Formal description of HOrBAC model

Companies' information systems are regularly exposed to internal attacks perpetrated by users who have been granted access to the system. Discretionary, mandatory, role-based and organization-based access control models do not guarantee optimal protection against these attacks because these models trust in users. Therefore, they are unable to protect the system against attacks carried out by authenticated users, especially the super user who can carry out any type of internal attack on information system's data. The objective of this paper is to propose a model that excludes any trust in users. To do so, our model extends the OrBAC (Organization Based Access Control) model by integrating two concepts: the organizational hierarchy and the redundant authentication. The model thus implemented offers a hierarchical and redundant access control to data and processing in an information system based on zero trust in users.

Formal description of HOrBAC model

Companies' information systems are regularly exposed to internal attacks perpetrated by users who have been granted access to the system. Discretionary, mandatory, role-based and organization-based access control models do not guarantee optimal protection against these attacks because these models trust in users. Therefore, they are unable to protect the system against attacks carried out by authenticated users, especially the super user who can carry out any type of internal attack on information system's data. The objective of this paper is to propose a model that excludes any trust in users. To do so, our model extends the OrBAC (Organization Based Access Control) model by integrating two concepts: the organizational hierarchy and the redundant authentication. The model thus implemented offers a hierarchical and redundant access control to data and processing in an information system based on zero trust in users.

Formal description of HOrBAC model

Companies' information systems are regularly exposed to internal attacks perpetrated by users who have been granted access to the system. Discretionary, mandatory, role-based and organization-based access control models do not guarantee optimal protection against these attacks because these models trust in users. Therefore, they are unable to protect the system against attacks carried out by authenticated users, especially the super user who can carry out any type of internal attack on information system's data. The objective of this paper is to propose a model that excludes any trust in users. To do so, our model extends the OrBAC (Organization Based Access Control) model by integrating two concepts: the organizational hierarchy and the redundant authentication. The model thus implemented offers a hierarchical and redundant access control to data and processing in an information system based on zero trust in users.

Formal description of HOrBAC model

Companies' information systems are regularly exposed to internal attacks perpetrated by users who have been granted access to the system. Discretionary, mandatory, role-based and organization-based access control models do not guarantee optimal protection against these attacks because these models trust in users. Therefore, they are unable to protect the system against attacks carried out by authenticated users, especially the super user who can carry out any type of internal attack on information system's data. The objective of this paper is to propose a model that excludes any trust in users. To do so, our model extends the OrBAC (Organization Based Access Control) model by integrating two concepts: the organizational hierarchy and the redundant authentication. The model thus implemented offers a hierarchical and redundant access control to data and processing in an information system based on zero trust in users.

Formal description of HOrBAC model

Companies' information systems are regularly exposed to internal attacks perpetrated by users who have been granted access to the system. Discretionary, mandatory, role-based and organization-based access control models do not guarantee optimal protection against these attacks because these models trust in users. Therefore, they are unable to protect the system against attacks carried out by authenticated users, especially the super user who can carry out any type of internal attack on information system's data. The objective of this paper is to propose a model that excludes any trust in users. To do so, our model extends the OrBAC (Organization Based Access Control) model by integrating two concepts: the organizational hierarchy and the redundant authentication. The model thus implemented offers a hierarchical and redundant access control to data and processing in an information system based on zero trust in users.

