Lecture 10 Flashcards
Problems of centralizing IT at universities
- No budget for research: Essential tools and software for research were unavailable.
- Less flexibility: Researchers couldn’t install their own software; everything had to go through IT.
- Slow support: Long wait times for technical issues disrupted research and teaching.
- No customization: IT didn’t understand the specific needs of faculties.
- Time loss: Integration of specialized software took months.
IT governance
How leadership, structure, and processes work together to ensure that IT supports and enhances organizational goals and strategies.
4 components of IT governance
Plan and Organize:
* Set IT goals, policies, and priorities aligned with organizational strategy.
* Strategically plan and structure IT resources for current and future needs.
Acquire and Implement:
* Use an IT portfolio to manage investments and ensure alignment with goals.
* Implement IT solutions, addressing structure, culture, and people.
Deliver and Support:
* Provide support through processes, training, helpdesk, and IT organizational structure.
Monitor and Evaluate:
* Ensure IT continues to meet organizational needs and drives improvement.
Chief Information Officer (CIO) and his roles
Responsible for information management and IT governance
- strategic funtion (ensuring IT supports business objectives)
- structural function (responsible for IT department)
- IT function (not anymore)
- Broker (the most important one; the CIO acts as a mediator between users/general management/IS management to resolve conflicts and close communication gaps)
Broker role CIO
The most important one; the CIO acts as a mediator between users/general management/IS management to resolve conflicts and close communication gaps
Portfolio management (different systems operational vs. strategic)
- Factory systems support daily operations and core business functions.
- Strategic systems focus on future goals and creating competitive advantage.
- Support systems handle smaller, non-critical improvements.
- Turnaround systems are experimental and aimed at potential future opportunities.
A balanced IS portfolio includes investments across all quadrants to ensure both current operations are maintained and future growth and innovation are supported. Relying on just one quadrant risks inefficiency or falling behind competitors.
IS structure
Usually threee differeni functions
* Support: This team assists users and maintains contact with the outside world.
* Acquisition/Development: This team handles the development, purchase, or outsourcing of IT systems.
* Operations: These are the tech experts who keep the IT infrastructure running.
Issues with implementation
- fitting technological innovations into organization (goals, structure, culture, etc.)
- familiarizing users with technology
- facilitating and stimulating of use
Four implementation strategies of IS (models of change)
- Life cycle: rational, linear, single aim – technical focus
- Emergent: new conditions, interests – flexible focus
- Participative: ownership, commitment – people focus
- Political: potential opposition, conflicting – power focus
Life cycle strategy
- Structured, top-down approach.
- Everything is pre-planned, and users follow the plan.
- Suitable for stable situations with no resistance.
Emergent strategy
- Flexible and collaborative approach.
- Users help design and adjust the system through feedback.
- Suitable for innovative projects with uncertainty.
Participative strategy
- Create social acceptance and ownership.
- Users are engaged through workshops and opinion leaders.
- Suitable for stable projects where resistance is possible.
Political strategy
- Use power and influence to overcome resistance.
- Users are convinced with rewards, penalties, or co-optation.
- Suitable for conflict-driven or critical projects.
Advantages social media use employees
- Reputation management: Positive promotion of oneself and the organization.
- Communication: Improved internal and external collaboration.
- Task-related: Information gathering, crowdsourcing, and using social media as a practical tool.
Disadvantages social media use employees
- Reputation damage: Poor representation, inappropriate content, and harm to personal reputation.
- Time-wasting: Reduced productivity and multitasking.
- Relationship damage: Online bullying, avoiding interactions, and inappropriate relationships.
social media governance
It’s about creating, structuring, and regulating rules, norms, and actions to optimize social media use in alignment with the organization’s strategy.
Code of conduct
General guidelines for professional behavior (conduct).
Social media policies (SMP)
Specific rules for safe and responsible social media use.
prevention focus
- Aims to prevent harmful behaviors.
- Implements strict rules to minimize risks, such as reputation damage or inappropriate content.
promotion focus
- Focuses on opportunities and positive use of social media.
- Encourages employees to act as brand ambassadors, enhancing the organization’s reputation.
One-Way Communication (Monologic)
- Focuses on control, sending messages to a passive audience.
- Social media is seen as a risk that could disrupt image control.
- Managers restrict employees’ use of social media.
- prevention focus
Two-Way Communication (Dialogic)
- Focuses on dialogue, encouraging interaction between organizations and stakeholders.
- Social media is seen as an opportunity for trust and engagement.
- Managers encourage employees to enhance corporate values through interaction.
- promotion focus
Corporate Social Responsibility (CSR)
= Maatschappelijk verantwoord ondernemen
Corporate Social Responsibility (CSR) is when businesses take responsibility for their impact on society and the environment. It involves sustainable practices, ethical operations, and contributions to social and environmental well-being, beyond just making profit.
reputational frame
Social media is used to promote CSR initiatives and enhance the organization’s reputation.
