OrganizationalChange_IT’sroleKimTerry(805)338-6901

1、Organizational Change:ITs roleKim Terry(805) 338-6901 Expectations were not realised SEBASTIAN DSOUZA/AFP Arun Shourie, Minister for Disinvestment, Information Technology and Communications, speaks on the controversies relating to the Media Lab Asia project. Excerpts from the interview he gave R. Ra

2、machandran: Do you think the Media Lab Asia project was ill-conceived, to begin with? I would not like to comment on what was decided in the past. The point is that the expectations on which it was based were not quite being realised for instance, contributions by non-governmental sources. Secondly,

3、 the contributions by the MIT were not in evidence in the testimony of the research workers of our IITs. Thirdly, the MIT had not been put to any specific deliverables. And yet, enormous amounts of money were pledged to it. The IIT Professors said that foreign collaborations can help, but sometimes

4、the researchers that they wish to collaborate with may be in some other institution. Therefore if it is a relationship it should not be exclusive, it should be project-specific. And the other party should be put to very specific deliverables. Also, very often the collaboration or contact required is

5、 between institutions within India the IITs, the Indian Institute of Science, BARC Bhabha Atomic Research Centre or some other institution for which we do not have the funds or we do not have that culture. For example, some of them are doing good work but it does not get known in the world because w

6、e do not have the funds to project our work in international conferences. So they said why dont you assign a part of the funds for this rather than giving it to just one foreign institution. A remoulded project around these ideas has been put to the Cabinet. Let us see what the Cabinet decides. Info

7、rmation technology is no longer a business resource; it is the business environment. The Economist, John Browning (1990)The question:What role should we as IT managers and our organizations play in Organizational Change?DefinitionA fundamental change in the way the organization operatesExamplesA cha

8、nge to the organizations missionRestructuring operations (e.g., restructuring to self-managed teams, departmental role changes, layoffs, etc.)Mergers, acquisitions, major collaborationsDrivers of changeOrganizational change is provoked by some major outside driving force, e.g., substantial cuts in f

9、unding, address major new markets/clients, need for dramatic increases in productivity/services, etc.Change strategiesThese categories are characterized by the degree of resistance that the audience is likely to exhibit to adopting the proposed change. The greater the degree of resistance, the more

10、intense is the strategy needed to accomplish adoption.Facilitative Educational Persuasive Coercive Resistance to changeAfraid of the unknown. Things are already just fine and dont understand the need for change. Inherently cynical about change.Many doubt there are effective means to accomplish major

11、 organizational change. Conflicting goals in the organization, e.g., to increase resources to accomplish the change yet concurrently cut costs to remain viable. Organization-wide change often goes against the very values held dear by members in the organization. Organization ChangeEffective Practice

12、s DiscussionWar storiesITs role enabler or leader. Should IT take the lead to change other parts of the organization that IT affects when implementing technology and applications?Staffing, education, management resistance, etc.What steps are effective to prepare the organization?Vision setting of re

13、sults expectationsStaffing, education, management resistance, etc.Establishing trustWorking with negative influencersOrganization ChangeEffective Practices DiscussionCourse CorrectionsCompeting priorities in the organization on which the user department is measured?Downsizing threats to your customers departmentFinancial support, resource needsThe better idea, changing the strategyEnd resultsWhos responsible for success?Initial producti