...RISK MANAGEMENT FOR COLLABORATIVE SOFTWARE DEVELOPMENT MOJGAN MOHTASHAMI is a Ph.D. candidate at the School of Management of Rutgers University and a lecturer at New Jersey Institute of Technology (NJIT). She can be reached at mojgan@oak.njit.edu. THOMAS MARLOWE is a professor of mathematics and computer science at Seton Hall University. He received Ph.D.s from Rutgers in 1975 and 1989. VASSILKA KIROVA received a Ph.D. in computer science from NJIT. Her areas of interest include specification and software productivity and quality. She can be reached at kirova@bell-labs.com. FADI P. DEEK is professor and dean of the College of Science and Liberal Arts at NJIT. His research interests include software engineering and learning systems. Mojgan Mohtashami, Thomas Marlowe, Vassilka Kirova, and Fadi P. Deek Collaborative software development involving multiple organizational units, often spanning national, language, and cultural boundaries, raises new challenges and risks that can derail software development projects even when traditional risk factors are being controlled. This article presents a framework that can be used to manage collaborative software development projects, based on an extended set of risk management principles. Three risk factors — trust, culture, and collaborative communication — are discussed in depth. OLLABORATIVE SOFTWARE DEVELOPment (CSD) entails multiple teams, working for multiple organizational units within the same or different companies, and no clear...
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...Socio-technical systems are organizational systems that are intended to help deliver some organizational or business goal. The emergence of Information Systems (IS) technology has added a new dynamic to socio-technical systems which requires additional planning considerations to meet these organizational or business goals. Applying proven design principles will lead to better integration and management of information technology. “Socio-technical systems include one or more technical systems but, crucially, also include knowledge of how the system should be used to achieve some broader objective. This means that these systems have defined operational processes, include people (the operators) as inherent parts of the system, are governed by organizational policies and rules and may be affected by external constraints such as national laws and regulatory policies.” (Sommerville, 2003) There are three primary factors when utilizing socio-technical systems designing principals in developing information systems, the social or human element, the technology systems factor and the processes, both input and output. “Principles do not constitute a design process. Design as a craft involves exploration, experiment, elaboration and elimination, trial and error, all with the intention of making the most coherent and expressive use of an opportunity framed by a set of outcome goals and constraints.” (Berniker, 1992) In theory the implementation of technology should improve a socio-technical...
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...‘even time’ o o Clark defines even time (clock time) – ‘it flows evenly and continuously; is free from contingent events and periodicities; and is completely quantifiable and so can be added, subtracted, divided, used in a variety of heuristic calculations and in complex formulae’ o This concept is the dominant one in our contemporary society, and is closely associated with the development of industrial society. It is also the basic assumption upon which our society relies for its operation and management. - Negatives of clock time… o Although time is so fundamental that people in any culture regard their conception of it as simply an immutable part of reality, we will see that time is fundamentally a social construction that varies tremendously between and within societies. o Though perhaps useful for practical purposes, it is limiting (A very limited notion) for gaining a comprehensive understanding of time in organizational settings… too simple to understand organizational phenomena o The clock time concept...
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...The Contributions of Management Theory and Practice to Emergency Management John C. Pine is the Director of the Disaster Science and Management, Professor-Research with the Department of Environmental Studies and Interim Chair of the Department of Geography and Anthropology at Louisiana State University in Baton Rouge, LA. (225) 578-1075 Email: jpine@lsu.edu httt://www.risk.lsu.edu Abstract This chapter takes a look at the impact that management theory and how the basic functions and practice of management as well as the role of the manager and approaches to management have contributed to the practice of emergency management. Current views of management theory stress the changing nature of the external environment and the need to understand and address these external forces for change. The contribution and role of systems theory and contingency theory to the emergency management process is stressed. Although some might view that we do not manage disasters, there is an overlap between the contribution of management theory and emergency management. Management theory stresses the need for effective planning to ensure that organizational goals are obtained. Emergency and crisis management emphasize that effective emergency response and recovery is based on good planning. Building sustainable organizations and communities is a common goal of both management and emergency management. Management and disaster-related issues and concerns along with strategies to improve...
