Leadership And Management Essay -- Business Management

Leadership and Management Leadership and Management are two very important positions to have for anyone in an organization. Both of these positions come with a great deal of responsibilities; however, they both serve two different purposes and responsibilities in an organization, along with a different sent of guidelines. This paper will differentiate between Leadership and Management, give two recommendations to create and maintain a healthy organizational culture and give two examples to support the recommendations. Discussion Leadership is a wonderful quality for anyone to have because not everyone possesses leadership qualities and skills; however, a person can learn to have leadership qualities if he or she has the desire. A good leader has many excellent qualities such as; a leader has followers, knows how to encourage the workers, can get results by implementing strategies, can create a vision for the company, and communicates the vision clearly. These are not the only qualities a leader must have but they are some of the most important qualities a person must have in order to be successful in a leadership position. "Management is doing things right; leadership is doing the right things." Druker, Peter F. Retrieved Dec. 14, 2005 from http://www.famous-quotes-and-quotations.com/leadership-quotes.html. Another excellent quote about leadership is "The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint to keep from meddling with them while the y do it." Roosevelt, Theodore. Retrieved Dec. 14, 2005 from http://www.famous-quotes-and-quotations.com/leadership-quotes.html. Management is a very important position as well. Management takes a great deal of ski... ...he daycare center was forced by state regulations to close the doors immediately because of many code violations found on numerous occasions. Monitoring is very crucial in all aspects of business because of the state and legal guidelines, which by ignoring these will result in a company failing completely. Conclusion There is a difference between management and leadership but that does not mean that one is less important than the other. However, it takes an excellent leader and manager to be able to fulfill the Leadership and Management role successfully for the benefit of the company and his or her people in all aspects of the business fields. Therefore, every company, big or small, must have people whom they can depend on, whole heartedly, who can fulfill the Leadership and Management positions without worrying about negative outcomes or costly legal issues.

Leadership strategy Essay

A primary task of high performance leadership is to provide strategic direction to the organisation, various departments and divisions within the organisation, and to the people who ultimately implement strategic leadership. But regular employees are seldom involved in the process. Authoritarian governance has had two powerful and mutually reinforcing dynamics: People at â€Å"the top† of the organisation, normally in senior managerial positions, have tended to maintain control over strategic processes. They have often become alienated from the realities of operational or shop floor demands and challenges People at operational levels have been part of authoritarian behaviour in different ways (passivity, fear, frustrated) The core challenge is to position strategic leadership as an integrated set of activities and processes which ensure that people across all levels and functions understand their own roles and accountabilities as it relates to the organisation’s strategic leadership Successful strategic leadership occurs when people across all levels and functions have a common understanding about a few essential issues: Knowledge of how strategic leadership is formulated, translated and communicated, implemented and assured within the organisation The formal business processes. The specific and different roles, rights and accountabilities of stakeholders Clear understanding of personal and team roles Comprehension of the various requirements and roles Popular acceptance that legitimate hierarchy and rank are essential components Definition and acceptance of the roles, rights and accountabilities The challenge is crafting solutions which create legitimate and popularly supported rank and hierarchy, and with clearly understood boundaries which describe what may and what may not be done by optimally empowered people Rank, hierarchy and boundaries per se are not only a feature of authoritarian systems. They are an essential part of successful democratic workplaces where a culture of high performance through high involvement can thrive There is still a need for clear definition of a range of roles, rights and accountabilities. There is a need to define two mutually reinforcing parameters: What are the roles, rights and accountabilities that have to be acknowledged by everybody to ensure the organisation’s capacity to fulfill the requirements of high performance What are the constraints, the limits or conditions of high