Week 8 Assignment

Sirichandana Nannuri

University of the Cumberlands

Business Intelligence

Dr. Dan Morrill

10/18/2023
Some say that analytics in general dehumanize managerial activities, and others say they

do not. Discuss arguments for both points of view.

Analytics have come under fire for having the potential to dehumanize managerial tasks by

valuing statistics over interpersonal communication and intuition. Decision-makers run the risk

of missing the distinctive subtleties and qualitative elements of complex situations when they

largely rely on statistics and algorithms. This can result in a reductionist strategy that ignores

management's human factors. An overemphasis on data-driven decisions in healthcare, for

instance, has been criticized for potentially undermining patient-centered care and the empathy

needed for healthcare management (Barach, 2002).

Managers may be motivated to put employee well-being last in order to accomplish specified

quantitative targets and Key Performance Indicators (KPIs), which could result in a less

compassionate and more mechanistic style of leadership. In favor of a purely data-driven

strategy, the human element of management—which involves comprehending individual and

group dynamics—could be neglected. This lack of human interaction in management could

alienate staff members and impede the creation of a supportive company culture (Cascio, 2006).

Reasons to oppose analytics' dehumanizing of managerial tasks

Analytics, when used carefully, can enhance rather than dehumanize managerial processes.

Managers may make more educated and unbiased decisions that improve outcomes for their

organizations and workers by giving them data-driven insights. Data-driven decision-making can

lessen subjectivity and biases, resulting in a more just and equitable workplace. This strategy is

in line with the idea of "evidence-based management," which aims to enhance decision-making

through in-depth research (Rousseau, 2012).

effectively, ultimately enhancing the human element in management. By identifying areas for

improvement through data, managers can implement strategies that lead to improved employee

engagement, satisfaction, and well-being. Employee engagement has been closely linked to

positive organizational outcomes, including productivity and retention (Gallup, 2016).

What are some of the major privacy concerns in employing intelligent systems on mobile

data?

Data Collection and Profiling: The substantial data collection and profiling that takes place as a

result of intelligent systems on mobile devices is one of the biggest privacy concerns. Many

mobile apps and services gather a variety of user data, such as contact information, browsing

history, and location information. The utilization of this information enables businesses to give

highly tailored content and recommendations by using it to build thorough user profiles. Users

might not always be aware of the extent to which their data is being gathered and how it is being

utilized, therefore this practice can raise privacy concerns. According to Baruh et al. (2017), this

may cause worries about data misuse, unwanted advertising, and a sense that one no longer has

control over their personal information.

Data Breach and Security: Storing and sending massive datasets for intelligent systems on

mobile devices raises inherent security problems. Sensitive user data may end up in the wrong

hands since mobile devices are vulnerable to theft or loss. Additionally, weak security measures

or vulnerabilities in mobile apps may result in data breaches that expose user information. These

security lapses can result in identity theft, financial fraud, and other privacy-related problems,

harming both people and companies (Giri et al., 2015).

of data collection and profiling by intelligent systems on their mobile devices. It can be

troublesome when there is a lack of openness and no methods for obtaining informed consent.

The types of information being gathered, their intended uses, and the recipients of its sharing

should all be made plain to users. Without this openness, consumers can feel that their privacy is

being infringed, and trust in these systems may decline, which could result in legal and

regulatory issues (Acquisti et al., 2017). The need of strong privacy protection measures,

including data anonymization, encryption, user consent processes, and efficient data breach

response tactics, is highlighted by privacy concerns. For such technology to be used responsibly,

it is crucial to strike a balance between the advantages of intelligent systems and user privacy.

Identify some cases of violations of user privacy from current literature and their impact

on data science as a profession.

The Facebook-Cambridge Analytica incident from 2018 is an excellent illustration of a serious

privacy violation. Millions of Facebook users' personal information was improperly collected

and used for political profiling. This incident exposed the possibility for data manipulation and

damaged public confidence in the data science field. Data scientists now have a greater

compliance burden as a result of calls for stricter rules, such the General Data Protection

Regulation (GDPR) in Europe (Cadwalladr & Graham-Harrison, 2018).

