Ban of the Use of Internal Email - Essay Example

Ban of the Use of Internal Email Introduction Internal email refers to the form of communication done within a particular organization. It involves the sending and receiving of emails from internal mail servers. Internal emails have got various problems as well as benefits to both the employee and the management of a particular organization. The following are some of the problems arising from the use of internal mail in any organization (McGladrey, 2005 pp 11-20). Internal email dangers have been highlighted across the world concerning libel. There are obvious benefits of internal email such as the advantage of speed and convenience. However, when not guarded, the nature of internal email can result in the making of inflammatory statements that are not guarded, and are often out of any context. Emails can be deleted but sometimes they can be stored in the system where copies may later be recovered or printed out for record retention purposes even in cases where they can fuel tensions among employees (Computerworld, 1990 pp 111-113). In cases where organizations are taken into court for libel messages, email messages can easily be retrieved and be used for present and later litigation. Internal mail can only be stored in electronic form, but this does not mean that it cannot be retrieved under the law. One such example is the Norwich union case. This organization was found to have libeled, through its internal email system. Its competitor, western provident association (WPA) had been accused. The claim was that the department of trade and industry were investigating WPA, and that the group was close to bankruptcy. The Norwich union had to offer an apology as well as pay affine of up to 450,000 British pounds (McGladrey, 2005 pp 11-20). It is evident that internal email messages may be held to be defamatory if on ant proved grounds beyond doubt, the message is likely to be available to readers other than the claimant. Normally this will include messages sent through the internet as well as those sent through the internal mail system as witnessed in the Norwich Union case, even if they are channeled to just one person (Computerworld, 1990 pp 111-113). Further, internal mails are not liable. In most instances, these kinds of mails may attach privilege in some instances and therefore not be discoverable when ever they are needed in subsequent court proceedings. There are cases whereby an email is sent through an internal system within an organization and is copied not to a third party. In this case, qualified privilege may apply. Normal daily organizational communications necessary for the functioning of such an organization will be sheltered by qualified privilege in as much as malice is not involved. However, problems will arise if email is used for idle gossip (Khososrowpour, 2000 pp 1095). In every organization, all managers should have a policy which makes it clear that excessive personal use of internal mail such as accessing and sending of pornography and other illegal or unsuitable material is strictly prohibited. In most cases, this is not the case since most employees use the internal mails to send pornographic materials to others within the organization. Whenever such problems arise within an organization, strong displinary action should be applied to any employee misusing the resource in any manner (Howard, 2006 pp 135-140). It is the work of employers to ensure that the internal email system makes employees aware whether, and to what level, they may make use of the internal email system for their personal use. They should also define for the employees types of websites and inappropriate email content should be defined (McGladrey, 2005 pp 11-20). Ban on the internal email ensures that both the employee and the employer are not open to legal action. Employees and employers should be aware that internal mail has got the same status in law as any other material and that insults sent through emails may as well be considered to be defamatory (McGladrey, 2005 pp 11-20). On the benefits of internal email, the following should be made clear. In organizations where employees have been issued by email accounts, they are seen as being necessary for their work. It is a tool that eases work at various organizations. Secondly, organizations also allow employees to use mail for private correspondence; this enhances the socialization process whereby employees will feel that their needs are well taken care of. Poor communication system among employees may lead to tensions and mistrust between the employer and the employee (Howard, 2006 pp 135-140). The chance to use internal mail should be seen as a privilege but not a right. Consequently, while the employer accepts that its employees have got the right to privacy, the employer has got the right to check email if the company believes that an employee has been using the internal mail system in inappropriate ways. This may include using the mail for commercial purposes other than the company’s businesses. Users of internal email say that the system leads to clearer communication and faster turnaround time while carrying out their duties. Internal email ensures that there is incremental time savings that spreads all over the organization. Organizations have been able to more than halve their secretarial support needs by reducing the need to take messengers and manage schedules (Robbins, 2009 pp 412-415). Organizations such as Westinghouse Trading Co. have used internal email systems. They report that their email system, which has certain features for group document annotation and email, has made it possible to cut down on the time needed to process an order by lowering down the amount of time documents take on desks. According to the operations manager, the justification in using the internal email is in reducing the time. This gives the company a competitive advantage over its competitors (Khososrowpour, 2000 pp 1095). Alternatives to internal email Employers should generally offer online users alternatives as to the use of their personal information. This