A dual management operating system to improve digitalisation and automation o...Hendrik Lourens
It is possible to remove the cultural obstacles in trying to achieve success in Digitalisation, Internet of Things
and automation while improving productivity, employee engagement and managing the risks inherent in
change. We need to create a change platform to do this, not launch another change program. By changing
management paradigms, effort can be focussed where it will deliver outsized returns, and bottom-up
improvement becomes possible. This creates the stability from where implementations can be properly
sequenced and involve internal champions who buy into the change.
7 steps to business and it alignment it management templatesIT-Toolkits.org
The goal of perfect alignment is unachievable because of the dynamic nature of business. Every organization operates in an ecosystem and is affected by the forces at play in it. Economy, industry, competitors etc. are all players in this ecosystem who are continuously evolving. Similarly, knowledge and tools – such as information technology – are also continuously changing. To remain competitive i.e. maintain differentiation, every organization must adapt in response to the actions and activities of others in its ecosystem. Organizations that do not adapt lose their competitive edge over time and disappear.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
A dual management operating system to improve digitalisation and automation o...Hendrik Lourens
It is possible to remove the cultural obstacles in trying to achieve success in Digitalisation, Internet of Things
and automation while improving productivity, employee engagement and managing the risks inherent in
change. We need to create a change platform to do this, not launch another change program. By changing
management paradigms, effort can be focussed where it will deliver outsized returns, and bottom-up
improvement becomes possible. This creates the stability from where implementations can be properly
sequenced and involve internal champions who buy into the change.
7 steps to business and it alignment it management templatesIT-Toolkits.org
The goal of perfect alignment is unachievable because of the dynamic nature of business. Every organization operates in an ecosystem and is affected by the forces at play in it. Economy, industry, competitors etc. are all players in this ecosystem who are continuously evolving. Similarly, knowledge and tools – such as information technology – are also continuously changing. To remain competitive i.e. maintain differentiation, every organization must adapt in response to the actions and activities of others in its ecosystem. Organizations that do not adapt lose their competitive edge over time and disappear.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
three phase of change,management of complex change,organizational change, Kotter eight steps, Bullock and batten, planned change,machine political organism, beckhar and harris change formula organism, kotter eight step with example
Creating A Necessary Dependence - IT Business Alignmentgmwhitfield
In order to achieve the outcome IT Business Alignment, a dependence on IT and the Business must be created. This slide deck presents a brief history of IT business alignment and presents a framework for helping an organization create a necessary dependence for alignment to be achieved
The above article was published in the February 2008 edition of FEDTECH Magazine. It provides a historic context regarding governing organizations, and identifies IT governance as a critical element in the Federal CIOs' "must master" tool bag. The article is one in the series I write entitled "The Business of IT."
This document is part of an ongoing journey exploring why organizational change leads to success and why not. Key in this journey is the permanent interaction between universities, business schools and private and public companies. Collecting data via questionnaires is accomplished with case studies.
An exploration of the challenges facing senior managers in gaining a clear view of the systems they are responsible for administering, using a case study from developing a strategic reporting system for the Australian Taxation Office (this article was published in Design Issues).
Essay about Change Management Assignment
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Human and Social Factors of Change That Affect Leadership Dynamics in the Wor...inventionjournals
The effective management of change must be based on a clear understanding of human behavior at work. Most people are not detached from their work but experience a range of emotional involvement’s through their membership of the organization, they feel threatened and disoriented by the challenge of change. Emotions such as uncertainty, frustration are common reactions. It is understandable therefore that people often adopt a defensive and negative attitude, and demonstrate resistance to change
three phase of change,management of complex change,organizational change, Kotter eight steps, Bullock and batten, planned change,machine political organism, beckhar and harris change formula organism, kotter eight step with example
Creating A Necessary Dependence - IT Business Alignmentgmwhitfield
In order to achieve the outcome IT Business Alignment, a dependence on IT and the Business must be created. This slide deck presents a brief history of IT business alignment and presents a framework for helping an organization create a necessary dependence for alignment to be achieved
The above article was published in the February 2008 edition of FEDTECH Magazine. It provides a historic context regarding governing organizations, and identifies IT governance as a critical element in the Federal CIOs' "must master" tool bag. The article is one in the series I write entitled "The Business of IT."
