1) The document discusses how businesses are embracing new winning business models and driving innovation through their IT departments and managed IT services.
2) It explains that the managed services model ensures organizations consistently realize high returns from their IT investments and allows IT to fully influence business strategies.
3) The last section notes that effective governance, managing change, and building on past foundations are critical to the long-term success of the managed services model.
96 PART 1 The Human Resource EnvironmentLl Summarize the.docxevonnehoggarth79783
96 PART 1 The Human Resource Environment
L*'l Summarize the
elements of work flow
analysis.
Wotk Flow 0esign
The process of
analyzing the tasks
necessarY for the
production of a
product or service.
.!ob
A set of related duties
Position
The set of duties
(iob) performed bY a
particular Person.
This cl-ra;.,ter rliscr.rsses the analysis and clesign
of r'vork antf in cloing so' lays out
some c.nsiclerarions that go into making.rt-fotlri.d
deci'sions about ho*' to create and
link jobs. The chaprer;'""g;.;trh n lolk atthe big-picrure
issues related to analyz-
;;ffi ii;,; ;.i,.r;;;;;t.;n1 ,trr,.t.,r.. The discussion
rl-ren tllrns to the more
sr.ccific issues ol ,,,.'r'r;;t;;;]..[tit"'"t ioh"' Traditionalll"
job arrallsis ha" ernpha-
:H i;- ,*,';i.;;:i;;';jub, ,n o'i., to rnake clecistotis
sttch rs er'plo1'ee selccriorr'
rrainir-rg, and compen;il.;;-rrrasr, job.design has
emphasized rnaking jobs more
e{ficient or rl1ore *"ri.;ri;^Ho.""r,.r, u, d-rl, .hup,.t
sho'uvs, the lrvo aclivities are
interreiated.
W*rk F[*w *r: *ngeffi€sm*t*rts
3
::.
ii
;
:
r ? vq 'q
Lte co.text of the organization's o'erall
lnformed decisions about jobs take
place- in t
.--..^-"^ .-.^^l-,..- rhA rcsLs
,li:i?'.L: TiTilf il"'; '"* ;; ; ik' 1' ;t de s i g n' *u'n9'"ll i:::': :'.* : i:l :
HJIJjT ti;1",:5.J t..rl.l "' '*' '.."
ivt'r"'
'r'''"t:'r*'li':::l'
i*"f:::i:i1:','#:::
:i il:ff :. i:i:'""a ti"*;;,. ( n i o P is,a se;,or':111-:1 j::';:: :^f#: H *n"ito speclllc JoL')b z'ru PUi t-'-^t laas rnany teaching posidons; the persotl
of duties performed by one pcrsoll :A
scnool, t , -r---.-^L.-- \ R-.i,rrr thoqe r-lecisions
;l'l,TJ'::.T:ilil::: ;H'*f il'il""*n'r'" 1?Tr.l:::::l i,::lX":*':,*:::':;filling eacn oI ttlose P()stltulrr ro l''Lrrvr!rrr-^b ,;;h"" the inore traditio'al practice of
""
.*tf. florv design car-r lead to better result
looking at jobs inclivicluallY'
Work Ftow AnalYsis r L -.-. -,.
Belore clesiglrilrg its rr,ork fl.lrv, rlre orgatrizatitltr,.
plantrers need ro anaIyze \\,har lVorK
needs ro be done. Fig.,; 4. f ;lro*, ,i-rJ "i",,'.r-,t,
of
^
ruork flo*' analysis' For each type
of u,ork, such as proa..Jr'rg u p.od.,., line
or providing a slrpport set'ice
(accounting'
legal support, and sc.r ;:-rh.';;;ftoir iJ..rtii., th" o,.,tpr.,t
of the process' the activi-
ries involr.ecl, ancl three categolies of
inputs: ,u* ir-,ptt" (materials and inforilration)'
"-H["il.,, lf rl:Tl::T:,"J 1?""",,r.'u",0,nir, whe rher a de p ar r mellr, re am' or ir.rcl i
-
'idr_ral.
An ourpur .; #';r';;i11, id.,',t f
'
le as a .o,opitttd purchase order' an
ernp toy rne't *, r, :,, -"'
i;, i" - *-i:'::i*,"
"iL,Tl
:n#Hiirll lT; Jt
i::uil:l::ii':i:T.T5i:J'"i:ilti:-;'::., s,rch as col''pure'[s,
*u"v
"'''plov".'
proc]ttceotheroutputs,sl.tchascolllponentsoftlreComputers,marketingplarrs,and
tuilcling sec*riry. \y";t t1;;; ur'r"iy.l, identifies t6e
outpr-tts r:rf particular rvork *nlts'
The ar-ralysis considers .ot only .