involvement Drucker proposes that strategic leadership needs to fulfill requirements in four areas: Effectiveness Efficiency Long-term Short-term VISION (Long-term effectiveness): Understanding the organisation’s total competitive environment, and positioning it in the present so that it is appropriately placed INTERDEPENDENCE (Long-term efficiency): Identifying, balancing, integrating and aligning all of the external and internal variables that are likely to have an impact on the organisation’s capacity to fulfill its strategic leadership STRUCTURE (Short-term efficiency): Establish replicable standards, approaches and methods which minimize the need for duplication and enhances the capacity to deliver uniform or required quality as a matter of course ACTION (Short-term effectiveness): Taking the necessary steps and action to ensure the delivery of products and services which meet the needs of both internal and external customers An integrated strategic leadership consists of all four VISA elements. The dominance of only one element could perhaps be described as: Only vision: Exciting bankruptcy. People cannot identify with the development of strategies Only Interdependence: Happy bankruptcy: never-ending cycles of consultation Only Structure: Precise bankruptcy: bureaucracy and red tape Only Action: Busy bankruptcy: people perpetually busy but not necessarily productive The absence or weakness of any component of strategic leadership will undermine the success of the organisation: 0ISA: Weakness of vision leaves people without common direction V0SA: Poor interdependence almost always leads to some stakeholders feeling that their legitimate interests are not being met VI0A: Insufficient emphasis on standardization leads to lack of essential disciplines and conformance to necessary standards VIS0: Ultimately the organisation can only survive and thereby satisfy the interests of all its stakeholders if it has a high propensity for action Organisations and teams regularly develop a bias that values some elements more than they do others. Personal styles and approaches also contribute to establish our individual preferences and approaches. It is useful to rate your personal approaches and preferences, as well as that of your team or organisation Vision provides a compelling dream that galvanizes and aligns the behaviours and contributions of people across all levels and functions. A real vision is very active. It is filled with drive, energy and perpetual motion. The vision, or long term effectiveness element of strategic leadership, is achieved by fulfilling the following requirements: 1. Scan the external environment and conditions 2. enable leadership to anticipate long-term forces of change 3. create a challenging view of the future 4. tension between the desirable future and those elements of the present that could inhibit progress 5. communicated with passion 6. evaluated against the present 7. new challenges emerge 8. leadership must always act with insufficient information 9. interacting with stakeholders 10. dynamic and living process Interdependence acknowledges that no organisation operates in isolation. Every organisation is a system operating within a system. It requires the acknowledgement and willingness to embrace the interests of a variety of diverse stakeholders. The interdependent or long-term efficiency component of strategic leadership is fulfilled in the following ways: 1. Variables must be identified 2. The interests of all stakeholders must be defined and appreciated 3. Balance and meet all possible diverse stakeholder needs 4. The support of all stakeholders must be gained and increased over time 5. Interaction must be facilitated between stakeholders for them to appreciate their interdependent nature 6. There will inevitably be conflict between stakeholders 7. The roles and accountabilities that various people and stakeholders have to fulfill must be defined quite clearly 8. Keeping people adequately informed is a crucial element of interdependence 9. Mutual trust and respect 10. help people to define their own specific contributions to the organisation As organisations become more complex, and as the world within which we operate becomes increasingly unpredictable, the need for Structure increases significantly. Successful organisational strategic leadership has to establish and maintain a range of activities that introduce and maintain Structure: 1. The specific interests of stakeholders need to be both quantified and qualified 2. In today’s competitive environment it is essential for organisations to establish required benchmarks of performance 3. There is a constant interplay between specific stakeholder interests and meeting required benchmarks of performance 4. provision of relevant and useful information 5. Standards have to be set and communicated on an ongoing basis 6. Standards are no longer a fixed point on the horizon 7. The discipline of continuously and regularly monitoring performance is one that cannot be sacrificed 8. It also has to look at elements such as leadership style, living