Mood's In Control


Thursday, March 18, 2010
The pace of change seems to increase relentlessly, especially changes involving information technology. Using your crystal ball, identify and discuss three changes likely to have substantial impact on your school services in the next three years. (1500 words)

The task to develop an essay about a certain situation always makes my dendrites grow…Now if this happens, does this imply change? Change in my internal faculty? A mental growth or exercise? Or a change in my routine? Well, whatever it may be, I know for sure that this is a part of me. Whatever I thought is what I will become. A Change happens. Now what is my issue? What is my cause? What will I write? As assigned, the topic is written below.

“The pace of change seems to increase relentlessly, especially changes involving information technology. Using your crystal ball, identify and discuss three changes likely to have substantial impact on your school services in the next three years. (1500 words).. “

Change..change..change..development..progress..what more? Very much related…words that speak volume. Wherever one goes and whatever one does, the word CHANGE is like a shadow that always comes along. But how is change identified? Is it if the result is positive or negative? Good or bad? Where is it going? Does it cause an effect? Absolutely! But what causes the change? Ahhh…numerous causes..various reasons..many factors. Changes happen anywhere and everywhere.

Trying to look at my crystal ball, I can see that
one main change that has been affecting our life, for the past 20 years or so, that has impacted all phases of our life, is the advent of the computers. We are at the point of breaking the nano second in processing data and this event will have no precedence as to how our world will be. Schools already use the computers to substitute regular teachers and make it easier for students to receive education, receive and transmit their assignments. Because computers at the present moment are limited in their capacity, with the advent of powerful servers and computers, more students will be able to search and receive better transmissions. I can visualize many classrooms being served by one professor with the new systems. More and better information will be available to all students and best of all, quicker processing.

As I looked at my crystal ball again, I happened to find a statement of Luther S. Williams, Assistant Director Directorate for Education and Human Resources in United States of America . According to him, “The National Science Foundation (NSF)'s Directorate for Education and Human Resources (EHR) is responsible for providing national leadership and support for improving the quality and accessibility of science, mathematics, engineering, and technology (SME&T) education, kindergarten through graduate school. In a nation – indeed a global economy – increasingly based on information as its common currency, the provision of appropriate information technology in addition to well prepared teachers, instructors and facilitators of such powerful tools, must become a vital part of the entire educational continuum as we step into the next century.

In order to be effective, the use of technology in education must involve not only the provision of equipment such as computer hardware and software, but also the human aspects of essential content, engaging presentation, effective pedagogy, appropriate evaluation, and widespread dissemination. Communication and computing provide dynamic tools, placing nearly continuous demands on financial reserves and human resources as equipment and professional training are revised and upgraded. The NSF-hosted workshop presented in these proceedings addressed these and other issues in order to define unique perspectives, concerns, and desirable benefits of educational technology to a broad spectrum of constituents. The notion of widespread, uniform access to information technology is not a trivial problem. As more adults, paraprofessionals, and part-time students utilize the classroom or laboratory to seek skills in the use of generic or specialized technology, we see that the traditional purviews of academe now extend deep into the entire community. Regardless of the rapidity or direction of change offered by exciting and revolutionary new technologies, the true challenge for developing guiding principles for their appropriate implementation lies in the inclusion of all students at all types of academic institutions, with secure and tangible links to the public and private sectors. Again, while access for all, coherence in underlying infrastructure, and compliance between the skills taught in school and those necessary in the workplace are fundamental to this discussion, it is the collective effort of our human capital that will ensure these powerful tools do not instead widen the gulf between the haves and the have-nots. As this vast endeavor is begun, the cross-divisional and multidisciplinary activities will encourage projects that create effective learning environments with the broadest possible access to them.” This I find as an inspiration for this institution to at least conceive an act or a program like this.

The
third change that I found in my crystal ball is a very vital information that could possibly give an idea or insights to this institution about the K-Web by Patrick McKercher, Judy Bonne and Andy Rogers.

The
Knowledge Web (K-Web) is an interactive tool for understanding and inspiring the creation of ideas, and for vividly demonstrating how our world is a direct result of ideas and events of the past. Students can trace the profound influence not only of Aristotle's logic, but also see how perspective in painting literally changed the way we see the world, or how the invention of the car would not have been possible without the perfume bottle. By flying through its unique 3D nested globes, which combine space and time into a single intuitive construct, users can explore how seemingly unrelated people, places and disciplines interrelate in unexpected and unpredictable ways to produce our world.

The Knowledge Web vividly demonstrates that all subjects are connected, and offers an innovative, accessible yet compelling and powerful tool for their exploration. Moreover, it graphically shows that the present is the outgrowth of the past, and helps us anticipate the future.
The K-Web is informed by Constructivist methodology, and thus the ability of students to create material, not just passively consume it, is key. It is what one of the project advisors Doug Engelbart (best known for creating the computer mouse and a pioneer of virtual collaborative organizations) calls a Dynamic Knowledge Repository. Not only will its database be able to connect to the Library of Congress and other digital collections, but students will be able to contribute content. In this ever-growing omnipedia or library, the user can get the kind of information she wants in the way she wants it (text, video, simulations and immersive virtual reality.) Moreover, the user can see how ideas of a given text evolved (or even mutated) through time, how they were situated in varying contexts, and their effects on our lives today.

But the Knowledge Web goes beyond interactivity to immersion. Selected people and places will be recreated in virtual reality; thus students could visit DaVinci's studio, chat with him, read his notebooks, and solve a problem with him and other students in real time using his materials or apparatus. It might seem that educational virtual reality (edVR) is too difficult and expensive, but the opposite is true. The software is free, and some software like Activeworlds makes creation of such environments so simple that middle school students make them. Some artificial intelligence programs are so easy that the only skill required to teach a character to interact with a user is typing. Students can create learning environments for other students, and teachers will be able to pool assignments they've created based on the K-Web in a searchable database articulated to standards and frameworks.
EdVR allows role-playing and simulations, which enables rich exploration of complex situations. Such role-playing brings us back to the original meaning of e-ducation, to draw out: students can engage passionately but safely.

I am excited by the potential of VR for a number of other reasons (see:
http://cyburkespace.net/content/origins.htm), but briefly it lends itself to constructivism by its very nature. Often students too shy to participate in class or who do not shine in the rather narrow range of behavior we call being a good student will do so in virtual spaces. When students see VR, they want to master it, which requires all sorts of mathematical, artistic and even diplomatic skills. They either have to acquire these skills or deal with those who have them.

An important aspect of the Knowledge Web is that it involves students and teachers as participatory designers. Learn by best by doing together and are "hard-wired" to play, to build and to work cooperatively. Students build learning experiences that require many and high level thinking skills, precisely those needed in the twenty-first century. This is further explored below.

The introduction of the desktop computer has simultaneously challenged and invigorated the institution we know as school. The technology and information age launched a whole new vocabulary and concept of teaching. The days of teachers as purveyors of knowledge were made increasingly irrelevant. The new questions are:
• "How is learning organized in the classroom?"
• "What is the role of the teacher?"
• "How to teach students to access, evaluate, and synthesize the volume of information they encounter?"

Schools have been slow to adapt to the information age for a number of reasons. Lack of technology, infrastructure, learning needs of the teachers, and poor quality materials are a start on a lengthy list of barriers. So there is a need to prepare learners to live in a complex, high tech, and fast-changing world. That requires that schools be responsive, fluid and adaptive to emerging needs and opportunities.

In this endeavor the Knowledge Web is pivotal; a dynamic learning resource converges with equally dynamic approaches to teaching and learning.




References:

Brooks, J. & Brooks, M. (1999). In Search of Understanding; The Case for Constructivist Classrooms. Virginia: ASCD.
Gardner, H. (1991). The Disciplined Mind. New York: Simon & Schuster.

Posted by ♪_TARIZTA_♪ at 3:06 AM | 0 comments
fast forward ..., you were hired and have been tasked to develop a strategic information systems plan for a company. The company officers have extended an invitation for you to meet with them to discuss the direction of the company. Before this meeting, they have asked that you provide a list of questions with some explanation about the "why" of the question so they can be prepared, thus maximizing the output from this meeting.

