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SIS C3 - Coggle Diagram
SIS C3
type of organizational structure embrace technological change and sophistication
HIERARCHICAL
(top to down, data is integrated into databases that are designed to enable employees at all levels of the organization can see the information )
FLAT
(horizontal, decentralized, flexible, respond quickly to uncertainty)
MATRIX
(small work grp globally, decision rights, shared, suitable complex decision making, uncertainty, IS reduce operating complexity & expenses - allow info easily shared among different managerial functions
NETWORK
(flat+ hierarchical, decentralized, distribute info, communication, share knowledge, IS are fundamental to process design, improve process efficiency, effectiveness, and flexibility.- centralised data warehouse)
IT has changed the way managers monitor and evaluate (management control processes)
1. data collection
(Monitoring work using information technologies)
2. evaluation
(Software collecting monitoring data directly from work tasks, or embedding the creation and storage of performance information )
3. communication
(evaluate actual performance data against reams of standard or historical data - Analysis paralysis), 360-degree” feedback, IS enables soliciting feedback from anyone who has access to the system and report it anonymously
IS collect, evaluate, and communicate information, leaving managers with more time to make decisions.
use of information technology impacts an organization
organization’s design, managerial choices (management control systems)
- define, set up, coordinate, and control its work processes
3 managerial levels:
organizational
l (decision rights, business process, formal reporting relationships, informal network)
control
(data, planning, performance measurement & evaluation, incentives)
cultural
(values)
advantages & disadvantages of the networked organizational structure.
informal network
(Organization chart reflects the authority derived from formal reporting relationships in the organization’s formal structure)
good
- relationships designed by working on project, job rotation, call upon past co-workers)
bad
(work proximity, shared interest, family ties, politics)
social network
(facilitate collaboration across distances, social networks and virtual communities)
good
- getting a job done, even if not all of the members of the network belong to the same organization, IT-enabled network that links individuals together in ways that enables them to find experts, get to know colleagues, and see who has relevant experience for projects across traditional organization lines.
challenges that are faced by virtual teams
Hofstede
(power distance, Uncertainty Avoidance, Individualism-collectivism, Masculinity-femininity, Confusian Work Dynamism)
GLOBE
(9 cultural dimension - societal/ in-grp collectivism, general egalitarianism, future/ performance/ humane orientation)
concept & importance of virtual organizations
3 layers:
- observable artifacts
- values
- assumptions
(unobservable, reflect organizational values that have become so taken for granted that they guide organizational behaviour without any of the group members thinking about them)