of values, and commitment to the subtleties of people development 9. Consequences of non-conformance need to be defined, understood and applied 10. people across all levels and functions thrive on information–driven problem solving Action is the level at which products and services are actually delivered to meet the interests of customers. Creating and keeping more customers. A sustained and high propensity for action is achieved in the following ways: 1. The organisation’s vision must be made relevant to operational areas 2. Customer needs cannot be fulfilled only by sales and distribution functions 3. Accountability has to be placed as close as possible to the source of action 4. people have to be continuously part of determining the limits and constraints within which they are expected to operate 5. Successful action is driven by leaders who establish their personal power of presence (top executives have no time) 6. Quality and productivity has to be an in-built function 7. demonstration of attitude and will 8. Emphasis on people development 9. attitude that accepts error as an inevitable consequence of innovation and action 10. A propensity for innovation and action LEARNING The growing complexity and competitiveness of the international and local economic environments within which organisations have to survive and prosper makes it essential for leaders of the future to value learning Leaders must develop the capacity to think simultaneously about paradoxical and contradictory requirements. The act of leadership is, as Peter Drucker puts it, the challenge of constructive destruction, of doing things differently and doing different things Kolb: real learning has only taken place when every one of the four facets has been included in the process: Abstract Conceptualization: â€Å"think about the previously unthinkable or unknowable†. It requires the capacity for hypothetical formulation Reflective Observation: need to stand back and observe what is happening Concrete Experience: ability to continuously asses what has worked and to pass this experience on to others. concrete experience remains one of the only ways in which organisations can develop replicable application of processes and activities that ensure minimum conformance to standards Active Experimentation: often organisations still limit the ability and space for people to become involved in such activities. Active experimentation requires calculated risk-taking The relationsip can be described as follows: Abstract conceptualization x reflective observation x concrete experience x active experimentation = Learning and Leadership Abstract Conceptualization x 0 x 0 x 0 = 0: we often remain hamstrung by old experiences which may have become irrelevant 0 x Reflective Observation x 0 x 0 = 0: Nothing happens and there is no real threat that anything will happen! 0 x 0 x Concrete Experience = 0: People relying predominantly upon concrete experience for their learning are caught in a perpetual search for the infallible, predictable, pre-planned, scheduled, structured, all-eventuality, and all bases covered solutions to problems – â€Å"late adapters† 0 x 0 x 0 x Active Experimentation = 0: All that matters for them is the exhilaration of making things up as you go The Consequences of Undervaluing any Facet of Learning: 0 x Reflective Observation x Concrete Experience x Active Experimentation = 0 (The absence of Abstract Conceptualization): It is much easier to define this symptom than it is to resolve it Abstract Conceptualization x 0 x Concrete Experience x Active Experimentation = 0 (The absence of Reflective Observation): The number of continuously changing variables which are capable of influencing the performance of an organisation are virtually endless. people either stopped taking a hard and reflective look at what was going on, or they stopped asking appropriate questions. he managers, and more often the specialist staff functions, start to confuse doing lots of things with an integrated and holistic approach, but they lack congruence and theoretical integration. without an integrative framework and commonly shared model, people rapidly lose their commitment and stamina to sustain focused activity Abstract Conceptualization x Reflective Observation x 0 x Active Experimentation = 0 (The absence of Concrete Experience): things become redundant while they are still on the drawing board or as soon as they are launched. age-old and essential facet of learning – the assimilation and valuing of concrete experience. The single most common symptom is that untested assumptions abound Abstract Conceptualization x Reflective Observation x Concrete Experimentation x 0 = 0 (The absence of Active Experimentation): People develop an inward approach to problems and issues. It does not take too long for such insularity to develop into suspicion of external developments By critically evaluating how organisations learn, and constantly determining whether all the facets of learning are being fully developed and utilized, we can provide a much more tenacious learning environment.