Security and Privacy Concerns with Zoom: Zoom ran into a number of security and privacy

concerns as a result of the rise in distant work and online meetings during the COVID-19

epidemic. These included occurrences of "Zoom bombing," intrusions into meetings, and worries
about the sharing of personal information by outside parties. These events led to a greater

understanding of the value of data security and privacy within the data science community as

well as the necessity of addressing vulnerabilities (Singh, 2020).

Controversial Face Recognition Practices of Clearview AI: Clearview AI, a facial recognition

company, has come under fire for collecting billions of photographs from social networking sites

without users' permission in order to compile a sizable database for law enforcement. This case

highlighted the need for transparency and ethical concerns in data science initiatives and sparked

discussions about the moral and legal applications of facial recognition technology (Statt, 2020).

The data science field has been significantly impacted by cases. They emphasize the significance

of transparent processes, ethical data collecting and usage, and the requirement for strong data

privacy safeguards. Organizations are investing in compliance and privacy measures to regain

and preserve consumer trust as data scientists expect to adhere to tougher ethical standards and

data protection legislation.

Search the Internet to find examples of how intelligent systems can facilitate activities such

as empowerment, mass customization, and teamwork.

Intelligent systems enable employees to make educated decisions by giving them the resources

and knowledge they need. Data analytics tools, for instance, provide real-time insights, allowing

staff members at different levels to access and evaluate data to improve decision-making. As a

result of this empowerment, the organization becomes more innovative and efficient and

develops a culture of data-driven decision-making (Davenport & Harris, 2007).

Mass customisation: The idea of mass customisation, which involves adapting goods and

services on a large scale to specific client needs, is made possible by intelligent systems. Based
on a customer's browsing and purchase history, online merchants like Amazon employ

recommendation algorithms to offer personalized product choices. Additionally, businesses like

Nike use AI in their "Nike by You" initiative, which lets customers personalize and create their

footwear, demonstrating how intelligent systems can enable mass personalization (Clemons et

al., 2019).

Teamwork: Intelligent systems have a number of advantages for collaboration and teamwork

within businesses. Artificial intelligence (AI) is used in project management and team

communication tools like Trello, Microsoft Teams, and Slack. AI-driven chatbots help teams

collaborate more effectively by streamlining internal processes, responding to frequently asked

queries, and coordinating team efforts (Sakellari et al., 2019).

These instances show how intelligent technologies have merged into the fabric of contemporary

corporations, promoting empowerment, enabling mass customization, and fostering teamwork.

References:

Davenport, T. H., & Harris, J. (2007). Competing in analytics: The new science of winning.

Harvard Business Review.

https://www.researchgate.net/publication/7327312_Competing_on_Analytics

Clemons, E. K., Reddi, S. P., & Row, M. C. (2019). Mass customization: The viewpoints of

operations, marketing, and information technology managers. MIS Quarterly, 43(3), 849-870.

https://www.scielo.br/j/gp/a/RQT8ZPN5PJP7TnpDLLJrq9S/?lang=en
Cadwalladr, C., & Graham-Harrison, E. (2018). Revealed: 50 million Facebook profiles

harvested for Cambridge Analytica in major data breach. The Guardian.

https://www.theguardian.com/news/2018/mar/17/cambridge-analytica-facebook-influence-us-

election

Singh, M. (2020). Zoom addresses data routing concerns as CEO practices transparency. The

CISO Mag. https://www.thecisomag.com/zoom-addresses-data-routing-concerns-as-ceo-

practices-transparency-ciso-mag-3614.html

Statt, N. (2020). Clearview AI, the company that might end privacy as we know it. The Verge.

https://www.theverge.com/2020/2/10/21131082/clearview-ai-facial-recognition-database-

privacy-investigation

Giri, V., Sharma, R., & Singh, D. (2015). Mobile data security: A systematic review.

International Journal of Computer Applications, 116(12), 25-32.

https://journals.plos.org/plosone/article?id=10.1371/journal.pone.0234312

Acquisti, A., Brandimarte, L., & Loewenstein, G. (2017). Privacy and human behavior in the age

of information. Science, 347(6221), 509-514. https://www.science.org/doi/10.1126/science.aaa1465

Barach, P. (2002). Analytics in healthcare: Some pitfalls and challenges. Healthcare, 11(4), 30-

33. https://www.roche.com/stories/digital-healthcare-ecosystem?

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Gallup. (2016). Employee Engagement. https://www.gallup.com/workplace/236927/employee-

engagement.aspx