Professional

Practices
WEEK - 4
Recap

PROFESSIONAL PRACTICES BY DR. TAHA JILANI

CODE OF ETHICS
Established by various professional organizations produce a positive
effect on judgment.
Establishes responsibility of professionals to act ethically according to
the policies and procedures of their employers, professional
organizations, and laws of society.
Organizations assume responsibility to develop, disseminate, and
enforce policies.
 CODE OF ETHICS’ GOALS
Provides an aid to individual decision making, presentation addresses nine different
cases (with some overlap).
• Intellectual property
• Privacy
• Confidentiality
• Professional quality
• Fairness or discrimination
• Liability
• Software risks
• Conflicts of interest
• Unauthorized access to computer systems
 IEEE CODE OF ETHICS
1. PUBLIC -Software engineers shall act consistently with the public
interest
2. CLIENT AND EMPLOYER -Software engineers shall act in a manner
that is in the best interests of their client and employer consistent
with the public interest.
3. PRODUCT -Software engineers shall ensure that their products and
related modifications meet the highest professional quality
 IEEE CODE OF ETHICS
4. JUDGMENT -Software engineers shall maintain integrity and
independence in their professional judgment.
5. MANAGEMENT -Software engineering managers and leaders shall
subscribe to and promote an ethical approach to the management of
software development and maintenance.
6. PROFESSION -Software engineers shall advance the integrity and
reputation of the profession consistent with the professional life
IEEE CODE OF ETHICS
7.COLLEAGUES -Software engineers shall be fair to and supportive of
their colleagues.
8. SELF -Software engineers shall participate in lifelong learning
regarding the practice of their profession and shall promote an ethical
approach to the practice of the profession.
PRINCIPLES OF IEEE CODE OF
ETHICS
Act in public interest
Act in interest of clients and employers
Produce quality products
Maintain independent judgment
Manage ethically
Protect integrity of profession
Support colleagues
Pursue lifelong learning
IEEE CODE OF ETHICS - Application
Scenario:
Salman is a software engineer working for a large tech company. His
team is developing a new mobile application that tracks users' fitness
activities. During the development process, Salman discovers a security
vulnerability that could potentially expose users' personal data if
exploited by malicious actors. Salman knows that fixing this vulnerability
would delay the release of the app by several weeks, and these
pressure from management to meet tight deadlines.
IEEE CODE OF ETHICS - Application
1: "to accept responsibility in making engineering decisions consistent with the
safety, health, and welfare of the public, and to disclose promptly factors that might
endanger the public or the environment.“ -→ Salman has a responsibility to
prioritize the safety and privacy of the users of the fitness app. He should disclose
the security vulnerability to His team and management promptly to ensure that
appropriate action is taken to address the issue.
2: "to avoid real or perceived conflicts of interest whenever possible, and to disclose
them to affected parties when they do exist.“ → Salman must consider any conflicts
of interest, such as pressure to meet deadlines versus the need to ensure the
security of users' data. He should disclose these conflicts to His team and
management to ensure that decisions are made with full awareness of the potential
consequences.
3: "to maintain and improve our technical competence and to undertake
technological tasks for this only if qualified by training or experience, or after full
disclosure of pertinent limitations.“ → Salman should ensure that he has the
necessary technical competence to assess and address the security vulnerability
effectively. If he lacks the expertise to fix the issue Himself, he should seek assistance
from qualified colleagues or disclose His limitations to management.
ACM CODE OF ETHICS
General moral imperatives: “As an ACM member I will…”
Contribute to society and human well-being.
Avoid harm to otHiss.
Be honest and trustworthy.
Be fair and take action not to discriminate.
Honor property rights including copyrights and patents.
Give proper credit for intellectual property.
Respect the privacy of otHiss.
Honor confidentiality.
ACM CODE OF ETHICS
Specific professional responsibilities: "As an ACM computing
professional I will”:
Strive to achieve the highest quality, effectiveness and dignity in both
