Email Scandal at Pricewaterhousecoopers

3402 Words Apr 25th, 2011 14 Pages
Email Communication at PriceWaterHouseCoopers

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Table of Contents

Page 3. Email scandal at PricewaterhouseCoopers

Page 4. Issues this event caused for PricewaterhouseCoopers

Page 9. Recommendations for PriceWaterhouseCoopers

Page 12. Bibliography

PricewaterhouseCoopers
Pricewaterhousecoopers (PwC) is one of the worlds biggest accountancy firms. It is a multi-award winning business and it is the largest professional services provider here in Ireland, employing 1,900 staff within its seven locations (Dublin, Galway, Kilkenny, Limerick, Cork, Waterford and Wexford).

PwC is a business that is known for its high technical competence and has an outstanding reputation for professionalism. “First and foremost, PwC's
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Privacy: This issue began as an internal invasion of privacy but became a greater problem as the email went “viral”:
Susan McKay (chief executive of the National Women’s Council), “the decision of some newspapers and websites to publish the photographs was a further invasion of the women’s privacy”.
Many of the women involved were extremely upset as to the conduct of their colleagues.

Transparency and Accountability Demands: After an internal investigation into the events in question it was discovered that the men responsible for the email scandal were of senior level in the Assets Management division. PWC must now decide on what disciplinary action to take, if any.

Technological issues:
“Internet based electronic commerce applications constitute a significant departure from traditional information technologies, posing more risks to the organization because of their extensive direct electronic interaction with other entities” (De and Mathew, 1999). “In particular, an email system introduces a new set of threats and legal issues to an organization and the dramatic increase in email usage is commensurate with the rising number of workplace incidents and disputes” (Hancock, 1999; Attaran, 2000; PriceWaterhouseCoopers, 2002; Simmers, 2002; American Management Association (AMA), 2003; Weber 2004).

Compliance: Policy and procedures would seem to
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