JOUR 625 Lecture Notes - Lecture 70: Upskirt, Telephone Tapping

14 views3 pages

periwinklemammoth360

29 Jul 2020

School

Ball State University

Department

Journalism

Course

JOUR 625

Professor

Robin Blom

For unlimited access to Class Notes, a Class+ subscription is required.

Document Summary

In the book, infomocracy, null state, and state tectonics, a future world order of micro democracies make up 100,000 blocks of people that have erased borders to allow for more local rule. An organization called information manages everything and acts as the oversight and transparency agency. A lot of this world is built on surveillance. The difference between this world and other books is there is still some expectation of privacy in some private places. However, in public, the system shows the future that might come from advancement in image capturing technologies. When the government records people in public places, it does so in a way that doesn"t necessarily violate reasonable expectations of privacy. This is only as long as they are recording you without using technology that is not available to the general public or unexpected by citizens under their fourth amendment rights.

Related Questions

Ethics Case: Facebook's 'Unfriendly' Privacy Policies (adapted from Spinello, R. (2017). Cyberethics: Morality and law in cyberspace. Jones & Bartlett Learning)

Facebook CEO, Mark Zuckerberg, couldn't quite believe all the attention he was getting. Facebook was on the verge of its initial public offering (IPO), and it seemed that the media couldn't get enough of this Cinderella story. Zuckerberg had created a primitive version of the Facebook application in his Harvard dorm room. Thanks to its immediate popularity, he commercialized this product and founded Facebook, a pioneer in social networking. There were 1.4 billion active users on Facebook and the company's revenue exceeded $12 billion. As Zuckerberg traveled around the country to promote the IPO, the press followed him everywhere. The Facebook IPO took place on May 18, 2012, making many of its brash and talented managers instant millionaires by the end of 2014.

Most people at the social network company welcomed the publicity and attention surrounding the IPO. But over the years Facebook has attracted negative publicity and unwelcome attention for its controversial privacy policies. Facebook has had to deal with several embarrassing missteps as it struggles to reconcile user privacy with an open network. The company's policies have been the object of scrutiny by the FTC, which has investigated a number of privacy-related complaints. In a recent ruling, the FTC persuaded both Google and Facebook to consent to a biennial audit of their privacy policies and practices for the next 20 years. What were Facebook's most contentious privacy policies, and why are key regulators still threatening to block the social media company from carrying out its strategy of boosting advertising revenue by leveraging its user information? The following is a brief historical overview.

Facebook first caught the attention of privacy advocates in 2007 when it implemented a technology known as the 'News Feed'. This feature was designed to display in real-time changes a person makes to her user profile on the home pages of all of her online friends. To the surprise of the company, users balked at this innovation and Facebook had to abandon this default feature. In that same year, Facebook also joined a commercial venture known as the Beacon program so that every member would be notified immediately as soon as one of their friends made an online purchase. Beacon also seemed to clearly violate users' privacy expectations. As resistance mounted, Facebook abruptly ended the program.

In December 2009, Facebook once again shocked many of its users by suddenly changing its privacy settings. A person's 'friends' could no longer be kept concealed from the public or from each other. As a result, information that was once private such as one's profile picture, name, gender, address, professional networks, and so forth, became publicly available by default. According to Rebecca MacKinnon, these changes were motivated by the company's need to monetize this 'free' service and were consistent with Zuckerberg's strong personal conviction that people everywhere should be open about their lives and actions. Facebook's decision to make previously confidential information publicly available was reversed thanks to public protest, and users now have the capability to control access to most of their personal information.

In 2010 the company took public its instant personalization scheme, which allows partner websites to access Facebook information as soon as a Facebook user visits the site. This all happens by default before the user gives consent to the sharing of his or her information. In that same year, the company introduced social plug-ins, including a social widget known as the 'Like' button, that appeared on other websites (like Amazon.com); if a user likes an item she sees, she clicks on this button and the item appears in a list of things she likes in her profile. This plug-in architecture, a further evolution of cookie technology functions as follows. When a user logs into a social networking site like Facebook, the site sends a cookie to the user's browser, which is disabled only when the user logs out of his her Facebook account. As the user visits various websites, the Like architecture will report back to Facebook whether the user has clicked on the Like button (even if the user doesn't click on this button, Facebook knows that you've been to this site and looked at this item). This social widget provides a history of a user's web-browsing habits that can be linked to personally identifiable information. The social plug-in architecture has the potential to be an especially powerful mechanism for behavioral advertising, though Facebook claims that (at least for the present) it anonymizes this tracking data after a period of 90 days.

