Pursuing Information Systems Technology

PURSUING INFORMATION SYSTEMS TECHNOLOGY 8

PursuingInformation Systems Technology

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Abstract

Managementin a corporate setup involvescoordinatingpeople’seffortto achievea setgoal.Italsoinvolvesleading,planning,organizing,staffing, andcontrollinghumanandeconomicresourcesof thecompanyto achievetheobjectives.Managementalsoinvolvesa widerangeresourcing effortsforhuman,natural,financialandtechnological resourcesthat helpacompanyachieveits goals.Theprocessinvolvesidentifyinga mission,settinggoalsforthemission,creatingproceduresandrulesto followandmobilizingthenecessaryresources.Thispaperfocuseson adoptionof informationtechnology in an organization,its challengesandcontributionin thecompany.

Acompanymust maintaina properinformationtechnology systemin orderto achieveits objectives.Anumberof corporationslagbehindin theadoptionof appropriateinformationsystem,anda goodexampleis Montreal city.Anumberof stepsneedto befollowedforthem to cope with thedemandandtheever-changing dynamics of thebusinessenvironment.Thecompanyshould acquireinformationtechnology followingtheNolan stagesof technological growth.Themodelenablesa companyto havea gradualadoptionof technology, therefore,helpingemployeesto cope with change.Nolan’s growthmodelhas six stages.Thefirstphaseis theinitiation.Itinvolvesan extensiveplanningandcostreductionstrategiesthat comealong with acquiringinformationgadgets.Theinformationtechnology departmentdoesnot attractmuchattentionfrom theorganization’smanagementat thislevel. Employeesalsohavea hands-offattitudetowards theproposedchangesat thispoint.

Thesecondstageis contagion.In thisstageandthecompanystartsacquiringmoretechnological machines.There is a highbudgetary allocation forthisprocessalthoughcompanymanagementdoesnot exertfullcontrolon informationdepartment.

Controlis thethirdphasein technology adoption.In thisphase,companystartsconsideringtheinformationmanagementdepartmentas a partof it.There is a risein thedegreeof controlover thisdepartmentby thecentralmanagement

Thefourth phase,integration,comeswith greateruseof database wherebythecompany’sinformationgetscompacted into one source.Thephaseissucceededby thedataadministrationstagein which theorganizationappreciatesthevalueof informationandincreasesan effortto centralizeit.

Maturityis thefinallevel. Acompanycreatesa synergy by makingotherdepartmentsworktogetherwith properlyinstalledinformationsystem.In thisphase,theuseof technology getsdevolved to all thedepartments.Nolan’s growthmodelis a universalsetof stepsthat anycompanyfollowsin introducingtechnology into its operations.Ignoringanyof thestepswould resultin a possiblejeopardyof a company’sefforts(Bouwman, 2005).

Theadoptionandalignmentof technology with theoperationsin variousdepartmentsmay not proceedat thesamepace.Whenvariousdepartmentsof theorganizationvaryin advancementlevels, theorganization’stopmanagementshould introducetrainingsandseminarsto achievea uniformmomentum.Nolan’s approachto IT adoptionwould suitanycompanyperfectlysince theprocessgivesemployeestimeto learnandfamiliarize themselves with thetechnology.

Informationtechnology has thecapabilityof instigatinga turnaround in mattersof managementandservicedeliveryof an organizationespeciallywhenitis experiencinggrowthandincreasedcustomerbase.Montreal cityis on therighttrackin followingtheprocessalthougha technological overhaul can be effectiveifemployeesgetsometrainingon howthesystemoperates.

MontrealCity has sourced theservicesof computerexperts.Thecity’smanagementappreciatestheneedforIT expertsto matchtheexponential growthin systemdevelopment.Themanagementcan cope with thenewgroupof employeessine there is noimmediateneedtheir training.Theyalreadyhavean acquaintancewith their respectivefields.In anycompany,itis goodfora first-line managerto knowhowto executean employee’sjobsince one has to supervisethem, workside-by-side with them andat timesdothesamework.However,theneedunderstandandperforman employee’sjobdecreasesas one climbstheladderin themanagementhierarchy.Asforthefirst-line managers,theyneedto undergotrainingsothattheycan be familiarwith thesystem’srequirements.Iftheexistingfirst-line managersare not in a positionto overseetheadoptionof thesystem,thetopmanagementcan trainthem orhireexpertsto headtheIT department.

