...PROPOSED MASTERS-MPA PROPOSED TOPIC THE IMPACT OF STRATEGIC INFORMATION SYSTEM PLANNING AND IT’S ALIGNMENT WITH THE STRATEGIC PLAN OF THE ORGANIZATION A CASE STUDY: PARLIAMENT OF SIERRA LEONE (STRATEGIC PLAN 2009-2013) SUBMITTED TO: THE DEAN OF POSTGRADUATES STUDIES SUBMITTED BY: JOSEPH CONTEH INTRODUCTION Strategic information system planning (SISP) is consistently identified as the most critical issue facing the Organization. Leaderer and Sethi define strategic information systems planning as the process of identifying a portfolio of computer-based applications to assist an organization in executing its business plans and realizing its business goals. Strategic information systems planning also include the search for applications with a high impact and the ability to create- an advantage over competitors. The use of Information Technology associated with proper planning would increase business success within the organization. SISP is considered to be the best mechanism that would support the organization to assure that IT activities are attuned with those of the rest of the organizational needs. The paper will focus on such factors that will assist the organizations to success in the strategic information systems planning. Background Information to the Research area Over the years, some organizations have made technology decisions and acquisitions in Sierra Leone that impact organizational information systems (IS) positively and negatively on the basis...
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...Title: 2 Introduction: 2 Aim and Objectives: 2 Methodologies for Data Collection: 3 Theoretical Framework: 3 Usage of HRIS in Organization: 4 Impact of HRIS on Human Resource Professionals: 4 Implementation issues of HRIS in Organization: 5 References: 5 Working Title: The role of Human Resource Information Systems (HRIS) in a Strategic Human Resource Management (SHRM) The proposal is to examine the concepts underpinning the role of human resource information systems and explores its application in circumstances of human resource strategies. The concepts of information systems involved in the SHRM are furnished to view for the practitioners. Introduction: An information system in human resource department is an emerging as a most important field of management. The quality and development of the contribution of information systems in strategic human management is measured that global competition, technological changes and the competitive advantages in an organisations are the primary motives towards the information systems. Fundamentally, this improvement in a human resource department is the imperative to prepare and develop in strategic of the human resource. According to the author Dessler (1999), in the field of human resource management (HRM), issues of the HRM is the major concerns at all levels of the managers. Strategic related in human resource management in an organisations plays a vital role in providing with the attempts of initial plans and models...
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...Abstract: Information Technology (IT) Vs. Management Information System (MIS)-in the context of Corporate Management: Information Technology The central aim of IT management is to generate value through the use of technology. To achieve this, business strategies and technology must be aligned. IT Management is different from management information systems. The latter refers to management methods tied to the automation or support of human decision making. IT Management refers to IT related management activities in organizations. MIS is focused mainly on the business aspect, with strong input into the technology phase of the business/organization. A primary focus of IT management is the value creation made possible by technology. This requires the alignment of technology and business strategies. While the value creation for an organization involves a network of relationships between internal and external environments, technology plays an important role in improving the overall value chain of an organization. However, this increase requires business and technology management to work as a creative, synergistic, and collaborative team instead of a purely mechanistic span of control. Historically, one set of resources was dedicated to one particular computing technology, business application or line of business, and managed in a storage-like fashion. These resources supported a single set of requirements and processes, and couldn’t easily be optimized or reconfigured to support...
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...features of organizations do managers need to know about to build and use information systems successfully? What is the impact of information systems on organizations? Define an organization and compare the technical definition of organizations with the behavioral definition. Students can make use of Figures 3–2 and Figure 3–3 in answering this question. The technical definition defines an organization as a stable, formal social structure that takes resources from the environment and processes them to produce outputs. This definition of an organization focuses on three elements: Capital, labor, and production and products for consumption. The technical definition also implies that organizations are more stable than an informal group, are formal legal entities, and are social structures. The behavioral definition states that an organization is a collection of rights, privileges, obligations, and responsibilities that are delicately balanced over a period of time through conflict and conflict resolution. This definition highlights the people within the organization, their ways of working, and their relationships. The technical definition shows us how a firm combines capital, labor, and information technology. The behavioral definition examines how information technology impacts the inner workings of the organization. Identify and describe the features of organizations that help explain differences in organizations’ use of information systems. Common features for organizations include:...