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...Introduction Social Impacts of Computing Rob Kling Editor The Impact of Office Automation on the Organization: Some Implications for Research and Practice M a r g r e t h e H. O l s o n a n d H e n r y C. L u c a s Jr. New York University Computer technology has recently been applied to the automation of office tasks and procedures. Much of the technology is aimed not at improving the efficiency of current office procedures, but at altering the nature of office work altogether. The development of automated office systems raises a number of issues for the organization. How will this technology be received by organization members? How will it affect the definition of traditional office work? What will be its impact on individuals, work groups, and the structure of the organization? This paper presents a descriptive model and propositions concerning the potential impacts of office automation on the organization and it stresses the need, when implementing automated office systems, to take a broad perspective of their potential positive and negative effects on the organization. The need for further research examining the potential effects of office automation is emphasized. CR Categories and Subject Descriptors: J. 1 [Administrative Data Processing]--business; K.4.3 [Computers and Society]: Organizational Impacts General Terms: Experimentation, Management, Theory, Human Factors Additional Key Words and Phrases: office automation, automated office...
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...closed mechanistic structure with top-down management. Organizations striving to create relevance and competitive advantages may adopt more adaptive, flexible, interdependence and open management strategies. Organizational systems vary and can be simple or complicated; complex or chaotic; and linear or nonlinear. System dynamics in its broadest sense seeks to provide information and knowledge of how relationships influence the behavior of the system (parts and whole) over time. Designing, and managing systems in an ever-changing environment can present leaders with challenges as well as opportunities. Ackoff and Gharajedaghi (1996) defined a system as “a whole defined by one or more functions, which consists of two or more essential parts” (p.13). Systems Theory, Systems Analysis and Systems Thinking examines input, processes, outputs and outcomes, with ongoing feedback. Social systems (groups, supply and demand, friendship, etc.) range from very simple to very complex. Complex systems, are comprised of numerous subsystems are arranged in hierarchies, and integrated to accomplish the overall goal of the overall system. Internal dynamics and effectiveness The structure of an organization macro (focus on larger social structural challenges) or micro (focus on everyday challenges) can have a direct effect on company productivity and effectiveness. Kilduff and Brass (2010) suggest at the macro level can consist of a broad spectrum of social processes...
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...used to summarize public health data. A. 6. Apply common statistical methods for inference. A. 7. Apply descriptive and inferential methodologies according to the type of study design for answering a particular research question. A. 8. Apply basic informatics techniques with vital statistics and public health records in the description of public health characteristics and in public health research and evaluation. A. 9. Interpret results of statistical analyses found in public health studies. A. 10. Develop written and oral presentations based on statistical analyses for both public health professionals and educated lay audiences. B. COMMUNITY HEALTH SCIENCES (URBAN AND IMMIGRANT HEALTH) {SOCIAL AND BEHAVIORAL SCIENCES} Community health sciences in public health address the behavioral, social and cultural factors related to individual and population health and health disparities over the life course. Research and practice in this area contributes to the development, administration and evaluation of programs and policies in public...
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...The Contributions of Management Theory and Practice to Emergency Management John C. Pine is the Director of the Disaster Science and Management, Professor-Research with the Department of Environmental Studies and Interim Chair of the Department of Geography and Anthropology at Louisiana State University in Baton Rouge, LA. (225) 578-1075 Email: jpine@lsu.edu httt://www.risk.lsu.edu Abstract This chapter takes a look at the impact that management theory and how the basic functions and practice of management as well as the role of the manager and approaches to management have contributed to the practice of emergency management. Current views of management theory stress the changing nature of the external environment and the need to understand and address these external forces for change. The contribution and role of systems theory and contingency theory to the emergency management process is stressed. Although some might view that we do not manage disasters, there is an overlap between the contribution of management theory and emergency management. Management theory stresses the need for effective planning to ensure that organizational goals are obtained. Emergency and crisis management emphasize that effective emergency response and recovery is based on good planning. Building sustainable organizations and communities is a common goal of both management and emergency management. Management and disaster-related issues and concerns along with strategies...