Thetopmanagementshould seeto itthatfirst-line managersadaptto newchangesin thecompanyin orderto executetheir worksatisfactorily.Theycan initiatetrainingforallfirst-line managersandtheir subordinatesforthem to welcomethechangepositively(Tarafdar&amp Vaidya, 2004).

Managersare responsiblefortheoperationsin their variousdepartments.Therefore,an organization’stopmanagementrequireseverymanagerto takenecessaryprecautionswhenexecutingtheir tasks,as theyare answerableforanyliabilityin their departments.However,formanagerswhoare unfamiliarwith thedepartmental jobrequirements,thetopmanagementshould firsttrainthem before givingthem thefullresponsible.One of theconditionsthat guaranteethesuccessof an operationis theemployees’attitudetowards change.Therefore,theinculcation of a positiveattitudeamong theemployeesis imperativefora successfuladoptionof IT.

Workplacefatiguecrops up due to repetitionof thesametaskfora longperiodordueto noise,dimlightingandmonotonyin thework.Fatiguereducesoptimumproductivityof employees.Montreal citycan tryto minimizefatigueby reducingnoisescreatedby IT machines,providea goodlightingandacceptablelevels of temperature.Itcan alsoavoidworkmonotonyby adoptingintra-departmental orinter-departmental workrotation(Dorf, 1999).

Changeis inevitablein anyorganization.Anyorganizationthat is toorigidis on theriskof collapsing.Changecomesalong with fearsof theunknownamong theemployeesandmanagement.Employeesfearforthesecurityof their jobandtheir comfortability with thenewtechnology. Managers’fearcan arisefrom theconcernof whetherthetechnology can solveproblemsfacingthecompanyandits successfuladoption.I would approachthemanagementfearby informingthem on theeffectiveness of thetechnology andtakingthem through thestagesof adoptionuntil itappearsas a realityto them. I can alsoadvisethem to attendvariousengineeringshowsandexhibitionssothattheycan havea conceptof howtechnology works.

Employees’fearof losingtheir jobsmakesthem givea hand-off receptionto anychangein a company.To alleviatethisfear,I would developa clearlineof communicationwith employeeswheretheycan inquiremoreabout theeffectsof thenewtechnology with their dailyroutine.I would alsoinstitutetrainingforemployeesconcerningthetechnology to puttheir fearsasideandmakethem receptiveto thechange.Employeesmay alsoraiseconcernsabout their underdevelopedcomputerskills.I can solvethisproblemby introducinga gradualtrainingon computerpackagesandapplications.

Tocoordinateinformation,I would openchannelsof communicationto promotean interactive platform.In doingthis,I will encourageemployeesto inquirefreelyabout variousissues.SeveralapproachesincludingTop down,bottomup andgrapevinecommunicationwill be my valuabletoolsin theprocess(Schwalbe, K. 2000).

Themunicipalinformationservicesunitshould ensurethatthere is properinformationflowin theorganization.Theunitshould ensurethattheinformationgetsrelayedwithout delaysandunnecessaryinterruption.I would adviseothermanagerswith similarchallengesin technological changeto followtheNolan’s modelpatiently.I would recommenda comprehensivestepby stepadoptionsothatall thedepartmentsmovealongtogethertowards a transformed organization.

References

Treat,T. (2011). Technologymanagement.Jossey-Bass: San Francisco.

Bouwman,H. (2005). Informationand communication technology in organizations: Adoption,implementation, use and effects.Sage Publications:London.

Tarafdar,M., &amp Vaidya, S. D. (2004). Challengesin the adoption of information technology at Sunrise Industries: Thecase of an Indian firm.IdeaGroup Pub: Hershey.

Dorf,R. C. (1999). Thetechnology management handbook.CRC Press: Boca Raton.

Schwalbe,K. (2000). Informationtechnology project management.Oxford university press: London.