Sexual And Gender Discrimination By Sheryl Kara Sandberg

Sexual and gender discrimination is still present in the United States and other developed countries. Women often earn less, have more trouble obtaining high-level positions, and are threatened and harassed much more regularly than their male peers, and it needs to be brought to an end. Sheryl Kara Sandberg is an American technology executive, activist, and author, and as of September 2014, she is the Chief Operating Officer of Facebook. As Sandberg discusses in her book, Lean In : Women, Work, and the Will to Lead, â€Å"Real change will come when powerful women are less of an exception. It is easy to dislike senior women because there are so few. If women held 50 percent of the top jobs, it would just not be possible to dislike that many people† (32). If people were not so indifferent towards the idea of women pursuing positions of authority, we would have fewer men making decisions for women, decisions on issues that they do not fully understand because they have not had to experience these issues from a woman’s perspective. Examples of women’s issues that need to be taken into consideration include their education offerings and pay compared to men’s. It is quite often that men will overlook these issue because they do not have to struggle with them firsthand. Conversely, there are women who believe they don’t need feminism. Often enough though, this is because these women do not understand the true meaning of feminism and associate it with being victimized and man-hating.

The Jazz Age Of The 1920 S - 1272 Words

When people hear the 1920’s, many automatically think about the â€Å"Jazz Age.† They think about jazz music, movies, and new dances, but what people don t realize, is that the 1920’s was not always the non-stop party and drinking days for everyone. Many families and individuals faced the struggles of abject poverty and working conditions, the fear of the Ku Klux Klan, and women wanting women s rights and individualism. The author of my novel had to experience some of these struggles first hand. Born in Shtetl, Russian Poland, Anzia Yezierska immigrated to America in 1890 at eight years old with her poor family consisting of eight siblings and parents. She grew up in New York s lower east side under her Talmudic Scholar of a father rules. At age 17 she left home without her father s permission to become her own person. She went on to get an education and go to a university while working in sweatshops and laundries. (Bread Givers, Introduction) She wrote the book bread givers to let her audience know the severity of the working and living conditions, as well as how women were treated wrongfully in the 1920’s. The working conditions were awful for people to work in. People had to work long hour days in a hot, unhealthy environment that could potentially get them sick. On an average day, a worker worked at least ten hour days and six days a week. (Banner, 1) Every year in the 1920’s about 25,000 workers were killed on the job and 100,000 permanently disabled. (Zinn, 383) EvenShow MoreRelatedThe Jazz Age was one of the many highlights of the 1920’s before the stock market crash that1300 Words   |  6 PagesThe Jazz Age was one of the many highlights of the 1920’s before the stock market crash that triggered the start of the Great Depression in 1929. Because of the distress that the American soldiers faced during World War 1, many of them returned questioning the true meaning of life. Their solution was to recklessly enjoy their lives since you only live once. A completely new culture bloomed during the decade through it’s new music, crazy dancing and brand new atmosphere. While the country seemed toRead MoreMusic During The 1920 S1609 Words   |  7 PagesMusic in the 1920’s The Jazz Age was a cultural movement that took place in America during the 1920 s (also known as the Roaring Twenties) from which both jazz music and dance emerged. This movement matched with both the equally phenomenal introduction of mainstream radio and the conclusion of World War I. The 1920s was the decade that marked the beginning of the modern music era. Some of the popular music genres were Jazz, Dance Bands, Blues, and Broadway. The decade marked the beginning ofRead MoreRoaring Twenties in American Society After World War I. Essay645 Words   |  3 Pages After World War I, American society changed greatly. 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As Jazz progressed itRead MoreTaking a Look at the Jazz Age1600 Words   |  6 PagesAmerica is rejoicing. The Jazz Age was a time of change and new beginnings for Americans. During the Jazz Age, the United States erupted in new musical and cultural changes. These changes can be seen through the shift in literature, from conservative to contemporary writings, by literary giants like F. Scott Fitzgerald and Bessie Smith. The Jazz Age was known as the Roaring Twenties, and is still popular today due to its infamous jazz music, flappers, and prohibition. The Jazz Age was an exciting, andRead MoreThe Influence of the Jazz Age911 Words   |  4 PagesThe Influence Of The Jazz Age Was it the music that made everyone rebel or was it the beautiful arrogant