Online photos on Facebook pages have also been a bone of contention. When users post a photo on their Facebook page, they can tag it with the names of the individuals in that photo. They can also establish links to the profiles of those individuals, assuming that they too have a Facebook page. Those who come to realize that they have been tagged can serve the link to their profile but can't do anything about the actual photo.

It remains to be seen whether Facebook can successfully fend off regulators in Europe and the United States and live up to the expectations of its investors, who expect the company to be able to exploit the commercial value of the information it collects. To this end, Zuckerberg has repeatedly sought to diminish privacy expectations and encourage Facebook users to share their information in the spirit of openness and greater connectivity.

Questions:

What is the problem that is described in the case?

What are the known facts (from the case or references provided)?

Who are the key people (stakeholders) involved?

What is the timeline of events?

What are the alternative courses of action that can be implemented to solve the problem?

Which of Facebook's past or present privacy policies do you find to be the most troubling? Which ones are not a 'big deal' in your estimation?

Should social media sites like Facebook be subject to more regulations to ensure the preservation of privacy rights?

How much do you think companies like Facebook really know about their users? How much of that knowledge can be a potential revenue source? What is the economic value of such user data?

ceruleanfish510

Consider the following excerpts:

Excerpt 1:

Saudi Arabia is ramping up efforts to lure international companies and revive Crown Prince Mohammed bin Salman's plans for an economic makeover after foreign investment fell to a 14-year-low in 2017.

The moves include plans to create two investment funds totalling over $18 billion for the government to enter into ventures with foreign companies, said people familiar with the matter. The kingdom is also pouring billions into entertainment-industry partnerships and working with SoftBank Group's Vision Fund to bring technology firms to Saudi Arabia.

The first modern Saudi bankruptcy law is due to soon come into effect. The government has also drawn up a law on public-private partnerships, the first step toward the sale of billions of dollars in state-owned assets that the government hopes will attract foreign investment in big infrastructure projects.

Prince Mohammed is trying to shift the economy away from oil and toward industries that provide growth and jobs for Saudis. The first steps toward economic reform included cutting subsidies and adding taxes to narrow the budget deficit.

He has introduced social reforms such as allowing women to drive and opening cinemas. He has also forged an alliance with the Trump administration and shifted the kingdom into a more firm posture against Iran. But some of his economic plans have so far stalled.

The Saudi economy contracted last year, largely as a result of lower oil prices, and only emerged from recession in the first quarter of this year. The prospect of years of low oil prices helped spark Prince Mohammed's calls for economic reform, though prices have rallied in recent months.

Also worrying some investors was the detention of Saudi business leaders last fall in what the kingdom said was an anticorruption crackdown. The charges weren't aired publicly and some businessmen remain jailed; the government has moved to collect over

Saudi officials have said the crackdown should assure investors that the kingdom is serious about securing a stable rule of law, and the crown prince sought to win more American business on a nearly three-week visit to the U.S. this spring.

Excerpt 2:

Saudi Arabia's premier business conference opened as scheduled Tuesday, missing the star power of Western executives who cancelled over a Saudi journalist's death but packing a surprise: an unexpected visit from Crown Prince Mohammed bin Salman.

The event, the Future Investment Initiative, once again served as a forum for promoting Saudi investment and Prince Mohammed's modernization plans. But the gathering was stripped down from last year's inaugural session as the kingdom wrestled with corporate and diplomatic fallout in the wake of allegations that the Saudi government was involved in Jamal Khashoggi's Oct. 2 death in the Saudi consulate in Istanbul.

"Everybody is talking about it," said Henry Fernandez, chief executive of MSCI Inc., a U.S.-based markets-index compiler, speaking of Mr. Khashoggi's death. Despite that, he said the conference remained focused on engagement [with Saudi Arabia], not divestment...

