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A contemporary issue facing technology innovation today is the tensi

A contemporary issue facing technology innovation today is the tensi

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A contemporary issue facing technology innovation today

is the tension between personal privacy and public

security. Discuss in-depth how this issue effects and drives

the development of devices or software. Provide at least

one example. (Write at least 2 - 3 paragraphs)

Solution

Answer:

Personal privacy is the ability of an individual or group to

seclude themselves, or information about themselves from

the face of the public or anyone else since probably that

information is inherently special or sensitive to them,

(Oulasvirta, Suomalainen, Hamari, Lampinen, & Karvonen,

2014), while on the other hand, public security is a function

of a governments that ensures the security of its citizens,

organizations, and institutions against threats for their

well-being and to the prosperity of their communities.

Government and law enforcement officials have

unprecedented powers to collect, correlate and act upon

mountains of digital data on individuals all in the name of

public security. They compromises privacy and demands

access to protected information of people in the name of

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A contemporary issue facing technology innovation today is the tension between personal privacy and public security. Discuss in-depth how this issue effects and drives the development of devices or software. Provide at least one example. (Write at least 2 - 3 paragraphs) Solution Answer: Personal privacy is the ability of an individual or group to seclude themselves, or information about themselves from the face of the public or anyone else since probably that information is inherently special or sensitive to them, (Oulasvirta, Suomalainen, Hamari, Lampinen, & Karvonen, 2014), while on the o ...
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CRJS 105 AIU Law Theories of Crime Causation Essay

In this activity, you are going to further develop your writing skills while applying critical thinking by explaining how ...

CRJS 105 AIU Law Theories of Crime Causation Essay

In this activity, you are going to further develop your writing skills while applying critical thinking by explaining how criminological theory can help inform sentencing options. For example, as you read, general deterrence theory has limited effectiveness on reducing crime or recidivism. Additionally, restoration is extremely difficult to use in cases of sexual assault. However, rehabilitation seems successful for nonviolent drug offenses, and specific deterrence appears to reduce recidivism.The specific steps for this assignment are as follows and can be found in the readings for the unit, but additional Web research is also recommended:Select 3 of the sentencing options. For reference, the sentencing options fall into the following categories: Retribution, Rehabilitation, Incapacitation, Deterrence, and Restoration.Find a real case representing your selected sentencing options, and provide a summary of each case. Analyze the real case, explaining how theory can help improve the sentencing option. For example, if you know that swift and certain sentencing policies may reduce recidivism, how does theory help explain their success? Additionally, if you know that community notification for sex offenders appears to increase recidivism, how does theory explain the increase?Summarize the benefits and consequences (both intended and unintended) of your selected sentencing options.

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General Strain Theory And Crime

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The general strain theory was developed by Robert Agnew in 1992. Being an extension of other strain theories developed previously, this theory ...

Florida Atlantic University MeToo Just Do It Nike Company Case Study

STEP 1:Define the problem.A.Look first at the Outcomes box of the Organizing Framework to help identify the important prob ...

Florida Atlantic University MeToo Just Do It Nike Company Case Study

STEP 1:Define the problem.A.Look first at the Outcomes box of the Organizing Framework to help identify the important problem(s) in this case. Remember a problem is a gap between a desired and current state. State your problem as a gap and be sure to consider problems at all three levels. If more than the one desired outcome is not being accomplished, decide which one is most important and focus on it for steps 2 and 3.B.Cases have key players, and problems are generally viewed from a particular player’s perspective. You need to determine from whose prospective—employee, manager, team, or the organization—you’re defining the problem. In this case, you’re asked to assume the role of CEO Mark Parker.C.Use details in the case to determine the key problem. Don’t assume, infer, or create problems not included in the case.D.To refine your choice, ask yourself, why is this a problem? Explaining why helps refine and focus your thinking. Focus on topics in the current chapter, because we generally select cases illustrating concepts in the current chapter.STEP 2:Identify causes.Using material from this chapter and summarized in the Organizing Framework, identify the causes of the problem you identified in Step 1. Remember, causes tend to appear in either the inputs or Processes boxes. A.Start by looking at the Organizing Framework (Figure 12.9) and decide which person factors, if any, are most likely causes of the defined problem. For each cause, explain why this is a cause of the problem. Asking why multiple times is more likely to lead you to the root causes of the problem. For example, do executive characteristics help explain the problem you defined in Step 1?B.Follow the same process for the situation factors. For each asks yourself, why is this a cause? By asking why multiple times you are likely to arrive at a more complete and accurate list of causes. Again, look to the Organizing Frame-work for this chapter for guidance. Did particular policies or practices play a role? C.Now consider the Processes box in the Organizing Framework. Are any processes at the individual, group/team, or organizational level potential causes of your defined problem? For any process you consider, ask yourself, why is this a cause? Again, do this for several iterations to arrive at the root causes.D.To check the accuracy or appropriateness of the causes, be sure to map them onto the defined problem and confirm the link of cause and effect connection.STEP 3:Recommend solutions. Make your recommendations for solving the problem. Consider whether you want to resolve it, solve it, or dissolve it (see Section 1.5). Which recommendation is desirable and feasible?A.Given the causes you identified in Step 2, what are your best recommendations? Use material in the current chapter that best suits the cause. Consider the OB in Action and Applying OB boxes, because these contain insights into what others have done.B.Be sure to consider the Organizing Framework—both person and situation factors—as well as processes at different levels.C.Create an action plan for implementing your recommendations, and be sure your recommendations map onto the causes and resolve the problem."reference: Kinicki, A. (2021). Organizational behavior: A practical, problem-solving approach plus Connect (3rd ed.). New York, NY: McGraw-Hill.