This document is part of an ongoing journey exploring why organizational change leads to success and why not. Key in this journey is the permanent interaction between universities, business schools and private and public companies. Collecting data via questionnaires is accomplished with case studies.
An exploration of the challenges facing senior managers in gaining a clear view of the systems they are responsible for administering, using a case study from developing a strategic reporting system for the Australian Taxation Office (this article was published in Design Issues).
Essay about Change Management Assignment
Change Management Essay
Essay about Change Management
Essay about Leadership in Change Management
Change Management
Change Management Essay
Essay about Change Management
Change Management Essay example
Change Management Theory Essay
Essay On Change Management
Management Of Change Essay
What Is Change Management Essay
The Change Of Change Management
Change Management Essay
Essay on Change Management
Change Management Essay
Critical Review On Change Management Essay
Essay on Organizational Change Management
Change Management Essay
Change Management Essay
Human and Social Factors of Change That Affect Leadership Dynamics in the Wor...inventionjournals
The effective management of change must be based on a clear understanding of human behavior at work. Most people are not detached from their work but experience a range of emotional involvement’s through their membership of the organization, they feel threatened and disoriented by the challenge of change. Emotions such as uncertainty, frustration are common reactions. It is understandable therefore that people often adopt a defensive and negative attitude, and demonstrate resistance to change
Linking Theory & Practice Navigating the innovation landscape pas.docxSHIVA101531
Linking Theory & Practice Navigating the innovation landscape: past research, present practice, and future trends Shanthi Gopalakrishnan1 , Eric H Kessler 2 , Joanne L Scillitoe3 1 School of Management, New Jersey Institute of Technology, Newark, NJ, USA; 2 Lubin School of Business, Pace University, New York, USA; 3 School of Management, New York Institute of Technology, Old Westbury, NY, USA Correspondence: Shanthi Gopalakrishnan, School of Management, New Jersey Institute of Technology, Newark, NY 07102, USA. Tel: þ 973-596-3283; Fax: þ 973-596-3074 Abstract The management of innovation is among the most critical capabilities contributing to the success of modern organizations. It is also complex and frequently misunderstood. In this paper we first provide a broad overview of the organizational innovation literature [the Past] to distill five fundamental themes: What is innovation, why is it important, where does it come from, who engages in it, and how can it be best executed? Second, we illustrate how these concepts are applied by three companies on the vanguard of innovation management [the Present] – Google, Walt Disney, and Johnson & Johnson. Third, we project the discussion forward by considering key issues and emerging trends [the Future] of innovation management such as nanotechnology, ethical dilemmas, information technology, globalization, and sustainability. Fourth, we derive from the above analyses concrete guidelines for managers to leverage these insights and enable more effective innovation practices. Organization Management Journal (2010) 7, 262–277. doi:10.1057/omj.2010.36 Keywords: innovation; management; industry; organization Introduction In today’s increasingly turbulent business environment, largely attributed to continual and rapid globalization and technological advancements, change has become a ubiquitous phenomenon. Innovation has emerged as an important mechanism to facilitate adaptation to this shifting competitive landscape. Although considered controversial by some skeptics, innovation plays a critical role in nurturing the economy, creating and radically transforming industries, sustaining the competitive performance of firms, and improving the standard of living and creating a better quality of life for citizens. Understandably, research that is focused on this climate of change displays a strong “pro-innovation” perspective (Kimberly, 1981; Abrahamson, 1991) and visualizes innovation as an inherently beneficial organizational activity with profound consequences for multiple constituencies. Indeed, it is an organization’s capability for sustained innovation that oftentimes determines its success. However, when discussing the management of innovation, one must also consider the more ambiguous, potentially destructive, and less readily understood social and ethical dynamics of the innovation process. This paper attempts to provide a broad overview of the innovation management landscape. First, we survey the exi ...
Linking Theory & PracticeNavigating the innovation landsca.docxsmile790243
Linking Theory & Practice
Navigating the innovation landscape: past
research, present practice, and future trends
Shanthi Gopalakrishnan1,
Eric H Kessler 2,
Joanne L Scillitoe3
1School of Management, New Jersey Institute
of Technology, Newark, NJ, USA; 2Lubin School
of Business, Pace University, New York, USA;
3School of Management, New York Institute of
Technology, Old Westbury, NY, USA
Correspondence:
Shanthi Gopalakrishnan, School of
Management, New Jersey Institute of
Technology, Newark, NY 07102, USA.