The reaction to Mr. Khashoggi's death threatens to derail Prince Mohammed's plan to re-engineer the kingdom's economy to make it less reliant on oil income. The event is the prince's most visible effort to attract international investments by presenting the country as a business-friendly place that embraces new technologies

The event drew more than 3,000 investors, business leaders and advisers, according to the event app, but attendees also estimated hundreds had withdrawn. Many Western dropouts were replaced by representatives from Russia, Asia and the Arab world.

Among those who remained, French oil giant Total SA's CEO, Patrick Pouyanne, showed up alongside regional investment bank heads. Lucid Motors Inc., a California-based electric vehicle maker in which Saudi Arabia has committed to invest $1 billion, showcased the only prototype of its planned first car in the hotel's lobby.

Shahid Kazi, chief executive of Dubai-based consultancy ValuStrat, said Western executives who cancelled may have put a dampener [on the event] and may have disappointed people. But I wouldn't say it [the event] isn't useful. The Saudis are all here. That's who we really want to meet.

Still, there were signs that the gathering was off to an inauspicious start.

Last year, Western attendees arriving here were whisked to a luxurious airport lounge serving Arab coffee and dates. On Monday night, they lined up for passport control like everyone else.

The conference's website appeared to be hacked and was unavailable for hours Monday. Meantime, the World Economic Forum, which runs the eponymous event in the Swiss resort of Davos each year, formally objected to the gathering's nickname, Davos in the Desert.

Investors have divested more than $720 million from the Saudi stock market since Mr. Khashoggi's disappearance. The stock market, known as the Tadawul, is down about 4% since then.

What motives might drive technology and entertainment companies to invest in Saudi Arabia?

What are the risks associated with FDI in Saudi Arabia?

Why is the Saudi government so active (reform, conferences, risk-sharing) in bringing FDI back to Saudi Arabia?

purpletoad352

INVENTORY MANAGEMENT FOR PHARMACEUTICAL INDUSTRY
Brazilâs pharmaceutical market, the second largest in the emerging world, is growing at a 28 percent compounded annual rate. In 2010, the value of the prescription drugs sold to Brazilâs middle class was $8 billion, mostly for unpatented medications. According to McKinsey report1, the middle class prefers to rely on public health services, whose physicians prescribe only generic drugs. Moreover, it reported that cost-conscious middle-class patients ask pharmacists to switch their medications to less expensive generics even when physicians prescribe branded drugs.

As a result, global pharmaceutical companies have concluded that they must focus on low-cost strategy for generics and branded generics. Nine of the largest local pharmaceutical films in Brazil (Ache, Biolab, Cristalia, Libbs, EMS, BioNovis, Hebron, Eurofarma and Orygen) have invested BRL538 million (USD174.3 million) during the first five months of 2015, focusing mainly on the production of biosimilars and generics2.

1 2
http://www.mckinsey.com/insights/health_systems_and_services/capturing_the_brazilian_pharma_opportunity https://www.ihs.com/country-industry-forecasting.html?ID=1065999088

Campinas is a city in State of Sao Paulo, Brazil. To the north are a series of coastal towns that are growing very quickly. In 1998, PharmaDist Co.-a pharmaceutical wholesaler serving nine largest local pharmaceutical producers) opened a distribution center in Campinas to supply pharmaceuticals and related products to retail pharmacies, hospitals, dispensing doctors and a few other outlets. In the past, deliveries of pharmaceuticals in this remote area had been made directly by manufacturers, but the growing population had encouraged wholesalers to open. Now there is a mature industry giving an efficient delivery service from centralized warehouses.
As more pharmaceutical wholesalers arrived the market has become increasingly competitive. PharmaDist is one of the main wholesaler companies in the area. It is now classified as a medium-sized private company which is run efficiently and gives a good service to customers. The three main activities of PharmaDist are:
â order taking and processing
â stock holding and control
â delivery to customers.