people. In the 1920’s was it an age of miracles and change or just disaster. Such as, new technology, better things, love and leisure. Music just filled people’s spirits with lust and want. The radio/music had brought many people together like nothing ever before. Jazz music became popular everyone loved it. It made you want to do anything you wouldn’t normally do. Jazz became extremely popularRead MoreJazz Music Essay1145 Words   |  5 Pages The Jazz Age is notably one of the most famous periods in the history of the United States. It was a span in the 1920s between the end of World War I and the beginning of the great Depression. The Jazz Age, otherwise known as the Roaring 20’s or the Flapper Era, is characterized by creativeness and a lively, strong rhythm. The Jazz Age is most well-known for its musical style, dances, modern ideas, extravagant ways of living, fashion, and new inventions. The Roaring 20’s is a very important eraRead MoreThe Jazz Age Essay1472 Words   |  6 PagesThe era of the Roaring Twenties, was a time of great societal change. Many of these changes were greatly influenced by jazz music. During this time, the country was coming out of World War I and the attitude of most people was dark and dismal. Dance and music clubs became tremendously popular in an effort to improve the quality of life for many people. After experiencing the death and destruction caused by World War I, young men and women were ready for a change. They wanted to forget aboutRead MoreEssay about Roaring Twenties772 Words   |  4 PagesRoaring Twenties The decade of 1920-1929 was a time of great change, reform, improvement, adjustment and alteration of everything Americans had come to rely on. In other words everything changed. Not one part of common life was unaffected. Exciting new events happened in sports, entertainment, science, politics, communication and transportation. It was the age of prohibition, it was the age of prosperity, and it was the age of downfall. The twenties were the age of everything. It has been calledRead MoreIntroduction Of Bespoke Tailoring : Exhibition Review998 Words   |  4 Pages– Exhibition Review The 1920’s is known world over for its glamour, glitz and fashion. Flapper dresses were in their height of style which accompanied the new-found jazz music of the era, this was very evident in the city of London at the time. To celebrate this exciting era the Fashion and Textiles Museum has an exhibition called ‘1920s JAZZ AGE Fashion Textiles’ (Fashion Textiles Museum (2016) Available at: http://www.ftmlondon.org/ftm-exhibitions/1920s-jazz-age-fashion-photographs/ (25/10/2016)

Impulse Control Disorders - 6336 Words

IMPULSE CONTROL DISORDERS Many of the self-control disorders involve disturbances in the ability to regulate an impulse - an urge to act. People with impulse control disorders act on certain impulses involving some potentially harmful behavior that they cannot resist. Impulsive behavior in and of itself is not necessarily harmful; in fact, we all act impulsively upon occasion. Usually our impulsive acts have no ill effects, but in some instances they may involve risk. Consider the following two examples. While walking through a clothing store, a young woman decides on the spur of the moment to charge an expensive sweater which is over her budget; she may regret her decision later, but few serious consequences will result. Were she†¦show more content†¦Clinicians usually become aware of a persons kleptomania only when the individual is in treatment for some other psychological problem such as an anxiety disorder, psychoactive substance abuse, eating disorder, or mood disorder (Bradford Balmaced a, 1983; McElroy et al., 1991). The fact that most kleptomaniacs seen in a clinical context also suffer from another psychological disorder raises some interesting questions. Is it possible that kleptomanic behavior is a symptom of some other disorder, possibly biologically caused? With this possibility in mind, some researchers have speculated that a serotonin deficiency might underlie kleptomania, an idea that is supported by the fact that the medication fluoxetine (Prozac), which increases serotonin in the nervous system, has been found to reduce kleptomanic behavior (McElroy et al., 1991). In addition to pharmacological interventions, behavioral treatments are also used to help individuals control their urge to steal. In covert sensitization, the client is insstructed to conjure up aversive images during the act of stealing (Glover, 1985). For example, a kleptomaniac may be instructed to conjure up disgusting images, such as vomit, when the compulsion to steal is emerging.Show MoreRelatedThe Cause And Effect Of Impulse Control Disorders3773 Words   |  16 PagesPaige Logsdon Mr. Martinous Composition II April 8, 2015 The Cause and Effect of Impulse Control Disorders Most people love watching other humans and like trying to figure out why they do what they do. It’s called people watching and we have all been guilty of it. The human race is fascinating and it is very interesting how we were created and what makes us tick. Have you ever wondered why some people have an uncontrollable urge toward destructible behaviors? 