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...Knowledge Management (KM) refers to practices used by organizations to find, create, and distribute knowledge for reuse, awareness, and learning across the organization. Knowledge Management programs are typically tied to organizational objectives and are intended to lead to the achievement of specific outcomes such as shared intelligence, improved performance, or higher levels of innovation. Role of knowledge management The goal of Knowledge Management is not to capture all knowledge, but rather manage the knowledge that is most important to the organization. It involves applying the collective knowledge and abilities of the entire workforce to achieve specific organizational objectives. * Increases customer service-responding to customer’s faster with more relevant and complete information gains sales and retains clients. * Compliance with regulations- effective knowledge management will reduce the cost of audits and assist in complying with regulations such as health and safety. * Reducing administration labour cost-less movement of information around and outside the company saves staff time and cost of labour. * Better collaboration- projects requiring content and information from different departments and external parties benefit from easy access allows greater team work and competition. * Reduce wastage of time and mistake-Access to constantly updated information from an easy to locate source prevents repetition of work on out of dated documents...
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...What is Organizational Behaviour? * Organizational Behaviour is a field of studies that seeks to understand, explain, predict and change human behaviour, both individual and collective in the organizational context.m * Human Capital is defined as the knowledge that employees possess and generate, including their skills, experience and creativity. * Roots of Organizational Behaviour Discipline | Influence on OB topics | Unit of Analysis | Psychology | Learning, personality, leadership, motivation, perception, attitudes, performance and appraisal. | Individual | Engineering | Design of work, efficiency, performance, standards, productivity and goal setting. (Scientific Management) | Individual + Group | Social Psychology and Sociology | Work teams, group and communication, group dynamics, roles, norms and standards of behaviour that emerge within groups; complaint and deviant behaviour, effects of codes of ethics in organizations, organizational change, and power. | Group | Anthropology | Organizational culture, origins of culture, patterns of behaviour. | Organization | Management (Administrative Science) | Design, implementation, and management of various administrative and organizational systems. | Organization | * Organizational Behaviour and Management. * Organizations are groups of people who work interdependently toward some common purpose. * Managers are people in organizations who perform jobs that involve the direct...
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...Chapter 1: A new framework for implementing corporate sustainability Key points: ▪ Sustainability performance is the effect of corporate activity on the social, environmental, and economic fabric of society. ▪ A balance between economic progress, social responsibility, and environmental protection, sometimes referred to as the triple bottom line, can lead to competitive advantage. ▪ The evaluation of social, economic, and environmental impacts of organizational actions is necessary to make effective operational and capital investment decisions that positively impact organizational objectives and satisfy the objectives of multiple stakeholders. ▪ The financial payoff of a proactive sustainability strategy can be substantial. ▪ To become a leader in sustainability, one needs to articulate what sustainability is, develop processes to promote sustainability throughout the corporation, measure performance on sustainability, and ultimately link this measurement to corporate financial performance. ▪ Corporate citizenship is an important driver for building trust, attracting and retaining employees, and obtaining a “license to operate” within a community. ▪ Corporate citizenship is much more than charitable donations and public relations—it’s the way the company integrates sustainability principles with everyday business operations and policies and then translates all of this into bottom-line results. ▪ For sustainability to be long lasting and useful...