the process and products of professional work.
Acquire and maintain professional competence.
Know and respect existing laws pertaining to professional work.
Accept and provide appropriate professional review.
ACM CODE OF ETHICS
Give comprehensive and thorough evaluations of computer system and
their impacts, including analysis of possible risks.
Honor contracts, agreements, and assigned responsibilities.
Improve public understanding of computing and its consequences.
Access computing and communication resources only when authorized
to do so.
ACM CODE OF ETHICS
Organization leadership imperatives: “As an ACM member and an
organizational leader, I will:”
Articulate social responsibilities of members of an organizational unit
and encourage full acceptance of those responsibilities.
Manage personnel and resources to design and build information
systems that enhance the quality of working life.
Acknowledge and support proper and authorized uses of an
organization’s computing and communication resources.
ACM CODE OF ETHICS
Ensure that users and those who will be affected by a design have their
needs clearly articulated during the assessment and design of
requirements; later the system must be validated to meet
requirements.
Articulate and support policies that protect the dignity of users and
otHiss affected by a computing system.
Create opportunities for members of the organization to learn the
principles and limitations of computer systems.
ACM CODE OF ETHICS
Compliance with the Code: “As an ACM member, I will:”
Uphold and promote the principles of this Code.
Treat violations of this code as inconsistent with membership in the
ACM.
ACM CODE OF ETHICS - Application
Scenario:
Ibrahim works as a data scientist for a social media company. His team is
developing an algorithm to recommend personalized content to users
based on their browsing history and interactions on the platform.
During testing, Tom discovers that the algorithm tends to prioritize
sensational or controversial content over more informative or balanced
material. This could potentially contribute to the spread of
misinformation and polarization among users.
 ACM CODE OF ETHICS - Application
1.1: "Contribute to society and to human well-being, acknowledging that all people
are stakeholders in computing." Tom has a responsibility to consider the broader
societal implications of the algorithm he's developing. He should recognize that the
content recommendations generated by the algorithm can influence users' beliefs,
behaviors, and interactions, potentially impacting society as a whole.
2.2: "Avoid harm." Tom must strive to minimize the potential harm caused by the
algorithm's recommendations. He should take proactive measures to identify and
mitigate biases, ensure transparency in how the algorithm functions, and prioritize
the presentation of accurate and reliable information to users.
3.3: "Be honest and trustworthy." Tom should be transparent about the limitations
and biases inherent in the algorithm, both internally within his team and externally
to users and stakeholders. He should avoid manipulating or distorting the content
recommendations to serve the company's interests at the expense of users' well-
being and trust.
4.5: "Honor property rights including copyrights and patent." Tom should respect
intellectual property rights and ensure that the algorithm does not infringe on the
copyrights or other rights of content creators. He should also consider the ethical
implications of recommending content that may be pirated or plagiarized.
CYBER ETHICS
Cyber ethics" refers to the code of responsible behavior on the Internet
Just as we are taught to act responsibly in everyday life with lessons
such as "Don't take what doesn't belong to you" and "Do not harm
others," we must act responsibly in the cyber world as well as in real
world.
The basic rule is "Do not do something in cyberspace that you would
consider wrong or illegal in everyday life."
CONSIDERATIONS FOR CYBER ETHICS
Do not use rude or offensive language.
Do not cyberbully.
Do not plagiarize.
Do not break into someone else's computer.
Do not use someone else's password.
Do not attempt to infect or in any way try to make someone else's
computer unusable.
Adhere to copyright restrictions when downloading material from the
Internet, including software, games, movies, or music.
The Structure Of Organization
Contents
Organizing an Organization
• Functional units of an organization
• Geographical organization
• Organization by product
• Centralization vs decentralization
• The position of quality management

