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IS Undergrads Class 12
IS Undergrads Class 12
IS Undergrads Class 12
IS Undergrads Class 12
IS Undergrads Class 12
IS Undergrads Class 12
IS Undergrads Class 12
IS Undergrads Class 12
IS Undergrads Class 12
IS Undergrads Class 12
IS Undergrads Class 12
IS Undergrads Class 12
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IS Undergrads Class 12

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  • 1. Shaping individual IS use The road so far Classes 6, 7: p. 55 after ‘Risks’ Class 6: Measuring strategic consequences of IS use Class 7: Acting on strategic consequences of IS use Classes 8, 9: p. 72, at the end of the section on control Class 8: Managerial control as a panopticon Class 9: Managerial control as a shop window Class 10: p. 100 at the end of the section on ‘mobile work’ Telework according to the user imperative Class 11: p. 101 at the end of the section on ‘group work’ Virtual teams according to the user imperative
  • 2. Today and next class... Today: The tools for change: A menu of choices Next class: The tools for change: The best tool for an ‘inside job’ ... add both to p. 119, at the end of the section on ‘TOOLS FOR CHANGE’ challenges & opportunities managerial practices employees’ practices
  • 3. challenges & opportunities managerial practices employees’ practices 2 1
  • 4. challenges & opportunities managerial practices Workin g in groups: Shaping structure employees’ *Minimal structure practices *Leading interactions How about individual uses of technology? Exercise You are a team of consultants You were hired to help a company implement Twitter A manager asks: “ what is the first (most important) thing I should do after installing the software on employees’ computers?” Your answer?
  • 5. Twitter, what is it? The 3 processes of change Alignment Culture Identity! Power and politics
  • 6. What is alignment? How do you change in alignment? 1. Define a strategy 2. First change incentives (systems) 3. Follow with a matching information system 4. Align structure 5. Finally, deal with the soft ‘esses’
  • 7. How does alignment work? by providing consistent experiences for identity, beginning with incentives The limitations of alignemnt Saleswork ? Money-grabbers ! (Prize-oriented) “make money and win prizes” 3% Above target Ladder-climbers Saleswork “go up the ladder” target 20% " ? Below target Ladder-hoppers “move to corporate” 1% Money-grabbers Wage-earners (Not prize-oriented) “make a living” “just make money” 56% 20% Sales Sales target Below target Above target
  • 8. What is culture? How do you change culture? A B Begin with behavior Begin with values and Wait for values and beliefts beliefs Wait for behavior to Hope for change of change assumptions Hope for change of assumptions
  • 9. How does culture work? by defining the sources of shame The limitations of culture
  • 10. What is power and politics? How to change with power and politics? 1. Persuade the right people 2. Relax and enjoy the show
  • 11. How do power and politics work? by using peer pressure / identity artefacts and practices What are the limitations of power and politics?
  • 12. The 3 processes of change Alignment Culture Identity! Power and politics Today and next class... Today: The tools for change through identity: A menu of choices Next class: The tools for change through ID: The best tool for an ‘inside job’ ... add both to p. 119, at the end of the section on ‘TOOLS FOR CHANGE’

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