1. This study examines the challenges faced by IT managers in their management practices. It analyzes the drivers of management practices adopted from an experiential leadership model, including rules, initiatives, integrity, immediate action, and emotions.
2. A mixed-methods approach was used, including focus group discussions and a survey of 149 IT managers and administrators. The survey examined how the managers perceived the importance of each driver in their work.
3. The findings showed that immediate action in response to emergencies was seen as the most important driver. Rules and commitment to rules was seen as the second most challenging impediment faced by IT managers in their work.
11.0002www.iiste.org call for paper. information technology management-a crit...Alexander Decker
This document summarizes a research study on managerial impediments facing information technology (IT) managers. The study investigated five key drivers of management that can hinder IT managers' ability to implement organizational strategies and objectives: rules, initiatives, emotions, immediate action, and integrity. A survey of 147 IT managers and administrators in Canada found that emotions was the most significant obstacle, followed by rules and immediate action. While various obstacles exist, the findings suggest IT managers must address drivers like emotions and immediate issues in order to better support their competencies and job performance.
2. information technology management a critical analysis of managerial impedi...Alexander Decker
This document summarizes a research study on managerial impediments facing information technology (IT) managers. The study investigated five managerial drivers that can hinder IT managers' ability to implement organizational strategies and objectives: rules, initiatives, emotions, immediate action, and integrity. A mixed-methods approach was used, involving focus groups and surveys of 147 IT managers and administrators. The results found that the emotion driver was perceived as the biggest obstacle, followed by rules, immediate action, and initiatives. The study concludes that while various obstacles exist for IT managers, further research is needed to better understand how these impediments affect their competencies and job performance.
Developing An Information System for Sustainable Human Resource Developmentiosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
Trabajo desarrollado para crear un ambiente de aprendizaje apoyado con TIC para la Gestión de TI en las organizaciones. Realizado en el año 2010, en el programa de Maestría en Ingeniería, área Sistemas y Computación, Univ. de los Andes.
Enterprise applications diffusion within organizations: A social learning per...Oswaldo Lorenzo
1) The document discusses the implementation and diffusion of enterprise systems within organizations from a social learning perspective.
2) It examines the implementation of an enterprise application at a coffee company over several years and how diffusion differed between two business units - one showed high levels of adoption while the other showed low levels.
3) The study uses social learning theory to understand how key user behaviors, cognitive processes, and environmental factors influence diffusion, with findings suggesting reciprocal determinism between these elements plays a key role in an application's spread.
Conceptualizing Information Technology Governance Model for Higher Education:...journalBEEI
Information Technology (IT) governance has been emerging as a central issue in many organizations. This is because IT governance is key to realizing IT business value. Past studies have focused on the three aspects of IT governance, namely, structural capability, process capability and relational capability. At the same time, some studies have suggested that IT governance process should be viewed as a learning process rather than a problem solving process. Based on this scenario, the role of knowledge and knowledge based processes should be the central focus of IT governance. As a learning process, IT governance effectiveness can be determined by how much impact IT governance practices has influenced on decision-makers’ thinking and actions. In this case, knowledge capacity absorbed from IT governance experience reflects a certain level of organizational learning (OL) achieved which later influences the level of IT governance performance. Since studies that adopt this perspective is lacking, this paper proposes a conceptual framework based on absorptive capacity approach for an IT governance performance model in the higher education. The paper contributes theoretically by extending the knowledge of IT governance by exploring a new perspective on OL
The Role of Organizational and Individual Factors in Knowledge Management Sys...journalBEEI
The aim of this study is to investigates the how individual and organizational factors influence people behavior in using knowledge management. This research applied Technology Acceptance Model (TAM) as a basis theory; TAM was enriched with individual and organizational factors for this study. A survey approach was conducted for data collection. Three of institutions in Banking Sector at Indonesia were invited to join this study and 215 knowledge workers were participated for the survey. Data from survey were analyzed through Structural Equations Model (SEM) using PLS (Partial Least Square) V2. The conclusion specify that ‘‘individual elements’’ and ‘‘organizational elements’’ are the significantly affect people behavior in KMS acceptance factors that influence knowledge worker behavior in knowledge sharing. However this study not found relationship between individual and organization factors and “perceived ease of use” construct with people behavior in accept KMS.
The presentation will begin at 12PM EST and discuss IT governance. IT governance refers to the rules and regulations that govern an IT department and ensure compliance. Good IT governance provides several benefits, including standardized processes, maximized IT investment returns, and alignment between IT and business objectives. The presentation will cover IT governance definitions, frameworks like COBIT and ITIL, and take questions from the audience.
11.0002www.iiste.org call for paper. information technology management-a crit...Alexander Decker
This document summarizes a research study on managerial impediments facing information technology (IT) managers. The study investigated five key drivers of management that can hinder IT managers' ability to implement organizational strategies and objectives: rules, initiatives, emotions, immediate action, and integrity. A survey of 147 IT managers and administrators in Canada found that emotions was the most significant obstacle, followed by rules and immediate action. While various obstacles exist, the findings suggest IT managers must address drivers like emotions and immediate issues in order to better support their competencies and job performance.
2. information technology management a critical analysis of managerial impedi...Alexander Decker
This document summarizes a research study on managerial impediments facing information technology (IT) managers. The study investigated five managerial drivers that can hinder IT managers' ability to implement organizational strategies and objectives: rules, initiatives, emotions, immediate action, and integrity. A mixed-methods approach was used, involving focus groups and surveys of 147 IT managers and administrators. The results found that the emotion driver was perceived as the biggest obstacle, followed by rules, immediate action, and initiatives. The study concludes that while various obstacles exist for IT managers, further research is needed to better understand how these impediments affect their competencies and job performance.
Developing An Information System for Sustainable Human Resource Developmentiosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
Trabajo desarrollado para crear un ambiente de aprendizaje apoyado con TIC para la Gestión de TI en las organizaciones. Realizado en el año 2010, en el programa de Maestría en Ingeniería, área Sistemas y Computación, Univ. de los Andes.
Enterprise applications diffusion within organizations: A social learning per...Oswaldo Lorenzo
1) The document discusses the implementation and diffusion of enterprise systems within organizations from a social learning perspective.
2) It examines the implementation of an enterprise application at a coffee company over several years and how diffusion differed between two business units - one showed high levels of adoption while the other showed low levels.
3) The study uses social learning theory to understand how key user behaviors, cognitive processes, and environmental factors influence diffusion, with findings suggesting reciprocal determinism between these elements plays a key role in an application's spread.
Conceptualizing Information Technology Governance Model for Higher Education:...journalBEEI
Information Technology (IT) governance has been emerging as a central issue in many organizations. This is because IT governance is key to realizing IT business value. Past studies have focused on the three aspects of IT governance, namely, structural capability, process capability and relational capability. At the same time, some studies have suggested that IT governance process should be viewed as a learning process rather than a problem solving process. Based on this scenario, the role of knowledge and knowledge based processes should be the central focus of IT governance. As a learning process, IT governance effectiveness can be determined by how much impact IT governance practices has influenced on decision-makers’ thinking and actions. In this case, knowledge capacity absorbed from IT governance experience reflects a certain level of organizational learning (OL) achieved which later influences the level of IT governance performance. Since studies that adopt this perspective is lacking, this paper proposes a conceptual framework based on absorptive capacity approach for an IT governance performance model in the higher education. The paper contributes theoretically by extending the knowledge of IT governance by exploring a new perspective on OL
The Role of Organizational and Individual Factors in Knowledge Management Sys...journalBEEI
The aim of this study is to investigates the how individual and organizational factors influence people behavior in using knowledge management. This research applied Technology Acceptance Model (TAM) as a basis theory; TAM was enriched with individual and organizational factors for this study. A survey approach was conducted for data collection. Three of institutions in Banking Sector at Indonesia were invited to join this study and 215 knowledge workers were participated for the survey. Data from survey were analyzed through Structural Equations Model (SEM) using PLS (Partial Least Square) V2. The conclusion specify that ‘‘individual elements’’ and ‘‘organizational elements’’ are the significantly affect people behavior in KMS acceptance factors that influence knowledge worker behavior in knowledge sharing. However this study not found relationship between individual and organization factors and “perceived ease of use” construct with people behavior in accept KMS.