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...The Strategic Use Of Information Technology in Business – Best Guidebook Posted by Admin April 13, 2009 [pic] X Welcome Googler! If you find this page useful, you might want to subscribe to the RSS feed for updates on this topic. You were searching forPosts relating to "strategic uses of information technology". See posts relating to your search »« Hide related posts • Information Security Technology We live in a world full of dangers. On one hand the world economy is going bonkers while on the... • fruITion Delivers a Novel Approach to IT Strategy Image via Wikipedia Around the world, an extraordinary new book about IT's ... • ShowClix Secures Series A Funding From Pittsburgh Equity Partners ShowClix, a Pittsburgh-based event ticketing company, today announced that it has secured an undisclosed sum of Series A funding from... • There is money in Internet Crime The BBC is reporting that Internet Crime is becoming quite the commercial activity. Apparently there is quite some money in... • So, there’s a nude font? This is a fun little thing I had to bring to your attention. It's a nudist font! Note... [pic][pic][pic][pic][pic][pic][pic]TEACHER: Hello, Student. What do you know about Information Technology (IT)? STUDENT: Well, I know that most software is full of “bugs”! By the way, why are these errors in programs called “bugs”? TEACHER: Computer “bugs” have been around since malfunctions...
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...I. Introduction Risk management is the process of identifying vulnerabilities and threats to information resources used by a company in reaching business objectives and deciding what measures to take in reducing risk to an acceptable level. An effectual risk management process is an essential component of a successful IT security program. The paramount goal of an organization's risk management process should be to protect the organization and its ability to perform their mission, not just its IT assets. With that in mind, the risk management process should not be treated primarily as a technical function by IT experts, but rather as an essential management function of the organization. The objective of performing risk management is to enable the organization to accomplish its mission(s) (1) by better securing the IT systems that store, process, or transmit organizational information; (2) by enabling management to make well-informed risk management decisions to justify the expenditures that are part of an IT budget; and (3) by assisting management in authorizing (or accrediting) the IT systems on the basis of the supporting documentation resulting from the performance of risk management . “Effective risk management begins with a clear understanding of the organization's appetite for risk2. This drives all risk management efforts and impacts future investments in technology. Risk management encompasses four key elements: Risk identification, risk mitigation,...
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...a more strategic role? 4. INTRODUCTION There has been a dramatic shift in the role of human resource management (HRM) in recent decades. Traditionally, the HR function has been viewed as primarily administrative, focusing on the level of the individual employee, the individual job, and the individual practice (Becker, Huselid, and Ulrich, 2001), with the basic premise that improvements in individual employee performance will automatically enhance organizational performance. In the 1990s, an emphasis on strategy and the importance of HR systems began to emerge. Both researchers and practitioners began to recognize the impact of aligning HR practices with organizational strategy. HR has now emerged as a strategic paradigm in which individual HR functions, such as recruitment, selection, training, compensation, and performance appraisal, are closely aligned with each other and also with the overall strategy of the organization. This new approach of managing human resources has introduced a more strategic role of HRM in an organization. Globalizations, technological advance, changes in the nature of work, changes in workforce demographics are the factors that demand more strategic role of HRM in management. In order to play a more strategic role as a HR manager you need to involve in many tasks like creating strategy execution role, creating formulation execution role, creating a strategic HRM system, creating high-performance-work system, translating strategy into HR policy...
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...Chapter 1 Evolution of Human REsouRcE managEmEnt and Human REsouRcE infoRmation systEms The Role of InfoRmaTIon Technology Mohan ThiTe, Michael J. Kavanagh, and RichaRd d. Johnson EDITORS’ NOTE The purpose of this chapter is to provide an introduction to the fields of human resource management (HRM) and information technology (IT) and to the combination of these two fields into human resource information systems (HRIS). The history of the field of HRM and the impact of computer technology on HRM will be covered, as well as the advent of using a human resource information system and the subsequent effects on both HR and IT professionals. The different types of HR activities will be discussed as well as the different types of information systems used in HRIS. A central focus of this chapter is the use in managerial decision making of results and reports from an HRIS. The development of the HRIS field has been seen to have a significant impact on the emergence of strategic human resource management (Strategic HRM), as is discussed in this chapter. This first chapter will lay the groundwork for the remainder of this book, and, consequently, it is important to understand thoroughly the concepts and ideas it presents. This chapter contains definitions for a number of terms in common use in the HRM, IT, and HRIS fields. (Note that a glossary defining these terms is also provided at the back of this book.) The central themes 2 Chapter 1 Evolution of Human Resource Management...
