1. 2 Norah Mohammed Badgale 0932754 Aishah Thabit Alawi0930113 Rosa Hamoud Alsubhi1031619 Elham Mousa Jali0807635

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Norah Mohammed Badgale 0932754

Aishah Thabit Alawi 0930113

Rosa Hamoud Alsubhi 1031619

Elham Mousa Jali 0807635

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• Information Technology and Management Control System.• Define the Monitoring Software• List the advantages and disadvantages of the Software Monitoring Products.• Identify the Performance Measurement, Evaluation and Information Technology• Define analysis paralysis• Define and explain the Incentives and rewards systems• Describes what culture is.• Describes the different levels of culture. • Research that has been done on the relationship of culture to IT

implementation• List Cultural differences in the world may be becoming “ flatter”.• How The society tends to score high or low on certain dimensions.• Food For Thought: Immediately Responsive Organizations• Define IS organizations and its advanced organization forms. • List Zero organization has master five disciplines.

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Management Control•IT profoundly affects the way managers

control their organizations.▫Management control is similar to room

thermostats•People and processes are monitored in

ways that were not possible only a decade ago.▫Example: RFID=“Radio Frequency

Identification”

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•Managers need to control work done at the process level.

•The organizational structure will determine the level of control that a manager must exercise.

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Management Control

• IS plays three important roles in management control processes:

▫ Data collection,

▫ Evaluation, The evaluation compares actual performance with the desired performance

▫ Communication They speed the flow of information from where it is generated to where it is needed.

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Management Control

Planning and Information Technology

• Information technology can play a role in planning in three ways:

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Data Collection and IT

•Monitoring work can take on a completely new meaning with the use of information technologies.

• IS make it possible to collect such data as:▫number of keystrokes▫precise time spent on a task▫exactly who was contacted▫ specific data that passed through the process

•Organizational design challenge in data collection is to: ▫embed monitoring tasks within everyday work▫ reduce the negative impacts to workers being monitored.

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Software Monitoring Products•What does Monitoring Software mean?

“Monitoring software observes and tracks the operations and activities of users, applications and network services on a computer or enterprise systems. This type of software provides a way to supervise the overall processes that are performed on a computing system, and provides reporting services to the system or network administrator.”

Monitoring software is also known as computer surveillance software.

Copyright 2010 John Wiley & Sons, Inc.

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Software Monitoring Products• Example : Cisco


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Software Monitoring Products• Example : Cisco


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Software Monitoring Products• Monitoring Software have : Positive Effects:1.Cut back on employee misuse of company resources2.Monitor employee performance and reward them .3.Increase productivity and discipline at workNegative Effects:1.It may be considered as a lack of confidence in staff2.Create a hostile work environment3.If there was a problem with the boss the employee can not

communicate directly with the head because the boss is keeping tabs on everything and have the power over the employee to stop them from easily communicating with upper management.

4.Cause stress in employees.


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Performance Measurement, Evaluation and IT

• IS make it possible to evaluate data against reams of standard or historical data.

Example : The call center, a manager can compare a worker’s output to

that of colleagues, to earlier output, and to historical outputs reflecting similar work conditions at other times.

• Models can be built and simulations designed. Thus, managers can more easily and completely understand work progress and performance.


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•Analysis paralysis (too much data/information) can cause managers to become overwhelmed.

what is analysis paralysis definition ? Definition of 'Analysis Paralysis‘ Occurs when an individual becomes so lost in the process of examining and evaluating various points of data that he or she is unable to make a decision with it. Analysis paralysis can occur with many decisions, including investment decisions such as buying or selling securities. The inaction it causes can easily lead to missed chances at larger profits.


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• Metrics for performance must be meaningful in terms of the organization’s broader goals.

• Information collected for evaluation may be used to provide feedback so the worker can improve personal performance; it also can be used to determine rewards and compensation.

• How feedback is communicated in the organization plays a role in affecting behavior.

• Many companies do a “360-degree” feedback, into which the individual’s supervisors, subordinates, and coworkers all provide input.


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Incentives and Rewards and IT • Employee reward systemsEmployee reward refer to programs set up by a company to reward

performance and motivate employees on individual and/or group levels. They are normally considered separate from salary.

• Employee incentives systemsEmployee incentives take many forms. They are different kinds of

rewards that managers and organizations offer to employees to solicit the desired level of performance. Without rewards, employees are only motivated by their intrinsic desire to perform .

Why the employee incentive programs become a primary concern for managers ?

in these days attract and retain good employees becoming difficult , because companies have begun employing them as a tool to lure top employees in a competitive job market as well as to increase employee performance.

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Incentives and Rewards and IT

How can we measure the performance ?

Quantitative(metrics) DataExample, in the call center example, tracking metrics, such as

‘‘average time per call’’ and ‘‘number of calls answered,’’ allows the manager to monitor agents’ performance.

Qualitative DataExample, agents who spend more time handling calls may be

providing better customer service. Agents who know they will be evaluated by the volume of calls they process may rush callers and provide poorer service to maximize their performance according to the narrow metric.