The presentation will begin at 12PM EST and discuss IT governance. IT governance refers to the rules and regulations that govern an IT department and ensure compliance. Good IT governance provides several benefits, including standardized processes, maximized IT investment returns, and alignment between IT and business objectives. The presentation will cover IT governance definitions, frameworks like COBIT and ITIL, and take questions from the audience.
Investigating the Influence of E-HRM Practices on Organizational Performance:...Dr. Amarjeet Singh
Electronic Human Resource Management (E-HRM) came into existence as a result of the evolution of new technology and it leads to eliminating the administrative burden on HR professionals. Financial institutions are the heart of the financial stability of the economy. Nowadays most financial institutions are widely adopting E-HRM practices in order to achieve sustainable competitive advantage. However, it has been observed that there is a lack of empirical studies regarding this phenomenon in the Sri Lankan context. The main contribution of this study is to enrich the knowledge and investigate the impact of E-HRM practices on organizational performance under the mediation role of organizational agility. Thus, the study focusses on to examine how E-HRM impacts organizational performance, and to determine the mediating role of organizational agility between E-HRM and OP. Questionnaires were distributed by using a convenience sampling method to collect primary data from 40 financial institutions in Sri Lanka. Data analysis was performed using Pearson correlation analysis, regression analysis, descriptive statistics, Baron and Kenny mediator analysis method, and Sobel test. Results of the analysis indicated that E-HRM practices significantly and positively impact organizational performance while organizational agility mediates the relationship between E-HRM practices and OP. Outcomes of this study provided implications like enhancing available literature, to understand the real impact of E-HRM on organizational performance to HR managers. This study also suggests some further research areas for future research.
The organizations can bring beneficial information through data technologies like Y2k, Bubble etc. There are many other benefits of these technologies, like they can help in utilizing and analyzing the information more comfortably and generate accurate financial reports within the organization. With the application of modern technology and automated systems, employees, stakeholders and consumers can be protected, because these systems help in making genuine report design. Organizations can maintain information system such as record keeping system on any Oracle or SQL server program. In order to avoid misuse of the data and analysis recorded in the system, the U.S designed SOX law procedures in July 2002 that needed to be followed.
Governance Of Enterprise Information Technology V3pjmartinez
The document discusses a governance model for enterprise information technology service innovation presented to the Department of the Interior's Office of the Chief Information Officer. The model aims to increase accountability, advance modernization and integration, and drive business principles through a federated service innovation model. Key components of the proposed governance framework include performance measurements, risk management, and strategic alignment. Next steps involve further analyzing and decomposing the model elements, highlighting areas for improvement, and providing communications for clearer direction of the federated service model.
Towards a Theoretical Model for Human Resource Management Information Systems...IOSRJBM
This study carries out a critical review of literature on human resource management information system, government policy and organization performance. The motivation for carrying out this literature review is presented and the point of contention is the application of human resource management information system, government policy and organizational performance. The objectives of carrying out this literature review include; to conceptualize the adoption of human resource management Information systems (HRMIS) and organization performance, to analyze the evolution of human resource information system (HRMIS) concept, to identify the theories upon which human resource information system (HRMIS) and organization performance are anchored upon, to critically review the empirical studies and identify the inherent gaps and to identify the factors that influences the adoption of HRMIS .The study reviews the origin of adoption of human resource management Information systems from both academic and management perspective. Factors influencing the adoption of human resource management systems, theoretical framework of human resource management systems whereby four theories namely diffusion theory, social capital theory, behavioral theory and resource based view theory have been discussed. An empirical review was done on thematic issues, methodology, data collection and data analysis. Various studies have been reviewed and analyzed to identify knowledge gaps. Conclusions were drawn and recommendations made based on the literature reviewed. A conceptual frame work alongside measures is proposed for studying human resource management information system, government policy and organizational performance and methodology for the study is also proposed.
Impact of internal physical environment on academicians productivity in pakis...Alexander Decker
This document summarizes a research study that examined the impact of indoor physical environments on academician productivity in higher education institutions in Pakistan. The study collected primary data from 144 education professionals through questionnaires. It analyzed the data using rank correlation coefficient and multiple regression analysis. The findings showed that office design is very important for increasing employee productivity. Specifically, comfortable and well-designed offices that motivate and energize employees can increase performance. Key factors like furniture, temperature, noise, lighting and other arrangements were investigated for their impact on academician productivity in Pakistani higher education from an employee perspective.
11.impact of internal physical environment on academicians productivity in pa...Alexander Decker
This document summarizes a study that examines the impact of indoor physical environments on the productivity of academicians in higher education institutions in Pakistan. The study collected primary data from 144 academicians through questionnaires. It analyzes the relationship between office design factors like furniture, temperature, noise, lighting, and other arrangements on employee performance. The findings show there is a direct relationship between office design and employee productivity. Comfortable furniture, adequate lighting and temperature control, and reduced noise positively impact employee performance, while spatial arrangements are also important. The study aims to help design better indoor work environments to improve academician productivity in Pakistani universities.
The Relationships Between IT Flexibility, IT-Business Strategic Alignment and...IJMIT JOURNAL
What seems to still be the main concern for managers in the corporate world across the globe is IT business strategic alignment. This study seeks to address the research problem about the lack of alignment between IT and business strategies. Upon reviewing various literature on this subject, it was found that IT flexibility is one of the most vital factors that help sustain strategic alignment. The researcher upon having a detailed discussion on the possible areas associated with the present body of knowledge has discovered gaps in the studies that have been undertaken on strategic alignment and IT flexibility. This is because IT capability in relation to IT flexibility and strategic alignment has been ignored in the previous studies. As a result, this research proposes a relationship between IT flexibility (i.e., modularity, connectivity and compatibility), IT capability, and strategic alignment.
Research evolution on implementation and adoption behaviour of information sy...LenaFrau
This document reviews research on the implementation and adoption of information systems by senior managers in commercial organizations over the last 40 years. It analyzes theories and models of information system adoption and implementation, examining how they have evolved while considering various determinants and limitations. Based on the literature review and findings, the paper proposes a comprehensive model for information system implementation.
This document provides an overview of key concepts in information systems for business including:
- The components of an information system and how it relates to supporting business processes, decision making, and competitive strategies.
- Examples of how information systems are used in real world businesses to increase efficiency and customer experience.
- Challenges managers may face in developing and using information technology ethically and some common components of information systems.
A comparative analysis of knowledge management in banking sector an empirica...Alexander Decker
This document discusses knowledge management in the banking sector. It identifies four key components of effective knowledge management: leadership, organizational culture, measurement of results, and information technologies. The document provides details on each component and their importance for knowledge creation and sharing within organizations. The purpose of the study is to examine these components of knowledge management in banks and determine if there are differences between private and state-owned banks in their knowledge management practices.
This document discusses the role of computer and information systems managers. It states that they play a vital role in implementing technology within organizations by planning, coordinating, and directing research. They help determine both technical and business goals in consultation with top management. This requires a strong understanding of both technology and business practices. The document also notes that employment of computer and information systems managers is projected to grow faster than average due to increasing use of technology in workplaces. A bachelor's degree is usually required for management positions, with employers preferring graduate degrees. Computer and information systems managers must possess strong interpersonal, communication, and leadership skills to interact with staff and others inside and outside their organizations.
This chapter discusses the importance of information systems in business today. It explains how information systems enable operational excellence, new products/services, customer intimacy, improved decision making, competitive advantage, and ensure business survival. The chapter also covers perspectives on information systems, including the organizational, management, and technology dimensions. It emphasizes that high returns require complementary investments in people and processes alongside technology.
A DATA GOVERNANCE MATURITY ASSESSMENT: A CASE STUDY OF SAUDI ARABIAijmpict
Nowadays, data has become important and influences the decision-making process on government and
business sectors. Data governance strategy should not be underestimated because it increases the value of
data and minimize data-related cost and risk. The data governance concept promotes the accomplishment of
organizational objectives by developing and implementing an appropriate strategy for processing data in
perfect and secure manner. This study aims to assess the maturity of data governance for Saudi sectors by
design a framework and using it to measure whether the data governance have been applied or not. To do
so, we have designed a questionnaire based on five criteria for assessing the current state of data governance
implementation which are: policies and standards of data management, data quality, risk of poor data
quality, cost of data correction, and data security. The questionnaire was then distributed to the employees
in the IT department or who are related to data management or data security in Saudi sectors either
government or private. The results show that approximately 48% of the respondents stated that they have a
data governance committee in the sectors in which they work. Also, 55% of the respondents indicated that
there are legislation and regulations for data governance in the sectors, as well as for making data available.
