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Impacts of IT on Business Structures & Virtual Teams, Study notes of Introduction to Business Management

This chapter from 'managing and using information systems: a strategic approach' explores how information systems (is) impact organizational structures, enabling managerial processes, and facilitating the rise of virtual teams. Real-world examples of diamond technology partners and mrs. Fields illustrate the importance of is in business operations. It as an enabler, its impact on organizational structures, and the emergence of t-form organizations and virtual teams.

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Pre 2010

Uploaded on 08/19/2009

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Chapter 3
Organizational Impacts of
Information System Use
Managing and Using Information Systems: A
Strategic Approach
by Keri Pearlson & Carol Saunders
Copyright 2006 John Wiley & Sons, Inc. 2
IT Impacts Organizations
Real World Examples
Diamon d Technology Partners (DTP) - Intense use of
computers, shared data, extensive electronic
communications foster high levels of interaction &
fluid, highly adaptable work arrangements
Mrs. Fields - IS focused on sales skills, not simply
production
IS is fundamental to the way these companies
are organized to do business
IS helps leverage human resources, capital and
materials, ie the managerial levers
Most organizations recognize the need to
become “Information Age” organizations
Copyright 2006 John Wiley & Sons, Inc. 3
IT As Enabler
IT enhances the way managers thru collection,
communication & evaluation processes
Monitor: IS makes possible new ways to track
performance and behavior
Evaluate: models are easily built, making it easier to
understand progress and performanc e
Provide Feedback: IS makes rapid feedback
possible (e.g., through electronic for ms)
Compensate & Reward: team-based efforts can be
evaluated and complex formulas used
Control Processes: IS also used extensively in
industrial processes, and makes it easier to collect,
analyze and move information
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Chapter 3

Organizational Impacts of

Information System Use

Managing and Using Information Systems: A Strategic Approach

by Keri Pearlson & Carol Saunders

Copyright 2006 John Wiley & Sons, Inc. 2

IT Impacts Organizations

• Real World Examples

  • Diamond Technology Partners (DTP) - Intense use of computers, shared data, extensive electronic communications foster high levels of interaction & fluid, highly adaptable work arrangements
  • Mrs. Fields - IS focused on sales skills, not simply production

• IS is fundamental to the way these companies

are organized to do business

• IS helps leverage human resources, capital and

materials, ie the managerial levers

• Most organizations recognize the need to

become “Information Age” organizations

IT As Enabler

• IT enhances the way managers thru collection,

communication & evaluation processes

  • Monitor : IS makes possible new ways to track performance and behavior
  • Evaluate : models are easily built, making it easier to understand progress and performance
  • Provide Feedback : IS makes rapid feedback possible (e.g., through electronic forms)
  • Compensate & Reward : team-based efforts can be evaluated and complex formulas used
  • Control Processes: IS also used extensively in industrial processes, and makes it easier to collect, analyze and move information

Copyright 2006 John Wiley & Sons, Inc. 4

IT & Organizational Structures

  • In hierarchical orgs middle managers tell subordinates what to do and tell superiors the outcomes. IS supports this hierarchy.
  • In flat structured orgs work is more flexible and employees do whatever is needed. IS allows offloading extra work and supports intra-firm communications.
  • In matrix organizations, work is organized into small work groups and integrated regionally/nationally/globally. - IS reduces operating complexes and expenses by allowing information to be easily shared
  • Networked orgs use IT to tie together diverse people, processes and units to enhance decision-making
  • The larger the organization, the more formal the structure tends to become; smart leaders organize to achieve the advantages of each.

Copyright 2006 John Wiley & Sons, Inc. 5

T-Form Organization

  • T-form (“technology-based”) organizations combine IT with traditional components to form new types of components
  • These include electronic linking, production automation, electronic workflows, electronic customer/supplier relationships and self-service Internet portals
  • Work is coordinated electronically, while systems enable information to easily move around the organization, decentralizing decision-making
  • Bottom line: IT is integrated into every aspect of the organization to support org goals, and new uses of IT are continuously sought to improve operations
  • Requirements: Flexibility & resources
    • Scalable communication systems and networks
    • Service Oriented Architectures (SOA)
    • Service Management Orientation (itSMF, ITIL, etc.)

Virtual Teams

  • Virtual Teams are geographically and/or organizationally dispersed using telecommunications and IT to accomplish organizational tasks
  • Several reasons explain their growing popularity:
    • As information needs mushroom, firms rely on the skills and knowledge of individuals dispersed across countries/time zones, etc
    • Enhanced bandwidths promote the use of networks linking individuals, internal and external to the organization
    • Technology (group support systems, groupware, etc) is available to assist collaboration
    • Difficulties in getting relevant stakeholders together physically are relaxed
    • Growing pressures for off-shoring has resulted in systems development by global virtual teams whose members are located around the world