skills of
IT
security professionals across all industries. You can obtain more
information about (ISC)2 and its other certifications from its
website
at www.isc2.org.
The Certified Information Systems Security Professional
(CISSP)
credential is for security professionals responsible for designing
and
maintaining security infrastructure within an organization.
Topical Domains
The CISSP certification covers material from the eight topical
domains. These eight domains are as follows:
Security and Risk Management
Asset Security
Security Architecture and Engineering
Communication and Network Security
Identity and Access Management (IAM)
72. …
______
The Grounded 737 Max Is Turning Into a Major Debacle
for Boeing
BY BLOOMBERG 8:11 AM EDT
Boeing tumbled early Monday on heightened scrutiny by
regulators and
prosecutors over whether the approval process for the
company’s 737 Max
jetliner was flawed.
A person familiar with the matter on Sunday said that the U.S.
Transportation
Department’s Inspector General was examining the plane’s
design certification
before the second of two deadly crashes of the almost brand-
new aircraft.
Separately, the Wall Street Journal reported that a grand jury in
Washington,
D.C., on March 11 issued a subpoena to at least one person
involved in the
development process of the Max. And a Seattle Times
73. investigation found that
U.S. regulators delegated much of the plane’s safety assessment
to Boeing and
that the company in turn delivered an analysis with crucial
flaws.
Boeing dropped 2.8 percent to $368.53 before the start of
regular trading
Monday in New York, well below any closing price since the
deadly crash of
Ethiopian Airlines Flight 302 on March 10. Ethiopia’s transport
minister said
Sunday that flight-data recorders showed “clear similarities”
between the
crashes of that plane and Lion Air Flight 610 last October.
The Brief Newsletter
Sign up to receive the top stories you need to know right now.
View Sample
http://time.com/author/bloomberg/
http://time.com/newsletter/the-brief/
http://time.com/
Read more: Q&A on Boeing’s 737 Max crisis
U.S. Federal Aviation Administration employees warned as
early as seven years
74. ago that Boeing had too much sway over safety approvals of
new aircraft,
prompting an investigation by Transportation Department
auditors who
confirmed the agency hadn’t done enough to “hold Boeing
accountable.”
The 2012 investigation also found that discord over Boeing’s
treatment had
created a “negative work environment” among FAA employees
who approve
new and modified aircraft designs, with many of them saying
they’d faced
retaliation for speaking up. Their concerns pre-dated the 737
Max
development.
In recent years, the FAA has shifted more authority over the
approval of new
aircraft to the manufacturer itself, even allowing Boeing to
choose many of the
personnel who oversee tests and vouch for safety. Just in the
past few months,
Congress expanded the outsourcing arrangement even further.
“It raises for me the question of whether the agency is properly
75. funded,
properly staffed and whether there has been enough independent
oversight,”
said Jim Hall, who was chairman of the National Transportation
Safety Board
from 1994 to 2001 and is now an aviation-safety consultant.
Outsourcing Safety
At least a portion of the flight-control software suspected in the
737 Max
crashes was certified by one or more Boeing employees who
worked in the
outsourcing arrangement, according to one person familiar with
the work who
wasn’t authorized to speak about the matter.
SIGN UP NOW
https://pages.email.time.com/newsletters/?newsletter_name=the
_brief&source=shortcode
The Wall Street Journal first reported the inspector general’s
latest inquiry. The
watchdog is trying to assess whether the FAA used appropriate
design
standards and engineering analysis in approving the 737 Max’s
76. anti-stall
system, the newspaper said.
Both Boeing and the Transportation Department declined to
comment about
that inquiry.
In a statement on Sunday, the agency said its “aircraft
certification processes
are well established and have consistently produced safe aircraft
designs,”
adding that the “737 Max certification program followed the
FAA’s standard
certification process.”
The Ethiopian Airlines plane crashed minutes after it took off
from Addis
Ababa, killing all 157 people on board. The accident prompted
most of the
world to ground Boeing’s 737 Max 8 aircraft on safety
concerns, coming on the
heels of the October crash of a Max 8 operated by Indonesia’s
Lion Air that
killed 189 people. Much of the attention focused on a flight-
control system
that can automatically push a plane into a catastrophic nose dive
77. if it
malfunctions and pilots don’t react properly.
In one of the most detailed descriptions yet of the relationship
between Boeing
and the FAA during the 737 Max’s certification, the Seattle
Times quoted
unnamed engineers who said the planemaker had understated the
power of the
flight-control software in a System Safety Analysis submitted to
the FAA. The
newspaper said the analysis also failed to account for how the
system could
reset itself each time a pilot responded — in essence, gradually
ratcheting the
horizontal stabilizer into a dive position.
