To Spy Or Not To Spy
To Spy Or Not To Spy? – Unit 3 Case Study
“All things are possible with the right technology!” said Helmut Schwartz, the recently appointed CEO of Globe Alive, Inc. (GAI), an Edmonton-based software company. Speaking at a monthly management meeting of GAI executives, Schwartz continued. “With the right technology in our organization, we can facilitate efficient communication between global partners, discern in-bound supply chain elements from out-bound shipments, expedite customer orders in a timely manner, electronically transfer funds around the world, and monitor employees to ensure they are being productive. And that list is by no means exhaustive. Believe me when I say, all things are possible with the right technology. When I shared that vision with the executive interview panel a few months ago, I was being sincere. I believed it then and I believe it now. This philosophy is the driving force behind everything I do here at GAI and I strongly suggest it become your philosophy as well so that together we can build a brighter stronger future for this organization!”
Unfortunately, not every member of the management team was buying into the philosophy. After the meeting, a few members decided to go out to lunch together where some began speaking out against Schwartz and his belief that technology held the answer to many managerial issues.
“You know, technology offers a lot, but it can't do it all,” said Stuart Miller, Director of the Human Resource Department. “Technology can't build a team-oriented workforce at GAI. Employees are not the same as out-bound shipments— monitoring and measuring the activities of boxes is not the same as motivating or leading people!”
“I had heard rumours that Helmut was thinking about introducing spyware into the network system. Is it possible that he has already started the ball rolling by hiring a company to work with our IT people? Has anyone else heard that?” inquired Ali Khan, Marketing Manager.
“I've been talking to my
“All things are possible with the right technology!” said Helmut Schwartz, the recently appointed CEO of Globe Alive, Inc. (GAI), an Edmonton-based software company. Speaking at a monthly management meeting of GAI executives, Schwartz continued. “With the right technology in our organization, we can facilitate efficient communication between global partners, discern in-bound supply chain elements from out-bound shipments, expedite customer orders in a timely manner, electronically transfer funds around the world, and monitor employees to ensure they are being productive. And that list is by no means exhaustive. Believe me when I say, all things are possible with the right technology. When I shared that vision with the executive interview panel a few months ago, I was being sincere. I believed it then and I believe it now. This philosophy is the driving force behind everything I do here at GAI and I strongly suggest it become your philosophy as well so that together we can build a brighter stronger future for this organization!”
Unfortunately, not every member of the management team was buying into the philosophy. After the meeting, a few members decided to go out to lunch together where some began speaking out against Schwartz and his belief that technology held the answer to many managerial issues.
“You know, technology offers a lot, but it can't do it all,” said Stuart Miller, Director of the Human Resource Department. “Technology can't build a team-oriented workforce at GAI. Employees are not the same as out-bound shipments— monitoring and measuring the activities of boxes is not the same as motivating or leading people!”
“I had heard rumours that Helmut was thinking about introducing spyware into the network system. Is it possible that he has already started the ball rolling by hiring a company to work with our IT people? Has anyone else heard that?” inquired Ali Khan, Marketing Manager.
“I've been talking to my