.Organizational Strategy and Information Systems
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Transcript of .Organizational Strategy and Information Systems
ORGANIZATIONAL STRATEGY AND
INFORMATION SYSTEMS
Lauren Riley
“Typically, if you reward something, you get more of it. You punish something, you get less of it. And our businesses have been built for the last 150 years very much on that kind of motivational scheme.”
DANIEL PINK
ORGANIZATION STRATEGY
Includes the organization’s design as well as the managerial choices that define, set up, coordinate and control its work processes. Tasks Structure People Information/Control
Business Strategy
Information Strategy
Organizational Strategy
IS AND ORGANIZATIONAL DESIGN
Decision RightsThe org design can
influence who is making IT decisions.
Organizational StructureCognizantTCS
Informal Networks
IBM Connections 4,000 employee profiles 17,000 individual blogs 1,000,000 daily page views of internal wikis and websites 15,000,000 downloads of employee-generated videos and podcasts
IS AND ORGANIZATIONAL DESIGN
IS AND MANAGEMENT CONTROL SYSTEMS Management control is concerned with how planning is performed in organizations and how people and processes are monitored, evaluated and compensated or rewarded
IS generally effects managerial controls in: 1. Data Collection2. Evaluation3. Communication
IS AND MANAGEMENT CONTROL SYSTEMS Planning and IS Managers can use historical data for strategic planning and in some cases automate planning. By using data, a company can have a strategic advantage because they have more (accurate) information and also used it to plan their company strategic goals.
Data Collection and IS Managers now have the ability to micro manage employee time- if they choose to do so.
IS AND MANAGEMENT CONTROL SYSTEMS Performance Measurement, Evaluation and IS Evaluation is much more easily done with the wealth of historical and benchmarking data now available.
360 Degree feedback- supervisors, subordinates and coworkers all provide input
Rewards, Incentives and IS If rewards are used well, they can stimulate performance and retain good workers without being costly.
IS makes it easy to design complex reward systems Managers must consider both metrics and qualitative rewards
IS AND CULTURE
Culture The collective programming of the mind that distinguishes not only societies but also industries, professions and organizations
Levels of Culture and IT IT companies providing a technology may have a different culture than the company they are providing it for
Adaption of IT
Varies depending on the national culture
IS AND CULTUREHofstede & GLOBE Dimensions: Outlines the general areas where cultures vary.