Moreover, 42% from the respondents stated that their organizations have policies and procedures to enforce
data management.
CHANGE MANAGEMENT: IMPLEMENTATION AND BENEFITS OF THE CHANGE CONTROL IN THE I...ijait
In the competitive environment, companies have given increasing importance to the IT sector and the
resources it delivers as strategic. As a result, IT becomes a living being within the company. This sector is
being subject to continuous changes in this scenario. These changes can occur within the own IT sector or
whether IT to other sectors of the company. For both scenarios, it is important to have a good change
control to avoid unnecessary trouble and expense. This paper aims to show through a case study, the
benefits and results obtained with the implementation of a process of managing and controlling changes in
the information technology environment of a large government company in Brazil.
Employees Adoption of E-Procurement System: An Empirical StudyIJMIT JOURNAL
Today, organizations are investing a lot in their IT infrastructure and reengineering their business processes by digitizing firms. If organizational employees will not optimum utilize its IT infrastructure, the productivity gain reduced enormously. In Uttarakhand e-procurement system implemented by public sector under e-governance integrated mission mode projects. So, there is need to find the determinants which influence employee’s adoption and uses of e-procurement systems. This research study assesses the organizational and individual determinants that influence the use of e-procurement system in Uttarakhand public sector. This study provides managers with the valuable information to take intervention programs to achieve greater acceptance and usage of e-procurement system. Data collected for this study by the means of a survey conducted in Uttarakhand state in 2011. A total 1200 questionnaire forms were distributed personally and online to employees using e-procurement system in Uttarakhand.
This document describes a study that examined attributions for work-related events using a Modified
Attributional Style Questionnaire (MASQ) administered to 300 IT professionals. The MASQ assessed causal
attributions along dimensions of internality, stability, globality, externality, and personal control. Results
showed the MASQ had satisfactory reliability. Attributions for positive events correlated with job satisfaction
and motivation more than attributions for negative events. This supports prior research linking an optimistic
internal attributional style to satisfaction and motivation.
This document discusses how information systems impact organizations and can be used for competitive advantage. It covers key topics such as how IS influences organizational structure, culture, and politics. Porter's competitive forces model is also summarized, which identifies five competitive forces that shape industry competition: rivals, new entrants, substitutes, customers, and suppliers. The document explains how firms can use IT to pursue generic strategies like cost leadership, differentiation, market niche focus, and strengthening customer/supplier relationships.
To Explore how Enterprise Resource Planning System is Enhancing Internal Fina...AI Publications
The study aims to assess how an organisation deploys ERPs’ availability in ensuring effective internal controls to ensure effective financial decision-making, the importance for organisations to achieve their objectives. To achieve this the study put in place four objectives; to evaluate how management commitments can influence an effective internal control in NGOs, evaluate their effectiveness through the use of an ERP, assess how best operations cycles and procedures can be improved by systems to ensure improved internal controls while understanding the shorting during the implementations. It is believed that the systems have the capabilities of deployment in most major functions of the organisations and therefore ensures faster and accurate decision-making also protect and reduce mismanagements of the donor funds. The study seeks to assess ERPs usefulness to stakeholders in the organisation finances use and coordination The significance of the study is that it can be used by the organisation in making better financial decisions, improve their efficiency and effectiveness and also by the authorities and the professional organisation to improve the reporting. The project will be of significant importance to the NGOs across Tanzania, their management, staff beneficiaries, regulatory authorities such as TRA and the registrar of NGOs, scholars and current and potential donors The study revies pieces of literature such as, the internal control systems, Enter Resource Planning System as a tool of controls, internal control environments and activities and monitoring and controls, Four interlinked theories that are
Factors Affecting Organizations Adopting Human Resource Information Systems: ...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications
Research Leadership and Organizational Change in the Context of IT - Research...Eashani Rodrigo
This research investigates Information Technology (IT) driven organizational changes in Sri Lankan organizations by focusing on the leadership aspects. The main objective of this research is to identify which leadership styles are most effective in ensuring the success of change management processes within IT project implementations. In order to achieve this, firstly the research conducts an in-depth investigation of the relationship between leadership and change management practices within organizations. Encapsulating the findings, a model is proposed to pinpoints the most effective leadership style that should be adopted in accordance with each stage within the change management process the organization is about to undergo.
Harley Davidson recognized the need to align IT with its business strategy for continued growth. It implemented an IT governance framework to unite management, IT, and audit functions while preserving company culture. The framework aligned IT decision making with business objectives, managed risks, and ensured IT resources supported business goals. This allowed Harley Davidson to sustain record growth for 20 consecutive years while effectively governing its increasing IT usage and investments.
11.determining the relationship between information technology and leadership...Alexander Decker
The document examines the relationship between information technology and leadership style at the Navy Research Institute of Bandar Anzali in northern Iran. It finds a meaningful relationship between participative leadership style and supportive IT for strategic decisions, as well as between despotic leadership style and supportive IT for strategic decisions. The study uses questionnaires, statistical analysis, and hypothesis testing to analyze the data and relationships.
Investigating the Influence of E-HRM Practices on Organizational Performance:...Dr. Amarjeet Singh
Electronic Human Resource Management (E-HRM) came into existence as a result of the evolution of new technology and it leads to eliminating the administrative burden on HR professionals. Financial institutions are the heart of the financial stability of the economy. Nowadays most financial institutions are widely adopting E-HRM practices in order to achieve sustainable competitive advantage. However, it has been observed that there is a lack of empirical studies regarding this phenomenon in the Sri Lankan context. The main contribution of this study is to enrich the knowledge and investigate the impact of E-HRM practices on organizational performance under the mediation role of organizational agility. Thus, the study focusses on to examine how E-HRM impacts organizational performance, and to determine the mediating role of organizational agility between E-HRM and OP. Questionnaires were distributed by using a convenience sampling method to collect primary data from 40 financial institutions in Sri Lanka. Data analysis was performed using Pearson correlation analysis, regression analysis, descriptive statistics, Baron and Kenny mediator analysis method, and Sobel test. Results of the analysis indicated that E-HRM practices significantly and positively impact organizational performance while organizational agility mediates the relationship between E-HRM practices and OP. Outcomes of this study provided implications like enhancing available literature, to understand the real impact of E-HRM on organizational performance to HR managers. This study also suggests some further research areas for future research.
The organizations can bring beneficial information through data technologies like Y2k, Bubble etc. There are many other benefits of these technologies, like they can help in utilizing and analyzing the information more comfortably and generate accurate financial reports within the organization. With the application of modern technology and automated systems, employees, stakeholders and consumers can be protected, because these systems help in making genuine report design. Organizations can maintain information system such as record keeping system on any Oracle or SQL server program. In order to avoid misuse of the data and analysis recorded in the system, the U.S designed SOX law procedures in July 2002 that needed to be followed.
Governance Of Enterprise Information Technology V3pjmartinez
The document discusses a governance model for enterprise information technology service innovation presented to the Department of the Interior's Office of the Chief Information Officer. The model aims to increase accountability, advance modernization and integration, and drive business principles through a federated service innovation model. Key components of the proposed governance framework include performance measurements, risk management, and strategic alignment. Next steps involve further analyzing and decomposing the model elements, highlighting areas for improvement, and providing communications for clearer direction of the federated service model.