Tel: þ973-596-3283;
Fax: þ973-596-3074
Abstract
The management of innovation is among the most critical capabilities
contributing to the success of modern organizations. It is also complex and
frequently misunderstood. In this paper we first provide a broad overview of
the organizational innovation literature [the Past] to distill five fundamental
themes: What is innovation, why is it important, where does it come from,
who engages in it, and how can it be best executed? Second, we illustrate how
these concepts are applied by three companies on the vanguard of innovation
management [the Present] – Google, Walt Disney, and Johnson & Johnson.
Third, we project the discussion forward by considering key issues and emerging
trends [the Future] of innovation management such as nanotechnology, ethical
dilemmas, information technology, globalization, and sustainability. Fourth,
we derive from the above analyses concrete guidelines for managers to
leverage these insights and enable more effective innovation practices.
Organization Management Journal (2010) 7, 262 –277. doi:10.1057/omj.2010.36
Keywords: innovation; management; industry; organization
Introduction
In today’s increasingly turbulent business environment, largely
attributed to continual and rapid globalization and technological
advancements, change has become a ubiquitous phenomenon.
Innovation has emerged as an important mechanism to facilitate
adaptation to this shifting competitive landscape. Although
considered controversial by some skeptics, innovation plays a
critical role in nurturing the economy, creating and radically
transforming industries, sustaining the competitive performance of
firms, and improving the standard of living and creating a better
quality of life for citizens. Understandably, research that is focused
on this climate of change displays a strong “pro-innovation”
perspective (Kimberly, 1981; Abrahamson, 1991) and visualizes
innovation as an inherently beneficial organizational activity with
profound consequences for multiple constituencies. Indeed, it is an
organization’s capability for sustained innovation that oftentimes
determines its success. However, when discussing the management
of innovation, one must also consider the more ambiguous,
potentially destructive, and less readily understood social and
ethical dynamics of the innovation process.
This paper attempts to provide a broad overview of the
innovation management landscape. First, we ...
In Chapter 8.4 of the text, the author lays out several action items.docxrochellscroop
In Chapter 8.4 of the text, the author lays out several action items and practices that can be used to achieve good communication inside an organization.
For each of the three practices, outline a scenario describing how that particular practice has been, or could be, implemented in your current organization.
Choose three of the scenarios that you have outlined and discuss them in a short paper. Also discuss the impact of technology on the communication system. Does technology improve or confuse the system?
4.1 Practice 1: Hire, Develop, and Retain Effective Communicators
In a 1998 survey of 480 companies and public organizations by the National Associ- ation of Colleges and Employers, communication abilities are ranked number one among personal qualities of college graduates sought by employers. Work experi- ence and motivation are second and third.[21] Clearly, one of the reasons why com- munication skills are so important is that these skills are essential for facilitating or- ganizational change. A less obvious reason why good communicators are essential is that these individuals understand how to design and enhance the communication systems within an organization so that information flows more effectively. For example, Rob Goffee and Gareth Jones argue that effective leaders “communicate with care.” Communicating with care means that the leaders choose their channels of communication strategically, tailor their message to the aims of the change initiative, authentically disclose intimate details when appropriate, and are very sensitive to the pace and timing of their communications.[22] Clearly, any employee with this subtle set of skills is a rare and valuable human resource, and the organization does well to enhance this skill set in as many individuals as pos- sible, since their skill can be leveraged into improved communication systems for the entire organization.
4.2 Practice 2: Invest in Information Technologies and Experiment With New Formats
The number one capital investment for most organizations is in information tech- nologies; the primary new means of communicating within organizations. By some accounts, information technologies account for 35% to 50% of all business capital investment in the United States.[23] There are several obvious reasons for this high level of investment—the clear benefits of productivity gains due to improved in- formation, the transition from an industrial to an information-based economy, and the declining cost of information technologies coupled with increasing capabilities. However, information sharing is the essence of communication, and so effect- ive information technologies are an essential ingredient to making an organization change capable. Information is being shared more extensively with not only senior executives but also with the entire organization. Examining trends in information sharing in trying to understand organizations that were “built to change,” Ed Lawl- er and Chris.