Develop a list of questions you would ask the officers of the company and give an explanation and justification for each question.
(1000 words)

Ahhh…me..getting hired and tasked to develop a strategic information systems plan for a company is so rewarding and such a lifetime opportunity to handle with. And voila! I am given a situation to work on and to think about. Wow…so related to how do I foresee myself one day, maybe five or ten years from now…funny thoughts anyway. But what really is this Strategic Information System all about? According to Lederer, Albert J. and Sethi, Vijay, 1996 Strategic information systems planning (SISP) has been defined as the process of identifying a portfolio of computer-based applications that will assist an organization in executing its business plans and realizing its business goals. SISP is an important activity for helping information executives and top management identify strategic applications and align IT with business needs.

Well, as expected, the company officers have extended an invitation for me to meet with them to discuss the direction of the company and before this meeting, they have asked that I provide a list of questions with some explanation about the "why" of the question so they can be prepared, thus maximizing the output from this meeting. Hmmmm…thoughts to ponder. But most of all I should know the over-all structure of my company. And to do this, I should start listing down all issues and concerns I should raise and what I wanted to know for this is where my life as a career person would revolve.

What is the mission and vision of this company? These are the services that you are responsible for and it is your place in the organization or in the company and it is not what you are supposed to achieve but it is who you are and what you do in the company.

What are its goals and objectives? Once goals and objectives are set then strategies and policies could then be eventually derived. What do you want to achieve and what are your specific and measurable targets?

What is the organizational structure of the company? Who composed the company? Who are the people behind it and who are working on it? Human resource..what is it composed of?

Why Plan and what are its plans? The scope of planning must be studied. For sure, planning is very important to obtain resources from all departments of the company in financial and facilities, staff, to align information system with the business, identify needed applications, To establish goals and schedules, to provide opportunity for communication with top management and user management, to know and analyze the outcomes and the process whether it is proactive or reactive. Planning and forecasting play very important role in this phase and must be considered also. And all these plans must be implemented and results be monitored.

Is there a need of a short term, medium term or long range plan? Why?
Yes, a need of short, medium, and long-range plans are also suggested. It is in a short range plan where the next year, the next budget period developing and operating current systems be initially done.

A medium range plan, it is when committing to development efforts for applications that will take more than one year to complete meeting management’s current information needs be protected into the future for as many years as needed to complete them. And the Long range planning is into preparing for management’s future information needs. These are not applications specific but they are investments in infrastructure and it is more on creating information designs.

What are to be assessed and why assess? The capabilities of the IT department must be assesses to know if it is ready to use the Information Technology, the status of the customer and industry, the status of the economy and government, regulations, and the technology itself.

This is actually very similar to SWOT which means Strengths, weaknesses, opportunities and Threats.

What are the strategies and policies?
Why are strategies and polices have to be identified and derived? It is very important to derive strategies and policies for a most effective and focused Technology, personnel and career development, and aligning with the company. Policies have to be emphasized for funding criteria, to know how much to spend on its Information technology and information system. Allocation criteria is always a priority setting in an organization or company and its organizational arrangements must well be organized. The use of outside IT services must also be identified to be able to locate and identify outsourcing for this area. Likewise, selling IT services to outside organization might as well be of use on this purpose.

Finally, according to Somendra Pant and Cheng Hsu, 1995, planning for information systems, as for any other system, begins with the identification of needs. In order to be effective, development of any type of computer-based system should be a response to need -- whether at the transaction processing level or at the more complex information and support systems levels. Such planning for information systems is much like strategic planning in management. Objectives, priorities, and authorization for information systems projects need to be formalized. The systems development plan should identify specific projects slated for the future, priorities for each project and for resources, general procedures, and constraints for each application area. The plan must be specific enough to enable understanding of each application and to know where it stands in the order of development. Also the plan should be flexible so that priorities can be adjusted if necessary. King (King, 1995) in his recent article has argued that strategic capability architecture - a flexible and continuously improving infrastructure of organizational capabilities – is the primary basis for a company's sustainable competitive advantage. He has emphasized the need for continuously updating and improving the strategic capabilities architecture.

SISP is the analysis of a corporation’s information and processes using business information models together. Lastly, the task of strategic information systems planning is difficult and often time organizations do not know how to do it. Strategic information systems planning is a major change for organizations, from planning for information systems based on users’ demands to those based on business strategy. Also strategic information systems planning changes the planning characteristic in major ways. For example, the time horizon for planning changes from 1 year to 3 years or more and development plans are driven by current and future business needs rather than incremental user needs. Increase in the time horizon is a factor which results in poor response from the top management to the strategic information systems planning process as it is difficult to hold their attention for such a long period. Other questions associated with strategic information systems planning are related to the scope of the planning study, the focus of the planning exercise corporate organization vs. strategic business unit, number of studies and their sequence, choosing a strategic information systems planning methodology or developing one if none is suitable, targets of planning and deliverables. Because of the complexity of the strategic information systems planning process and uniqueness of each organization, there is no one best way to tackle it (Vitale, 1986).

Posted by ♪_TARIZTA_♪ at 2:54 AM | 0 comments
Google is a highly successful Internet business. Recently they have broadened their scope with a multitude of new tools. Research Google’s business model and answer the following questions below. You may add additional information not included in these questions.

Questions:

Questions :
Explain Google’s business model.
1. Who are their competitors?
2. How have they used information technology to their advantage?
3. How competitive are they in the market?
4. What new services do they offer?
5. What makes them so unique?
6. How competitive are they in the international market?

Google is by far the biggest search engine destination, content provider and advertising destination in the world. Google’s primary business is advertising revenue. It is expanding into areas that it believes are important to maintaining that revenue stream.

Google's primarily advertising-based business model which is highly profitable can over time position itself to be immune from commoditization and price competition by ensuring there is a consistent stream of new services introduced globally. This is consistent with the concept of continually pursuing new capabilities to deliver increased customer value, thereby strengthening and extending the advertising business model Google is based on.


Question
Who are their competitors?

Google is one such name in the Technology arena that is well poised to rule. Talking of past decade, it’s been all the way up for Google and undoubtedly they have been ruling the internet economy. Google have had its impact in the industry with more than 150 products and will continue to grow with its ever increasing portfolio of products. This is likely to happen but for these 10 companies which have poised some serious competition to Google.

1. Apple
Being from partners to rivals, Apple is one of the stringent opponents for Google in the year 2010. Today, Apple and Google have been locking their horns in the field of Smartphone, Mobile App Store, OS, Mobile Ad, and Online Music and so on.

2. Microsoft
Microsoft is a company that has had one of the most dominant impacts in the IT industry. So without a doubt it is Google’s biggest adversary in 2010 and these two giants will be locking their horns for market supremacy in areas such as search, collaboration tools and browsers.

3. Amazon
There claims of opening up Google Editions, an e-book store, has opened up new rivalry with Amazon. The other area where Google is taking on Amazon is in cloud computing.

4. Facebook
In 2010, Google and Facebook rivalry is likely to heat up based on question that where will people find there information in future in Search or Social Network? With ever increasing use of social networking and the rise of Facebook, Google’s worry seems to a viable one. So, in 2010 Google with its ORKUT (offers Google Friend Connect) will be in battle with Facebook.

5. Twitter
No doubt if Facebook is in rise, than it’s no difference with Twitter. If social networking is the way to go, then Google will certainly find Twitter in its way. Twitter, a micro-blogging site, has in a way revolutionized the way we communicate these days.

6. Mozilla
With release of Google Chrome, Google has stepped into ever so popular browse battle. Mozilla has been in the markets for years and now this step from Google is likely to create the conflict of interest between these two.

7. Yahoo
When it comes to search, one of Google’s biggest competitors besides Microsoft is Yahoo. Yahoo has been in the market with variety of products in areas of email, Messenger, News, Search and Analytics services. So without doubt it will be a fearsome competitor for Google.

8. Cisco
Google definitely has a tough challenge against Cisco. With years of experience on web based collaborative platfomr, WebEx, and superior VOIP service, Cisco poses a threat to Google’s Wave and Voice.