Towards a Theoretical Model for Human Resource Management Information Systems...IOSRJBM
This study carries out a critical review of literature on human resource management information system, government policy and organization performance. The motivation for carrying out this literature review is presented and the point of contention is the application of human resource management information system, government policy and organizational performance. The objectives of carrying out this literature review include; to conceptualize the adoption of human resource management Information systems (HRMIS) and organization performance, to analyze the evolution of human resource information system (HRMIS) concept, to identify the theories upon which human resource information system (HRMIS) and organization performance are anchored upon, to critically review the empirical studies and identify the inherent gaps and to identify the factors that influences the adoption of HRMIS .The study reviews the origin of adoption of human resource management Information systems from both academic and management perspective. Factors influencing the adoption of human resource management systems, theoretical framework of human resource management systems whereby four theories namely diffusion theory, social capital theory, behavioral theory and resource based view theory have been discussed. An empirical review was done on thematic issues, methodology, data collection and data analysis. Various studies have been reviewed and analyzed to identify knowledge gaps. Conclusions were drawn and recommendations made based on the literature reviewed. A conceptual frame work alongside measures is proposed for studying human resource management information system, government policy and organizational performance and methodology for the study is also proposed.
Impact of internal physical environment on academicians productivity in pakis...Alexander Decker
This document summarizes a research study that examined the impact of indoor physical environments on academician productivity in higher education institutions in Pakistan. The study collected primary data from 144 education professionals through questionnaires. It analyzed the data using rank correlation coefficient and multiple regression analysis. The findings showed that office design is very important for increasing employee productivity. Specifically, comfortable and well-designed offices that motivate and energize employees can increase performance. Key factors like furniture, temperature, noise, lighting and other arrangements were investigated for their impact on academician productivity in Pakistani higher education from an employee perspective.
11.impact of internal physical environment on academicians productivity in pa...Alexander Decker
This document summarizes a study that examines the impact of indoor physical environments on the productivity of academicians in higher education institutions in Pakistan. The study collected primary data from 144 academicians through questionnaires. It analyzes the relationship between office design factors like furniture, temperature, noise, lighting, and other arrangements on employee performance. The findings show there is a direct relationship between office design and employee productivity. Comfortable furniture, adequate lighting and temperature control, and reduced noise positively impact employee performance, while spatial arrangements are also important. The study aims to help design better indoor work environments to improve academician productivity in Pakistani universities.
The Relationships Between IT Flexibility, IT-Business Strategic Alignment and...IJMIT JOURNAL
What seems to still be the main concern for managers in the corporate world across the globe is IT business strategic alignment. This study seeks to address the research problem about the lack of alignment between IT and business strategies. Upon reviewing various literature on this subject, it was found that IT flexibility is one of the most vital factors that help sustain strategic alignment. The researcher upon having a detailed discussion on the possible areas associated with the present body of knowledge has discovered gaps in the studies that have been undertaken on strategic alignment and IT flexibility. This is because IT capability in relation to IT flexibility and strategic alignment has been ignored in the previous studies. As a result, this research proposes a relationship between IT flexibility (i.e., modularity, connectivity and compatibility), IT capability, and strategic alignment.
Research evolution on implementation and adoption behaviour of information sy...LenaFrau
This document reviews research on the implementation and adoption of information systems by senior managers in commercial organizations over the last 40 years. It analyzes theories and models of information system adoption and implementation, examining how they have evolved while considering various determinants and limitations. Based on the literature review and findings, the paper proposes a comprehensive model for information system implementation.
This document provides an overview of key concepts in information systems for business including:
- The components of an information system and how it relates to supporting business processes, decision making, and competitive strategies.
- Examples of how information systems are used in real world businesses to increase efficiency and customer experience.
- Challenges managers may face in developing and using information technology ethically and some common components of information systems.
A comparative analysis of knowledge management in banking sector an empirica...Alexander Decker
This document discusses knowledge management in the banking sector. It identifies four key components of effective knowledge management: leadership, organizational culture, measurement of results, and information technologies. The document provides details on each component and their importance for knowledge creation and sharing within organizations. The purpose of the study is to examine these components of knowledge management in banks and determine if there are differences between private and state-owned banks in their knowledge management practices.
This document discusses the role of computer and information systems managers. It states that they play a vital role in implementing technology within organizations by planning, coordinating, and directing research. They help determine both technical and business goals in consultation with top management. This requires a strong understanding of both technology and business practices. The document also notes that employment of computer and information systems managers is projected to grow faster than average due to increasing use of technology in workplaces. A bachelor's degree is usually required for management positions, with employers preferring graduate degrees. Computer and information systems managers must possess strong interpersonal, communication, and leadership skills to interact with staff and others inside and outside their organizations.
This chapter discusses the importance of information systems in business today. It explains how information systems enable operational excellence, new products/services, customer intimacy, improved decision making, competitive advantage, and ensure business survival. The chapter also covers perspectives on information systems, including the organizational, management, and technology dimensions. It emphasizes that high returns require complementary investments in people and processes alongside technology.
A DATA GOVERNANCE MATURITY ASSESSMENT: A CASE STUDY OF SAUDI ARABIAijmpict
Nowadays, data has become important and influences the decision-making process on government and
business sectors. Data governance strategy should not be underestimated because it increases the value of
data and minimize data-related cost and risk. The data governance concept promotes the accomplishment of
organizational objectives by developing and implementing an appropriate strategy for processing data in
perfect and secure manner. This study aims to assess the maturity of data governance for Saudi sectors by
design a framework and using it to measure whether the data governance have been applied or not. To do
so, we have designed a questionnaire based on five criteria for assessing the current state of data governance
implementation which are: policies and standards of data management, data quality, risk of poor data
quality, cost of data correction, and data security. The questionnaire was then distributed to the employees
in the IT department or who are related to data management or data security in Saudi sectors either
government or private. The results show that approximately 48% of the respondents stated that they have a
data governance committee in the sectors in which they work. Also, 55% of the respondents indicated that
there are legislation and regulations for data governance in the sectors, as well as for making data available.
Moreover, 42% from the respondents stated that their organizations have policies and procedures to enforce
data management.
CHANGE MANAGEMENT: IMPLEMENTATION AND BENEFITS OF THE CHANGE CONTROL IN THE I...ijait
In the competitive environment, companies have given increasing importance to the IT sector and the
resources it delivers as strategic. As a result, IT becomes a living being within the company. This sector is
being subject to continuous changes in this scenario. These changes can occur within the own IT sector or
whether IT to other sectors of the company. For both scenarios, it is important to have a good change
control to avoid unnecessary trouble and expense. This paper aims to show through a case study, the
benefits and results obtained with the implementation of a process of managing and controlling changes in
the information technology environment of a large government company in Brazil.
Employees Adoption of E-Procurement System: An Empirical StudyIJMIT JOURNAL
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to link to this paper: doi:10.1057/kmrp.2015.12
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The document recommends rethinking IT governance
The document discusses IT governance challenges at Chisholm Institute and strategies for improvement. It summarizes frameworks like COBIT, ITIL and PRINCE2 that can help with governance. It then details how Chisholm restructured its IT department and implemented an ICT Governance Committee aligned with the AS8015 standard to better link IT with organizational strategy and priorities.
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Determinants of knowledge management systems success in the banking industryjaysoncham
Abstract
Purpose – This study aims to examine the impact from technical and social aspects on knowledge
management system (KMS) success. Moreover, this study also attempts to examine the
interrelationships between KMS success and user satisfaction.
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service quality) and social factors (user trust and management support) play a significant and positive
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the success of KMS and vice versa.
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social perspectives in examining KMS success. This research study raises the importance of social
factors, which have been earlier neglected by many studies on KMS success models. Moreover, the
interrelationships relationship between KMS success and user satisfaction also been examined in this
study.
Critical Review of Success Factors of Knowledge Management System (KMS) on Co...ijsrd.com
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Over the past several years, companies are pairing diversity efforts with inclusion initiatives and roles
surrounding innovations that promote diversity of thought [13]. However, much return on investment (ROI) focus
has been on business and corporate functioning in general, but not on specifics related to information governance
(IG). We address this research gap byconsidering various return on investment (ROI) metrics and what might
ground the benefits of diversity and inclusion initiatives related to IG policy. Then, wesuggest what the results
mean in terms of changing and influencing current industry practices.:
BIM Term Paper Proposal on Applications of ICT on Office Management santo BD
BIM Term Paper Proposal
Topics is "Applications of ICT on Office Management and organization Development"
Broader objective of the study :
? ? Main objective of this study- ICT applications how to help office management and
to develop organization.
Specific objectives: The specific objective of the study will be:
• Identify the ICT applications using for office management.
• To identify impact on employment productivity of using ICT applications.
