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

LinkedIn

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.