Management
• Motivation
• Performance appraisal
• Sub-optimization

PROFESSIONAL PRACTICES BY DR. TAHA JILANI

ORGANIZATION
Impossible to live in a civilized society without close contact with many
large organizations
schools, universities, public utilities, government and local government
departments, the Health Service, commercial and industrial companies,
and so on.
In many ways, these organizations resemble each other.
LEGAL FORM OF AN ORGANIZATION
Law recognizes individuals
• Enter into contracts
• Tried for crimes
• Sued
• Act of Parliament impose duties on the individual

Incorporation
• Making into a body (Corpus)
• Organization should be given a legal existence, through a process known as
incorporation
INCORPORATED ORGANIZATIONS
Examples
Incorporated
Royal Charters
• IET, BCS, IMechE, RAeS

Acts of Parliament
• Ceredigion County Council

Public or Private Companies (Companies Act 1985 and 1989)

TYPES OF COMMERCIAL
ORGANIZATIONS
1. Sole Trader : Local Shop, Plumber(small shop, single shop)

• Also, known as sole-proprietorship

2. Partnership: Doctors, Lawyers, Accountants (in groups, more than 1)

3. Limited Company: Private or Public

 1. SOLE TRADER
Individual (one person ownership)

Sole person responsible for all debts

All assets including “private” at risk. (no legal firm)

Does NOT have to be the only employee

2. PARTNERSHIP
Two or More People
All at Risk. Similar to sole trader but >1 person
Normally professionals
• Doctors
• Lawyers
• Accountants

Inflexible in Normal Commercial World (work with partners only)

Movement of key Personnel
Too risky
3. LIMITED COMPANIES
Public or Private Companies
Public –Public Limited Company (PLC):
• Trades shares to public

Private –Company Limited (Co Ltd)

• Cannot sell shares to Public
• Can sell shares privately
• Limited by Shares
• Commercial Companies
• Limited by Guarantee
• Charities, Professional Bodies (Unlimited Companies)
LIMITED COMPANIES
Independent Existence
Divided
• Shareholders
• Members of the Company

Normally > 1 shareholder

1992 Act allows single member
COMPANY’S ROLE
1. Share Capital

2. Company Constitution (Clause)

3. Directors responsibilities (Roles)

 1. SHARE CAPITAL
Shareholders (Subscribers) own Company
• Authorized share capital

–Number & Nominal (par) Value

Say 100 shares @ Rs.1000

If debts > assets Shareholder lose shares

2. COMPANY CONSTITUTION
2.1 Memorandum of Association
• Controls External Relations

2.2 Articles of Association

• Control Internal Relations

2.3 Shareholders Agreement

2.1 MEMORANDUM OF
ASSOCIATION
Company Name
• Restrictions

Country of Registration
• e.g. England & Wales, Wales, Scotland

Objectives of Company
• Companies Act 1989 allow general commercial company

A Liability Clause
• Liability of members is limited

Authorized Share value

• Nominal Share Value and Number
2.2 ARTICLES OF ASSOCIATION
Rules of Share capital

Transfer of Shares

Meetings of Members

Rules Governing Directors’ Appointments

Power of Directors

Dividends and Reserves

2.3 SHAREHOLDERS
AGREEMENTS
Protect interests of minor shareholders

Article of Association
• Changed at General Meeting

• Needs 75% majority

Agreement Between Shareholders

• All must sign

• Can govern way voting is done

3. DIRECTORS
RESPONSIBILITIES
Directors Elected by Shareholders
Act In best Interest of Company
Honest
Declare Interests
Aware of Company’s Trading Position
Executive & Non-Executive Directors
Company Secretary could be a Director
ORGANIZING AN
ORGANIZATION
1. Functional units of organization

2. Geographical Organization

3. Centralization v decentralization

4. Management

38
Organizing an Organization
Organizing an Organization

Functional Units The position of

Geographical Organization by Centalization vs
of an Quality
Organization Product Decentralization
Organization Management

PROFESSIONAL PRACTICES BY DR. TAHA JILANI

Functional Units of an
Organization
Tasks carried out in an organization are grouped into five major
functions:
1. Production: Activities that directly contribute to creating the products or
services that the company sells.

2. Quality Management: Quality activities necessary to ensure that quality of

product and services produced is maintained at the agreed level.

PROFESSIONAL PRACTICES BY DR. TAHA JILANI

Functional Units of an
Organization
3. Sales and Marketing: Sales is concerned directly with selling the product
while marketing is concerned with establishing the environment in which
product is sold.

4. Finance and Administartion: Every company needs to pay its bills, to look
after its funds, to pay its employees and so on....data processing and legal
department are also generally included in this function.

PROFESSIONAL PRACTICES BY DR. TAHA JILANI

Functional Units of an
Organization
5. Research and Development: How can company do better the things
that it is already doing and what otHis things can be done to raise
profits.

PROFESSIONAL PRACTICES BY DR. TAHA JILANI

Geographical Organization
Organization operating over a large geographical area, tHise are tasks
that should be best organized on a geographical basis.
Because of cultural differences, an effective selling appoach in one
country can completely fail in anotHis.
Even the products that are most demanded in one country are almost
unsaleable in anotHis one.