• Cost benefit analysis of using ICT applications in the organization.
Bangladesh Institute of Management (BIM), Dhaka
Adomavicius et al.Technology Trends in the IT LandscapeSP.docxdaniahendric
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Leadership and IT-Driven Organizational Change in the Sri Lankan ContextEashani Rodrigo
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11.a descriptive analysis of the challenges facing information technology managers
1. Information and Knowledge Management www.iiste.org
ISSN 2224-5758 (Paper) ISSN 2224-896X (Online)
Vol 2, No.2, 2012
Information technology management practices: A descriptive
analysis of the challenges facing information technology
managers
Vincent Sabourin
GRES, University of Québec in Montreal (UQAM)
School of Management, University of Québec in Montreal (UQAM)
Correspondence: UQAM, ESG School of Management, 315 east St-Catherine Montreal Qc. Canada H3C
4P2. Suggestions are welcome: sabourin.vincent@uqam.ca
Abstract
The paper intended to study managerial impediments which may hinder effective managerial practices by
IT managers and their co-workers. The managerial drivers included: rules, initiatives, emotions, immediate
action and integrity. This paper described the drivers of managerial practices by managers in information
technology departments. The findings on Perception of IT managers and administrators towards the drivers
of managerial practices by IT managers put a lot of emphasis on immediate action with regards to
emergencies and driver of rules ( lack of commitment) to explain the impediments faced by IT managers.
Purpose: This research sought to find out if IT managers were facing challenges resulting from
administration and management practices. This research was carried out to investigate on the impediments
facing IT managers. The study involved effective drivers of management adopted from Sabourin (2009)
experiential leadership model, with managerial drivers of; rules, initiatives, integrity, immediate action and
emotions to better identify key obstacles that face information technology managers and their management
practices.
Methodology: A mixed method of qualitative (focus group discussion) and quantitative (a survey with a
questionnaire) approaches was applied to this study. These involved group discussion of IT technicians and
administrators in the selected organizations in a Canadian province. The total number of surveyed
managers was 149.
Findings: With regards to the drivers of management practices, it was established that the driver of
immediate action holds the highest consideration towards managerial practices by IT managers. This driver
had, a frequency recorded 131, mean of 3.1897, median of 3.200 and standard deviation of 0.75874. The
driver of rules was after analysis found to have a frequency of 132, a mean of 2.5773, median of 2.500 and
standard deviation of 0.72983. The driver of emotions had a frequency of 131, mean of 2.5530, median of
2.400 and standard deviation of 0.71773. The driver of integrity had a frequency of 130, mean of 2.6969,
median of 2.600 and standard deviation of 0.70603. The driver of initiatives had a frequency of 130; mean
score of 2.8923, median of 2.800 and standard deviation of 0.80602. The summary of the report has been
presents in table 2.
Conclusion: This study focused on the challenges experienced by IT managers and co-workers as they
execute their management practices. Taken as a whole, our findings suggest that, there are some
impediments associated with drivers of Emotions, immediate action, Rules and initiatives as well as
integrity. Even if these obstacles are in multiple levels to develop and promote IT management practices, it
is imperative to study with more depth obstacles faced by IT managers in order to better understand how
the obstacles they face represent an impediment to the development of their competencies and effective
performance in IT.
Paper type: Research paper
Keywords: Managerial drivers, managerial practices, Information technology (IT), Information
management
1.0 Introduction
The current field of management has through research, seen the need to study the rising challenges that
impede information technology management practices. Due to globalization that has come as a result of the
10
2. Information and Knowledge Management www.iiste.org
ISSN 2224-5758 (Paper) ISSN 2224-896X (Online)
Vol 2, No.2, 2012
society accepting and making use of the technological products and advancements, there have arisen a
number of management hindrances that face the information technology specialists. According to Martin
(2009), there is an urgent need to investigate and underscore the overall importance of information
technology managers and their co-workers as away to help create effective management practices. These
dimensions, as inferred by Yoo et al., (2006) are repository to human resource management in
organizations and information technology management being an important department within the
organization, will in one way be affected by management decisions and practices of the top decision
making bodies within the organization (Huub, 2008; William, 1980; Barbara, 2001; Caudle, 1991).
The way and the manner in which information technology managers exhibit their management practices are
determined by a number of factors and drivers. Some of these factors according to Bob (1994) include
performance management, best management practices, information technology products, services and
delivery processes.
Information technology (IT) products, services, and delivery processes are important resources for results-
driven government programs and operations (Drucker, 2007; Gee-woo, 2005; Kara, 2007). For purposes of
this research, information technology (IT) also includes the organizational units and contractors primarily
responsible for delivering IT. Line managers, the operational customers relying on IT products and services
and information technology managers themselves, want to know "How are information technology
products and services, including the information infrastructure, supporting the delivery and effectiveness of
the enterprise's (agency) programs?" As pointed by Philip (2003), successful organizations rely heavily on
performance measures to operationalize mission goals and objectives, quantify problems, evaluate
alternatives, allocate resources, track progress, and learn from mistakes (Lucas, 1975; Hal, 1992; Yoo,
2006; Thomas, 2009). Operational customers and IT managers in these organizations form partnerships to
design, manage, and evaluate IT systems that are critical to achieving improved mission success coupled
with effective managerial practices (Kling, 1980; Keen, 1992).
How IT performance management and practice is designed, implemented, and sustained in each
organization depends on many factors, including; the organization's culture, whether the management
practices supports information technology performance management (Lesile, 2007, Yoo, 2006; Huub,
2008) and reflects this support in its program and personnel appraisal and reward systems which include;
the importance of IT to program (mission) delivery, the accepted utility of IT in the organization, the
allocation of IT responsibilities in the organization, including whether IT is centrally managed or
responsibility is dispersed and the availability of resources (e.g., skills, people, tools, money) to support
performance management practices.
1.1 Purpose
The relevance and reliability of an Information technology system is evaluated based on the quality of
products that comes out after successive training in managerial practices. The rise of IT managers has in a
number of ways established the need to have review into their management theories and practices.
This research therefore, sought to find out if IT managers were facing challenges resulting from
administration and management practices. This research was carried out to investigate on the impediments
facing IT managers. The study involved effective drivers of management adopted from Sabourin (2009)
experiential leadership model, with managerial drivers of; rules, initiatives, integrity, immediate action and
emotions to better identify key obstacles that face information technology managers and their management
practices.
1.1.2 Research Objectives
1.1.2.1 General objective
The general objective was to critically establish the managerial challenges that impede IT managers while
executing their leadership and management functions.
1.1.1.2 Specific objectives
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(i) To identify the status, problems and the needs of further managerial orientation within IT related
organizations and departments.
(ii) To investigate how IT managers execute their functions as they motivate junior employees and
personnel.
(iii) To establish how effective and relevant managerial drivers will be adopted by IT managers.
1.1.3 Hypothesis Formulation
H1: Good and well structured policies and quality management approach by IT managers will have a
positive impact on the performance of their employees in relation to driver of rules.
H2: Given the nature of managerial impediments, IT managers and professionals would face challenges
when initiating new changes in relation to driver of initiatives.
H3: Stimulating the emotions of employees can help create better results and spur performance of an
organization in relation to drivers of emotions.
H4: Given the ever rising needs and decision to be made by managers, when faced with challenges
managers will rely on the driver of immediate action.
1.1.4 Research Questions
In regards to the managerial practices adopted by IT managers and the impediments they face while
exercising their managerial practices, the following questions were formulated,
Q1 Would there be a tie-in between the IT professionals perceptions of their own organizations and the
impediments related to drivers of rules?
Q 2 Would there be a link between the IT professionals perceptions of their own organizations and the
impediments related to drivers of initiatives?
Q3 Would there be a linkage between professionals perceptions of their own organizations and the
impediments related to drivers related to emotions?
Q4 Would there be a connection between the professionals perceptions of their own organizations and the
impediments related to drivers related to immediate actions?