CHAPIER l0 Sterffing, the WorktorceSclmehumanresourcemanag.docxtidwellveronique
CHAPIER l0 Sterffing, the Worktorce
Sclmehumanresourcemanagersandp,ractitionersarespeci.alists.ruhc,focus
:r' .r specific asPect of P/IIR management-tot"ftt"ation'
training' or recruiting'
ix example. Others "tt ttl1tt"fiJt'
*ho are responsible for several functions'
Ibisbookwilluse.n.,.,"-,bumanresou|cemanagerandhumanresou|'cespe-
**Jist to refer to both grouPs'
NG PROCES!
ffiight.l"*.,,tsofthestaffingprolceSS.The|istthat
ws brieflY describes each element:
l. Human resotrrce plannin'g'This aspect ofrstaffing
involves asse'ssing current
e m p I o v e e s, t o "' " "
i' g i;; "'l"L ::"'. ff I; : :' *H ]]:. ill',: il:T.".:
'::;#1tr|ffi;f|
Drccess 4
i;li'i?['i; lTi;: il :ilil; ;;;;;'.' and chan gi ns needs' rnanasers m
ust
continuallY uPdate their Plans'
L Recruiting' ln this step' managers with
posrtions to fill look f'rr qualif ied
people inside or outside the company'
!- selection.This step involves testing and
interviewing candidates arr'd hiring
the best available'
4. Orientatioa. In this phase o{ staffing,,new
employees learn
roundings, -"t' 'ntii
tu*utkt"' untl lt"tn about the rules'
benefits of the company' loyr:rs estab-
5. Training and deuelopment'To:t"i" 1tl,1tvelop
employees' e'mp
Iiph program, to n't'p *orkers
learn their lobs,anl:-:::'::tl:::.*]lti:-'""t
';
;; ;: ;;;'; ; "i r * " ^'
As p a rt o r t he
"control
l in g f u nc t
il l :li J:::'se
me nt'
managers -u,t t'tubli'n tit ttitt'ia
for evaluatlng tn'o"k' schedr'rle formal
sessions to discuss tt"it"'io"t with emplovees'
and determine lt'ow to re'-
ward high achievers ""J
*o'iu"'e others to tecome high achievers
All these
tasks are part of tnt p"*"t-"nce-appraisal
element of staffing'
,.2:;;;;r;;;;-;;;",0.., of staffing relates to
establishing pa] and, in sorrLe
cases, benefits'
S.Employmentdecision's'rWorkers'care€:rsinvolvetrarrsfers'promotions'de-
motions, layofts, ;;1il;;.'fvf"f.i.g .l".irions about
these career develop-
*.nt, i, p"tt of the staffing process'
abc,ut ':heir sur-
regulations, andr
l. Human Resource Planning
2. Recruiting
l,l. $leetion
4, Orientation
5. Training and DeveloPment
6. PerformanceAPPraisal
7. ComPensation
8. EmPloYment Decisions
ldentify the foat octivittr.s
reloted to hqnart resau:ce
olonning :'' l
job analysis
A study that delermrnes thtl
dutres assocrdted with a 1ob and
lhe human qualrties needeS to
perlorm rt
PART 4 St,:ii
HUMAN RESOURCE PI-ANNING
]n Iltnltino t() nlect st:rf fing nce,,l:'. r.ur.lgers lttLlst krt .)\\' their orgilnlziltlon s
frl.urs rr',11 u"h.rr hLlinllrr rr'sourc!'s r-rre ar ailrrlrlc.
-[hev strrcr (]xlstiltg j,tbs bv per-
i,,rnting jol, anirllsrs. li h<-'.,' r::r ieu' t.teir firnt's p,',st stitfhrtq nccds. inventorv cur-
rcllt hLn.niln resourees. iorecast persot'tncl rreecls tn Lrghr of stfirtegic plans, and
!(,1rf.1'L.tlttrr ]ttrrtt.trt l'('\(rpr.L itltr ltlpr' tl rltt i,)l'c\.1\l f]r,'rl. rrrtll lirte rttatt:tg-
crr. thcr c()n\tr-ucr plrrns to c: ...