Foundation and Administration

This chapter provides a concise account of the Napolas’ foundation, and the bureaucratic tasks involved in their administration by the NPEA-Inspectorate (Landesverwaltung der Nationalpolitischen Erziehungsanstalten in Preußen/Inspektion der Nationalpolitischen Erziehungsanstalten). It also investigates the schools’ relationship with other organizations within the Nazi state, including the SA, the SS, the Nazi Party, and the Hitler Youth. Among these institutions, the competition to gain power over the schools was constant, with Heinrich Himmler, the Reichsführer-SS, gradually gaining the upper hand. As such, the Napola administration provides a particularly apt case study of the constant polycratic wrangling which lay at the heart of the Nazi state, as well as mirroring the relative power and respective positions of the SA and SS within the dictatorship’s organizational hierarchy. The chapter concludes by exploring the Inspectorate’s methods of recruiting and controlling Napola headmasters (Anstaltsleiter) and teachers (Erzieher). Ultimately, Reich Education Minister Bernhard Rust, along with NPEA-Inspectors Joachim Haupt and August Heißmeyer, desired to create a cadre of ideologically sound and fanatically loyal staff who conformed completely to the National Socialist ideal of the ‘Führer personality’.

Glass Ceiling at Workplace: An Analysis with Reference to Laws of India

"Glass Ceiling" means an invisible or hidden barrier that describes the gender barriers, as it stands for gender, race, and class that obstruct women's opportunities for advancement at all levels of organizational hierarchy. It is not only a corporate term that is being generally used in the workplace for women but it is an unfortunate incident that can be happened at all levels, which lies in the mindset of people and society. The rise in female education and the feminization of higher professions - liberal and salaried have not removed the obstacles that women face in reaching the top levels of power, prestige, and remuneration. Women are facing various issues like gender inequality, discrimination, sexual abuse, and mental harassment at work or in society. So improving the condition of women, many organizations, Governments are coming forward and making some policies and laws for their betterment. This paper is an attempt to analyze the role of the Indian government towards the upliftment of women in their personal as well as professional growth.

Hierarchical and Role-Based Differences in the Perception of Organizational Listening Effectiveness

A growing body of research underscores the importance of how effectively (or poorly) organizations listen and respond to key external publics and stakeholders. This paper describes research focusing on how organizational hierarchy and member roles impact perceptions of organizational listening effectiveness, specifically the process of capturing, analyzing, disseminating, and utilizing the “Voice of the Consumer” (VoC). After reviewing literature in three relevant areas of research, the paper describes a study in which senior executives’ perceptions of the effectiveness of consumer listening efforts in their respective organizations are compared with those of lower-level consumer intelligence providers and users. Results indicate that senior executives assess VoC program effectiveness in their organizations more favorably than consumer intelligence providers/users with respect to 10 key aspects of organizational listening. Implications for theory-building and knowledge development, along with implications for practitioners and directions for future research, are discussed.

From reminiscence to robustness: an interview with prof Deborah Blackman on the ways organizations “learn”

Purpose This paper aims to understand in-depth the concepts applied to the domains of organizational learning (OL) and learning organization, based on the notional perspectives of Professor Deborah Blackman and traces the evolutionary path of her academic journey and contributions in this regard. Design/methodology/approach A conversation with the distinguished academician, Professor Deborah Blackman. Findings How OL has pivoted around “shared mental models” that will enable in collective evidence-based decision-making across the organizational hierarchy. Originality/value The interactive session with Professor Deborah Blackman captured her ideas and critique pertaining to the theme of OL and the crucial aspect of “shared mental models” which promote “learning” in an organization. Delving deeper, it is seen that this trajectory offers the space and orientation to researchers and professionals to verify.

My Fair Lady? Inferring Organizational Trust From the Mere Presence of Women in Leadership Roles

The history of male dominance in organizational hierarchy can leave a residue of mistrust in which women in particular do not expect fair treatment. The mere presence of a female leader relative to a male leader led perceivers to anticipate fairer treatment in that organization (Study 1) and greater projected salary and status (Study 2). This mere presence effect occurred uniquely through communal and not agentic affordances; these patterns emerged especially or only for women. Female leaders cued organizational trust in both male- and female-dominated industries (Study 3) and when they occupied different levels of the organizational hierarchy (Study 4). When information about organizational communal affordances is directly communicated, both female and male leaders signal trust (Study 5). The processes and practices of male-dominated organizational culture can leave a residue of mistrust, but viewing women in leadership is one beacon illuminating paths forward and upward.