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...identifying criteria for making long-term investments" (Diamond et al., 1994, p. 463). Previously, capital budgets were known as plant and equipment budgets (Berman, Kukla &, Weeks, 1994). As the previous term implies, most capital expenditures are long-term investments for plant or equipment investments. Most, if not all, organizations have limited financial resources and must decide how to invest the financial resources for the best advantage of the organization. Capital investment decisions have a significant impact on the organization since large amounts of the organization’s resources are at risk for extended periods of time. This makes capital budgeting one of the most important decision making opportunities an organization can undertake (Diamond et al., 1994). There are two basic types of capital budgeting projects, independent projects and mutually exclusive projects. The independent project does not affect the cash flow of other projects. That is, regardless of whether the project is accepted or rejected it will have no effect on any other specific project. Mutually exclusive projects, on the other hand, do have effects on other projects. An organization may have to choose from several alternatives that provide the same service. By picking one of the alternatives, the other alternatives are rejected and cannot be utilized (Diamond et al., 1994). Historically, capital...
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...Center for Effective Organizations WHAT MAKES HR A STRATEGIC PARTNER? CEO PUBLICATION G 09-01 (555) EDWARD E. LAWLER III Center for Effective Organizations Marshall School of Business University of Southern California JOHN W. BOUDREAU Center for Effective Organizations Marshall School of Business University of Southern California Center for Effective Organizations - Marshall School of Business U n i v e r s i t y o f S o u t h e r n C a l i f o r n i a - L o s A n g e l e s, C A 9 0 0 8 9 – 0 8 7 1 (2 1 3) 7 4 0 - 9 8 1 4 FAX (213) 740-4354 http://ceo-marshall.usc.edu What Makes HR a Strategic Partner? Edward E. Lawler III Center for Effective Organizations University of Southern California 3415 S. Figueroa Street., #200 Los Angeles, CA 90089-0871 Tel: 213-740-9814 Email: elawler@marshall.usc.edu John W. Boudreau Center for Effective Organizations University of Southern California 1 What Makes HR a Strategic Partner? Edward E. Lawler III and John W. Boudreau Executive Summary For several decades, the HR function in corporations has been encouraged to become a strategic partner. Data from a longitudinal study of large corporations suggest that HR is not now a strategic partner and that little or no movement toward it becoming one has occurred. An analysis of what HR can do to become a strategic partner shows some clear actions that HR can take. These include talent development in HR, creating corporate centers of excellence, developing the right...
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...Environmental Scan There are many uncertainties organizations face when operating their businesses. These uncertainties can be limited if organizations perform environmental scans for their organizations. Environmental scanning assists businesses in providing information from internal and external environments to the executives so measures can be taken to take advantage of the information and succeed. SWOT (strengths, weaknesses, opportunities, threats) analysis is a key element of environmental scanning process which provides detailed information for the organization that can assist in growth and profits. Environmental scanning and SWOT analysis and how organizations use these tools to succeed and grow will be discussed in this paper. Environmental scanning is a process which monitors, evaluates, and disseminates information from internal and external environments to the people of the organization responsible of making decisions regarding growth and success of the company. Scanning the natural environment, societal environment (STEEP analysis), and task environment are the key elements of identifying the external environment. SWOT analysis should be performed to assess the internal environment of the organization. (Wheelen & Hunger, 2010) In scanning the natural environment, strategic managers must assess physical resources, wildlife, and climate. “The concept of sustainability argues that a firm’s ability to continuously renew itself for long-term success and survival is...