96 PART 1 The Human Resource EnvironmentLl Summarize the.docxevonnehoggarth79783
96 PART 1 The Human Resource Environment
L*'l Summarize the
elements of work flow
analysis.
Wotk Flow 0esign
The process of
analyzing the tasks
necessarY for the
production of a
product or service.
.!ob
A set of related duties
Position
The set of duties
(iob) performed bY a
particular Person.
This cl-ra;.,ter rliscr.rsses the analysis and clesign
of r'vork antf in cloing so' lays out
some c.nsiclerarions that go into making.rt-fotlri.d
deci'sions about ho*' to create and
link jobs. The chaprer;'""g;.;trh n lolk atthe big-picrure
issues related to analyz-
;;ffi ii;,; ;.i,.r;;;;;t.;n1 ,trr,.t.,r.. The discussion
rl-ren tllrns to the more
sr.ccific issues ol ,,,.'r'r;;t;;;]..[tit"'"t ioh"' Traditionalll"
job arrallsis ha" ernpha-
:H i;- ,*,';i.;;:i;;';jub, ,n o'i., to rnake clecistotis
sttch rs er'plo1'ee selccriorr'
rrainir-rg, and compen;il.;;-rrrasr, job.design has
emphasized rnaking jobs more
e{ficient or rl1ore *"ri.;ri;^Ho.""r,.r, u, d-rl, .hup,.t
sho'uvs, the lrvo aclivities are
interreiated.
W*rk F[*w *r: *ngeffi€sm*t*rts
3
::.
ii
;
:
r ? vq 'q
Lte co.text of the organization's o'erall
lnformed decisions about jobs take
place- in t
.--..^-"^ .-.^^l-,..- rhA rcsLs
,li:i?'.L: TiTilf il"'; '"* ;; ; ik' 1' ;t de s i g n' *u'n9'"ll i:::': :'.* : i:l :
HJIJjT ti;1",:5.J t..rl.l "' '*' '.."
ivt'r"'
'r'''"t:'r*'li':::l'
i*"f:::i:i1:','#:::
:i il:ff :. i:i:'""a ti"*;;,. ( n i o P is,a se;,or':111-:1 j::';:: :^f#: H *n"ito speclllc JoL')b z'ru PUi t-'-^t laas rnany teaching posidons; the persotl
of duties performed by one pcrsoll :A
scnool, t , -r---.-^L.-- \ R-.i,rrr thoqe r-lecisions
;l'l,TJ'::.T:ilil::: ;H'*f il'il""*n'r'" 1?Tr.l:::::l i,::lX":*':,*:::':;filling eacn oI ttlose P()stltulrr ro l''Lrrvr!rrr-^b ,;;h"" the inore traditio'al practice of
""
.*tf. florv design car-r lead to better result
looking at jobs inclivicluallY'
Work Ftow AnalYsis r L -.-. -,.
Belore clesiglrilrg its rr,ork fl.lrv, rlre orgatrizatitltr,.
plantrers need ro anaIyze \\,har lVorK
needs ro be done. Fig.,; 4. f ;lro*, ,i-rJ "i",,'.r-,t,
of
^
ruork flo*' analysis' For each type
of u,ork, such as proa..Jr'rg u p.od.,., line
or providing a slrpport set'ice
(accounting'
legal support, and sc.r ;:-rh.';;;ftoir iJ..rtii., th" o,.,tpr.,t
of the process' the activi-
ries involr.ecl, ancl three categolies of
inputs: ,u* ir-,ptt" (materials and inforilration)'
"-H["il.,, lf rl:Tl::T:,"J 1?""",,r.'u",0,nir, whe rher a de p ar r mellr, re am' or ir.rcl i
-
'idr_ral.
An ourpur .; #';r';;i11, id.,',t f
'
le as a .o,opitttd purchase order' an
ernp toy rne't *, r, :,, -"'
i;, i" - *-i:'::i*,"
"iL,Tl
:n#Hiirll lT; Jt
i::uil:l::ii':i:T.T5i:J'"i:ilti:-;'::., s,rch as col''pure'[s,
*u"v
"'''plov".'
proc]ttceotheroutputs,sl.tchascolllponentsoftlreComputers,marketingplarrs,and
tuilcling sec*riry. \y";t t1;;; ur'r"iy.l, identifies t6e
outpr-tts r:rf particular rvork *nlts'
The ar-ralysis considers .ot only .