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...Chapter 1: A new framework for implementing corporate sustainability Key points: ▪ Sustainability performance is the effect of corporate activity on the social, environmental, and economic fabric of society. ▪ A balance between economic progress, social responsibility, and environmental protection, sometimes referred to as the triple bottom line, can lead to competitive advantage. ▪ The evaluation of social, economic, and environmental impacts of organizational actions is necessary to make effective operational and capital investment decisions that positively impact organizational objectives and satisfy the objectives of multiple stakeholders. ▪ The financial payoff of a proactive sustainability strategy can be substantial. ▪ To become a leader in sustainability, one needs to articulate what sustainability is, develop processes to promote sustainability throughout the corporation, measure performance on sustainability, and ultimately link this measurement to corporate financial performance. ▪ Corporate citizenship is an important driver for building trust, attracting and retaining employees, and obtaining a “license to operate” within a community. ▪ Corporate citizenship is much more than charitable donations and public relations—it’s the way the company integrates sustainability principles with everyday business operations and policies and then translates all of this into bottom-line results. ▪ For sustainability to be long lasting and useful...
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...‘Technology Trust’ and if it impacts Human Resource Information Systems (HRIS) implementation success. According to my research, there are many studies focusing on how an HRIS project can be initiated and implemented efficiently and effectively. However, there is not much information if ‘technology trust’ is an influential factor to reach the ultimate goal of HRIS implementation. The study Lippert and Swiercz (2005) worked to explore several propositions about the relationship between HRIS and Technology Trust and the effect of the relationship on HRIS implementation success. We know that trust is an essential component of all relationships. Research shows that trust is not only useful, but also central to understanding individual behavior in varied domains such as teamwork, risk-taking and job performance, information systems implementation, etc. (McKnight et al, 2011) Therefore, it is crucial to explore if the notion of “technology trust” helps explain why there are HRIS implementation failures and explain how to integrate the HRIS implementation process since it is proven that most organizations deploy less than 25% of the functionality of HRIS (Boroughs et al, 2008). Browne and Roguch (2001) stated that “despite the good faith efforts by organizations, analysts, and users, majority of systems are abandoned before completion or fail to meet user requirements.” The recent reports explain reasons the failures of HRIS implementation as poor project management, loose project control...
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...ONE Introduction to Organizational Behaviour CHAPTER 1 Study of Organizational Behaviour INTRODUCTION The study of Organizational Behaviour (OB) is very interesting and challenging too. It is related to individuals, group of people working together in teams. The study becomes more challenging when situational factors interact. The study of organizational behaviour relates to the expected behaviour of an individual in the organization. No two individuals are likely to behave in the same manner in a particular work situation. It is the predictability of a manager about the expected behaviour of an individual. There are no absolutes in human behaviour. It is the human factor that is contributory to the productivity hence the study of human behaviour is important. Great importance therefore must be attached to the study. Researchers, management practitioners, psychologists, and social scientists must understand the very credentials of an individual, his background, social framework, educational update, impact of social groups and other situational factors on behaviour. Managers under whom an individual is working should be able to explain, predict, evaluate and modify human behaviour that will largely depend upon knowledge, skill and experience of the manager in handling large group of people in diverse situations. Preemptive actions need to be taken for human behaviour forecasting. The value system, emotional intelligence, organizational culture, job design...
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...Table of Contents 1. Understand the relationship between organizational structure and culture: 2 1.1 Compare and contrast different organizational structure and cultures: 2 1.2 Explain how the relationship between an organization’s structure and culture can impact on the performance of the business: 4 1.3 Discuss the factors which influence individual behavior at work: 4 2. Understand different approaches to management and leadership: 5 2.1 Compare the effectiveness of different leadership styles in different organizations: 5 2.2 Explain how organizational theory underpins the practice of management: 5 2.3 Evaluate the different approaches to management used by different organizations: 6 3. Understand ways of using motivational theories in organizations 7 3.1 Discuss the impact that different leadership styles may have on motivation in organizations in period of change: 7 3.2 Compare the application of different motivational theories within the workplace: 8 3.3 Evaluate the usefulness of a motivation theory for managers: 9 4. Understand mechanism for developing effective teamwork in organizations 10 4.1 Explain the nature of groups and group behavior within organizations: 10 4.2 Discuss factors that may promote or inhibit the development of effective teamwork in organizations: 10 4.3 evaluate the impact of technology on team functioning within a given organization: 11 References: 12 Introduction: Organization is the combination of people for...
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