9. IBM
2010 is likely to reopen Google’s rivalry with IBM with the release of new collaboration tools such as Google Wave.

10. Nokia
Today, Nokia has had grab hold of the mobile phone market with 4 out of 10 mobiles sold. With increase in use of smart phones, means the IT giants Google will be in rivalry with Nokia in periphery of operating systems for Smartphones. Symbian Open source operating system will be competing with Google’s Android.


Question
How have they used information technology to their advantage?

I’ve read an article about IT’s Competitive Advantage by Brian P. Watson in where the Google CIO Ben Fried shares his thoughts on how IT leaders can influence corporate culture and differentiation via innovative technology choices. Ben Fried believes that IT plays a pivotal role in building a great culture—and subsequently a great company—and he puts it into practice in a number of ways.

One part of that is making technology accessible and open. By giving users what they want—instead of what the company believes is best—Fried believes CIOs can empower employees to do more. “It’s almost insulting to people when they hear, ‘We know better than you how it’s best for you to work,’” he says. And the company benefits not only from the increased productivity and morale, but also when recruiting talented support professionals. But it also puts a good face on IT. In an era in which business users believe their IT organizations take too long and spend too much for products and services that don’t meet their needs, CIOs and their teams need to make smarter decisions, he says.

Talking about IT as a competitive advantage, Fried said that creating competitive advantage is incredibly important, but he thinks we need to be aware that differentiation doesn’t necessarily have to limit itself to competitive advantage. Competitive advantage is one important way in which a company can differentiate itself. But more and more, people need to understand the way IT becomes part of corporate culture. Part of establishing a great company is establishing a unique culture. It’s critical to find what defines your company and makes it different. It might not necessarily be making the product better or cheaper that creates competitive advantage. Technology has a unique opportunity to make your company different, and that’s what CIOs just like him need to focus on.


Question
What new services do they offer?

Today, Google is a huge company with several dozen outstanding products, yet it always strives hard for better future plans. Past year – 2009 has been exciting for the giant with couple of interesting release such as Google wave, preview of Google voice, introduced Chrome OS and Google Public DNS to name a few. So what does Google has in mind for 2010? Of course one interesting release waiting is the Google Phone – Nexus one, but then there is lot more to come from the entire team that can make our lives easy and exhilarating. Here is the Top 5 product that Google may plans to launch in 2010.

1. Google Phone – Nexus One -
By now you already know that Nexus One is the upcoming Google Phone and the great news is that it would be debuted anytime now in the Android Press Meeting. Nexus One is expected to display the latest generation of Linux-based open sourceAndroid operating system. In fact, this is also first phone that will be marketed directly by Google, in turn setting up extremely higher expectations for the product. Engadget has already reviewed the phone before the launch and it beings some interesting set of information you might link to know. The phone is also said to bring tough competition for Apple iPhone.

2. Google’s Caffeine Search Engine -
Caffeine is the next version of Google’s search-engine infrastructure and will soon be available to the wider audience. Caffeine engine is expected to offer technology to deliver faster and more accurate results. This version was available for test and there is no specific date for launch given yet, but Google is sure to develop it fully in early 2010. The reason for not releasing it in 2009 was thoroughly explained by Matt cuts. As soon as the search engine release the first threat will directly be on Microsoft’s Bing.

3. Google’s Ebook Store -
Google has always been fond of books and have encouraged it reader to take part often. With that love Google now plans to launch an online store for ebooks, which is expected to come in the first half of 2010. Google Ebook store will have half a million books initially in partner will few publishers. On the launch it is expected to have more than 500,000 books ready to be purchased from online stores such as Amazon.com and Barnesandnoble.com. This interesting ebook store will be a strong completion to Amazon’s Kindle, which is today the most popular ereader.

4. Google Chrome OS -
Google Chrome Brower was a great hit and recently it also moved ahead of Apple Safari. And next in store we have Google Chrome OS – an open source, lightweight operating system that will initially be targeted only at netbooks. Google has planned to open-source its code, and will make Google Chrome OS available to users in the second half of 2010. According the giant, speed, simplicity and security are the key aspects of Google Chrome OS. This OS is being created for people who spend most of their time on the web, and is being designed to power computers ranging from small netbooks to full-size desktop systems.

5. Google Drive – GDrive
Users usually have complained of not having enough space for them to store emails, photos, and files. With that in mind, Google came up the idea of Gdrive included in Google pack – online file backup and storage service from Google that integrated with Google services like Gmail, Picasa Web Albums, Google Calendars, and many others. GDrive allows you to access your files from anywhere, anytime, and from any device – be it from your desktop, web browser or cellular phone. Google Drive is highly anticipated and expected to be released in 2010 but it will only be an extended version of Google Docs. Instead of sending attachments, you’ll be able to upload files to Google Drive from Gmail.


Question
What makes them so unique?

Google differs from most other businesses in that it costs the company practically nothing to give away informational products. This means that Google can readily engage in prolific product development experiments at low risk—not a situation enjoyed by many other companies.


Question
How competitive are they in the international market?

Google remains the number one search engine throughout the world because of its company’s internationalist approach to business. Let’s face it – Google means big business for a lot of people. In fact, Google is big business, with many revenues streaming in from all parts of the world.

Google has had success in the international environment, including greater market share than in the domestic market, that every Internet company would covet. Google has enormous international market share. Google is dominant in most countries. Google has been remarkably successful internationally in large part due to the international word-of-mouth generated by their product and feature set.




References:
http://www.google.com.ph/
http://technology.globalthoughtz.com/index.php/10-toughest-competitors-of-google-in-2010/
http://www.honeytechblog.com/top-5-product-google-will-launch-in-2010/

Posted by ♪_TARIZTA_♪ at 2:46 AM | 0 comments
Tuesday, March 16, 2010
Sir Gamboa,

Due to the accident that I had in the school for the past few months, I wasn’t able to pass my assignments(1-6) on time. In regards to this, our class Mayor, Ms. Marren Joy Pequiro and I had a conformity that allows me to submit and posts my assignments in this forum with consideration.

Posted by ♪_TARIZTA_♪ at 6:41 AM | 0 comments
Critical success factors (CSFs) have been used significantly to present or identify a few key factors that organisations should focus on to be successful. As a definition, critical success factors refer to "the limited number of areas in which satisfactory results will ensure successful competitive performance for the individual, department, ororganisation” (Rockart and Bullen, 1981). Identifying CSFs is important as it allows firms to focus their efforts on building their capabilities to meet the CSFs, or even allow firms to decide if they have the capability to build the requirements necessary to meet critical success factors (CSFs).

Success factors were already being used as a term in management when Rockart and Bullen reintroduced the concept to provide greater understanding of the concept and, at the same time, give greater clarity of how CSFs can be identified.

MAIN ASPECTS OF CSFs

CSFs are tailored to a firm's or manager's particular situation as different situations (e.g. industry, division, individual) lead to different critical success factors. Rockart and Bullen presented five key sources of CSFs: the industry, competitive strategy and industry position, environmental factors, temporal factors, and managerial position (if considered from an individual's point of view). Each of these factors is explained in greater detail below.

The Industry
An industry's set of characteristics define its own CSFs. Different industries will thus have different CSFs, for example research into the CSFs for the business services, health care and education sectors showed each to be different after starting with a hypothesis of all sectors having their CSFs as market orientation, learning orientation, entrepreneurial management style and organisational flexibility (Barrett, Balloun and Weinstein, 2005).

Competitive Strategy and Industry Position
Not all firms in an industry will have the same CSFs in a particular industry. A firm's current position in the industry (where it is relative to other competitors in the industry and also the market leader), its strategy, and its resources and capabilities will define its CSFs. For example, in 2005 Caterpillar defined a new strategy to aggressively grow revenues over the long term. As part of that new strategy, Caterpillar defined several CSFs specific to the firm which were (Gordon, 2005):

Organisational culture: "creating a culture that engaged employees, while focusing on safety and diversity"

Quality control: "accelerating the pace of quality improvement for its products, while focusing on improving new product introduction and continuous product improvement processes"

Cost focus: "implementing processes to become the highest-quality, lowest cost producer of our high-volume products in each hemispheric currency zone"

Other firms in Caterpillar's industry may or may not have the same CSFs, and are unlikely to have the same complete set.