1 2
http://www.mckinsey.com/insights/health_systems_and_services/capturing_the_brazilian_pharma_opportunity https://www.ihs.com/country-industry-forecasting.html?ID=1065999088

To ensure his companyâs continuing success, Orlando Marcelo, the CEO is always looking for improved performance. A short while ago he was concerned that the cost of deliveries to customers was rising. The distribution system had been reviewed occasionally as the company grew, but it was essentially designed for a much smaller operation.
Orlando hired a management consultant to give advice on improving the transport operations. The consultant did some work which suggested areas for improvement, and his final report suggested that the company look at its stock holding policies. Orlando looked at the stock control system, which was based on standard software provided by SOFT seven years earlier. This had been updated and expanded twice, and still seemed to work quite well. Unfortunately, a close examination showed that stock levels had actually been drifting upwards for some time. The purchasing department explained that the company was successful because it had a reputation for reliability and service. A customer could e-mail, fax or telephone an order and delivery would be guaranteed during the next working day. Unfortunately PharmaDist had occasionally run out of stock and had let down customers (their own lead time from manufacturers averaged about a week). To ensure 97% service level, the purchasing department had adopted a policy of keeping two weeksâ demand in reserve stock, but for some reason this seemed to be drifting up to three weeksâ demand. The same ordering procedure was used for all items. This was based on the purchasing departmentâs view that the most important factor was average demand over the past five weeks. This value was used as a forecast of future demand. Then a reorder level was set as:
Reorder level = Forecast Ã (lead time + safety stock) Ã Factor
where Factor is a variable between 1 and 2 to give a subjective view of the itemâs importance and the supplierâs reliability. Order quantities are really set by the number of staff in the purchasing department. Three people work in the department, each processing up to sixty orders a day. In 200 working days a year they can process 36,000 orders. As there were 4000 items in stock, each item can have an average of 9 orders a year. To add another element of safety, each order was made big enough to last about eight weeks. The system was largely automated, and nobody really checked its performance. Items were usually in stock when they were needed, so managers did not look at the details of the operations. Unit costs varied between one dollar and several hundred dollars, and no one had calculated cost of stock holding or ordering.

Demand for Item Week 1 2 3 4 5 6 7 8 9 1 53 284 252 27 145 1235 567 121 987 2 64 301 260 32 208 1098 664 87 777 3 82 251 189 23 177 987 548 223 743 4 41 333 221 22 195 1154 602 304 680 5 73 276 232 27 211 1559 530 76 634 6 18 259 195 30 179 1209 650 377 655 7 40 242 217 31 205 993 612 156 598 8 53 310 225 23 187 1313 608 198 603 9 52 311 186 28 156 1405 596 94 621 10 21 336 265 23 182 1009 637 355 564 11 67 258 245 25 171 985 555 187 559 12 50 277 212 28 169 1237 589 209 519 13 22 263 224 31 210 1119 601 304 485 14 37 277 233 28 182 1124 584 295 483 15 36 275 235 28 182 1117 580 315 463 16 34 273 236 29 182 1110 576 335 442 17 32 271 238 29 181 1103 572 354 422 18 31 269 240 29 181 1096 568 374 402 19 29 267 242 29 181 1089 564 394 381 20 22 272 243 30 184 1105 568 430 359 Mean 43 280 230 28 183 1152 588 259 569 Standard Deviation 18 25 22 3 17 144 34 112 154 Reorder level 302 1220 1050 160 1120 6100 2520 900 4400 Order quantity 450 2000 1500 245 1450 7900 4500 1950 6400 Unit cost (USD) 45.25 10.2 8.75 32.6 12.25 6.5 28.5 36 4.2

1. How well do you think the existing inventory control system works? What are the current annual total costs for the selected items?
2. What policy would you suggest to reduce the total costs? What is the anticipated gain?
3. Orlando Marcelo is keen to make progress in this area. What would you advise him to improve their inventory management system?

lavendermarten37

JOUR 625 Lecture Notes - Lecture 70: Upskirt, Telephone Tapping

Document Summary

Get access

Related Documents

JOUR 625 Lecture Notes - Lecture 71: Information Processing, Telephone Tapping

JOUR 625 Lecture Notes - Lecture 1: Totalitarianism, The Roots, Stored Communications Act

PR 660 Lecture Notes - Lecture 89: Wearable Computer, Victims Family

Related Questions