Software Fix
Boeing told the newspaper in a statement that the FAA had
reviewed the
company’s data and concluded the aircraft “met all certification
and regulatory
requirements.” The company, which is based in Chicago but
designs and builds
78. commercial jets in the Seattle area, said there are “some
significant
mischaracterizations” in the engineers’ comments.
In a separate statement Sunday, Boeing Chief Executive Officer
Dennis
Muilenburg reiterated the company’s sympathies for the
affected families and
support for the investigation into the flight-control system,
known as the
Maneuvering Characteristics Augmentation System.
“While investigators continue to work to establish definitive
conclusions,
Boeing is finalizing its development of a previously announced
software update
and pilot training revision that will address the MCAS flight-
control law’s
behavior in response to erroneous sensor inputs,” Muilenburg
said.
The newspaper also quoted unnamed FAA technical experts who
said managers
prodded them to speed up the certification process as
development of the Max
was nine months behind that of rival Airbus SE’s A320neo.
79. The FAA has let technical experts at aircraft makers act as its
representatives
to perform certain tests and approve some parts for decades.
The FAA
expanded the scope of that program in 2005 to address concerns
about
adequately keeping pace with its workload. Known as
Organization Designation
Authorization, or ODA, it let Boeing and other manufacturers
choose the
employees who approve design work on the agency’s behalf.
Previously, the FAA approved each appointment. Under the new
approach,
which was fully implemented in 2009, the ODA representatives
are still under
U.S. legal requirements and the FAA has the authority to
oversee them and
request that their management be changed.
Anonymous Faxes
In 2012, a special investigator of the Office of Inspector
General at the
80. Department of Transportation sent a memo to the FAA’s audit
chief warning
him of concerns voiced by agency employees about the new
process. Some
allegations were made in anonymous faxes sent to the inspector
general’s
office, and the office followed up by interviewing employees in
the FAA’s
Transport Airplane Directorate.
“Our investigation substantiated employee allegations that TAD
and FAA
headquarters managers have not always supported TAD
employee efforts to
hold Boeing accountable and this has created a negative
atmosphere within the
TAD,” according to the June 22, 2012, report sent to the FAA.
(The memo was
made available later in a public records request and appears
now on a website
operated by governmentattic.org, which warehouses government
documents. A
spokesman for the inspector general’s office confirmed its
authenticity.)
The employees told the investigators that managers had
81. overturned a
recommendation by staff to remove the administrator Boeing
had chosen for
the program and “had not adequately addressed employees’
concerns” about
potential conflicts of interest, the memo said. The employees, it
said, viewed
this as evidence of management having “too close a relationship
with Boeing
officials.”
Despite those concerns, as well as others raised in a subsequent
report by the
inspector general, Congress has embraced the program as a way
to improve the
FAA’s efficiency.
President Donald Trump signed into law a change on Oct. 5. It
allows
manufacturers to request that the FAA eliminate limitations on
how company
representatives certify “low and medium risk” items, giving
them even more
authority over their own products.
The agency doesn’t have the budget to do every test, and “the
82. use of designees
is absolutely necessary,” said Steve Wallace, the former head of
accident
investigations at the FAA. “For the most part, it works
extremely well. There is
a very high degree of integrity in the system.”
Dreamliner Fires
But the program was also at issue in the FAA’s 2013 grounding
of Boeing’s 787
Dreamliner after two fires of battery packs. Boeing’s designated
engineering
representatives oversaw tests of the battery packs.
A 2015 report by the Department of Transportation’s inspector
general,
requested by U.S. Representative Peter DeFazio, found the FAA
lacked “an
effective staffing model” and “risk-based oversight process”
over the ODA
program.
DeFazio, an Oregon Democrat, now heads the House
transportation and
83. infrastructure committee, and has said he will conduct a
“rigorous
investigation” to make sure the FAA is protecting safety.
Hall, the former NTSB chairman, said the agency’s move to
shift power to the
manufacturers contributed to the unusual situation in which two
of Boeing’s
newly introduced aircraft were grounded in a period of six
years. Before the
Dreamliner, the FAA hadn’t grounded a model since 1979.
“When I was chairman of the NTSB, my single most important
job was who we
hired,” Hall said. “Do we have in the federal government the
level of funding
and expertise we need? Are we attracting the kind of young,
smart minds that
continue to uphold our reputation in the aviation area?”
As the investigation continues, mourners marched in the
hundreds past the
Library of Parliament in Addis Ababa to Selassie Cathedral for
a funeral service
Sunday, wearing black or the sea-green uniforms of Ethiopian
Airlines and
84. carrying photos of the dead. After a priest read the victims’
names aloud,
people carried empty coffins from the cathedral to a graveyard.
All that was
heard was sobbing, wailing and chanting.
Contact us at edit[email protected]
mailto:[email protected]?subject=(READER%20FEEDBACK)%
20The%20Grounded%20737%20Max%20Is%20Turning%20Into
%20a%20Major%20Debacle%20for%20Boeing