Environmental Factors
These relate to environmental factors that are not in the control of the organisation but which an organisation must consider in developing CSFs. Examples for these are the industry regulation, political development and economic performance of a country, and population trends. For example, Ladbrokes, a UK bookmaker, will be establishing an international business in Italy where it has just acquired a business license, a requirement for foreign sports betting firms prior to establishing a business in the country (Citywire, 2007).
Another example of environmental factors affecting an organisation was the de-merger of Mondi, a paper and packaging firm, from its parent Anglo-American, a global mining firm. As Mondi had substantial assets in South Africa, it had to pursue a dual listing in order to meet the requirements of South African regulation, particularly in relation to its South African investors (Waples, 2007). Environmental CSFs for Mondi then in the short term include enhancing relations with the South African regulator and ensuring that requirements of South African investors are met.

Temporal Factors
Temporal factors are temporary or one-off CSFs resulting from a specific event necessitating their inclusion. Rockart and Bullen (1981) state that typically, a temporal CSF would not exist and they give as an example of a firm which "lost executives as a result of a plane crash requiring a critical success factor of rebuilding the executive group". However, with the evolution and integration of markets globally, one could argue that temporal factors are not temporal anymore as they could exist regularly in organisations. For example, a firm aggressively building its business internationallywould have a need for a core group of executives in its new markets. Thus, it would have the CSF of "building the executive group in a specific market" and it could have this every year for different markets.

For example, Bear Stearns has stated an aggressive expansion plan in Asia to grow existing and new business lines (Financialwire, 2007). As Bear Stearns grows its business over the next few years, a CSF in each year is to build its management teams for the business and the financial products that it seeks to expand.

Managerial Position
A final primary source of CSF is managerial position. This is important if CSFs are considered from an individual's point of view. Rockart and Bullen (1981) give an example of manufacturing managers who would typically have the following CSFs: product quality, inventory control and cash control. As examples, possible firms whose managers would have the stated CSFs mentioned by the authors include Heidelberg Cement (large global cement firm) and Tata Steel (Indian firm which now owns Corus Group, a UK steelmanufacturing firm) (Satish, 2007). In organisations with departments focused on customer relationships, a CSF for managers in these departments is customer relationship management (Mendoza et al., 2007).

HOW TO WRITE GOOD CSFs

In an attempt to write good CSFs, a number of principles could help guide writers. These principles are:

Ensure a good understanding of the environment, the industry and the company – It was shown that CSFs have five primary sources, and it is important to have a good understanding of the environment, the industry and the company in order to be able to write them well. These factors are customised for companies and individuals and the customisation results from the peculiarity of the organisation. This peculiarity stems from an organisation's strategy, current position, and resources and capabilities.

Build knowledge of competitors in the industry – While this principle can be encompassed in the previous one, it is worth highlighting separately as it is critical to have a good understanding of competitors as well in identifying an organisation's CSFs. Knowing where competitors are positioned, what their resources and capabilities are, and what strategies they will pursue can have an impact on an organisation's strategy and also resulting CSFs.

Develop CSFs which result in observable differences – A key impetus for the development of CSFs was the notion that factors which get measured are more likely to be achieved versus factors which are not measured. Thus, it is important to write CSFs which are observable or possibly measurable in certain respects such that it would be easier to focus on these factors. These don't have to be factors that are measured quantitatively as this would mimic key performance indicators; however, writing CSFs in observable terms would be helpful.

Develop CSFs that have a large impact on an organisation's performance – By definition, CSFs are the "most critical" factors for organisations or individuals. However, due care should be exercised in identifying them due to the largely qualitative approach to identification, leaving many possible options for the factors and potentially results in discussions and debate. In order to truly have the impact as envisioned when CSFs were developed, it is important to thus identify the actual CSFs, i.e. the ones which would have the largest impact on an organisation's (or individual's) performance.

FINDING INFORMATION FOR WRITING CSFs

For the organisation pursuing the CSF method, the foundation for writing good CSFs is a good understanding of the environment, the industry and the organisation. In order to do so, this requires the use of information that is readily available in the public domain. Externally, industry information can be sourced from industry associations, news articles, trade associations, prospectuses of competitors, and equity/analyst reports to name some sources. These would all be helpful in building knowledge of the environment, the industry and competitors. Internally, there should be enough sources available to management from which to build on their knowledge of the organisation. In most cases, these won't even have to be anything published as managers are expected to have a good understanding of their organisation. Together, the external and internal information already provides the basis from which discussion on CSFs could begin.

The information mentioned above can largely be accessed through the internet. Other sources which would be helpful, and not necessarily accessible through the internet, are interviews with buyers and suppliers, industry experts and independent observers.


As a conclusion, CSFs are used by organisations to give focus on a number of factors that help define its success. They help the organisation and its personnel to understand the key areas in which to invest their resources and time. Ideally, these CSFs are observable in terms of the impact on the organisation to allow it to have guidance and indications on its achievement of them.

CSFs can be utilised in both the organisation and the individual levels. Their identification is largely qualitative and can result in differing opinions in pinpointing them. Nevertheless, it is an approach that should be pursued as it provides value in giving due focus to a limited set of factors, which are deemed to be the most critical for an organisation or individual.


Reference:

http://www.coursework4you.co.uk/essays-and-dissertations/critical-success-factors.php

Posted by ♪_TARIZTA_♪ at 6:37 AM | 0 comments
In the spectrum of organizational change, which is the most radical type of change: automation, rationalization of procedures, business reengineering, or paradigm shifts? (you are expected to read an article about this question) .. at least 3000 words

Typically, the concept of organizational change is in regard to organization-wide change, as opposed to smaller changes such as adding a new person, modifying a program, etc. Examples of organization-wide change might include a change in mission, restructuring operations (e.g., restructuring to self-managed teams, layoffs, etc.), new technologies, mergers, major collaborations, "rightsizing", new programs such as Total Quality Management, re-engineering, etc. Some experts refer to organizational transformation. Often this term designates a fundamental and radical reorientation in the way the organization operates. Change should not be done for the sake of change -- it's a strategy to accomplish some overall goal. Usually organizational change is provoked by some major outside driving force, e.g., substantial cuts in funding, address major new markets/clients, need for dramatic increases in productivity/services, etc. Typically, organizations must undertake organization-wide change to evolve to a different level in their life cycle, e.g., going from a highly reactive, entrepreneurial organization to more stable and planned development. One of the prime and most basic mover for organizational changes to be done is the business cycle. This refers to the pattern indicated by an organization’s economic growth. Economic growth is aggregate and one of the basic standards is the gross domestic product. The gross domestic product is tracked in a monthly record and some of the most important decisions are made with inferences to the GDP result. The typical cycle of an organization/business follows the pattern of: expansion of above average growth, a peak, a contraction of below average growth and a trough or low point. Organizational changes usually occur during the lowest point of company sales so as to provide immediate, temporary or long term solutions to maintain the company afloat. But it isn’t limited to just that, sometimes it also happens even in the peak phase so as to maintain the highest point of sales and increase the sales capability. There are several ways to keep the company afloat in hard times and four are presented here: rationalization of procedures, business reengineering, paradigm shift or automation.

