Question 14 (Mandatory) (1 point) Assume your organization is experiencing an intruder attack. You have an intrusion detection system (IDS) set up. Which of the following events occurs first? O a) Messages from the IDS are routed to the network security team. Ob) The network security team decides to block traffic from that IP address. Oc) The network router sends traffic to the firewall as well as to the IDS. d) The IDS warns the firewall of suspicious traffic.
By Arif Hassan and Thivagar Velayutham* Delta Plantations Sdn. Bhd, is an oil palm plantation located in Malaysia. It consists of an oil palm estate and one palm oil mill. It is a wholly owned subsidiary of a British multinational company and was founded with the purpose of supplying crude palm oil for its parent compary's detergent manufacturing business. Since its formation, most of the managers have been recruited from the United Kingdom, with many British ex-soldiers and police officers employed there. Mr. Chua Wen Zhuo first joined Delta mill at the age of 15 as a laborer, and rose through the ranks to his current position as the senior production supervisor in Delta's palm oil mill. Two junior supervisors report to Mr. Chua, who reports to the mill manager. The mill operates on a three shift cycle of 25 operators each and each supervisor (including Mr. Chua) is in charge of one shift. Mr. Chua is responsible for the smooth daily palm oil processing operations. He coordinates the activities of all three shifts with the two junior supervisors, prepares the daily production reports, deals with short-term human resource planning issues and minor discipline issues, and sets and evaluates short-term performance targets for all three shifts. In addition, he acts as the "gatekeeper," which means that any mill personnel who wishigo see the mill manager must first see Mr. Chua, who tries to solve the problem first, which may be ansthing from house repairs to a request for an advance on wages. Only in rare cases when Mr. Chua cannot resolve the issue is the matter brought to the mill manager. Mr. Chua ran a tight ship, and never let anyone forget it. His superb technical competency helped him keep the mill in top shape. He was accustomed to receiving the highest appraisal ratings from the nill manager, who appreciated his firm, methodical, and almost militarily effeient way of running the mill. The palm oil industry in Malaysia faced many challenges in recent years. World oil prices plunged and. with it, palm oil prices hit a 15 jear low. This cut profit margins of all palm oil producers and caused Delta mill to post losses: Mr. Rex Lawson, the 54-yearold mill manager and former British Royal Engineer, didn't know fiow to improve performance. "Wo are doing nothing wrong, and have met all our efficiency targets. It's this market that is killing us!" he exasperatedly explained during the anumal year-end visit of the directors from London. With insufficient improwement, the board gave Mr. Lawson his marching orders. The new mill manager was very different from all his predecessors. Mr. Inn Mackenzic, a 32 searold who hailed from Aberdeen. Scotland, was not a career plantation engineer and had never managed an agricultural product processing mill before, He was actually an electronics engineer with an Ivy League MBA on the fast track to a top management position. His previous appointmerit was as fictory manager of a detergent factocy in Egyp where he streamlined and modernized operations, which resulted in siguificantly better financial to profitability. Fisd ligh hopes that Mr. MacKenzie would be able to do the ssme with Delia mill and return it Mr. Mackenzie's first action was to analyze operations at Alpha mill and look for ways to reduce production costs and increase. profits. He arrived at the following conclusions: - Current performance standards allowed too much machine breakdown and changeover time. Befter standards were achicvable with the latest tectunolory. - Wastage could be reduced and yield significantly inproved by installing machinery with new techtuology. - Personael nambers were too hiph-they conld be reduced with teshnology and multitasking and unleashing the full potential of workers: - Peronnel were just "cruhing aloag"-they were not fally conmitted to achieving better performance. - Hyriene needs were nor being met. - The old colontal and hieraschical compary culture was not conducive to perfornance inprowement. - Infornation was not shared across the mill. Operators only knew about their pwn little area in the mill and almost nothing about the compary as a whole. Mr. Macketrie proposed to remedy the situation with the following initiatives: - Empower operators by reorganizing the shifts into self firected production teams whete the supervisors would now play the role of "facilitators," and therrby gain commitment. - Install new technology and automation. - Adopt more stringent performance mesares. Ms. Msckeatie impleniented and exccuted these initiatives by first organizing an excursion to a local picaic spot for the entire factory. Anter the icebreakers, games, and funch, he held a brielfeg session on the beach, where he explained the situation Defta mill was in and new leader, and we assure you of our 110 s support to nake your plan a success" he sxid at the end of his speech. The plan was put into motion when the now inachinery had beea installed and each shift had been reornanired ino selforrected work teams. Whenerer the tean foced a problem dariag processing and tried to find a solotion ining the techaiques that had been faupht, Mr. The plan was put into motion when the new machinery had been installed and each