PROFESSIONAL PRACTICES BY DR. TAHA JILANI

Organization by Product
When an organization produces several different products and services,
it is desirable to use a top-level structure based on its products.
It is the most common structure found in really large corporations
today.
Each division can eitHis be headed by a director or can be itself a
separate company with its own board of diectors (subsidiaries).

PROFESSIONAL PRACTICES BY DR. TAHA JILANI

Centralization vs
Decentralization
Organizations can be centralised, decentralised and both.
In a centralised organization, many of the detailed operational
decisions are taken at the center.
In a decentralised organization, as many details as possible are settled
at local level.

PROFESSIONAL PRACTICES BY DR. TAHA JILANI

Position of Quality
Management
Whatever be the structure of an organization, the factor of “Quality”
should be kept at the center.
Pressures on production and sales create temptation to compromise on
quality procedures.
It can only be avoided by developing a “Quality Culture” within the
organization.

PROFESSIONAL PRACTICES BY DR. TAHA JILANI

Position of Quality
Management
Some national and international standards are set, which lay down in
detail the requirements which a quality plan must meet.
Examples are British Standard 5750 and ISO 9000 & 10000 series.
• ISO 10001 Quality Management – Customer Satisfaction – Guidelines for
Codes of Conduct for Organizations

PROFESSIONAL PRACTICES BY DR. TAHA JILANI

Management

Management

Performance
Motivation Sub-Optimization
Appraisal

PROFESSIONAL PRACTICES BY DR. TAHA JILANI

Management
Different management roles are classified on the basis of their
particular concerns and methods for addressing those concerns.
Some of the are roles are broadly classified as
• Project Management
• Production Management
• Corporation Management

PROFESSIONAL PRACTICES BY DR. TAHA JILANI

Management
The goal of project managers is to produce systems which meet the
user’s needs, are in time and within budget.
Their main concerns are planning, progress monitoring, acquisition and
allocation of resources and quality control.
The project manager horizon is the successful completion of a project.

PROFESSIONAL PRACTICES BY DR. TAHA JILANI

Management
Production management is concerned with the management of
activities which continue indefinitely and change comaparitively slowly.
It is concerned with productivity, efficiency and maintenance of quality.
Production manager horizons are both longer and shorter than project
managers.

PROFESSIONAL PRACTICES BY DR. TAHA JILANI

Management
Corporate management deals with the management of organization as
a whole.
Corporate managers monitors the overall performance of the
organization and handle serious problems that arise anywHise in the
organization.

PROFESSIONAL PRACTICES BY DR. TAHA JILANI

Motivation
How well individuals carry out their jobs depends on several factors:
• How well they understand what is required from them.

• Their ability (skill-set of an individual)

• The quality of facilities provided for doing the job

• Their motivation

• The attitude of their colleagues.

PROFESSIONAL PRACTICES BY DR. TAHA JILANI

Motivation
People are generally motivated by:
• Self esteem

• The esteem of otHiss

• Satisfaction of social needs

• A sense of security (i.e. job security)

• Financial rewards (Bonus etc.)

PROFESSIONAL PRACTICES BY DR. TAHA JILANI

Performance Appraisal
Centarl idea of performance appraisal is that managers decides with
each of their subordinate, what should be the subordinate’s objectives
in his next time period of job.
At the end of that time period, the subordinate performance is assessed
against these objectives and new objectives are agreed for the next
time period.

PROFESSIONAL PRACTICES BY DR. TAHA JILANI

Performance Appraisal
THise are several important points inorder to make such a scheme work
• Both manager and subordinate must participate in setting the subordinate’s
objectives.
• Attainment of the objectives should be verifiable.
• Subordinate’s job must be sufficiently homogenous.

PROFESSIONAL PRACTICES BY DR. TAHA JILANI

Performance Appraisal
• Continuing commitment from all levels of management is required.
• Staff reviews should be diagnostic ratHis than purely evaluative.
• Review procedure should not be closely linked with the salary review
procedure.

PROFESSIONAL PRACTICES BY DR. TAHA JILANI

Sub-optimization
What it is?
“Optimizing the performance of individual units within an organization
maynot optimize the performance of the whole organization”
In simple words it refers to a situation wHise individual departments,
teams, or components within an organization prioritize their own goals
and objectives at the expense of the overall organizational goal.
Example: HR Manager hires a person on reference instead on merit

PROFESSIONAL PRACTICES BY DR. TAHA JILANI