Effective Information Security for Small & Medium Enterprises

Question: Discuss about theEffective Information Security for Small Medium Enterprises. Answer: Introduction The SMEs organisation focus on the information technology and the networks for proper operation of the business activities. It includes the requirements that needs to make sure about the security of the system and protection of the data against the security breaches. The paper reflects on the adequate attention where the survey is related to the responsibility and working over the incidents related to the financial losses in organisation (A Harris et al., 2014). Hence, the risks management strategies are effective for the security and handle the risks as well. IS and Risk Management Strategies for SME The information security works over the threats and vulnerabilities which involves the proper identification, selection and implementation of the countermeasures. They are designed to reduce the identified risks levels with controlling, minimising and eliminating the risks. It works over the assessment where the major disadvantage is about the disruption of the management and employee activities (Soomro et al., 2016). It also includes the analysis of the deficiencies that needs to be assessed with properly understanding the issues related to the culture and the lack of the formal security policies. A small IT staff works with the no security training, scarce investments in the security technology, handling the business continuity or the disaster plans. The time, cost and resource constraints tend to restrict the security efforts and so it is important to work over the legislation and the requirements. Analysis The analysis of the risks assessment for the small and medium enterprise focus on business decisions and the entrepreneurial act. This applies to the categorisation of emergencies under the natural, malicious and the systematic failures of the human system (love et al.,2004). The category involves the crisis relates to the consequences which arise mainly from the competitive system with the management focusing on the lower priority to examine the catastrophic failures with the concentration on the safety and occupational health and hazards. It has been seen that the risks have a major impact on the business entity and the potential that has a major impact on the capital and the earnings. Here, the directions are set to identify the operational risks, financial, organisational and the management risks (Wu et al., 2014). It has been seen that the risks include the identification, quantification and risk evaluation where there is a continuous monitoring of the risks sources as well. The SME works over the share of industrial production and exports where the industrial economy of the country plays a major role to manage the problems of lending to the prime customers. The problems in lending and marketing of products works over the ad-hoc activities where there is a need to work on promoting the products and services. The lack of the latest technology, with modernisation, technology and the quality gradation has a major significance of the growth with industrial sickness. Reflection The SMEs works over the strategic thinking and decision-making process that includes the focus on the administration function where the large firms tend to work over the time pressure and access to the suitable guidance. I think the notification is about the belief and the attitudes which can improve the force with high degree of uncertainty to make the decisions. Here, the risks are also related to work over the attributes with less formal business planning and focusing over the entrepreneurial risks taking process (Ernest Chang et al., 2006). The business planning needs the improvement and work over the network capabilities that play major role towards the systematic processes and improving the current planning with SME (Peltier, 2016). According to me, it works towards the awareness through proper training and development where there is a need to assist the organisations to improve the experience of the owner manager and access to the information sources as well. It has been seen that the concern is about the few respondents and the business culture which is averse of the entrepreneurial risks (Smit et al, 2012). Conclusion The investigation is mainly about the security issues which could be avoidable with the result of not performing a risk analysis. The publications clearly define about the cost of cybercrime in the small firms with a proper clean up and recovery from it (Wynarczyk et al., 2016). The recognition of the constraints is mainly related to the expertise, awareness, and the budget where it is difficult to see how the SME will be able to improve the situations with the different approaches. References Harris, M. and P. Patten, K., 2014. Mobile device security considerations for small-and medium-sized enterprise business mobility.Information Management Computer Security,22(1), pp.97-114. Ernest Chang, S. and Ho, C.B., 2006. Organizational factors to the effectiveness of implementing information security management.Industrial Management Data Systems,106(3), pp.345-361. Love, P.E., Irani, Z. and Edwards, D.J., 2004. Industry-centric benchmarking of information technology benefits, costs and risks for small-to-medium sized enterprises in construction.Automation in construction,13(4), pp.507-524. Peltier, T.R., 2016.Information Security Policies, Procedures, and Standards: guidelines for effective information security management. CRC Press. Smit, Y. and Watkins, J.A., 2012. A literature review of small and medium enterprises (SME) risk management practices in South Africa.African Journal of Business Management,6(21), p.6324. Soomro, Z.A., Shah, M.H. and Ahmed, J., 2016. Information security management needs more holistic approach: A literature review.International Journal of Information Management,36(2), pp.215-225. Wu, D.D., Chen, S.H. and Olson, D.L., 2014. Business intelligence in risk management: Some recent progresses.Information Sciences,256, pp.1-7. Wynarczyk, P., Watson, R., Storey, D.J., Short, H. and Keasey, K., 2016.Managerial labour markets in small and medium-sized enterprises. Routledge.