Case of Vasiliy Gorshkov and Alexey Ivano Essay

Case of Vasiliy Gorshkov and Alexey Ivano - Essay Example There are readily available hacker tools that can be used by unskilled people to wreak havoc for financial gain or just for fun. The disturbing reality is that many people are not aware they are actually committing a crime until it is too late. This has been a serious problem for teachers, parents, governments and businesses trying to work hard to protect children and the general public from online threats. The best way to protect people from computer crime is by letting them understand what computer crime is all about. Computer crime can be viewed in three ways. The first one is attacking computers of other people by spreading malicious viruses. The second one is using a computer as a weapon to commit crime like illegal gambling or fraud. The third one is storing information in a computer illegally. Introduction In this case study of Vasiliy Gorshkov and Alexey Ivanov we are going to examine whether the FBI investigative techniques went too far in apprehending the two Russian cyber criminals. In addition to this, we will also investigate how the FBI used the law to apprehend the cyber criminals and whether their actions should stand scrutiny under the current U.S. cyber law. Furthermore, more case studies will be examined and the impact of cybercrime investigations of non-U.S. citizens will be discussed and analyzed. The overview has looked at what computer crime is all about and the definition can summarize computer crime as attacking computers of other people by spreading malicious viruses, using a computer to commit crime, and storing illegal information on a computer. Case study Ivanov a 20 year old computer programmer from Russia flew to Seattle in November 2000 to apply for a job in a company called Invita Security. He was promised a dream job and took with him Vasiliy Gorshkov, a fellow programmer. After their arrival in Seattle airport they were given interviews of hacking other networks which they proved to be very successful. They were later arrested by the FBI. In Washington on October 10, 2001, a jury found Vasiliy of Russia guilty on 20 counts of conspiracy on fraud and computer crimes. The targets of the computer crime include Nara Bank, Speakeasy Network, PayPal, National Bank of Waco, and many other companies. He faced a maximum prison term of five years on each count, and a possible prison sentence of 100 years and a fine of $250,000 on each count, although he was sentenced to three years in prison. Ivanov was also charged with conspiracy, hacking, extortion and computer fraud and was given a prison term of eight months and owes in excess of $800,000. Analysis of case study The Federal Bureau of Investigation in the case study did not follow any International Law in their pursuit of the two cyber criminals however the deceit to get them into America is commendable because it allowed the FBI to exercise the right legal justice system in apprehending them. This was done by using a fictional company called Invita that lured the two Russians and their success in hacking into Invita proved they were guilty of cyber crime. According to the United States law the right way in obtaining evidence is not by deceiving computer criminals into committing a crime rather it should be to catch criminals in the act of committing a crime

Resource and Talent Planning Essay Example | Topics and Well Written Essays - 2000 words

Resource and Talent Planning - Essay Example Table of Contents 1.Introduction 4 2.The War for Talent 5 3.Factors affecting the War for Talent 6 4.Talent Management during Economic Downturns 7 4.1 Recruitment and Selection 8 4.2 Training and Development 9 4.3 Talent Retention 10 5.Conclusion 11 1. Introduction The war for talent has been as a result of an expanding global economy. This is because it has led to increased competition for talent around the globe. During times of slow economic growth or unusual economic crisis, management of talent remains a critical issue for organisations. This is because during such times, companies stand to lose valuable talents among their employees, if not careful. In order to succeed in the competitive global marketplace, organisations need to manage talent. Lockwood defines talent management as the application of systems created to improve productivity in the workplace or unified approaches by establishing better methods for inviting, cultivating, maintaining and deploying individuals with t he essential skills and abilities to fulfil present and forthcoming business needs (2006). It is a fact that the greatest challenge companies’ face in managing their work force is developing and retaining talent. Just like the rest of the world, talent management is constantly progressing. Different other factors also come into play in the effort to manage talent within organisations. These include partnerships, global development, and the economy that is constantly changing (Lockwood, 2006). At the centre of talent management is the belief that talent begins from the bottom of organisations and is present in individuals at all levels, and therefore everyone ought to be considered. The war for talent is influenced by factors such as increased movement of people across the globe, irreversible changes to cultures, skills and business environments, economic and demographic trends across the globe, and diversity, which all lead to competition for labour and labour shortages in or ganisations. To counter this, especially during times of slow economic growth, organisations focus on recruiting top talent, training and developing talent, and retaining good employees as discussed in this paper. 2. The War for Talent The term ‘The War for Talent’ was created by McKinsey & Company in 1997. During the time that this term came to being, many organisations had been experiencing the phenomenon associated with it, but they could not fully express it. According to Michaels, Handfield-Jones and Axelrod, â€Å"the economy was burning white hot in the late 1990s and companies were scrambling to hire and retain the people they needed† (2001, p. 1). During this time, organisations were offering substantial bonuses for those who signed contracts with them, highly qualifies employees were being headhunted before they even settled in their new jobs and majority of them were asking for salary increments barely three months after joining organisations (Michaels , Handfield-Jones and Axelrod, 2001). Companies experienced shortages for qualified employees to fill crucial positions, while those that were esteemed with such talents, such as consulting firms and