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Employee incentive have two types :

1.Tangible A tangible incentive is something you can touch, such as a

coffee mug.1.Intangible An intangible incentive is a financial reward or something

abstract, such as an employee feeling proud of being selected as the employee of the month.

• Vacation and salary is compared to the work done by the employee, and not to encourage it. Therefore, they do not stimulate employees. In fact, about 50 percent of the employees are making the effort just enough to keep their jobs.


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• To motivate your employees, do you change the employee or change the regulation where he works?

What must be done is to change the regulation. Because individuals change takes a lot of time and effort and. In fact, the change of staff is not the perfect solution to bring about any effects of long-range. To motivate your employees ?

1.The first step to take advantage of the natural ability of your employees is to remove the negative practices that reduce the natural stimulation of the staff.

2.The second step real Incentives must exist at the Organization to motivate employees and increase their output.


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Incentives and Rewards and IT - Remove Barriers to the Stimulus

• In order to remove these obstacles must avoid things that make up a strong disincentive to work:

1.Put a lot of unnecessary policies and rules2.have unnecessary meetings and obliging staff

attending 3.Withholding important information to the staff they

need it to do their jobs. 4.Criticize the employees rather than providing the

constructive comments. 5.Accept the low level of performance , thus will make

the high performance staff feel that they have been exploited.

6.Unfair Dealing to employees


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Incentives and Rewards and IT - Ways of Natural Stimulus• How the real Incentives exist at the Organization ?1.Add some fun to the routine work2.Give employees the power to choose how they

would like to do their jobs.3.Encouraging responsibility within the company. 4.Encourage interaction between staff and work in

groups. 5.Development goals and challenges for each

employee.6.Develop metrics that show progress in

performance.


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Incentives and Rewards and IT - Management Theories

Hawthorne Study : •Carried out in 1924 in the Hawthorne factory of the Western Electric company was isolated group of women and put them in a special room for the production of electric tools, but in the new working conditions.

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CULTURE• Culture is the third managerial lever.

• Plays an increasingly important role in IS development and use.

• It is defined as a shared “set of values and beliefs about what is desirable and undesirable in a community of people”.

• Beliefs are the perceptions that people hold about how things are done .

• values reflect the community’s aspirations about the way things should be done .

• Culture is not static but always changing.

CULTURE• There are different levels of culture. Culture can occur across countries,

across organizations, or even within organizations.

organizational culture :

includes set of assumptions that define goal and product What products the organization should produce How and where it should be produced For whom the products should be produced May be powerful unifying force as well as restraint on change

• The interaction between information technology and organizations is complex and is influenced by many mediating factors , not the least of which are the decisions made—or not made—by managers

CULTURE

• For instance, Google works hard to create a culture of creativity throughout its organization. Employees get a ‘‘free’’ day a week to pursue their dream project and are encouraged to share their ideas with other employees. They can do so with technology or during one of the free meals at the company cafeteria or in the company laundry room when they move their clothes from the washer to the dryer.

• An example at the organizational level is when IS developers have different values from the clients in the same organization for whom they are developing systems. Clients may favor computer-based development practices that encourage reusability of components that allow flexibility and fast turnaround. Developers, on the other hand, may prefer a development approach that favors stability and control, but tends to be slower.

CULTURENational culture:

• Differences in national culture may also affect system development and use.

• For example, when one of this book’s authors was designing a database in Malaysia, she asked questions that required a ‘‘yes’’ or ‘‘no’’ response. In trying to reconcile the strange set of responses she received, the author learned that Malaysians are hesitant to ever say ‘‘No.’’ Cultural differences have been noted in terms of development practices, Web design, change request strategies, adherence to schedules, incentive schemes, and many other aspects of IS development and use .

CULTURE

• Many researchers have recently focused on "culture" as a construct to enable managers to better control and manage their organizations.

• As society faces a technology explosion in the 1990s and on into the 21st century, understanding how culture and technology relate is important. Every culture, organizational or national, is different, and not all technologies are equally acceptable in all cultures.

• The better we understand culture, the better we can maximize the usefulness of new information technology in the workplace .

CULTURE• Hofstede is one of the best known researchers in the values across national cultures.

• Hofstede originally identified four major dimensions of national culture: power distance, uncertainty avoidance, individualism-collectivism, and masculinity-femininity.

• To correct for a possible bias toward Western values, a new dimension, Confucian Work Dynamism, also referred to as ‘‘short-term vs. long-term orientation,’’ was later added. Many others have used, built upon, or tried to correct problems related to Hofstede’s four dimensions

• The GLOBE (Global Leadership and organizational Behavior Effectiveness) research program was a team of 150 researchers who have collected data on cultural vales and practices and leaderships attributes from over 18,000 manages in 62 countries.

CULTURE

The GLOBE project has uncovered nine cultural dimensions, six of which have their origins in Hofstede’s pioneering work.

The GLOBE dimensions and their relationship to Hofstede’s dimensions are summarized in Figure 3.5.