2.0 Literature Review
2.1 Overview of the Theoretical Framework
The current managerial requirements in technology development and innovations have installed a lot of
pressure on IT managers to seek to perform to their best level. There are some key areas in IT that these
managers have to monitor constantly and periodically to avoid any communication lapses and other
technical hitches that accompany information delivery. These include; management practices, human
resource control and information management
2.1.1 Management Practices: The Foundation of IT Performance Management practices
IT performance management and measures are considered subsets of overall performance management
systems (Kara, 2007). In structuring an effective approach to performance management, it is also important
to (i) differentiate between IT's impact on intermediate versus final program outcomes, (ii) use a good
balance of different kinds of IT measures, (iii) understand that measures may differ by management tier
within an organization, and (iv) evaluate both the overall performance of the IT function within an
organization and the outcomes for individual IT investments (Gee-woo, 2005; Kara, 2007).
This approach suggests three primary practice areas that characterize IT performance management: IT
systems with agency missions, goals, and programs; measures that determine how well IT is supporting
strategic, customer, and internal business needs; and performance measurement mechanisms at various
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decision-making levels within an organization. Two supporting practice areas are important to keep the
overall IT measurement process working which provide performance data that is accessible, reliable, and
collected in the least burdensome manner (Drucker, 2007; Gee-woo, 2005; Kara, 2007). The benefit of
effective automated data and management information systems is that performance information can be
effectively and efficiently used to make strategic, managerial, and day-to-day operational decisions. In
addition, a commitment to the concept of continuous improvement used for organizations is essential for
maintaining effective IT managerial practices (Keen, 1980).
Use of an IT results chain is only as good as the clarity and specificity of the overall organizational goals
and objectives. Leading organizations build consensus among program managers, IT managers, customers,
stakeholders, and staff to establish joint ownership for performance management. They work together to
achieve a common understanding of goals, objectives, measures, and anticipated outcomes (Rapport, 1970).
As a practical matter, those who will judge the success of programs and the supporting functions should
agree on the links in the results chain from its purpose to the vital few measures (Wren, 1994). IT goals and
measures flow directly from strategic goals. IT managers and staff do not develop performance
management systems that optimize operational customer results without considering an enterprise wide
perspective (Yoo, 2006). IT goals and measures in support of individual operational customers must meet
IT department or unit objectives. In turn, IT department or unit objectives must map directly to both
programmatic and enterprise wide strategic directions or goals (Drucker, 2007; Gee-woo, 2005; Kara,
2007). The result is that IT goals and measures track in a seamless fashion back to enterprise strategic
directions or goals. If such mapping is not obvious when comparing measures and high-level goals, the IT
function is probably not measuring the right things.
2.1.2 Information management
Implementing information technology solutions in a complex and ever-changing organizational
environment is never easy (Graeme & Martin, 2009). The challenges inherent in information management
projects mean that new approaches need to be taken, if they are to succeed. Users don’t understand systems
(Muhammad et al., 2009). When presented with six different information systems, each containing one-
sixth of what they want, they generally rely on a piece of paper instead (or ask the person next to them).
Educating staff in the purpose and use of a disparate set of information systems is difficult, and generally
fruitless (Libicki 1995). The underlying goal should therefore be to deliver a seamless user experience, one
that hides the systems that the information is coming from (Young-Mi, et al., 2007). This is not to say that
there should be one enterprise-wide system that contains all information. There will always be a need to
have multiple information systems, but the information contained within them should be presented in a
human-friendly way (Libicki 1995; Tanya & Huub, 2008).
Successful information management is about organizational and cultural change, and this can only be
achieved through strong leadership (Kendall et al 1987). The starting point is to create a clear vision of the
desired outcomes of the information management strategy. This will describe how the organization will
operate, more than just describing how the information systems themselves will work. Effort must then be
put into generating a sufficient sense of urgency to drive the deployment and adoption of new systems and
processes (Libicki 1995). Stakeholders must also be engaged and involved in the project, to ensure that
there is support at all levels in the organization. This focus on leadership then underpins a range of
communications activities that ensure that the organization has a clear understanding of the projects and the
benefits they will deliver (Kraemer et al 1981). When projects are solely driven by the acquisition and
deployment of new technology solutions, this leadership is often lacking. Without the engagement and
support of key stakeholder outside the IT area, these projects often have little impact.
In practice, anyone looking to design the complete information management solution will be trapped by
‘analysis paralysis’: the inability to escape the planning process. Organizations are simply too complex to
consider all the factors when developing strategies or planning activities. The answer is to let go of the
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desire for a perfectly planned approach (Robert et al., 2009). Instead, project teams should take a ‘journey
of a thousand steps’. This approach recognizes that there are hundreds (or thousands) of often small
changes that are needed to improve the information management practices across an organization. These
changes will often be implemented in parallel (Gee-Woo et al., 2005).
2.1. 3 Conceptual framework
To develop our conceptual framework, the researcher explored the previous model developed by Sabourin
(2009) on the drivers necessary for effective performance. This model consisted of the five drivers namely;
rules, emotions, immediate action, initiatives and integrity. These drivers have been presented in the
diagram below. The following is a brief description of the drivers as inferred by Sabourin (2009)
(i)Rules: This deals with the clarification and alignment of the manager’s objectives. The driver gathers
variables that refer to factual and rational analysis of given situations. This perspective leads to concept
forming and formulation of generalizations that integrate the observations and the reflections. The
economic planning and the analysis are prevailing in this dimension. Obstacles deal with figures, figures
and protocols. Decision-making is based on facts and abstract principles.
(ii)Emotions: The driver of emotions deals with getting a commitment to the manager’s objectives by its
employees. This driver gathers variable dealing with topic such as fetching a commitment, clarifying
problems, reconciling the divergent points of view and establishing consensus. In this second situation, we
make a thoughtful observation that consists of making observations on the experience lived by the persons
and of thinking about their meaning.
(iii)Immediate Action: The driver of immediate action gathers variables that reflect creating value-added
action or immediate actions in response to urgent matters in the execution of objectives. It addresses
concrete action and those that allows rapid actions on small scale to obtain quick results. Thus, the
variables deal with quick decision taking without respect to an established plan.
(iv)Initiatives: The driver of initiatives deals with translating managerial objectives into concrete projects
for employees. It gathers variables dealing with introduction of new projects and ideas that results in more
willing and more capable employees. This third driver relies on the active experiment of initiatives; realize
projects and continuous improvements to the existing activities.
(v)Integrity: The driver of integrity deals with executing objectives in the context of integrity of values and
principles. It gathers variables associated with executing objectives in respecting organizational values and
principles. These variables refer to obstacles faced concerning organizational values. This is the capacity to
realize the organization objectives in the respect of the integrity under pressure.
3. 0 Research Methodology and Design
3.1.1 Study design
The research involved qualitative and quantitative studies to explore the research objectives and findings.
The use of a “mixed-methodology” approach, both qualitative and quantitative methods, benefited the
researcher by giving a wider view and more evidence to analyze the issues. A focus group and a survey
were involved in the respective stages (qualitative and quantitative) of this research in Canadian province.
Firstly, focus group (IT technicians) findings served the purpose of providing information for the next
stage. The data gathered from the focus groups was analyzed to identify how IT specific themes match the
variables in the identified in the literature. Secondly, an online survey was used to explore in depth some of
the impending issues which IT managers face while executing their objectives.
3.1.2 Participants Sample
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The eligible study participants were degree prepared and qualified IT technicians and administrators from
various IT systems and institutions operating within the Canadian province selected for study. For the
specific purpose of this study, a survey of 149 information technology managers was completed and
analyzed using the descriptive statistics analysis for which 5 categories of obstacles faced by information
technology managers were identified.
Before undertaking this study, we developed a specific instrument capable of measuring management
practices adopted by information technology managers in their organizations. To do so we completed a set
of 15 focus groups with information technology managers to survey from a qualitative perspective, the set
obstacles that they faced. They were gathered under the 5 categories of the previous research carried out by
Sabourin (2009).
3.1.3 Focus groups with managers to identify managerial obstacles
Before undertaking this specific study, we completed focus groups with information technology managers
to list the various obstacles they face from each of the drivers previously identified. Fifteen focus groups
were conducted with an average of 10 information managers per group to identify obstacles faced by
managers. We identified 5 obstacles from each of the 5 drivers totaling to 25 obstacles. The obstacles were
selected based on the frequency among the participants for each of the focus groups. The obstacles
identified were used as input to elaborate the measurement instrument related to obstacles.