Rationalization of procedures is the application of efficiency or effectiveness measures to an organization. Rationalization can occur at the onset of a downturn in an organization's performance or results. It usually takes the form of cutbacks intended to bring the organization back to profitability and may involve layoffs, plant closures, and cutbacks in supplies and resources. It often involves changes in organization structure, particularly in the form of downsizing. The term is also used in a cynical way as a euphemism for mass layoffs. Rationalization provides the easiest way of achieving an immediate action and plan to keep the company due to the fact that its factors are so easily reached. One’s the alarm is ringing (low sales), massive data gathering is done and reports are made to the higher level officials. Then the brainstorming follows for an algorithmic plan to follow. The usual thought of this phase is to keep sales(even though it’s low), assess the productivity of the company to maintain or improve current trend, halt the plunge, find ways to improve current situation(short term solutions) and lastly seek ways for long term plans and growth. The systematic approach due to it being a basic rule and the quick repercussions after the decisions are made make this very viable yet as mentioned above, it makes the employees prone to lay-offs. This cutback in workforce would save maintenance costs but would cut productivity especially for labor-intensive businesses. Usually, the company opts for quality rather than quantity produced. Quality raises the price and can be sustained with low production and costs till the company takes its stride back. Same can be said of closing plants for these add to productivity but drastically increases maintenance costs and supply costs. The company also keeps its pocket tight and will take less risky investments to for gain.

Business process reengineering (BPR) began as a private sector technique to help organizations fundamentally rethink how they do their work in order to dramatically improve customer service, cut operational costs, and become world-class competitors. A key stimulus for reengineering has been the continuing development and deployment of sophisticated information systems and networks. Leading organizations are becoming bolder in using this technology to support innovative business processes, rather than refining current ways of doing work. Reengineering recognizes that an organization's business processes are usually fragmented into subprocesses and tasks that are carried out by several specialized functional areas within the organization. Often, no one is responsible for the overall performance of the entire process. Reengineering maintains that optimizing the performance of subprocesses can result in some benefits, but cannot yield dramatic improvements if the process itself is fundamentally inefficient and outmoded. For that reason, reengineering focuses on redesigning the process as a whole in order to achieve the greatest possible benefits to the organization and their customers. This drive for realizing dramatic improvements by fundamentally rethinking how the organization's work should be done distinguishes reengineering from process improvement efforts that focus on functional or incremental improvement. This follows a cycle: design to be, test and implement to be, identify processes and review, update, analyze or as is. As the name implies, this method heavily involves innovation rather than refining of current ways. This starts as a design to be as a result of brain storming then put to test. If it passes and gives satisfactory results, it is implemented or the processes are reviewed for another round of testing. This is both capital and labor intensive due to the arduous tasks that it implies but unlike the rationalization method which gives immediate yet shaky results, this one gives short term results and opens the doors for long term solutions and radical changes if the test is successful. But the tests would have to be done during the contraction period or else, the company can’t take taking a risk during the trough or lowest point of sales stage. A pre-requisite of this method is a proper record of monthly sales volume, discernment of the company’s needs over wants and proper assessment of the company’s condition, maintenance and productivity costs. This method also involves expertise and proper leveling of the market platform, its ins and outs and the cohesive teamwork effort for a better furnished test and appreciated results.

Paradigm shift is a change from one way of thinking to another. It's a revolution, a transformation, a sort of metamorphosis. It just does not happen, but rather it is driven by agents of change. This is usually brought upon by a radical, a highly optimistic person whose personality pervades others to follow his lead. Paradigm shift is not an end result but a means that is continually changing. The radical person who introduced it would eventually be proven as obsolete as time passes, or as better processes or means become available. The factors that bring this one about vary from person to person due in fact to the person’s temperament, educational background, attitude, convictions or influences. Paradigm shifts can happen at any stage of the business cycle but great risk to chance is given because the primary person must have the sufficient attributes to bring this one change. Because paradigm shift brings drastic changes, major factors become resistant forces to it. The fear of the unknown is one thing. Most people rely on the traditional and the well proven old ways rather than starting again at the bottom to re-familiarize things that are new. Another thing is the hierarchy of business platforms. The radicals are usually the new blood or the newly employed and the hierarchy works against them due to the pride and responsibility and satisfaction that a higher position entails. These difficulties are just a few of the many things to be faced if you are a radical but the hardest is rejection of idea. Usually, the radical loses heart in pursuing his subject any further due to a number of conflicts brought upon him and the fear of losing his job if he doesn’t keep his trap shut.

Automation is the use of control systems (such as numerical control, programmable logic control, and other industrial control systems), in concert with other applications of information technology (such as computer-aided technologies [CAD, CAM, CAx]), to control industrial machinery and processes, reducing the need for human intervention. In the scope of industrialization, automation is a step beyond mechanization. Whereas mechanization provided human operators with machinery to assist them with the muscular requirements of work, automation greatly reduces the need for human sensory and mental requirements as well. Processes and systems can also be automated. Automation plays an increasingly important role in the world economy and in daily experience. Engineers strive to combine automated devices with mathematical and organizational tools to create complex systems for a rapidly expanding range of applications and human activities. Many roles for humans in industrial processes presently lie beyond the scope of automation. Human-level patter recognition, language recognition, and language production ability are well beyond the capabilities of modern mechanical and computer systems. Tasks requiring subjective assessment or synthesis of complex sensory data, such as scents and sounds, as well as high-level tasks such as strategic planning, currently require human expertise. In many cases, the use of humans is more cost-effective than mechanical approaches even where automation of industrial tasks is possible.

Specialised hardened computers, referred to as programmable logic controllers (PLCs), are frequently used to synchronize the flow of inputs from (physical) sensors and events with the flow of outputs to actuators and events. This leads to precisely controlled actions that permit a tight control of almost any industrial process. Human-machine interfaces (HMI) or computer human interfaces (CHI), formerly known as man-machine interfaces, are usually employed to communicate with PLCs and other computers, such as entering and monitoring temperatures or pressures for further automated control or emergency response. Service personnel who monitor and control these interfaces are often referred to as stationary engineers. Automation gives a variety of solutions depending on how it is utilized. Automation is the name and game of today’s generation. Many things that are thought of as impossible dreams are now being achieved. Automation also gives more satisfactory results due to the fact that it uses mathematical precision in its production. It also induces quicker production of goods and lesser errors due to the fact that human intervention is at minimal. It also gives more variability due to the wide options that it gives and greater control.


I, for my personal viewpoint after expounding on the four main points choose automation as the most radical type of change in an organization. The business cycle involves all four but differs them widely. The rationalization method is usually done during the lowest point of the monthly sales report to provide immediate result. But as expounded above, it usually just keeps the funds in tight check and the resources well managed but the production falls due to lay offs of the workforce/employees. Rationalization also works in just a short time to halt or put a brake on the slide the company incurred but on taking back the stride of the company, it won’t fair well. Business reengineering, on the other hand can not be done during the low periods due to the high risk that the experimenting period entails. It also involves extreme fund management to make the best out of the experiment and filter the results to analyze and finalize to be implemented. It also involves radical tinkering of the organization at large making displacements and changes that could make or break the company in taking the long run. Re-engineering also takes on stakeholder meetings or higher level men to confer with one another. Differences should be set aside and a single goal should be put forward but more often than not, re-engineering brings stakeholders to change stands and buy or sell portions of the company depending on the effect and finality of the decisive result made. Paradigm shift is offset due to the fact that it doesn’t necessarily provide a solution, only a dose of motivation to find better ways. Paradigm shift, out of the four runs more serious opposing forces because it plays mainly on the person’s viewpoint and temperament. Background and understanding of the problem at hand alters its effect from situation to situation. Automation on the other hand gives wider choices and has long term effects even if it is done during the organization’s lowest sales month. Automation involves capital but unlike business re-engineering, it has more credible results and brings a better yield. It also takes on the “limited resources” problem like rationalization but it doesn’t compromise productivity unlike rationalization that gives up the workforce. Automation requires maintenance but better than employees, it limits “human error” which becomes the main reason of faulty work by employees making the maintenance worth the pay. It only takes one presentation for automation to take the field unlike paradigm shift which most people are hesitant of. This era also supports the automation clearly by advanced marketing strategies and more sophisticated application due to technological advancements. And the current era of technological advancements make it obvious that the world is getting interconnected and we need technologies to harness such trend to keep up with this unprecedented change. Due to this automation, becomes a necessary tool to improve current economic standing and give the necessary stride to keep abreast with the changing economic platform. In terms of long term solutions, automation greatly increases market survivability and is a great help in advancing its own due to the fact that technology builds on itself for it to increase in capacity.