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Why do you want to go to college

I want to go to college to fulfill my career option, gain new skills, expose to the world and to

Why do you want to go to college

I want to go to college to fulfill my career option, gain new skills, expose to the world and to

4 pages

General Strain Theory And Crime

The general strain theory was developed by Robert Agnew in 1992. Being an extension of other strain theories developed pre ...

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The general strain theory was developed by Robert Agnew in 1992. Being an extension of other strain theories developed previously, this theory ...

Florida Atlantic University MeToo Just Do It Nike Company Case Study

STEP 1:Define the problem.A.Look first at the Outcomes box of the Organizing Framework to help identify the important prob ...

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STEP 1:Define the problem.A.Look first at the Outcomes box of the Organizing Framework to help identify the important problem(s) in this case. Remember a problem is a gap between a desired and current state. State your problem as a gap and be sure to consider problems at all three levels. If more than the one desired outcome is not being accomplished, decide which one is most important and focus on it for steps 2 and 3.B.Cases have key players, and problems are generally viewed from a particular player’s perspective. You need to determine from whose prospective—employee, manager, team, or the organization—you’re defining the problem. In this case, you’re asked to assume the role of CEO Mark Parker.C.Use details in the case to determine the key problem. Don’t assume, infer, or create problems not included in the case.D.To refine your choice, ask yourself, why is this a problem? Explaining why helps refine and focus your thinking. Focus on topics in the current chapter, because we generally select cases illustrating concepts in the current chapter.STEP 2:Identify causes.Using material from this chapter and summarized in the Organizing Framework, identify the causes of the problem you identified in Step 1. Remember, causes tend to appear in either the inputs or Processes boxes. A.Start by looking at the Organizing Framework (Figure 12.9) and decide which person factors, if any, are most likely causes of the defined problem. For each cause, explain why this is a cause of the problem. Asking why multiple times is more likely to lead you to the root causes of the problem. For example, do executive characteristics help explain the problem you defined in Step 1?B.Follow the same process for the situation factors. For each asks yourself, why is this a cause? By asking why multiple times you are likely to arrive at a more complete and accurate list of causes. Again, look to the Organizing Frame-work for this chapter for guidance. Did particular policies or practices play a role? C.Now consider the Processes box in the Organizing Framework. Are any processes at the individual, group/team, or organizational level potential causes of your defined problem? For any process you consider, ask yourself, why is this a cause? Again, do this for several iterations to arrive at the root causes.D.To check the accuracy or appropriateness of the causes, be sure to map them onto the defined problem and confirm the link of cause and effect connection.STEP 3:Recommend solutions. Make your recommendations for solving the problem. Consider whether you want to resolve it, solve it, or dissolve it (see Section 1.5). Which recommendation is desirable and feasible?A.Given the causes you identified in Step 2, what are your best recommendations? Use material in the current chapter that best suits the cause. Consider the OB in Action and Applying OB boxes, because these contain insights into what others have done.B.Be sure to consider the Organizing Framework—both person and situation factors—as well as processes at different levels.C.Create an action plan for implementing your recommendations, and be sure your recommendations map onto the causes and resolve the problem."reference: Kinicki, A. (2021). Organizational behavior: A practical, problem-solving approach plus Connect (3rd ed.). New York, NY: McGraw-Hill.