Change management (CM) refers to any approach to transitioning individuals, teams, and organizations using methods intended to re-direct the use of resources, business process, budget allocations, or other modes of operation that significantly reshape a company or organization.
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It change management challenges in kenya
1. Information and Knowledge Management
ISSN 2224-5758 (Paper) ISSN 2224-896X (Online)
Vol.3, No.11, 2013
www.iiste.org
IT Change Management Challenges in Kenya
Stanley Mwangi Chege
Head ICT QA, Co-operative Bank of Kenya
Schege@co-opbank.co.ke
Abstract
This According to Jerry Luftman, Managing Information Technology Resources 3 edition (2012), “Most
innovations fail, and companies that do not innovate die. In today‘s world the only constant is change. Many
managers fear, misunderstand, and have very little training to handle change. Yet for the IT executive, managing
change is a critical skill because the implementation of new systems always involves change. The responses to
the annual Society for Information Management (SIM) survey showed that managing change is consistently
among the top ten management concerns. Recent research and anecdotal evidence also show the importance of
managing change. IT organizations are clearly in the business of managing change. They are constantly being
driven by changing demands from the business as well as by changes in technologies; they also regularly drive
or enable changes in the business. The objective is to maximize the effectiveness of people involved in planning,
controlling and implementing change, while also minimizing the negative effects of change on the business.
Managing change should be included as a fundamental part of strategic development, project management, and
IT governance. A large percentage of IT systems fail to deliver the benefits because the process of managing
change was not appropriately addressed”.
Keywords: Change, Culture, Resistance
Introduction
Change management is a critical discipline for the success of any project. It should be considered as a critical
success factor for any IT project. When undertaken correctly, it will lead so a successful IT project.
Model for managing change
IT change begins when internal or external forces cause change agents to recognize the need to modify their
organization‘s IT or business processes and/or services. These forces (which can be problems and/or
opportunities for the firm) prompt management to decide to move toward transforming the organization. They
are the inspiration behind new objectives..
Clearly defined change objectives enable management to identify more specifically what needs to be changed
and whom the changes will involve. Will the change involve new equipment, new processes, or a different
structure and/or culture? Who will it directly impact the most? Who might it impact indirectly or in ways not
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2. Information and Knowledge Management
ISSN 2224-5758 (Paper) ISSN 2224-896X (Online)
Vol.3, No.11, 2013
www.iiste.org
immediately apparent? Defining what needs to be changed and whom the changes will involve enables
management to better plan how they will go about implementing the change. The Lewin-Schein model outlines
the process of change. It involves three steps: unfreezing, moving and refreezing.
Unfreezing
The first step – unfreezing – involves ascertaining the support and/or help of the people that will be involved
with the change. It often involves overcoming initial resistance to the change by getting the people to be more
open-minded about the new approaches and/or ideas. The second step – moving – is the implementation of the
change itself. It‘s the phase where management initiates the new processes or brings in the new systems and/or
equip-ment. The final step – refreezing – ensures that the change lasts and becomes institutionalized within the
organization. It often involves managing lingering resistance.
Management needs to be skilled at pulling out the right approach for the people and the situations they find
themselves in3. Effective communications especially thru participation has been found to be the most important
vehicles for situations where people need to understand what the change in-volves, how it will impact them, and
what will be expected of them. Persuasion is used to convince people of the rationale behind a change.
Facilitation/support helps when a change is causing people stress and/or adjustment problems.
Negotiation/agreement would typically be used in dealing with a party that has significant power to resist and is
going to clearly lose as a result of a change. Manipulation/co-optation is used when management sees an
opportunity to exploit the good nature, or even naiveté, of other parties to a change. And finally, explicit/implicit
coercion is a last resort for when other methods have proved ineffectual.
Three levels of culture
The figure above shows the three levels of culture (Schein). Edgar Schein explains that organizational culture is
a significant force in resisting change. He defines organizational culture as "pattern of shared basic assumptions
that the group learned as it solved its problems of external adaptation and internal integration that has worked
well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive,
think, and feel in relation to those problems”. Cultures are pervasive and complex and based on deep-seated
assumptions that must be brought to the surface so that they can be understood.
Conner’s model of positive response to change
The progressive stages are uninformed optimism, informed pessimism, hopeful realism, informed optimism and
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3. Information and Knowledge Management
ISSN 2224-5758 (Paper) ISSN 2224-896X (Online)
Vol.3, No.11, 2013
www.iiste.org
finally completion.