References:
http://www.quickmba.com/econ/macro/business-cycle/
http://dictionary.bnet.com/definition/rationalization.html
http://en.wikipedia.org/wiki/Automation

Posted by ♪_TARIZTA_♪ at 5:48 AM | 0 comments
You were invited by the university president to prepare an IS plan for the university, discuss what are the steps in order to expedite the implementation of the IS Plan. (at least 5000 words)

Posted by ♪_TARIZTA_♪ at 5:46 AM | 0 comments
What should be the relationship between the business plan and information system plan is basically a homework assigned by my professor for me to really work hard on. Honestly, I am not born a business entrepreneur nor an information technology expert yet I have to try to present my views in this regards as possible as I can but by way of quoting some experts' minds and ideas about these issues that I have to deal with. Defining what a plan is, might be of great help to develop my upcoming statements about this matter. What is a Plan therefore? In my own definition and understanding, I simply define "plan" as a product of my thoughts on how to go about with something that I have in my mind. How to make it realized must be considered so I have to definitely write down the steps on how should I do it, what materials do I need, consider the procedure and eventually record some hypothesis and observations gathered from what I have done, try and maybe retry the process until I succeed or get what I expect to get out from what I intend to do. Making suggestions and recommendations might also be helpful in doing so.

Now, what about business? what does it mean? Thanks God for Wikipedia for it defined the term explicitly as
"A business plan is a formal statement of a set of business goals, the reasons why they are believed attainable, and the plan for reaching those goals. It may also contain background information about the organization or team attempting to reach those goals.

The business goals may be defined for for-profit or for non-profit organizations. For-profit business plans typically focus on financial goals, such as profit or creation of wealth. Non-profit and government agency business plans tend to focus on organizational mission which is the basis for their governmental status or their non-profit, tax-exempt status, respectively—although non-profits may also focus on optimizing revenue. In non-profit organizations, creative tensions may develop in the effort to balance mission with "margin" (or revenue). Business plans may also target changes in perception and branding by the customer, client, tax-payer, or larger community. A business plan having changes in perception and branding as its primary goals is called a marketing plan. " Wikipedia also displays the contents of a business plan as follows..

"Business plans may be internally or externally focused. Externally focused plans target goals that are important to external stakeholders, particularly financial stakeholders. They typically have detailed information about the organization or team attempting to reach the goals. With for-profit entities, external stakeholders include investors and customers. External stake-holders of non-profits include donors and the clients of the non-profit's services. For government agencies, external stakeholders include tax-payers, higher-level government agencies, and international lending bodies such as the IMF, the World Bank, various economic agencies of the UN, and development banks.

Internally focused business plans target intermediate goals required to reach the external goals. They may cover the development of a new product, a new service, a new IT system, a restructuring of finance, the refurbishing of a factory or a restructuring of the organization. An internal business plan is often developed in conjunction with a balanced scorecard or a list of critical success factors. This allows success of the plan to be measured using non-financial measures. Business plans that identify and target internal goals, but provide only general guidance on how they will be met are calledstrategic plans.

Operational plans describe the goals of an internal organization, working group or department. Project plans, sometimes known as project frameworks, describe the goals of a particular project. They may also address the project's place within the organization's larger strategic goals.

Business plans are decision-making tools. There is no fixed content for a business plan. Rather the content and format of the business plan is determined by the goals and audience. A business plan should contain whatever information is needed to decide whether or not to pursue a goal.

For example, a business plan for a non-profit might discuss the fit between the business plan and the organization’s mission. Banks are quite concerned about defaults, so a business plan for a bank loan will build a convincing case for the organization’s ability to repay the loan. Venture capitalists are primarily concerned about initial investment, feasibility, and exit valuation. A business plan for a project requiring equity financing will need to explain why current resources, upcoming growth opportunities, and sustainable competitive advantage will lead to a high exit valuation.

Preparing a business plan draws on a wide range of knowledge from many different business disciplines: finance, human resource management,intellectual property management, supply chain management, operations management, and marketing, among others. It can be helpful to view the business plan as a collection of sub-plans, one for each of the main business disciplines.
"... a good business plan can help to make a good business credible, understandable, and attractive to someone who is unfamiliar with the business. Writing a good business plan can’t guarantee success, but it can go a long way toward reducing the odds of failure."

Presentation formats
The format of a business plan depends on its presentation context. It is not uncommon for businesses, especially start-ups to have three or four formats for the same business plan:
• an "elevator pitch" - a three minute summary of the business plan's executive summary. This is often used as a teaser to awaken the interest of potential funders, customers, or strategic partners.
• an oral presentation - a hopefully entertaining slide show and oral narrative that is meant to trigger discussion and interest potential investors in reading the written presentation. The content of the presentation is usually limited to the executive summary and a few key graphs showing financial trends and key decision making benchmarks. If a new product is being proposed and time permits, a demonstration of the product may also be included.
• a written presentation for external stakeholders - a detailed, well written, and pleasingly formatted plan targeted at external stakeholders.
• an internal operational plan - a detailed plan describing planning details that are needed by management but may not be of interest to external stakeholders. Such plans have a somewhat higher degree of candor and informality than the version targeted at external stakeholders.

Typical structure for a business plan for a start up venture
• cover page and table of contents
• executive summary
• business description
• business environment analysis
• industry background
• competitive analysis
• market analysis
• marketing plan
• operations plan
• management summary
• financial plan
• attachments and milestones


Revisiting the business plan

Cost overruns and revenue shortfalls

Cost and revenue estimates are central to any business plan for deciding the viability of the planned venture. But costs are often underestimated and revenues overestimated resulting in later cost overruns, revenue shortfalls, and possibly non-viability. During the dot-com bubble 1997-2001 this was a problem for many technology start-ups. However, the problem is not limited to technology or the private sector; public works projects also routinely suffer from cost overruns and/or revenue shortfalls. The main causes of cost overruns and revenue shortfalls are optimism bias and strategic misrepresentation. Reference class forecasting has been developed to reduce the risks of cost overruns and revenue shortfalls.


Legal and liability issues

Disclosure requirements

An externally targeted business plan should list all legal concerns and financial liabilities that might negatively affect investors. Depending on the amount of funds being raised and the audience to whom the plan is presented, failure to do this may have severe legal consequences.

Limitations on content and audience

Non disclosure agreements (NDAs) with third parties, non-compete agreements, conflicts of interest, privacy concerns, and the protection of one'strade secrets may severely limit the audience to which one might show the business plan. Alternatively, they may require each party receiving the business plan to sign a contract accepting special clauses and conditions.

This situation is complicated by the fact that many venture capitalists will refuse to sign an NDA before looking at a business plan, lest it put them in the untenable position of looking at two independently developed look-alike business plans, both claiming originality. In such situations one may need to develop two versions of the business plan: a stripped down plan that can be used to develop a relationship and a detail plan that is only shown when investors have sufficient interest and trust to sign an NDA.


Open business plans

Traditionally business plans have been highly confidential and quite limited in audience. The business plan itself is generally regarded as secret. However the emergence of free software and open source has opened the model and made the notion of an open business plan possible.

An open business plan is a business plan with unlimited audience. The business plan is typically web published and made available to all.

In the free software and open source business model, trade secrets, copyright and patents can no longer be used as effective locking mechanisms to provide sustainable advantages to a particular business and therefore a secret business plan is less relevant in those models.

While the origin of the open business plan model is in the free software and Libre services arena, the concept is likely applicable to other domains.


Uses

Venture capital
• Business plan contests - provides a way for venture capitals to find promising projects
• Venture capital assessment of business plans - focus on qualitative factors such as team.

Public offerings
• In a public offering, potential investors can evaluate perspectives of issuing company

Within corporations

Fundraising
Fundraising is the primary purpose for many business plans, since they are related to the inherent probable success/failure of the company risk.

Total quality management
Total quality management (TQM) is a business management strategy aimed at embedding awareness of quality in all organizational processes. TQM has been widely used in manufacturing, education, call centers, government, and service industries, as well as NASA space and science programs.

Management by objective
Management by objectives (MBO) is a process of agreeing upon objectives within an organization so that management and employees agree to the objectives and understand what they are in the organization.

