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Informational Privacy Essay

The role of the corporation is to abide by the rules of conduct set in place to ensure the welfare of employees, board members, managers, and relations to their consumers in an ethical manner. The case of Patricia Dunn demonstrated a unique approach to satisfy a need for verification even if the consequence poses a bigger threat. The enormous use of electronic monitoring in corporations today poses many opportunities to breach informational privacy (Rachels, 1999). These breaches can cause the corporation extensive damage in liability and monetary resources

In addition, these breaches can harm the employee privacy depending on the means of the obstruction of the initial breach. The debate on a particular approach for the issue that Patricia Dunn enforced outlined the boundaries of a teleological theory or a deontological theory. For the more direct vantage point, Ms. Dunn demonstrated an effort to resolve the issue by first finding out who was the weakest leak to release secret information that was unauthorized.

The approach orchestrated by Ms. Dunn is a deontological aspect to deal with the beach of information privacy to an unapproved source. The results ended up causing a major consequence that Ms. Dunn was forced to resign from Hewlett-Packard

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after the failed approach was discovered.

The deontological objective counteracts the primary mission of the rules of conduct that has the basis to stay on focus for ethical means. The noted aspects of the deontological approach are monitoring the subject within the corporation that can be considered dehumanizing when the incident is discovered. The monitoring invades worker privacy that borders the rules of conduct guidelines to avoid at all costs. However, the need for obtainment to verify the weakest leak creates a means to proceed with deontological approach.

The decision to force Ms. Dunn to resign from Hewlett-Packard was the correct decision for the corporation to implement, in order to address the failure to comply with the rules of conduct. The determination of forcing Ms. Dunn to resign offered many positives that Hewlett-Packard actually reaped the benefits in an enormous way. For instance, the approach that Ms. Dunn took tackle the initial issue within company backfire, the details of the dealings left a bad image to external customers as well as internally. The image projected was an unattractive aspect that created a sense of untrustworthiness.

These attributes of untrustworthy has the notion of deontological characteristics that fosters a basic winner takes all or nothing as the end result. The deontological approach stems from the understanding that a choice must be made, in order to rectify a known problem. The other end of that prism is that the consequences are unknown to the degree of the initial wrong action in the first place. On the other hand, the teleological aspect deals with the action for the most optimization that balances out the propose consequences at a limited degree. Therefore, an understanding of deontological and teleological to better decide which approach to make is imperative for a positive resolution. (See Figure A).

Teleological   Deontological
Actions The attempt to provide the right actions for the most optimization that renders the consequences of a choice that is considered Unitarianism.   The main argument for the option to demonstrate a priority of the right over the good aspect or independence to balance out the right choice.
Results The wrong or good actions implemented offer a balance to limit the level of consequentialism from severe to moderate.   The actual are intrinsically right or wrong regardless of the consequences balance of severe or moderate which can be produce; the focus is only addressing the issue directly.

Figure A.

The usage of teleological aspect to resolve the issue with releasing of informational privacy data that was unauthorized seemed to be a more balance approach. Mainly, due to the option to limit any additional unforeseen exposure against the initiator – that will have lasting effects in the long haul. The approach of a teleological objective outlines the immediate need to stay within the borders of allowable optimization to not cause a major incident. In addition, the issue that Ms. Dunn intervenes to resolve before the details of the chosen approach actually created a newer problem.

The approach that Ms. Dunn decided to implement in the pursuit for “control” and “revenge” produced poor judgment in trying to resolve the issue by any means (Kidder, 1995). The consequences that resulted from the deontological approach not only left Ms. Dunn unemployed but created a stressful environment for employees. The sense of trustworthiness amongst the employees went from high to low that presented a major task for senior management to address and succeed in rectifying the problem initiated from Ms. Dunn.

The employees concerns are not unwarranted but justified due to the nature of the chosen actions that were decided by Ms. Dunn. The employees are the core foundation of the Hewlett-Packard Company that must be communicated and respected to encourage a sense of a solid foundation within the company. The employees are initially communicated to honor and respect the rules of conduct of the corporation upon initial employment. The expectations and regulations to ensure that the corporation serves their employees and clients are the employees to be communicated – to serve the corporation within the baseline of the rules of conduct.

The findings and details of the dealings that Ms. Dunn incorporated the mission of failure to resolve the issue of individual leaking out secret information of the company presented a poor choice for a senior manager. In addition, the decision by Ms. Dunn presented a sense of not respecting the rules of conduct that has been outlined from the Hewlett-Packard Corporation. In doing so, the impression by employees at the company feels negative towards the identity of the corporation fairness both internally and externally. These feelings and impressions by the employees transfer over to their immediate family members and friends. In which, the employees will relay their disrespect of the perception of Hewlett-Packard that could be detrimental to the overall business operations.

The need for a monitoring system in place is important in order for corporations to adhere to their ability to ensure imperative information is kept private. The monitoring system must be in line to not falter in a deontological theory approach – to which it can harm the corporation the core message of the company. The need to ensure that imperative information is kept intact and not released unauthorized is warranted to conceal privacy and to stay ahead of competitors. However, the means to incorporate a restricted realm of keeping the violation of releasing information is the important decision to make.

Ms. Dunn did not take the correct action to play in order to succeed in the original quest for identifying and ceasing the leakage of private information. The policy in force by Hewlett-Packard presents an outline to follow that emphasis the rules of conduct to follow. Ms. Dunn decided to take a risk that jeopardizes not only her but many different entities – including the individual(s) that actually committed the incident (Rasch, 2006). The effect of the consequence based from Ms. Dunn original decision to incorporate filter thru from the employees to senior management. The senior management team that was not aware of the mission of failure had to explain and re-explains to board members and the press of the incident.

In doing so, the image of the company management handlings and dealings came to full front and center for critics to question (Kaplan, 2006). The brand identity of Hewlett-Packard is an important component that weighs heavily too many aspects in growing the company in a positive way. The brand identity of a company is crucial to continue future prospect, in order to attract and sustain investors. The bad publicity and employee perception of the company presents a negative attribute of the company that will have a lasting impression.

The commitment of the senior management team is to adhere to the rules of conduct that reinforces the core message of the company. When Ms. Dunn decided to take matters in her own hands that fueled a need for “control” and “revenge” resulted in harming the fundamental message of Hewlett-Packard. The choice to implement an approach of deontological initiative resulted in a costly and time consuming to irradiate the situation – that will bring the image and brand to a positive state. Therefore, the objective for the corporation to immediate stop the negative impact was to force Ms. Dunn to resign in order the repair to begin.

The main concern after the resignation of Ms. Dunn is to establish a policy in place that will address the perils of using a deontological approach compared to a teleological approach is to redirect the focus of a good monitoring system. In addition, the mission to communicate to employees, board members, and consumers that the behavior demonstrated by Ms. Dunn will not be tolerated – that will resonate to present a company in charge in operation of controlling privacy information. The ending results at Hewlett-Packard are the needed perception that such behavior is condemned unethical and is rectified to present the organization an advocate towards ethical practices.

References

Kidder, Rushworth M. 1995. How Good People Make Tough Choices, New York: William Morrow and Company, Inc.

Kaplan, David A. (2006). Suspicions and Spies in Silicon Valley; In a business saga.  Newsweek. New York: Sep 18, 2006. Vol. 148, Iss. 10; pg. 40

Rachels, James. 1999. The Elements of Moral Philosophy, Boston: McGraw-Hill College.

Rasch, Mark (2006).  Liar, Liar, and Pretexting. Retrieved September 9, 2006 from
http://www.securityfocus.com/columnists/417

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