An Expectation of Privacy

2011 ◽  
pp. 32-38
Author(s):  
Andrew Urbaczewski ◽  
Juho Rikala
Keyword(s):  
Ethical Dilemma ◽  
Staff Member ◽  
Business School ◽  
Just Cause ◽  
Associate Dean ◽  
E Mail

This case presents the ethical dilemma of an IT staff member at an academic university. The IT staffer was caught in the middle of a squabble between the dean of the business school and the associate dean, also of the business school. Professional differences spilled over into personal differences, and the Dean was seeking methods of retribution against the associate dean while the associate dean was on sabbatical. E-mail is an extensively used tool at this university, and the dean suspected that the associate dean was sending personal messages on the university’s server. The dean asked the IT staffer to intervene in two ways: 1) remove her from the staff e-mail list; and 2) forward all of her e-mail to both the dean and the dean’s secretary. He hoped that there would be evidence of misuse of government resources, giving him just cause to terminate her. While this case is based on real events in a real organization, we have changed the names of organizations and participants involved. We regret having to make changes to even the nation in which the program is located, but the tightness of the community compelled the players involved to require absolute anonymity before they gave their consent to publish.

An Expectation of Privacy

2011 ◽  
pp. 32-38
Author(s):  
Andrew Urbaczewski ◽  
Juho Rikala
Keyword(s):  
Ethical Dilemma ◽  
Staff Member ◽  
Business School ◽  
Just Cause ◽  
Associate Dean ◽  
E Mail

This case presents the ethical dilemma of an IT staff member at an academic university. The IT staffer was caught in the middle of a squabble between the dean of the business school and the associate dean, also of the business school. Professional differences spilled over into personal differences, and the Dean was seeking methods of retribution against the associate dean while the associate dean was on sabbatical. E-mail is an extensively used tool at this university, and the dean suspected that the associate dean was sending personal messages on the universitys server. The dean asked the IT staffer to intervene in two ways: 1) remove her from the staff e-mail list; and 2) forward all of her e-mail to both the dean and the deans secretary. He hoped that there would be evidence of misuse of government resources, giving him just cause to terminate her. While this case is based on real events in a real organization, we have changed the names of organizations and participants involved. We regret having to make changes to even the nation in which the program is located, but the tightness of the community compelled the players involved to require absolute anonymity before they gave their consent to publish.

An Expectation of Privacy

2006 ◽  
pp. 378-384
Author(s):  
Andrew Urbaczewski ◽  
Juho Rikala
Keyword(s):  
Ethical Dilemma ◽  
Staff Member ◽  
Associate Dean ◽  
E Mail

This case presents the ethical dilemma of an IT staff member at an academic university. E-mail is an extensively used tool at this university, and the dean suspected that the associate dean was sending personal messages on the university’s server.

Adapting Cooperative Learning Strategies to Facilitate Ethics Discus sions Using E-Mail

1995 ◽  
Vol 58 (4) ◽  
pp. 3-6 ◽  
Author(s):  
George S. Peek ◽  
Maria L. Roxas ◽  
Lucia E. Peek
Keyword(s):  
Cooperative Learning ◽  
Learning Strategies ◽  
Ethical Dilemma ◽  
Structured Learning ◽  
The Internet ◽  
Learning Techniques ◽  
Team Environment ◽  
Intellectual Skills ◽  
E Mail ◽  
Current Business

This paper reports on a project in which students discussed an ethical dilemma using Internet e-mail as the medium of communication. The assignment requires both informal and formal document development in a team environment and uses cooperative learning strategies to assure full participa tion by all students. Students thus have the advantage of discussing an important current business issue, are facili tated in this discussion by the use of structured learning techniques, are required to exercise their thinking and writ ing skills in a variety of ways, and in many cases must acquire new technical and intellectual skills for communi cation across the Internet.

How well do AACSB, AMBA and EQUIS manage their brands?

2016 ◽  
Vol 34 (1) ◽  
pp. 99-116 ◽  
Author(s):  
Morgan P Miles ◽  
Martin Grimmer ◽  
Geralyn McClure Franklin
Keyword(s):  
Business School ◽  
Global Market ◽  
Content Type ◽  
On Line ◽  
School Marketing ◽  
European Foundation ◽  
Face Complex ◽  
E Mail ◽  
Selection Of ◽  
School Accreditation

Purpose – The purpose of this paper is to focus on the question of how well business school accreditation bodies manage their own brands. It does so by extending research on business school branding by Pitt et al. (2006) to explore how well business school accreditation organizations such as AACSB International – The Association to Advance Collegiate Schools of Business (AACSB), the Association of MBAs, and the European Foundation for Management Development Quality Improvement System manage their brands. Design/methodology/approach – An on-line survey of business school deans was conducted during October and November of 2013. SurveyMonkey was used to administer the survey to 1,131 valid e-mail addresses found for the deans of member schools. Findings – Business school deans face complex decisions in terms of marketing. The selection of which accreditation “co-brand” to seek is both strategically relevant to the market position of the business school and has numerous financial and often career implications. The findings in this research suggest that AACSB is perceived by a broad global sample of business school deans to be generally the strongest brand, and therefore likely the best choice if a school is seeking only one accreditation. Originality/value – This study contributes to the understanding of business school marketing, strategic planning, and branding in a highly competitive global market.

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