Strategic planning
Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people. Various business analysis techniques can be used in strategic planning, including SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats ) and PEST analysis (Political, Economic, Social, and Technological analysis) or STEER analysis involving Socio-cultural, Technological, Economic, Ecological, and Regulatory factors and EPISTELS (Environment, Political, Informative, Social, Technological, Economic, Legal and Spiritual)


Now, what about the information system? My deep appreciation for Wikipedia is extended to this avenue for helping me make my search and my work so easy to understand, exact and meaningful as I quote.. " Information Systems (or IS) is historically defined as a 'bridge' between the business world and computer science, but this discipline is slowly evolving towards a well-defined science. Typically, Information Systems (or IS) include colleagues, procedures, data, software, and hardware (by degree) that are used to gather and analyze information. Specifically computer-based information systems are complementary networks of hardware/software that people and organizations use to collect, filter, process, create, & distribute data. Today, Computer Information System(s) or CIS is often a minor track within the computer science field pursuing the study of computers and algorithmic processes, including their principles, their software & hardware designs, their applications, and their impact on society. Overall, an IS discipline emphasizes functionality over design.

In a broad sense, the term Information Systems refers to the interaction between algorithmic processes and technology. This interaction can occur within or across organizational boundaries. An information system is not only the technology an organization uses, but also the way in which the organizations interact with the technology and the way in which the technology works with the organization’s business processes. Information systems are distinct from information technology (IT) in that an information system has an information technology component that interacts with the processes components.

An Information System consists of four parts which include: procedures, software, hardware, and information or data, which are essentially the same. There are various types of information systems, for example: transaction processing systems, office systems, decision support systems, knowledge management systems, database management systems, and office information systems. Critical to most information systems are information technologies, which are typically designed to enable humans to perform tasks for which the human brain is not well suited, such as: handling large amounts of information, performing complex calculations, and controlling many simultaneous processes.

Information technologies are a very important and malleable resource available to executives. Many companies have created a position of Chief Information Officer (CIO) that sits on the executive board with the Chief Executive Officer (CEO), Chief Financial Officer (CFO), Chief Operating Officer (COO) and Chief Technical Officer (CTO).The CTO may also serve as CIO, and vice versa. The Chief Information Security Officer(CISO), who focuses on information security within an organization, normally reports to the CIO.

In this regard, information system professionals and their associates have strong analytical and critical thinking skills to implement large-scale business models within any organization. Although solving problems within an organization is a common practice, IS professionals have the ability to automate these solutions via programmable technologies without violating ethical principles. As an end-result, IS professionals must have a broad business and real world perspective to implement technology solutions that enhance organizational performance.


Now that I have at least presented some facts and ideas about the business plan and information system as quoted from reliable source, it is hoped that a comprehensive grasp between the two concerns could at least be attained. Knowing some basic facts and nature about these two aspects could at least lead us to identify or point out what should be the relationship between them. In my own understanding, I could say that an information system plan is very important in going about the business plan. The way I look at it...the business plan is the body while the information system is the blood of the whole system.

Posted by ♪_TARIZTA_♪ at 5:38 AM | 0 comments
Everytime a homework like this is assigned, I feel like my world spins endlessly like a never-ending clock revolution. I then tried asking myself how could I make an essay with three thousand words? Could I really write one effectively? I really doubt it. But what can I do? I really got no choice or else I‘ll have this course failed. The first time I was asked about how do I look at myself ten years from now as an Information Technology professional made me a little anxious for what comes into my mind first and foremost is my age – how old would I be then? If I am nineteen by now then I would be twenty nine by then. Ahhh..what an age for an IT Professional. This is so funny for along with the thought is my situation, would I still be single or already married by then or a mother at that. Crazy thoughts. But all these keep me going for a while. My mind really lingers on what would I really be by then? Only destiny or fate could ever tell. However, the chance of thinking of living a very good life is not really out of the picture for this is the very reason why I take up this course because of a future vision that I have had before I get into this. My frailty which I know I am should not hinder me from the future that I’ve been hoping for. A successful Information System Professional. But in what Field? Could I be a manager, a director, a supervisor or what? Only fate could tell or could I be a simple employee or a failure? But negativity should not overpower me for I am put into this world for a great purpose that I one day should live life though heaven is on earth. Technology and sciences do navigate the world lately so whatever advancement this world brings should let me go and live my life through it. Honestly, the realization of my dreams really depends on how I make my life to be. If destiny is very good and is on my side then I will be working in a prestigious IT company or institution that oversees the national economy strata. This would be so amazingly impressive. Living in a modern designed, high class office with the most updated computers and sensitive computer-hardware and software around me would really make me feel I have succeeded and meeting with the head of offices of the country , brainstorming and discussing how to always cope with the pace and cadence of time especially on global competitiveness. I always envisioned myself to be dressed up in corporate attire wearing my stiletto heels. Ohh..forget the latest accident I had in this university…whew! Driving my own car and owning a house or a condo in a decent place would complete my dream. But the big question is, how could I do these? How could I make all these come true? Now , I remember a friend’s advice…dream and work on your dreams…More so, to make this dream comes true is for me to take actions on how to become one as I dreamt about. I have to be guided and knowledgeable enough by the following information as I quote, stated below…


Technical professionals must constantly improve their skills in a fast-moving field in order to be successful. Today's best programmers will find themselves obsolete if they rigidly stick to a single language, or if they don't augment their business-management skills. These three steps will provide a plan to ensure that any professional can constantly stay ahead of the curve.

Focus on Your Current Core Skills

No matter how much experience you have in your career trajectory, there are areas in which you can improve. Start with your job description, either the one that was officially given to you, or the one that actually describes the work you're doing on a day-to-day basis. Pick two or three skills in which you're currently proficient, but that could stand improvement. The honest programmer will rarely believe that improvement is impossible, even in his best field.

Find a way in which you can stretch your current skills. The ideal choice is to work on a side project which, at the start, you have no idea how you'll complete. Alternately, become active in online discussions about your platform and volunteer your time helping out people with less or equal experience. If possible (and with a suitably enlightened employer), you can make this self-improvement part of your on-the-job training, provided it doesn't eat into meeting your deliverables.

The same idea applies to non-technical skills, especially if you're in a position that may lead to a management spot. Many technical professionals are good with computers, but less so with people. If your job doesn't give you the opportunity to branch out on side projects in which you can build your communication and leadership skills, look to professional organizations and community non-profits, where a technical volunteer is frequently welcome.

Branch Out Into Upcoming Technologies

Unless you're nearing the end of your career arc, the lifetime of your career is almost certainly going to be longer than the durability of the languages you're working with today; the former is usually measured in decades, the latter in years.

The best way to evergreen your skill set is to spend time focusing on the fundamentals: techniques that can be applied to any kind of programming. Stack Overflow is an excellent online forum for both generic and specific programming skills, or read expert references such as Steve McConnell's Code Complete.

Technical associations are the best way to be exposed to the next year's changes to the technology you're working with today: Windows and Macintosh programmers and managers should join the developer networks run by Microsoft and Apple, respectively, and most other platforms have their own groups. The expense of professional dues and attending annual conferences is a small price for being in the lead of your field.

Work on Something You Love

Finally, all technical professionals should have some aspect of their work that they do out of sheer enthusiasm. The lucky ones get paid to do this, but there are ample opportunities in open-source and entrepreneurial programming to find something that keeps you professionally sharp. At worst, you'll have something to look forward to working on; at best, it may be the technology that becomes your career in coming years.


In addition to the strategies above, to be a Computer and Information Systems Manager in the future, as what I dreamt of to become, the following should be considered:

Significant Points

• Employment is expected to grow faster than the average for all occupations.
• A bachelor's degree in a computer-related field usually is required for management positions.
• Many managers possess advanced technical knowledge gained from working in a computer occupation.
• Job prospects should be excellent.


Nature of the Work

In the modern workplace, it is imperative that Information Technology (IT) works both effectively and reliably. Computer and information systems managers play a vital role in the implementation and administration of technology within their organizations. They plan, coordinate, and direct research on the computer-related activities of firms. In consultation with other managers, they help determine the goals of an organization and then implement technology to meet those goals. They oversee all technical aspect of an organization, such as software development, network security, and Internet operations.