shift had been reorganized into selfdirected work Chua woald step in after some time, issue instructions and take over the ptocess. "This is a simple problent, no need to waste time over if: Just do it -- His instructions were always followed and the immediate problen was always solved. However, the production tean reverted to the old ways of working. and none of the expected benefits of teaming were realized. Given the new tighter performance standards and reduced manpower, the team consistently anderperformed, Team meetings were one way affairs where Mr. Chua would tell everyone else what had gone wrong. Mr. Chia's response to this was to posh himself harder. He was always the first to arrive and the last to leave. He would spend a lot of time troubleshooting process problems. He pashed his operatorr even farder, but he folt that he had less of a "handle" on his operators now that they had direct access to the mill managehand most of their ninor beeds were seen to by him. Sometimes Mr. Chus became annoyed with his operators' mistakes and woold resort to shouting and cursipg. which had the immediate but short term effect of having eiplogees do what he wanted. This was in contrit to the mete glare that would have sufficed pteviously. The continued poor performance of Delta mill affected Mr. Chaa's midyear appraisal rating, which fell down from "excellent" to merely "adequate," During the appraisal interview, an antoyed Mr. Mackenzie blontly told Mr, Chua that he needed to anderstand clearly what the initiatives were all about, and that he had to let the team take some responsibility, uake mistakes and learn from then. "With your knowledge of this mill, you sbocild be able to prowide them with all the technical input they need," he said. Mr. MacKenzie also added. "It might belp if you treated our people with a little more respect. We aren't living in the 1950s any more jou know," Mf. Chua was thunderstruck by the apptaisal but did not raise aty objections on the spot. He silently deferred to Mr. Mackenzie's judpment and promised to do better. He also reitergted his utmost support for Mr. MacKenzie and his plan. Aftet the mid year appraisal, there was a noticeable change in Mr. Chaa's demeanot. He beame very quiet and began to take a less active role in the daily running of the mill. He was superficially polite to the operators and answered most requests for help with, "Get the team topether and discuss it amonst youselves. Show the bous that you caa solve it for yourselves. At first, the teams were at a loss and mill petfortance suffered badly, bot within two weeks the tean had found its feet and performance bezan to imptowe, One of Mr. Chua's junior supervisots, Mr. Varma, was able to coocdiaate between production teams to ensure that the performance zains were maintaibed. The effect on Mr, Chua was devastating. He becarne withdrawn and bepan to drink more than usali His presence at tram meetings became a miete formality and he contributed nest to nothine. takine a back seat to other team members. He spoke very little to mill perponigef and becans a mere shadow of fis former setf. Me. MacKenzie was very aware of the changes taking place on the nall floor. He decided that it was tine to have Mr. Chea Parr-169 The effect on Mr. Chua was devastating. He became withdrawn and began to drink more than usual, His presence at team meetings became a mere formality and he contributed next to nothing, taking a back seat to other team members. He spoke very little to mill personnel and became a mere shadow of his former self. Mr. MacKenzie was very aware of the changes taking place on the mill floor. He decided that it was time to have Mr. Chua Page560 removed from his position. He began to plan for a reshuffle of Delta mill's organization chart where Mr. Chua would be promoted to the new position of mill executive, a staff position with a small pay raise. His responsibility would be to advise the mill manager on technical, quality, and efficiency problems faced by the mill. He would be assigned to carry out minor improvement projects and performance audits from time to time. Mr. Varma would be promoted to supervisor and report directly to the mill manager. Mr. Chua would no longer have any line authority over the production team. This reorganization was quickly approved by head office and Mr. MacKenzie proceeded to lay the groundwork for the announcements and thednecessary paperwork. Little did he foresee what was to follow. Mr. Chua was in the head office one morning when the personnel executive's clerk congratulated him on his imminent promotion. A surprised Mr. Chua enquired further and learned of the plans that Mr. MacKenzie had in store for him. It was the final straw, He rushed back to Delta mill just as Mr. MacKenzie was about to conduct his noon mill inspection. The confrontation was very loud, acrimonious, and public. It ended with Mr. Chua being terminated for insubordination and gross misconduct. After Mr. Chua had left, Mr. MacKenzie felt that the obstacle to better commitment and morale was gone and that performance would improve greatly. He was very wrong. Team performance began to deteriorate and no amount of pep talks could improve it. He began to wonder what had gone wrong. Discussion Questions 1. What are the main symptoms indicating that there are problems with Mr. MacKenzie's change initiative? 2. What are the main causes of these symptoms? 3. Has Mr. MacKenzie managed the cliange process adequately? Why or why not? 4. Do you think the departure of Mr. Chua will benefit the company in the long rum? 5. What actions should the company take to improve the changes needed at Delta mill
