The performance of structures in an organization is influenced by the integration of information technology in its management plan. According to Pearlson and Saunders (2010), information technology enhances the running of internal affairs of an organization. Internal controls are also promoted, generating more efficiency and organizational performance.
Studying the interrelationship between the performance of an organization and the utilization of information technology can lead to divergent ends. However, the study can be well elaborated by taking an illustrative model. For instance, a model which is resource-based can be used to link the framework of an organization to the application of information technology at all levels.
The degree to which information technology is valuable to an organization is to some extent affected by internal and external forces (McKeen and Smith, 2009). For example, the structure of management, the practice of the management, and the team work exhibited within an organization determine the importance of IT in an organization.
A software development firm is an example of a resource based organization which can be used to clearly demonstrate the value of IT. Such a firm comprises of different teams in different departments. It is worth noting that valuable information is held by such firms. Innovations and information resources developed by IT firms through technology are also protected through technology.
Take a case where the organization has a great idea to develop an outstanding system. Value is added to the idea by practicing it on the information resources and the technological platform at disposal. Network resources and protocols form a loop-hole through which the system that is developed by the organization can be hacked.
Therefore, security issues become a concern to the organization. On the other hand, the success of the organization in coming up with a water-sealed system rely on effective use of technology to share brilliant ideas. Brainstorming and outsourcing may be facilitated by network infrastructures (Gupta, 2011).
In short, the composition of this organization requires managers to give direction to IT specialists in various departments, and the technical team. Cohesion of all these stakeholders would make the firm survive competition and even dominate the market. This can be achieved by developing systems that make the ones used by competitors obsolete.
Invention of such a system would automatically offer consumers incentives to move to this firm. Also, the firm would succeed in locking in its clients by differentiating their system. In the end, remarkable gains would motivate the whole team and raise the performance of the organization.
According to Burtonshaw-Gunn and Salameh (2011), in order to effectively align information technology to the usual operations of an organization, all members need to be included. The purpose of the inclusion of IT and the objective of the whole process should also be clearly highlighted. All the material facts should be put into consideration before initializing the intended project.
First, the feasibility of the project and the opportunity cost of undertaking such a project should not be overlooked. No resource constrain should be overlooked so as to make the process run smoothly. The second concern relates to how the team will be organized and how coordination should be maintained up to the implementation stage.
When a plan is underway to integrate information technology in the processes of an organization, phasing out the old process should be done in stages. In every stage, performance evaluation needs to be done so as to identify the strengths and weaknesses.
The process should be all-inclusive and should be foreseen by a committee constituting some members from top management (Pearlson and Saunders, 2010). This strategy of undertaking research, promoting team work, and implementing IT solutions in phases would make IT more compatible with already existing systems.
Reference List
Burtonshaw-Gunn, S., & Salameh, M. (2011). Essential Tools for Organisational Performance: Tools, Models and Approaches for Managers and Consultants. John Wiley & Sons, Hoboken: Newjersey
Gupta, H. (2011). Management Information System. Hitesh Gupta, Mesra: India.
McKeen, J., & Smith, H. (2009). IT strategy in action. Upper Saddle River, NJ: Pearson Prentice Hall.
Pearlson, K., & Saunders, C. (2010). Managing and using information systems (4th ed.). Hoboken, NJ: John Wiley & Sons.