Conner’’s model of negative response to change
The stages are immobilization, denial, anger, bargaining, depression, testing management resolve and
finally acceptance.
Moving phase
The above figure shows Belasco’s model of “teaching the elephant to dance”. Firms must build a sense of
urgency, create a new thinking and conditioning by painting a clear tomorrow, develop a migration plan and
finally reinforce the new behaviour.
Four keys to implementing change
The following four overall keys to implementing change are discussed:
• Leadership Plus Facilitation
• Get the Right People Involved
• Team Building
• Secure Resources
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ISSN 2224-5758 (Paper) ISSN 2224-896X (Online)
Vol.3, No.11, 2013
www.iiste.org
Refreezing Phase
The third step is institutionalizing the new processes and systems to the extent that they become the norm for the
organization. Sometimes people revert to old systems/methods even though new systems/methods were well
introduced/implemented. For example, employees update the ―official database, yet maintain their own
spreadsheets. Perhaps a manager contributes to the customer database, but keeps a card file for important
customer information.
There are a variety of reasons for these examples of non-cooperation. In some cases the information system is
not adequate. It does not do the job the manager needs. This is a legitimate criticism of the system and warrants
addressing. In other cases, the managers simply do not want to change their old habits.
Oftentimes, a change threatens an individual‘s power, status, or income. In some instances, the new IT system
redirects procedures and unintentionally dilutes a manager‘s position within the organization.
Pareto Rule in change management
The 80/20 Pareto rule can be reinterpreted to apply to managing change in several ways:
1) Determine which people in the target population are the top 20% business producers.
2) Spend 80% of the time you have budgeted for people issues with this top 20%
3) Spend 80% of your personnel development budget on the top 20%.
4) Study the work and determine what 20% of the job results in 80% of the return.
5) Train an assistant to do the remaining 80% so that the top producers can focus the top 20% of the work.
6) Enlist the top 20% to do the on-the-job training for the next 20%.
Allocating your effort and resources this way ensures that the goals of supporting the top-level people in the
organization are not lost in the complex change process. This approach keeps the change agent‘s eye on the ball”
throughout the ups and downs of the actual process.
Why Improvement efforts fail
According to Brynjolfsson, when an organization embarks on an IT improvement effort, they expect 90% of the
effort to go into finding or developing the best hardware and software for the solution, and only 10% of the effort
directed toward management of the change. This perception is the opposite of the reality. The technical solution
is usually the easiest part of the job. Getting the organization to embrace it is the difficult part.
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ISSN 2224-5758 (Paper) ISSN 2224-896X (Online)
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Change means people
As the above figure shows, the people-related change management issues cause 51% failures of implementing IT
systems while the technology only counts for 19%. As stated before, rational arguments presenting the need for
change are not necessarily enough. Even a strong, well-presented case for change can be rejected because of the
people involved. And, of course, the reverse is also true. No matter how weak or irrational a case for change may
be, it may be pushed through by inertia alone.
Specific Challenges in Kenya
Kenya and Africa have are in a unique time and period. It is a period of continuous change. The forces of
changes are internal and external. External forces include political, economic, social, technological and
environmental and legal/regulatory. Kenya and Africa are now emerging economies and the ace of change has
shifted to a higher gear.
IT project are being implemented in line with Vision 2030. According to Vision 2030, IT is a key driver and
enable of the economy. One of the ICT flagship products include the building of the Konza city for as business
process outsourcing and ICT hub. The concentration of this project in the physical facilities, amenities,
hardware and infrastructure. This is the wrong focus because Kenya can become an IT hub without huge
facilities and buildings. What is required is more change management of people in terms of mindset and culture.
Skills in the outsourcing and call centre effectiveness is required. IT human resources should be trained on new
technologies and processes in the area of outsourcing and business process offshoring.
Since business process outsourcing and offshoring to Kenya will host many foreign companies, there is need for
IT human resources to be trained in the impact of globalization. Globalization is a phenomenon that requires the
understanding and respect for foreign cultures, languages and norms.
