OSI security architecture

 

1.1 What is the OSI security architecture?

1.2 What is the difference between passive and active security threats?

1.3 List and briefly define categories of passive and active security attacks.

1.4 List and briefly define categories of security services.

1.5 List and briefly define categories of security mechanisms.

1.6 List and briefly define the fundamental security design principles.

1.7 Explain the difference between an attack surface and an attack tree.

 

Sample Solution

OSI security architecture

The Open System Interconnect (OSI) security architecture was designated by the ITU-T (International Telecommunication Union – Telecommunication). The OSI security architecture provides a useful, if abstract, overview of many of the concepts. The OSI security architecture focuses on security attacks, mechanisms, and services. What is the difference between passive and active security threats? Active and passive attacks are security attacks. In active attack, an attacker tries to modify the content of the messages whereas in passive attack, an attacker observes the messages, copy them and may use them for malicious purposes. Active attack is dangerous for integrity as well as availability. Passive attack, on the other hand, is dangerous for confidentiality.

ader-member exchange (LMX) focuses on the unique relationship between leader and follower. The aim of this paper is to research what role gender plays in these dyadic relationships. Furthermore, it is investigated whether gender moderates the relationship between organizational citizenship behaviour (OCB) and LMX. Literature on the topic is examined and reviewed. The results of the studies discussed are extremely inconsistent, and it is yet unclear what the role of gender is in LMX relationships. However, it is clear that gender does not act as a moderator between OCB and LMX. Limitations, implications, and suggestions for future research are discussed.

Over the past two decades, research into leadership has grown rapidly. A well-known and extensively researched leadership theory is leader-member exchange theory, also abbreviated as LMX. Whereas a lot of theories focus on the role of the leader specifically, LMX theory focuses on the relationship between leader and follower. It states that leaders develop unique relationships with their followers, and that these relationships affect various factors such as job performance and satisfaction. Furthermore, LMX relationships seem to range from low to high. A situation in which a subordinate and a leader simply comply to their obligations, would be considered a low-quality LMX relationship. A high-quality LMX relationship goes beyond these obligations, and contains elements of mutual trust and respect (Avolio, Walumbwa, & Weber, 2009; Breevaart et al., 2013). Going above and beyond obligations of a job is known as organizational citizenship behaviour (OCB). Currall and Organ (1988) conceptualize the term as voluntarily helping others without necessarily expecting more than their pay check. These workers feel a certain commitment to the organization that goes beyond what is minimally expected from them and what is stated in their contract. Not surprisingly, OCB is considered to benefit the organization and contribute to organizational effectiveness (Organ, Podsakoff, & MacKenzie, 2006). Considering that the conceptualizations of high-quality LMX relationships and OCB both include employees “giving their all”, a link between these two

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