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GLOBE DIMENSIONS DESCRIPTION RELATIONSHIP TO HOFSTEDE DIMENSION

Uncertainty avoidance

extent to which members of an organization or society strive to avoid uncertainty by reliance on social norms, rituals, and bureaucratic practices to alleviate the unpredictability of future events.

Same as uncertainty

Power distance degree to which members of an organization or society expect and agree that power should be equally shared.

Same as power distance

Collectivism i: societal collectivsim

degree to which organizational and societal institutional practices encourage and reward collective distribution of resources and collective action.

Sames as individualism/ collectivism

Collectivism ii: in-group collectivism

degree to which individuals express pride, loyalty and cohesiveness in their organizations or families

Type of collectivism focused on small in-groups

General egalitariansim

extent to which an organization or society minimizes gender role differences and gender discrimination

Modified version of masculinity/feminity

Assertiveness degree to which individuals in organizations or societies are assertive, confrontational and aggressive in social relationships

Modified version of masculinity/feminity

Future orientation degree to which individuals in organizations or socieites engage in future-oriented behaviors such as planning, investing in the future, and delaying gratification

Similar to confucian work dynamism by hofstede and bond (1988)

Performance orientation

extent to which an organization or society encourages and rewards group members for performance improvement and excellence

Humane orientation degree to which individuals in organizations or societies encourage and reward individuals for being fair, altruistc, friendly, generous, caring and kind to others.

Similar to kind hearedness by hofstede and bond (1988)

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CULTURE

Cultural differences in the world may be becoming “ flatter”:

Convergence is a challenge for an organization that employs people from a variety of countries and cultures.

Having an understanding and appreciation for cultural values, practices and subtleties can help in smoothing the challenges.

An awareness of the Hofstede or GLOBE dimensions may help improve communications and reduce conflict.

Effective communication means listening, framing the message in a way that is understandable to the receiver and responding to feedback.

CULTURE Effective cross-cultural communication involves all of these plus searching for an

integrated solution that can be accepted and implemented by members of diverse cultures .

Effective cross-cultural communication example:

For instance typical American managers, noted for their high-performance orientation, prefer direct and explicit language full of facts and figures. However, managers in lower-performance-oriented countries like Russia or Greece tend to prefer indirect and vague language that encourages the exploration of ideas. In countries with high levels of uncertainty avoidance, such as Switzerland and Austria, meetings should be planned in advance with a clear agenda. The managers in Greece or Russia who come from low uncertainty avoidance cultures often shy away from agendas or planned meetings.

CULTURE

The society tends to score high or low on certain dimensions:

helps a manager anticipate how a person from that society might react.

provides a starting point, because each person is different. Without being aware of cultural differences,

manager is sure to have a hard time in dealing effectively with members of other cultures.

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Immediate Responsive OrganizationsIS organizations and its advanced organization forms:

IS organizations are now able to create the ability to speed and respond instantly to customer demands, supplier issues, and internal communication needs are enabling even more advanced organization forms:

• An adaptive organization is an organization in which the goods or services demand and supply are matched and synchronized at all times. For example, Hewlett-Packard (HP) in marketing its products.

• horizontal organizations that the power and decision making capability is decentralized. The people at the lowest levels also have decision making powers in their area of work. But, such a structure becomes difficult to apply in very large organizations. Horizontal organizations. For example, Cisco Systems.

• Zero-Time organizations that design and operate with the assumption that processes can be done instantaneously if information technology and people are creatively combined. For example, Dell Computer Corporation.

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Immediate Responsive Organizations Zero organization has master five disciplines: to accomplish the goal of

instant “customization”.

1. Instant value alignment (customer value driven) understanding the customer so well that the company anticipates and is therefore ready to provide exactly what the customer wants. For example, Sony’s look for innovation; Wal-M art’s go for low price.

2. Instant learning (knowledgization) building learning directly into the company’s tasks and processes and making sure that requisite information is readily at hand when it is needed.

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Immediate Responsive OrganizationsFor example, at Dell Computers, assembly line workers have access to a

terminal directly above their workstations. As an assembly comes to their stations, its bar code tells the information system what type of assembly it is and which instructions to display.

3. Instant involvement (holonic management) using IS to communicate all relevant information to suppliers, customers, and employees and making sure everyone is prepared to deliver their products, services, or information instantly.

For example, Wal-Mart used the concept “a store within a store” to give department managers the authority and freedom to run each department as if it were their own business.


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Immediate Responsive Organizations

4. Instant adaptation (zero resistance) creating a culture and structure that enable all workers to act instantly and to make decisions to respond to customers.

For example: The virtual bookstore, amazon.com, since a customer seeking a book can locate, order, pay, and receive it without encountering any impediments or complications.

5. Instant execution business processes that involve as few people as possible (no touch), electronically cross organizational boundaries, and result in cycle times so short that they appear to execute instantly when the customer needs their outputs. For example, Toyota, Ford .

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Documents

1. 2 Norah Mohammed Badgale 0932754 Aishah Thabit Alawi0930113 Rosa Hamoud Alsubhi1031619 Elham Mousa Jali0807635