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6. Information and Knowledge Management
ISSN 2224-5758 (Paper) ISSN 2224-896X (Online)
Vol.3, No.11, 2013
www.iiste.org
Localization barriers
The figure above shows some of the barriers a global organization (transnational) will face while doing business
in a foregin country. In the case of Kenya, we need to take cognizance of this barriers and work towards
alleviating them or completely removing them. This way mmore foreign companies will invest in Kn Kenya and
the IT project undetake will be successful. As can be seen from the above figure most of the barriers are
subtle,cultural issues and not technological barriers. Most of the resistance would come from people and not
technology and infrastructure. The focus woyld be counselling and training of people. People need to feel
involved and supported by the changes for them to play along.
References
Brynjolfsson, Erik, http://ebusiness.mit.edu/erik/
Edgard
Schein,
Three
levels
of
Culture.
http://www.valuebasedmanagement.net/methods_schein_three_levels_culture.html
Schein, Edgar, Organizational Culture and Leadership. 2nd Edition, Jossey-Bass 1992 ISBN 1-55542-487-2
Conner, Daryl, Managing at the Speed of Change, Random House, 10022.
John Kotter and Leonard A. Schlesinger; Choosing Strategies for Change
Harvard Business Review 1979
Kanter, Rosabeth Moss, Evolve, Harvard Business School Press, 2001, p. 256-7.
Prahalad and Doz, The Multinational Mission: Balancing Local Demands and Global Vision, Free Press, 1987
Luftman, Jerry N., Competing in the Information Age, Oxford University Press,
Bjerke, Bjorn, Leadership and Culture, Edward Elgar, 2001, ISBN#1-84064-627-6
Deep and Sussman, Smart Moves for People in Charge, Perseus Books, 19
Schein, Edgar, Organizational Culture and Leadership. 2nd Edition, Jossey-Bass 1992 ISBN 1-55542-487-2
Belasco , James, Teaching the Elephant to Dance, http://www.belasco.com/elephant.htm
Johnson, MD, Spencer, Who Moved My Cheese, G.P. Putnam‘s Sons1998
Larson, Carl E., and LaFasto, Frank M.J., TeamWork: What Must Go Right/What Can Go Wrong, Sage
Publications, 1989.
Kegan, Robert and Lahey, Lisa Laskow, ―The Real Reason People Won‘t Change,ǁ Harvard Business Review,
November 2001.
Luftman, J. and Kempaiah, R. (2007) Key Issues for IT Executives 2007, MIS Quarterly Executive , Vol. 7 No.
2/Jun 2008.
Luftman, Jerry N. Managing information technology resources 3rd edition 2012,
Establish Konza technology City. http://www.vision2030.go.ke/index.php/projects/details/Economic/40
Stanley Mwangi Chege is currently head of ICT Quality Assurance at Co-operative Bank of Kenya. He
previously worked for Lafarge Africa as regional IT quality services manager. He holds a Bachelor of Science
degree in IT. He holds many professional certifications. Some of these are CISA, CISM, CISSP, CRISC, CGEIT,
PMP, MBA.
29
7. This academic article was published by The International Institute for Science,
Technology and Education (IISTE). The IISTE is a pioneer in the Open Access
Publishing service based in the U.S. and Europe. The aim of the institute is
Accelerating Global Knowledge Sharing.
More information about the publisher can be found in the IISTE’s homepage:
http://www.iiste.org
CALL FOR JOURNAL PAPERS
The IISTE is currently hosting more than 30 peer-reviewed academic journals and
collaborating with academic institutions around the world. There’s no deadline for
submission. Prospective authors of IISTE journals can find the submission
instruction on the following page: http://www.iiste.org/journals/
The IISTE
editorial team promises to the review and publish all the qualified submissions in a
fast manner. All the journals articles are available online to the readers all over the
world without financial, legal, or technical barriers other than those inseparable from
gaining access to the internet itself. Printed version of the journals is also available
upon request of readers and authors.
MORE RESOURCES
Book publication information: http://www.iiste.org/book/
Recent conferences: http://www.iiste.org/conference/
IISTE Knowledge Sharing Partners
EBSCO, Index Copernicus, Ulrich's Periodicals Directory, JournalTOCS, PKP Open
Archives Harvester, Bielefeld Academic Search Engine, Elektronische
Zeitschriftenbibliothek EZB, Open J-Gate, OCLC WorldCat, Universe Digtial
Library , NewJour, Google Scholar