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...Influence of Information Technology on Quality Management in Pakistan Abstract Both information technology and quality management are important for the survival and sustainable growth of organization in the current era of competitiveness and both have been studied widely in recent last few years. But there is little well-founded research on relationship of information technology with quality management and how IT effects the different dimensions of Quality management like Top management support, strategic planning process, output quality assurance, important innovation, information and analysis, human resource utilization, customer satisfaction and quality results. This paper explores such linkage between IT and Quality management dimensions and the extent of affects through interview survey of different companies based in Pakistan. Using a pre test questionnaire we selecting the sample of 140 companies for targeted respondent and collect the data through face to face survey. After applying statistical tools on collected data we conclude that information technology influences all dimensions of total quality management and extent of affects increases with increased use of IT in total quality management. Ultimately, extent of IT use in total quality management reflects in shape of improve services quality, improved services productivity and improvement in quality management. Keywords Quality management, Information technology, empirical study, Pakistan, Questionnaires, TQM...
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...STRATEGIC ISSUE MANAGEMENT PRACTICES AT THE KENYA POWER & LIGHTING COMPANY LTD BY BETTY MWENDE KAUMBUTHU A RESEARCH PROJECT PRESENTED IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE AWARD OF MASTERS OF BUSINESS ADMINISTRATION DEGREE, SCHOOL OF BUSINESS, UNIVERSITY OF NAIROBI NOVEMBER 2013 DECLARATION This research project is my own original work and has not been presented for a degree in any other University or Institution of higher learning. SIGNED ………………………………………… DATE ………………….. BETTY MWENDE KAUMBUTHU D61/71576/2008 This research project has been submitted for Examination with my approval as University Supervisor. SIGNED: ………………………………………… DATE: ……………………. MR. JEREMIAH KAGWE Lecturer School of Business University of Nairobi ii DEDICATION This study is dedicated to my parents and friends who bring me immense source of joy and fulfilment. iii ACKNOWLEDGEMENTS I am deeply indebted to Mr. Jeremiah Kagwe for his guidance, patience and insightful input from the commencement of this project to its completion. I wish also to express my appreciation to the School of Business, MBA lecturers without whose enormous contribution in class sessions, this work would have not been possible. I am also grateful to my entire family members. Their encouragement, patience and understanding were attributes without which I would not have successfully completed the project. I have also received support and motivation from several fellow MBA students during class sessions, group discussions...
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...Running head: INFORMATION SYSTEM STRATEGIC PLANNING Information System Strategic Planning, the Cost of Efficiency Student Name University Any Town, Virginia September 2010 Certification and Approval A Directed Research Project on Information System Strategic Planning the Cost of Efficiency: Is there a preferred approach to information systems planning, submitted to the Graduate Faculty of Strayer University in candidacy for the degree of Master’s of Science in Information Systems. Submitted by: _________________________Date: _______________ Approved by: ___________________________ Date: _______________ ABSTRACT Information systems’ planning is often costly to implement and maintain; however, sound planning practices may reduce expenses associated with the development processes. A Formal methodical approach to systems analysis, requirements engineering, systems design, development, and construction may offer a reduction in development and certain aspects of life cycle support expenses. Corporate expenses may reach approximately 5% of their gross income on information systems development and support. This equates to approximately $15,000,000 to $35,000,000 annually (Whitemarsh Information Systems Corp. 2008, p.). Information systems may cost significantly less. In comparison, information systems, contingent upon other factors such as size of the company, and complexity of the information system cost may range anywhere from $2,000,000 to $10,000...
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...Strategic management - the art and science of formulating, implementing, and evaluating cross-functional decisions that enable an organization to achieve its objectives .Strategic management is used synonymously with the term strategic planning. Sometimes the term strategic management is used to refer to strategy formulation, implementation, and evaluation, with strategic planning referring only to strategy formulation. Defining Strategic Management- A strategic plan is a company’s game plan. A strategic plan results from tough managerial choices among numerous good alternatives, and it signals commitment to specific markets, policies, procedures, and operations. Stages of Strategic Management = (strategy formulation, strategy implementation, Strategy Evaluations) Strategy formulation - Includes developing a vision and mission, identifying an organization’s external opportunities and threats, determining internal strengths and weaknesses, establishing long-term objectives, generating alternative strategies, and choosing particular strategies to pursue. Strategy Formulation Deciding what new businesses to enter what businesses to abandon How to allocate resources whether to expand operations or diversify Whether to enter international markets whether to merge or form a joint venture How to avoid a hostile takeover Strategy implementation -- requires a firm to establish annual objectives, devise policies, motivate employees, and allocate resources so that formulated strategies...
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