CHAPIER l0 Sterffing, the WorktorceSclmehumanresourcemanag.docxtidwellveronique
CHAPIER l0 Sterffing, the Worktorce
Sclmehumanresourcemanagersandp,ractitionersarespeci.alists.ruhc,focus
:r' .r specific asPect of P/IIR management-tot"ftt"ation'
training' or recruiting'
ix example. Others "tt ttl1tt"fiJt'
*ho are responsible for several functions'
Ibisbookwilluse.n.,.,"-,bumanresou|cemanagerandhumanresou|'cespe-
**Jist to refer to both grouPs'
NG PROCES!
ffiight.l"*.,,tsofthestaffingprolceSS.The|istthat
ws brieflY describes each element:
l. Human resotrrce plannin'g'This aspect ofrstaffing
involves asse'ssing current
e m p I o v e e s, t o "' " "
i' g i;; "'l"L ::"'. ff I; : :' *H ]]:. ill',: il:T.".:
'::;#1tr|ffi;f|
Drccess 4
i;li'i?['i; lTi;: il :ilil; ;;;;;'.' and chan gi ns needs' rnanasers m
ust
continuallY uPdate their Plans'
L Recruiting' ln this step' managers with
posrtions to fill look f'rr qualif ied
people inside or outside the company'
!- selection.This step involves testing and
interviewing candidates arr'd hiring
the best available'
4. Orientatioa. In this phase o{ staffing,,new
employees learn
roundings, -"t' 'ntii
tu*utkt"' untl lt"tn about the rules'
benefits of the company' loyr:rs estab-
5. Training and deuelopment'To:t"i" 1tl,1tvelop
employees' e'mp
Iiph program, to n't'p *orkers
learn their lobs,anl:-:::'::tl:::.*]lti:-'""t
';
;; ;: ;;;'; ; "i r * " ^'
As p a rt o r t he
"control
l in g f u nc t
il l :li J:::'se
me nt'
managers -u,t t'tubli'n tit ttitt'ia
for evaluatlng tn'o"k' schedr'rle formal
sessions to discuss tt"it"'io"t with emplovees'
and determine lt'ow to re'-
ward high achievers ""J
*o'iu"'e others to tecome high achievers
All these
tasks are part of tnt p"*"t-"nce-appraisal
element of staffing'
,.2:;;;;r;;;;-;;;",0.., of staffing relates to
establishing pa] and, in sorrLe
cases, benefits'
S.Employmentdecision's'rWorkers'care€:rsinvolvetrarrsfers'promotions'de-
motions, layofts, ;;1il;;.'fvf"f.i.g .l".irions about
these career develop-
*.nt, i, p"tt of the staffing process'
abc,ut ':heir sur-
regulations, andr
l. Human Resource Planning
2. Recruiting
l,l. $leetion
4, Orientation
5. Training and DeveloPment
6. PerformanceAPPraisal
7. ComPensation
8. EmPloYment Decisions
ldentify the foat octivittr.s
reloted to hqnart resau:ce
olonning :'' l
job analysis
A study that delermrnes thtl
dutres assocrdted with a 1ob and
lhe human qualrties needeS to
perlorm rt
PART 4 St,:ii
HUMAN RESOURCE PI-ANNING
]n Iltnltino t() nlect st:rf fing nce,,l:'. r.ur.lgers lttLlst krt .)\\' their orgilnlziltlon s
frl.urs rr',11 u"h.rr hLlinllrr rr'sourc!'s r-rre ar ailrrlrlc.
-[hev strrcr (]xlstiltg j,tbs bv per-
i,,rnting jol, anirllsrs. li h<-'.,' r::r ieu' t.teir firnt's p,',st stitfhrtq nccds. inventorv cur-
rcllt hLn.niln resourees. iorecast persot'tncl rreecls tn Lrghr of stfirtegic plans, and
!(,1rf.1'L.tlttrr ]ttrrtt.trt l'('\(rpr.L itltr ltlpr' tl rltt i,)l'c\.1\l f]r,'rl. rrrtll lirte rttatt:tg-
crr. thcr c()n\tr-ucr plrrns to c: ...
248 PART 3 Assessing Performance and Developing EmployeesF.docxeugeniadean34240
248 PART 3 Assessing Performance and Developing Employees
Figure 8.7
lmproving Performance Low
L09 Discuss legal and
ethical issues that
affect periormance
managemenl.