is done when the use of internal mail system for personal use goes beyond the original purpose for which the information was provided, obtained or described in their privacy policy. Some of the alternatives include the use of internal secondary uses, for instance, marketing back to consumers, and other secondary uses such as disclosing the gathered information to third parties (Howard, 2006 pp 135-140). Company employees continue to receive several email messages in their inboxes which may not be relevant to the work they are doing. This makes it difficult the process of searching for information hence consuming time. One such alternative is social business. Organizations are now turning to social media to communicate with both the consumers and employees. Social media enables employees of a given organization to share images and videos as well as discussions that will facilitate their work (Robbins, 2009 pp 412-415). Management structures are influenced by the size of a company and the technology it employs. Technology is the most important and the sole determinant of a firm’s structure. This crucial benefit of technology to organizations is often referred to as ‘technological determinism’. In most cases, the difference between organizations will depend on the differences in manufacturing and the technology used. Organizations have moved from small scale to large scale due to the advancement of technology thus affecting the management structure (Needle, 2010 pp. 179-184). Technology has brought difference in several ways including the shape and size of the management hierarchy, the number of managers to other employees, the link between direct and indirect labor, and the number of subordinate employees working under one manages. The influence off technology is quite evident in the manufacturing scene of industries (Robbins, 2009 pp 412-415). The increase in the size of farm automatically brings in additional problems. These problems are in terms of coordination and control, often bringing in several structural changes. For instance, as an organization expands, the owner of a small organization often faces increasing pressures on his or her time. These managers find out tat they no longer able to maintain a close control of operations and act as the focal point for customers while at the same time managing administration and wages. In most cases, it is important for the management to employ some form of formalization and delegation (Needle, 2010 pp. 179-184). The way firms mitigate problems brought by the change in management structure varies. Here are obvious connections between size and s structure. The complexity of an organization’s operations may have a bigger effect on its management structure than size of the organization. Organization management need to adapt to their environment immediately a change is brought about by technology. Adaptation in this sense is structural. Less bureaucratic and more flexible personnel need to be put in place to ensure that the organization completely adapts to the environment. Organizations that retain their bureaucratic personnel will not be able to deliver services to customers effectively thus losing out in competition (Robbins, 2009 pp 412-415). Organizational managers have also resisted change especially structural change. However, the problem of interest groups has not been addressed. It is worthy of mention that the preferences of the supreme members of an organization can cause considerable pressure on an organizations structure, the same way as the demands of the stakeholders. Organization that have owners influencing decision making process tend to be centralized. Due to such non democratic means of management, the pressure of accountability often results in more elaborate bureaucratic procedures. In cases where financial institutions are involve, may lead to reductions in development activities especially during recession hence affecting the size and the function of the management (Robbins, 2009 pp 412-415). The size and the organizational structure, especially in terms of management influences the type of employees needed. In a small company, one manager may determine how the company’s resources will be used. The manager may approve all expenses and sign all payments for goods and services. He or she may also be present to preside over the business on daily basis. An office assistant in such kind of accompany would be likely to be involved in duties related to communications, managing the records and purchasing. On the contrary, in a large Company, one person would probably not have the range of duties and authority that is common in a small company (Needle, 2010 pp. 179-184). Conclusion Employees work at various levels in companies. Since they work together, they must be aware of who is responsible for each activity. They must also know what authority each person in the organization has. Office workers, especially, find it important to know the duties and authority of those with whom they work. Knowing how accompany is structured in terms of management gives employees a better understanding of how such management structures work. Most organizations will have aboard of directors. The stakeholders in a company will choose the board of directors. The main objective of the board of directors is to formulate policies that guide the senior management in carrying out their duties. References McGladrey R (2005). Mandated Benefits 2007 compliance guide. London, Aspen Publishers.Pp 11-20. Computerworld(1990) “the newsweekly of information systems management” novembe 5, 1990. Vol XXIV. No. 44.Pp 111-113. Khososrowpour M (2000) Challenges of information technology management in the 21st Century. New York, Idea Group Inc. P 1095 Howard G (2006). Vetting and monitoring employees: A Guide for Hr practitioners. London, Gower publishing Pp 135-140. Robbins S (2009) Organizational Behavior: Global and Southern African perspectives. Johannesburg, Pearson South Africa. Pp 412-415. Needle D (2010). Business in context: An introduction to Business and its Environment. London, Cengage Learning. Pp179-184. Read More