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In order to study HIV risk behaviors among injection drug users, we will use the data inRead MoreKleptomania Essay1380 Words   |  6 Pagesstealing and is recognized as an Impulse Control Disorder. Kleptomania [Gr.,=craze for stealing], irresistible compulsion to steal, motivated by neurotic impulse rather than material need. No specific cause is known. The condition is considered generally as the result of some underlying emotional disturbance rather than as a form of neurosis in itself. Legally kleptomania is not classified as insanity, and individuals are held responsible except when complete lack of control over their actions can be definitelyRead MorePhysical Development Of Adolescents Report1263 Words   |  6 PagesNeurodevelopment disorders impair the growth and development of the brain or the Central Nervous System (CNS). It can affect the memory, self control, and the learning ability of the adolescent. The damage of the frontal lobe which is responsible for thought, voluntary movement and regulation of mood and emotions can cause an impairment in judgement and the adolescent can engage in risky behaviors such as substance abuse. Impulse Control Disorder is a psychiatric disorder which involve with

Security Challenges Internet of Things

Question: Discuss about the Security Challenges for Internet of Things. Answer: Introduction In Todays developed world more and more devices are getting Smart and are getting connected through internet. Through embedded tags, sensors and actuators devices are able to communicate to each other and the Intelligence embedded in these equipments are able to generate vast amount of valuable data that can be collected, networked and analysed for a wide range of activities. Or in other words, by making these objects more intelligent and internet enabled, we can renovate the physical world with the digital information, products in the vast network of Internet shared across globe. This is the concept of Internet of Things. A New dimension: the Internet of Things (IoT) way Benefits of IoT: New operational efficiencies Improved safety security Distribute intelligence control Faster better decision making New business opportunities revenue streams However, in spite of several benefits that IoT has to offer, security and data privacy plays a key role and needs to be addressed exhaustively which will be the key theme in subsequent heads. Research reports Below is copy of the three research report used and analysed: URL: https://www.snia.org/sites/default/files/DSS-Summit-2015/presentations/Liwei-Ren_Iot_Security_Problems_Challenges_revision.pdf URL: https://www.windriver.com/whitepapers/security-in-the-internet-of-things/wr_security-in-the-internet-of-things.pdf URL: https://www.iab.org/wp-content/IAB-uploads/2011/03/Turner.pdf Securing the Internet of Things (IoT) involves a change of mindset among current information security practitioners. The upsurge in technological innovation that permits unprecedented access to data for visibility and initiates physical actions (automation) has also raised complexity levels and coordination requirements, resulting in an increase in the "surface of threat" across technologies and processes. New security thinking must incorporate the blurring of the physical and digital lines of businesses and society itself by gathering and using data about the physical and digital business, effecting physical and digital changes as well. The reports listed in the Research Highlights section each reflect principles of risk and resilience in one or several ways based on the themes of the reports. Each provides key findings in digital security for organizations, highlights major changes to come for securing IoT, and delivers practical advice in planning, networking and accessing the IoT, with risk and resilience issues in mind. Securing the Iot represents security at the increasingly pervasive edge a digital presence that has embedded itself deep into the physical edge of the organization and connected that edge to the deepest portions of the traditional IT core, transforming both into a form of digital security that requires new approaches to risk and resilience. Security challenge not addressed adequately in research papers Below is a brief diagrammatic representation of the way IoT works. From the above data flow we can observe that most of the data is in common shared internet pool services like cloud and are part of network. This exposes the IoT world to security breaches. While cost and ease of use are two great benefits of IoT, there are significant security concerns that organizations are worried about and which need to be addressed when considering the movement of critical applications. Below are top security concerns What data? - IoT devices may contain vital information in order to perform the expected application functionality. Companies collect irrelevant, extra information which is easy target for hackers. Unauthorised Access - the devices have security loopholes with regard to software and hardware implementation leading unauthorised access to information Regulatory Violations - IoT products developed violate the regulatory