Motivation
SOUICE: Based on M. Lbndon, Job Feedback tMahwah, NJ: Lawrence Erlbaum Associates, 1997), pp. 96*97. Lse:
by permission.
on the grout)ds of leaving well enough alone. Rather, such employees are likelr :
appreciate opportunities for further der.elopment. Rer'vards and direct feedback h<h:
toinaintain ihese .mployees' high motivation levels.
Legal and Ethicat lssues in Performance
Management
fu-r developing and using performance management systems, human resource prtri'i:e"
sionals ne.d to ensure that these systems meet legal requirements, such as the ar', rj-
ance of discrimination. In addition, performance management systems should m*l
ethical sundards, such as, protection of employees' privacy.
Legal Requirements for Performance fttanagement
Because performance measures play a central role in decisions about pay, proo)otit :--.
and discipline, employmenr-related larvsuits often challenge an organization's per'
forroanc" murlug"*rlt system. Lawsuits related to pedormance lnanagement usu;-l:ls'
involve charges of discrimination or unjust dismissal'
Discrimination claims often allege that the performance management system j:*
criminated against employees on the basis of their race or sex. Many performi-lirts
Ability
CHAPTER 8 Managing Employees'Performance 249
i.r:-:-ii€S are subjective, and measurerrrent errors, such as those described earlier in the
-
: rrir. can easily occur. The Supreme Court has held that the selection guidelir"res in
:- -;-:;erai governrnenr'sllnifotmGuidelines onEmployeeSelecdonProcedttres also apply
-i::rrnance measllfement.l6 In general, these guidelines (discussed in Chapters 3
,: : r rerlllire that organizations avoid using criteria such as race and age as a basis for
::':'.:. ,,,'n1€11[ decisions. This requires overcotning widespread rating erlofs. A substan-
--: .-. ,"1\' of evider-rce has shor,vn rhat white and black raters tend to gir,e higher: ratings
--.:i:L.ers of tl'reir own racial group, e\ren after rater training.lT In addition, eviileuce
: ;:,::!S that this teirdency is strongest rvhen one group is only a small Percentage ,lf
.. - .:al ri'ork group, When the vast majority of the groutrr is male, females receile
, ..r:: i:rtings; .lnthat-t tl-t" minority is male, males receil'e lou'er ratings.ls
:,.';:1-r regard to lawsr-rits filed on the grounds of rurjust dismissal, the usual claim is
':' ,: -lre person \\/as dismissed for reasons besides the ones that the etlplttr-er states.
r .::.,s. an enployee rvho',vorks for a defense contractor discloses rhai rl'ie colnlran)r
;f:--..rled rhe gorrernment. lf the cornpany fires the emplo)-ee, the emplo1'ee might
.,'..' -, ,har rl're firing was a way to pur-rish the ernpioyee for blon'ing tl-re n'l-ristle. in this
::: f situation, courts generaily focus on the emploiel.
Data to be collected doesn’t necessarily make sense…You only repea.docxwhittemorelucilla
Data to be collected doesn’t necessarily make sense…You only repeated your research questions. You may consider saying something like:
In this mixed methods study, quantitate and qualitative data were collected to answer the following research questions:
List your questions…
Ratinale why mixed methods study was the most appropriate option for this study.
Describe why this data was necessary/needed to answer the research questions.
Describe your population, explain your data collection method in details ( as you did) and convince the readers why this data collection method was the most appropriate. How did you choose your participants? How did you access them… Provide rationale
Your limitations don’t make sense… The responders will be subjective but you should be the one convincing the reader that you did everything in your power not to be subjective. Instead, say something like this study is limited to a certain area, such as you had limited access to gain access to the appropriate type or geographic scope of participants and that’s why your survey participants may not truly be a random sample and/or you should have drafted your interview questions from a wider perspective etc.