3.1.4 Development of a measurement instrument
We further developed an instrument tool to measure the role of the 25 obstacles that were identified with
managers in focus groups. We used the verbatim of the focus group to elaborate a survey to validate these
obstacles. A pre-test of questionnaire was administered and the questions were sequentially adjusted with
fifteen groups of approximately 10 managers per group before being rolled out to a larger sample of
managers. Several adjustments were made in these 5 pre-test to insure the statistical behavior of each
questions. The table below presents each of the 25 questions that were completed by the participants. This
has been presented in table 2.
3.1.5 Surveys of information technology managers
The step 4 consisted of surveying a group of 149 managers in a governmental Department of a Canadian
province. The participants were all managers and project managers with an information technology
background and were in charge of supervising information technology projects. The group was selected to
insure the homogeneity of the respondents in terms of origins, task and functions.
In the specific context of this research, we surveyed this specific group of managers in public services
going through the context of information management to better understand obstacles facing information
technology managers. These managers were undertaking transformation of their administrative systems
with information technology activities in government institutions.
3.1.6 Data Analysis
For the purpose of this research, data analysis was descriptive in nature. To simplify the interpretation,
degree of agreement with statements was aggregated into two categories of yes and no. Responses were
analyzed as single cohort for the respective obstacles and variables that constituted the drivers. Online
survey data were downloaded to an excel spreadsheet and then imported into standard statistical package
for social sciences software for descriptive analysis. Responses were categorized into two general
categories of “Yes’’, and “No” to simplify data interpretation. Incomplete surveys were included in the
analysis, provided that the basic demographic information and a response to a particular question were
provided.
4.0 Findings and Results
4.1.1 Results
One hundred and forty nine (149) online survey accesses were recorded during the designated survey
collection period. This represents 45% of all IT managers practicing in Canada. None of the surveys were
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found to contain no responses or respondent duplicated survey attempts and thus none was neglected. We
noted that not all participants provided responses to all the survey questions.
4.1.2 Frequency demographics based on research variables with regard to managerial practices adopted by
IT managers
The frequency demographic and respondents characteristics are summarized in table 2. This was based in
the years of practice in administrative and management positions since commencing the employment. The
analysis of the data involved a purely descriptive analysis, which had frequency, percentage, valid
percentage and the means of central tendencies which included mean, median and standard deviation
(Table 3).
4.1.2.1The driver of rules
Below is a description of what the data gathered from the survey regarding each of the variables of this
driver. The driver had variables labeled V29 to V33. With regards to V29 .it was noted to have mean score
2.28, median of 2.00 and standard deviation 0.844. V30: noted a mean score 2.02 median of 2.00, and
standard deviation 0.933. V31: the variable came out with a mean score 2.54, median 2.00 and standard
deviation 0.668. V32: had noted mean score 3.08, median of 3.00 and standard deviation 1.373. V33:
emerged with a mean score 2.99, median of 3.00, and standard deviation 1.190.
4.1.2.2. The driver of emotions
The driver had its variables labeled as V34 to V38. V34: had a mean score: 2.61 and, median of 2.50 and,
standard deviation: 0.862. V35: noted to have a mean score 2.50, median of 2.00 and standard deviation
0.906. V36: was observed to have a mean score 2.86, median of 3.00 and standard deviation 0.906. V37:
only reported a mean score of 2.24, median of 2.00 and standard deviation 0.901. V38: after analysis, we
noted a mean score of 2.36, median of 2.00, and a standard deviation of 0.934.
4.1.2.3 The driver of initiatives
The driver had important variables labeled V39 to V43. V39: For this variable the median score is 2.55,
median of 2.00 and the standard deviation is 1.014. V40; noticed a mean score 2.92, median of 3.00 and
standard deviation 1.064. V41 had a mean score 2.77, median of 3.00 and standard deviation 1.020. V42; had
a mean score is 3.26, median of 3.00 and the standard deviation is 1.118. V43: From the data analysis, the
mean score 2.99, median of 3.00, standard deviation 1.079.
4.1.2.4 The driver of immediate action
The driver had variable labeled V44 to V48. V44: From the analysis, this variable had a mean score of 2.92,
median of 3.000 and standard deviation of 1.123. V45: scooped a mean score was of 3.34, median of 3.00
and standard deviation 1.152. V46: The analysis of the data gave rise to a mean score 2.93, median of 3.00
and standard deviation1.210. V47: This variable screened a mean of 3.80, median of 4.00 and a standard
deviation of 1.137. V48: managed to hold a mean score of 2.94, median of 3.00 and a standard
deviation1.334.
4.1.2.5 The driver of Integrity
Under this driver there were variables labeled V49 to V53. V49; after analysis had a mean score of 2.61,
median of 3.00 and standard deviation 0.984, V50; screened a mean score of 2.89, median of 3.00 and a
standard deviation 0.954. V51: Overall, this had a mean average score of 2.72, median of 3.00 and standard
deviation 0.901. V52; was noted to have a mean average score of 2.31, median of 2.00 and standard
deviation of 1.010. V53 was observed to have a mean score is of 2.94, median of 3.00 and standard
deviation 0.954.
4.1.3 Perception of IT managers towards the drivers of managerial practices and leadership
With regards to the drivers of management practices, it was established that the driver of immediate action
holds the highest consideration towards managerial practices by IT managers. This driver had, a frequency
recorded 131, mean of 3.1897, median of 3.200 and standard deviation of 0.75874. The driver of rules was
after analysis found to have a frequency of 132, a mean of 2.5773, median of 2.500 and standard deviation
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of 0.72983. The driver of emotions had a frequency of 131, mean of 2.5530, median of 2.400 and standard
deviation of 0.71773. The driver of integrity had a frequency of 130, mean of 2.6969, median of 2.600 and
standard deviation of 0.70603. The driver of initiatives had a frequency of 130; mean score of 2.8923,
median of 2.800 and standard deviation of 0.80602. The summary is presented in table 4.
Our analysis therefore brings to light, the modern perspective of five drivers of management for IT
managers. The analysis of the data highlights how IT management gathers multidimensional practices with
varying complementary facets. The following is a brief discussion of the drivers.
The driver of immediate action is considered as the foremost management driver due to its high score in
mean of 3.1897 and median of 3.200. In other words, emergencies and last minute rush would always arise
and if puzzled well, they contribute to successful execution of management and objective achievement. The
findings related to the driver of initiatives can be applied in the area of identification of training and
developmental needs of IT managers and employees, to fulfill the competency gap. Conversion of goals
into concrete projects, techniques used for team based management, techniques used as self resolution for
solving managerial dilemmas all need a set of unique competency.
The findings related to the driver of rules also have managerial and leadership implications for IT
managers. This driver focuses on the clarity of communicating the expectations, systems to evaluate the
results and supportive parameters and the process used for regular reviews and it calls for precise
identification, design and implementation of communication systems, evaluation systems and monitoring
systems respectively. Hence the management should design perfect systems to ensure that the drivers of
rules are followed by IT managers and technicians.
Though not all management skills will be needed, the study shows that the driver of emotions has a crucial
impact when IT managers are achieving their organizational objectives, especially with well motivated
employees. Though the driver of integrity was not widely commented, with regards to this study on IT
management and leadership exercising, there is need that managers ensure that their actions are clean and
focused on the overall attainment of the organization’s objectives and goals. The summary of the report has
been presents in table 3.
4.1.4 Hypotheses confirmation and the research drivers
This section examines and discusses all our hypotheses formulated earlier. With respect to the findings on
the subject of exploring the obstacles faced by IT managers in their managerial practices, we intend to
examine to what extent each of our hypotheses were supported. The results of the empirical analyses have
provided answers to our research questions. Apart from examining the hypotheses formulated we also wish
to elucidate other potential observations of our research to existing literature on IT management practices.
Our conceptual model shows that the obstacle drivers in relation to the implementation of organizational
strategies are different in terms of importance.
Drivers of rules: The rules remain a significant dimension in the implementation of the objectives of an
organization. As such, the ability of managers to master the rules of procedure in conjunction with the
development needs of the company is sometimes associated with the work experience and entrepreneurial
culture, which have been implemented.
