Professional Documents
Culture Documents
• WHAT IS TECHNOLOGY?
• TECHNOLOGY REFERS TO THE
INFORMATION,EQUIPMENT,PROCESS
ES AND TECNINIQUES REQUIRED TO
TRANFORM INPUTS INTO OUTPUTS.
• WHAT IS INFORMATION
TECHNOLOGY?
• IT CONSISTS OF ALL HARDWARE
AND SOFTWARE THAT A
ORGANIZATION NEEDS TO USE IN
ORDER ACHIEVE ITS BUSINESS
OBJECTIVES.
Snigdha 12/13/09
The Role of IT
Create systems that provide strategic
advantage
Supports strategic changes, such as
business reengineering
Provides business intelligence
• Competitive intelligence
• Sustainable competitive advantage
Singdha 12/13/09
Competitive Advantage
Computer system at any level of an
organization that change the goals,
processes, processes, products ,
services or environmental
relationships to help the organization
to gain competitive advantage.
Competitive advantage: what sets the
firm apart from the rest of its
competitors.
Basis for competition: cost, speed,
quality, variety, level of service .
• Snigdha 12/13/09
10 Commandments for Managing
Change
1.Analyze organization and its need for
change
2.Create shared vision and common direction
3.Separate from past
4.Create sense of urgency
5.Support strong leader role
6.Line up political sponsorship
7.Craft an implementation plan
8.Develop enabling structure
9.Communicate, involve people, and be
honest
10.Reinforce and institutionalize change
12/13/09
A 4-Stage Process For Dealing
With Resistance
•
•For all key players, assess “What’s
in it for Me?”
•Don’t be too precious about the
detail of the approach proposed
•Understand people’s problems and
needs from different perspectives.
12/13/09
4. Tailor Your Message To Your
Audience
•Do “homework” - get to know what’s
important to individuals and groups
•Keep the message as simple as
possible
•Use case studies and examples to
show benefits
•Highlight multiple pay-offs from
change
•Use both informal & formal
12/13/09
Technological Uncertainty
Thompson’s Contribution
Thompson’s proposed 3 types of technology in complex
organization.
Ø Long-linked Technology:-
§ Requires efficiency and co-ordination among activities.
§ Characterized by Sequential interdependence.
§ Moderate Complexity and Formalization.
§ E.g – Mass-production assembly lines and most school cafeterias.
Ø Mediating Technology:-
§ Links clients on both the input and output side of the organization.
§ Characterized by Pooled interdependence.
§ Low Complexity and high Formalization.
§ E.g – Banks, Most Large Retail stores, Post Offices etc.
Ø Intensive Technology:-
§ Represents a customized response to a diverse set of contingencies.
§ Characterized by Reciprocal Interdependence.
§ High Complexity and low Formalization.
§ E.g – Hospital, Research labs etc.
12/13/09
Thompson’s Technology
Classification
In p u A B C D O u tp u
t t
A . Lo n g -lin ke d Te ch n o lo g y
( Characterized by sequential
in te rd e p e n d e n ce )
B . M e d ia tin g Te ch n o lo g y
( Characterized by pooled
in te rd e p e n d e n ce )
Resources
A
B Transformation Process
C
D O u tp u
t
A . In te n sive Te ch n o lo g y
( Characterized by reciprocal 12/13/09
Influence Of Industry &Size
q Industry:
Influences operating size ,its degree of competition
or extent of Govt. regulation.
Example –buying of videocassette blank tapes is
based on price
q Size:
critical determinant of structure.
In smaller organisations the structure of
operations is dominated by primary
transformation process
In large organisations the impact of technology is
not powerful.
12/13/09
DIBYATEJA - 16
Industry size integrative model
v Industry Technology Size
• Structure
•
12/13/09
DIBYATEJA - 16
Technology and Structure
Technology and Complexity
• Routine Tech. Low complexity
Holds true for structural activities
Mostly in the operating core
E.g., proportion of maintenance employees
and the span of control of first time
supervisors
• Non-routine tech. high complexity
For sophisticated and customized works
Technology and Structure
contd..
Shovan 47 12/13/09
Perrow’s Technology
Classification
Task Variability
Few Exceptions Many Exceptions
CRAFT NON-ROUTINE
Ill defined and
Unanalyzable
Problem Analyzability
t ine
3 Rou
on
ROUTINE N ENGINEERING
4
Well defined and
1
Analyzable
tine
u
Ro
12/13/09
Perrow’s Technology-Structure Predictions
Structural Characteristics
CELL FORMALIZATION CENTRALISATION SPAN OF COORDINATION AND
TECHNOLOGY CONTROL CONTROL
1 Routine High High Wide Planning and rigid rules
MEDIATING FACTORS
vEnvironment
vCulture
vStructure
ORGANIZ vStandard INFORMA
TION
ATIONS procedures TECHNOL
vBusiness process OGY
vPolitics
vManagement
Decisions
vChance
12/13/09
SHIBA - 46
THE ORGANIZATION
Senior management
Major end users(divisions)
INFORMATION SYSTEMS
DEPARTMENT
IT INFORMATION SYSTEMS
INFRASTRUCTUR SPECIALISTS
E qCIO
qManagers
qHardware qSystems analysts
qSoftware qSystems designers
qData storage qProgrammers
qNetworks qNetwork specialists
qDatabase administrator
qClerical
12/13/09
SHIBA - 46
HOW INFORMATION SYSTEMS AFFECT
THE ORGANIZATIONS
12/13/09
SHIBA - 46
SUMMARY
• Discussed three landmark contribution in
understanding technology.
• Identified distinct relationship between unit,
mass and process technology
• Task Variability and Problem analyzability
underlying dimension of knowledge
technology
• Identified strong interdependence between
long linked, mediating and intensive
technologies.
• Impact of Technology and structure in terms
of complexity, formalization and
centralization
• Discuss with IS and department12/13/09 and its
FUTURE OF IT –
ORAGISATION
• Effective means of collaborating, sharing
information and knowledge – for faster
decision process.
• Enhance organizational human relationships,
policies, strategic , control , internal(external)
environment
• Improvement in business process by IT-
induced reengineering
• Decreasing intensity of regulation and
reduction in hierarchy levels
12/13/09
FUTURE OF IT –
ORAGISATION(contd.)
• Decentralization of decisions; task
enrichment at the work place.
• Better team oriented structures and
growing importance of knowledge
management.
• Establishing of “young dynamic
communicative responsible”
organizational culture
• Establishing good relations with
suppliers, partners and integration of
customers in business process
12/13/09