requirements like controls ISO 27002, Safe Harbor, data minimization, ITIL, and COBIT Unsecured interfaces - The IoT devices have unsecured cloud and mobile interfaces exposing them to security threats Poor configuration - TCP connection are not encrypted with SSL/TL, leading open points for attackers to access. Impact of the Security issues and its impact in the real world In the above section, we have highlighted gaps in the implementation/ configuring of IoT products. These gaps have lead to various security breach incidents. Here we have highlighted few security issues in real world that have impacted real life. In July, 2015 Chrysler, a leading automobile manufacturer, had to recall 1.4 million cars. A flaw in the design had led to scope of hackers able to remotely control the cars leading to risk of human life. This vulnerability exposed the car to hack and had to be remediated, this being one classic example of impact of threat and security breaches. Late 2014, Sony Playstation and Microsoft Xbox gaming networks were hacked and as a result were down for quite some time. As per investigation conducted there threats were possible because of common factory default setting of username and passwords. Vulnerability in a camera design, which was advertised as an ideal device to monitor babies, was exploited by a hacker to should abuse on a child A hacker was able to shout abuse at a two-year-old child by exploiting. Using monitoring equipment can help in child safety but we should also adhere to extreme precaution as devices attached to internet increase the potential vulnerability. In Nov 2013, Symantec found a worm in IoT world by the name Linux.Darlloz. It targets Intel x86 based computers. It also attacks on devices running on ARM, Power PC and MIPS model, which are usually found on routers and set-top boxes. According to analysis, the author focused on making money with the worm. In Jan 2014, security researchers uncovered a cyber attack on the Internet of Things (IoT) based devices, in which more than 100k Refrigerators, Smart TVs and other smart household digital appliances were remotely controlled and hacked to dispatch many malicious spam emails (approx~750,000). Lessons learnt from discussion Digital security is the risk- and resilience-driven expansion of current cyber security practices to protect the pervasive digital presence in business, government and society. As shown in Figure below titled Trust and Resilience in Digital Security, it requires security practitioners to establish six key principles to address digital security consistently and effectively. These principles are as follows: Business outcomes: A focus on business outcomes rather than on technology in identifying what must be secured in an IoT-enhanced organization will be a vital requirement for digital security practitioners. An IoT device is often found at the production or "operations "edge" of a business. The outcomes resulting from IoT device participation in the business process will be the goal not technological support alone. Facilitator: Digital security practitioners become facilitators rather than tax collectors or overhead necessities, particularly in providing long-lasting resilient infrastructure and services for IoT projects. Detect and respond: The focus in digital security projects is moving toward detection and response. While prevention remains a cornerstone of IoT security, the increased complexitycaused by the introduction of millions of devices, subsequent data generation and new people requires a multifaceted approach. People-centric: The move to the physical edge, especially in consumer-based IoT security, ensures that the decisions related to privacy and safety are people-centric. These decisions also must consider the implications of protecting IoT devices on behalf of those who use and depend on them. Integrators need special training and monitoring to ensure that networks and devices are properly configured. Data flow: Data scientists will flow data through whatever systems they need to get the job done. Digital security requires an emphasis on data flow rather than on the static nature of data itself when determining the level and type of protection of, and access to, data required. Risk-based: The dramatic increase in the scale, diversity and function of IoT devices in the pervasive digital presence also ensures that a prioritization method for digital security is risk driven to use available resources in the most cost-effective manner. Conclusion By employing IoT devices, a pervasive digital presence has been created throughout business process and operations. This presence has provided insight into business operations and production automation for all organizations. Along with these devices come data scientists and integrators unskilled in risk management. This presence creates a digital security "superset" that seeks to employ major principles of risk and resilience when creating, configuring, deploying and operating these devices, and working with the new specialists. References Narendra,N and Misra, P.(March 8, 2016). Research Challenges in the Internet of Mobile Things. 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