Simulation scenario 

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

The technology for Performance and Security Management: The system includes hand and fingerprint recognition systems, global positioning systems (GPS) installed in the companies’ vehicles, surveillance cameras in each branch, and systems that can track employees using the company’s cell phones and handheld computers. The HQ of the company is located in Australia (Melbourne), and the CEO and the branch managers have access to the monitoring system.

The management team believed that they could improve the branches’ productivity using the monitoring system, which was very costly for the company to be implemented across the branches. The company deployed the monitoring system in all the branches in 2 months. In the first month of applying the system, everything was Ok!… After that, the problems have just begun as follows:

1. The behavior of employees working in the African branch changed. Their absenteeism rate decreased, and their productivity declined too. They were in front of their computers all the time, but the results got worse eventually. They became very stressed and scared in the workplace. It seems something went wrong there!

2. The monitoring system was hacked in the Asian branch. The virus, which was called “stare,” was produced and destroyed the system. The HQ and top managers working in Hong Kong even couldn’t check the employees in the Hong Kong branch, and all they could see was: “Don’t stare at me like this!” the virus displayed that on their monitoring system’s screen … They also doubted whether the other branches could be monitored from Hong Kong. They were not entirely sure who hacked the system and why. The employees in Hong Kong didn’t take the blame for generating the virus.

3. In Sweden’s branch, everything seemed all right! The employees of the European branch were still working as before. They were very relaxed, and they worked as if there was no monitoring system at all. Most of them were also very interested in watching live sports events, movies, and talk shows even in the morning and evening times when they were in the workplace. Whenever possible, they watched live basketball, tennis, or other matches at work. The results showed that their absenteeism rate increased more than before, and they made use of corporate computers or vehicles, even for their personal purposes. Nevertheless, their productivity level didn’t decline, and it was still high.

Scenario: 

• The CEO and top executives have invited some representatives (some supervisors and employees) from each branch to Australia to solve the problems. In the meeting, the management team (in the headquarter) first tries to support the system adoption, explains the primary rationale behind the implementation, describes the benefits of using the system for the company and employees, and emphasizes the monitoring system’s usage to manage security and improve productivity.
• However, all branches insist that the identified issue and risks they have experienced with the system are critical and should be addressed.
• HQ managers listen to each branch’s observations to analyze the overall situation.
• After listening to the explanations in the meeting, the company wants to reach an agreement and decide if they want to continue the system as is or want to have some adjustments or modifications.
• For instance, a further training program may be required, or they may want to modify the system use policy statement, etc…

 Deliverables in the role-play:  

Imagine you were in the management team of the company in this situation:

Each student (as a representative of the management team) needs to turn in a report, including:

1. Brief explanations and thoughts on the scenario (as a whole): Introduction

2. Criticize the current electronic tracking and monitoring system that you have implemented (e.g., what is wrong with the system?): Self-critique

3. Your final decision to solve the issue (e.g., what modifications you will make to improve the situations for each branch?): Contribution

4. The key advantages and possible risks associated with your new decision: Analysis 

5. Compose a tweet about this activity or write about what you have found very exciting (or informative) in this activity on Instagram. A real post (i.e., a screenshot of your post) is recommended if you have a Twitter or Instagram account. If not, write a hypothetical tweet or an Instagram post. Please use three hashtags in your post. Please include your tweet or Instagram post in this report. One tweet or Instagram post is enough. Thus, It is sufficient if you can share the tweet or Instagram post on your social media and take a screenshot: Information sharing 

Note:

– Page limit for the report: Minimum 3 pages- Maximum 5 pages

– The font should be Times New Roman 12pt and double-spaced.