Q1 confirms the hypothesis H1: Good and well structured policies and quality management approach by IT
managers will have a positive impact on the performance of their employees in relation to driver of rules.
Drivers of Initiatives: Risk-taking is a critical factor in the development of a business and in the cohesion of
the working groups. This risk-taking is often very carefully calculated so that the company and its
employees are given some leeway to act in the direct interests of the organization.
Q2 confirms the hypothesis H2: Given the nature of managerial impediments, IT managers and professionals
would face challenges when initiating new changes in relation to driver of initiatives.
Drivers of Emotions: Indeed, the study shows that the driver of emotions has a crucial impact when IT
managers are achieving their organizational objectives. In response to the question Q3, we confirm through
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the hypothesis H3: Stimulating the emotions of employees can help create better results and spur
performance of an organization in relation to drivers of emotions.
These results also confirm the studies of many other authors who emphasized the organization’s ability to
define problems and classify them (Drucker, 2007); to tackle resistances to change and to improve the co-
ordination. All these abilities must be seen as one of the key factors, which can impact on an employee’s
level of perception.
Drivers of immediate action: Under the drivers of immediate action, our hypothesis states that IT managers
would anticipate many emergencies and last minutes requests and changes as a key obstacle since there is
volatility in the IT environment, especially with software security and information management. The
descriptive analysis supported this hypothesis.
Q4 confirms the hypothesis H4: Given the ever rising needs and decision to be made by managers, when
faced with challenges managers will rely on the driver of immediate action.
5.0 Discussion
Based on the responses of the focus groups, the findings and literature review arguments, it remains relative
that information technology managers face a multiple of challenges in their managerial practices. These
challenges range from information management, human resource controls and managerial practices. As
reported in the research drivers and confirmed in the previous research, the driver of rules according to
Sabourin (2009) focuses on the clarity of communicating the expectations, systems to evaluate the results
and supportive parameters and the process used for regular reviews and it calls for precise identification,
design and implementation of communication systems, evaluation systems and monitoring systems
respectively. This driver would present some management barriers especially when employees try to
oppose new rules. The ranks and chains of command remain to be necessary tools in effective management
practices. With regards to the driver of emotions, it is relative that managers try to establish some of the
amicable ways of stimulating the emotions of their employees so as to avoid any form of managerial
problems. Managers have to fetch the commitment of their co-workers notably by creating positive
emotions as a reliable climate, common perspectives which see to it that people have the necessary
motivation to carry out the objectives.
Informational managers have always to ensure that their approaches do not turn out to be slow. They have
to be able to take immediate action when faced with an urgent need in their information management. This
is in line with the holding of the driver of immediate action. This driver of immediate action allows
managers to act in a concrete way, on a small scale to obtain results quickly. With this driver, managers
have the privilege of a fast decision-taking, in an established plan or in consensus. So, they can make
consultations only as far as it gives results quickly. Successful information management is about
organizational and cultural change, and this can only be achieved through strong leadership (Kendall et al
1987). The starting point is to create a clear vision of the desired outcomes of the information management
strategy. This will describe how the organization will operate, more than just describing how the
information systems themselves will work. Effort must then be put into generating a sufficient sense of
urgency to drive the deployment and adoption of new systems and processes (Libicki 1995).
Any initiative taken by information technology managers will have an impact on their managerial practices
as noted from the driver of initiative. This driver aims at translating the objectives of the organization into
concrete projects by giving responsibilities to each of the teams and ideally to each of the members in the
organization. Such initiatives have the effect of increasing considerably the sense of the responsibilities and
the initiative of the employees. This driver turns the more capable and voluntary employees towards the
realization of a given objective. This driver rests on the implementation of new ideas and improvements of
information and communication approaches.
When dealing with co-workers it is essential that managers be able to observe some sense of integrity in
their management practices. When managers and co-workers have pressure, they have to make sure to work
on the realization of their objectives in an integral way that is in harmony and in a coherent way with the
values and principles of their organization. The members of the organization have to find in themselves
their motivation to realize the objectives of the organization. The driver of integrity rests on the emotion to
work for the overall good. This situation prevails in spite of the tendency of many organizations to set up
an incentive payment.
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5.1.1 Practical and Theoretical Implications for effective managerial practices by IT Managers
Our research has implication for the information management practices by IT managers. It shows that a
specific focus should be regarding on the impediments IT managers have had to deal with. Even if this
study emphasized many managerial impediments, it did not found the reason why IT managers encountered
more obstacles related to immediate action. Consequently, the case of IT managers, a specific focus should
be put for the impediments that are related to immediate action and rules. Our research has implications for
social action in relation to the thorny subject matter of information quality. For instance an organizational
context where IT managers and technicians are segregated could hinder their effort to perform and to
access to top management position. Our research also has implications for IT managerial action in the sense
that it will be always beneficial for our organization to let express different sensibilities and approach to
problem-solving within the framework to promote participative management among IT managers and their
technicians.
5.1.2 Limitations and Future Research
In the context of IT management practices, additional research with large samples will be necessary to
support the current findings and its validity. Additional research is required to generalize these findings to
the IT managers employed specifically in the government institutions and the private sector. Also global
level categories have to be included in the additional research to generalize the current research findings.
5.1.3 Conclusion
This study is focused on the challenges experienced by IT managers and co-workers as they execute their
management practices. Taken as a whole, our findings suggest that, there are some impediments associated
with drivers of Emotions, immediate action, Rules and initiatives as well as integrity. Even if these
obstacles are in multiple levels to develop and promote IT management practices, it is imperative to study
with more depth obstacles faced by IT managers in order to better understand how the obstacles they face
represent an impediment to the development of their competencies and effective performance in IT.
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Fig 1: summary of the conceptual drivers
Immediate Action Emotions
Practices for Effective
management practices
Initiatives Integrity
Source: Sabourin (2009). A model for Drivers of effective performance in strategy execution
Table 1: Description of measurement variables in the drivers
Drivers & Variables Measurement-Questions
Driver of Rules
V29 I have developed work techniques to clarify the expectations of our bosses.
V30 We have identified goals that focus on customer service.
We have developed work techniques to help individuals stay focused on the
V31
results to be achieved
We systematically conduct annual reviews of our activities with the other
V32
units within our organization.
We are able to estimate the economic value of improvements we wish to
V33
make throughout the organization
Drivers of Emotions
We are able to encourage our workers to adhere to our goals so that they are
V34
fully aware of their importance.
We are able to communicate a sense of urgency to our workers so that they
V35
are able to make rapid decisions..
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We are able to significantly increase the motivation and levels of
V36
engagement of our workers.
We work closely with colleagues who are able to support us during the
V37
decision-making process.
V38 We are able to treat our employees fairly.
Drivers of Initiatives
V39 We have developed a culture that fosters initiative and accountability.
V40 We translate our goals into concrete projects for all our employees.
V41 We know how to set team goals.
We have developed techniques to increase self-resolution of problems for
V42
team members.
In my organization, we use various techniques according to the level of
V43
importance of decisions and team-based management.
Drivers of Immediate action
We systematically provide improvements and contingency plans to
V44
effectively respond to emergencies.
Over the past years, the number of emergencies we responded to has
V45
decreased.
We systematically perform reviews to find durable solutions for repeat
V46
situations.
I dedicate at least 2 to 3 ninety-minute sessions each week to work directly
V47
on their annual goals.
We dedicate a maximum of one day each week to respond to urgent
V48
requests.
Drivers of Integrity
V49 We clearly define the values of our organization.
When under pressure, we are able to reinforce the values of our
V50
organization.
I am able to recognize differences between the values of my employees and
V51
those of my organization.
We have ways of contributing to the organization’s reputation through the
V52
services we provide.
We have work methods to systematically reinforce our employees' sense of
V53
obligation.
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Table 3: Summary of descriptive analysis of the managerial drivers
Driver Frequency Percentage Valid Measures of Central Tendency
Percentage Mean Median STD
Deviation
Rules 132 88.6 100 2.5773 2.500 0.72983
Emotions 131 87.9 100 2.5530 2.400 0.71773
Initiatives 130 87.2 100 2.8923 2.800 0.80602
Immediate action 131 87.9 100 3.1897 3.200 0.75874
Integrity 130 87.2 100 2.6969 2.600 0.70603
24
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