Computer and information systems managers direct the work of other IT professionals, such as computer software engineers and computer programmers, computer systems analysts, and computer support specialists (information on these occupations can be found elsewhere in the Handbook). They plan and coordinate activities such as installing and upgrading hardware and software, programming and systems design, the implementation of computer networks, and the development of Internet and intranet sites. They are increasingly involved with the upkeep, maintenance, and security of networks. They analyze the computer and information needs of their organizations from an operational and strategic perspective and determine immediate and long-range personnel and equipment requirements. They assign and review the work of their subordinates and stay abreast of the latest technology to ensure that the organization remains competitive.

Computer and information systems managers can have additional duties, depending on their role within an organization. Chief technology officers (CTOs),for example, evaluate the newest and most innovative technologies and determine how these can help their organizations. They develop technical standards, deploy technology, and supervise workers who deal with the daily information technology issues of the firm. When a useful new tool has been identified, the CTO determines one or more possible implementation strategies, including cost-benefit and return on investment analyses, and presents those strategies to top management, such as the chief information officer (CIO). Management information systems (MIS) directors or information technology (IT) directors manage computing resources for their organizations. They often work under the chief information officer and plan and direct the work of subordinate information technology employees. These managers ensure the availability, continuity, and security of data and information technology services in their organizations. In this capacity, they oversee a variety of technical departments, develop and monitor performance standards, and implement new projects.
IT project managers develop requirements, budgets, and schedules for their firm’s information technology projects. They coordinate such projects from development through implementation, working with their organization’s IT workers, as well as clients, vendors, and consultants. These managers are increasingly involved in projects that upgrade the information security of an organization.

Work environment.
Computer and information systems managers generally work in clean, comfortable offices. Long hours are common, and some may have to work evenings and weekends to meet deadlines or solve unexpected problems; in 2008, about 25 percent worked more than 50 hours per week. Some computer and information systems managers may experience considerable pressure in meeting technical goals with short deadlines or tight budgets. As networks continue to expand and more work is done remotely, computer and information systems managers have to communicate with and oversee offsite employees using laptops, e-mail, and the Internet.

Injuries in this occupation are uncommon, but like other workers who spend considerable time using computers, computer and information systems managers are susceptible to eyestrain, back discomfort, and hand and wrist problems such as carpal tunnel syndrome.

Training, Other Qualifications, and Advancement

Computer and information systems managers generally have technical expertise from working in a computer occupation, as well as an understanding of business and management principles. A strong educational background and experience in a variety of technical fields is needed.

Education and training.
A bachelor's degree in a computer-related field usually is required for management positions, although employers often prefer a graduate degree, especially an MBA with technology as a core component. Common majors for undergraduate degrees are computer science, information science, or management information systems (MIS).

A bachelor’s degree in a computer-related field generally takes 4 years to complete, and includes courses in computer science, computer programming, computer engineering, mathematics, and statistics. Most also include general education courses such as English and communications. MIS programs usually are part of the business school or college, and contain courses such as finance, marketing, accounting, and management, as well as systems design, networking, database management, and systems security.

MBA programs usually require 2 years of study beyond the undergraduate degree, and, like undergraduate business programs, include courses on finance, marketing, accounting, and management, as well as database management, electronic business, and systems management and design.
A few computer and information systems managers attain their positions with only an associate or trade school degree, but they must have sufficient experience and must have acquired additional skills on the job. To aid their professional advancement, many managers with an associate degree eventually earn a bachelor's or master's degree while working.

Certification and other qualifications.
Computer and information systems managers need a broad range of skills. Employers look for individuals who can demonstrate an understanding of the specific software or technology used on the job. Generally, this knowledge is gained through years of experience working with that particular product. Another way to demonstrate this trait is with professional certification. Although not required for most computer and information system management positions, certification demonstrates an area of expertise, and can increase an applicant’s chances of employment. These high-level certifications are often product-specific, and are generally administered by software or hardware companies rather than independent organizations.

Computer and information systems managers also need a thorough understanding of business practices. Because information technology is a central component of many organizations, these workers often must make important business decisions. Consequently, many firms seek managers with a background in business management, consulting, or sales. These workers also must possess good leadership and communication skills, as one of their main duties is to assign work and monitor employee performance. They also must be able to explain technical subjects to people without technical expertise, such as clients or managers of other departments.

Advancement.
Computer and information systems managers may advance to progressively higher leadership positions in an information technology department. A project manager, for instance, might be promoted to the chief technology officer position and then to chief information officer. On occasion, some may become managers in non-technical areas such as marketing, human resources, or sales because in high technology firms an understanding of technical issues is helpful in those areas.


Employment

Computer and information systems managers held about 293,000 jobs in 2008. About 16 percent worked in the computer systems design and related services industry. This industry provides IT services on a contract basis, including custom computer programming services; computer systems design and integration services; and computer facilities management services. Other large employers include insurance and financial firms, government agencies, business management organizations, and manufacturers.


Job Outlook

Faster than average employment growth is expected, and job prospects should be excellent.

Employment change. Employment of computer and information systems managers is expected to grow 17 percent over the 2008-18 decade, which is faster than the average for all occupations. New applications of technology in the workplace will continue to drive demand for workers, fueling the need for more managers. To remain competitive, firms will continue to install sophisticated computer networks and set up more complex intranets and websites. They will need to adopt the most efficient software and systems and troubleshoot problems when they occur. Computer and information systems managers will be needed to oversee these functions.

Because so much business is carried out over computer networks, security will continue to be an important issue for businesses and other organizations, and will lead to strong growth for computer managers. Firms will increasingly hire security experts to fill key leadership roles in their information technology departments because the integrity of their computing environments is of utmost importance.

The growth of computer and information systems managers should be closely related to the growth of the occupations they supervise. Among computer and information systems managers, job growth is expected to be the fastest in computer systems design establishments; software publishing firms; data processing and hosting companies; management, scientific, and technical consulting services; and healthcare organizations. Increased consolidation of IT services may reduce growth to some extent in other industries.

Job prospects.
Prospects for qualified computer and information systems managers should be excellent. Workers with specialized technical knowledge and strong communications and business skills, as well as those with an MBA with a concentration in information systems, will have the best prospects. Job openings will be the result of employment growth and the need to replace workers who transfer to other occupations or leave the labor force.


I know that being a computer and information systems manager is never that easy same with other occupations because there is no easy job without hard work. Being acquainted with the information above will help me achieve my dream to become a successful IT professional someday and attain my goals in life. Though we may have the option to choose our job, have and change as many jobs as we like, still, to have a better and permanent job will surely let us become successful. One of the mistakes people make is diversifying too quickly. This is true whether you are trying to build multiple streams of income or are just working on several different ideas at one time. The key is getting the first stream or idea up and running, producing good revenue, and having systems in place so it will keep running without you before going on to the next unrelated stream. It is important to focus on what you are passionate about first and then find a way to make money at it. Get in touch with your heart first, otherwise, the left side of your brain will rule out perfectly good ideas without having explored them. I believe that success comes easier and more quickly when you enhance your strengths and delegate in areas where you are weak. Your natural talents are those things you do so easily and naturally that you think they are no big deal. I noticed that many were overlooking their natural talents and thought if it is this easy for them, it must be this easy for everyone. This is rarely the case. The key here is to take your natural talents and abilities and strengthen them through education and experience. You are not born an expert at anything. It is something you develop.

Many people try to fit their dreams into their life and complain there are not enough hours in the day to make it happen. If you want your dream to become a reality, make it a priority. Otherwise, it will never be more than a pipedream.



References:
Bureau of Labor Statistics, U.S. Department of Labor, Occupational Outlook Handbook, 2010-11 Edition, Computer and Information Systems Managers, on the Internet at
http://www.bls.gov/oco/ocos258.htm (visited January 28, 2010).

http://www.ehow.com/way_5245901_strategies-technical-professional-21st-century.html

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