Also, spell check your paper please…
M2-28 ANALYTICS " TEAMS • ORGANIZATIONS , SKILLS
Strategic Design at Oynacorp
"We Yc too slonÿ, too um,e.ÿjÿousivc to the market, and
too uÿtdiscipliued abot, tt costs. Aÿtd the ntaiÿz reaÿvn
is how lye"re owaÿizcd--it just isÿr't toothing any
more. Wc"vc outgrowJ.z the old desÿflÿ M so many
ways, bttt weS'e still to,itÿg to mtrÿ¢ÿ¢ with the same
strltctztre n,e had whet1 wc st tÿrtcd the cotÿqÿaÿ),. ÿ'
--Dyÿacorp prodÿtct maÿlager
aThcre's a lot of' tMk ÿJow about chtrngiÿq our
o&alJizatio7l desigÿl, BI,tt m," should bc carcfitl that
we're trot throwiÿlg the bÿb), out with the bath-
watt1: We're fixatMg o3z what's wrol,ÿj with the
orqaÿdzatioTt itÿstetrd of" thinking aboÿtt how to
make it work bcttcÿ:"
--Dyÿacorp rÿ(qiÿzeeriÿzg ÿJÿaÿzageÿ,
The Dyna Corporation, known in the industry as
Dynacorp, is a major global information systems
and communications company. Originating in an
of'rice equipment company that moved into high-
technolo%, applications in the 1960s and 1970s,
Dynacorp had, by the 1980s, established a position
as an industry leader, known tbr its technological
innovation. Dynacorp was first to the market with
innovative and high-quality products that were sig-
nificant advances on anyflaing its competitors were
offering. Customers would gladly wait months, and
even a year or so, to take delivery of'products bear-
ing the Dynacorp logo. The customers were typi-
cally sophisticated users who were willing to do
some of flaeir own applications work and to ligure
out how to integrate Dynacorp's new products with
the rest of'their operations. During this period, the
company grew at a very fhst rate, and expanded its
market to Europe, Asia, and Latin America.
The 1990s were a much more difficult period
.
International BusinessResearch, Teaching and PracticeThe.docxbagotjesusa
International Business
Research, Teaching and Practice
The iourrral of ttre AIB-SE
Intemational Basinest: Rnearch Teaching ad Prattice
2008 2(1)
CusrouER REr-ATroNSHrp MANAGEMENT
StnetBcv
(A TnecHrNG Cesu Sruov)
Tamilla Curtis.
Nova Southeastcrn University
317 Aleatha Drive, Davtona Beach, FL 32114
Donald Barerc
Nova Southcastcrn Univcrsifi,
1900 Pelican Landing Blvd, #1t)23, Clear-water, FL 33762
Tom Griffin
N c.rva Southeastern University
2900 NE 30th St. Unit 8G, Fort Lauderdale, FL 3330(r
Despite the benefit afered lry ilte integration of cuttomer relationsltip management (CkM) strategy
with aduanced lechno/0g,, manlt companiu ii//fail to see competitiae aduautage results protnbed b1
CRM.'I'his case stadl proaides a platformfor student anafisis and discassion in lhis area.
This case ttud1 is presented in two parts. Tlte frst part descibu the unvccessfal inplemenlation of
an integrated CRM ysteru witbin a ntidsiqefnancialfrm based in the (J.l; the second partprouides
an oueruiew 0f CkNI deueloptrent in kusia af huo telecomruunication companies. Suge$ed tlueilions
.for discassion are presenled. Appendix A prauides an oueruiea of CkM that can be eruplayd al the
option rf an instractor tct transition between a spectfic curicu/urt and the case. Teaching ncttes
(inckding exanple respzltrr,i for each discussion question) are aaailable b), contacting the
come$onding author.
Telephone: 386 226 7173
e-mail: cuttist(@erau.edu
53
a
fnternational Business: Research, Teaching and Ptactice 2008 (2) 1
MesnrcN GRoup
N{ashkin Group Inc. (N{ashkin), a wholly owned subsidiary of Amir Inc., a British
financial conglomerate, is a medium-size, asset-managemerit group based in the
US. Mashkin consists of three primary dir.isions: a mutual fund company with
$10 billion in assets; a separate, but closelr,- affiiiated asset management companv
rvith $15 billion in assets; and a financial services company. Since the early 1990s,
these three enterprises have shared the same client database and other software
programs. The first program utilized, an inexpensive, off-the-shelf system with
limited capabilities, was used by the sales department of both the mutual fund
company and the asset maflagement company primarily to store names,
telephone numbers, and notes of salespeople. A second progtam was used by the
IT department to update the database as new clients arrived and record daily sales
data. A third program was installed at all internal and external salespersons'
workstations and laptops to provide current data to the sales force. In addition,
the Client Service Call Center used a sepa(ate designed-in-house program to track
incoming call activity.
The technology systems utilized by employees in N{ashkin were designed to
support general sales activities. None of the software was designed specifically for
the needs of their financial divisions (either the murual fund or the asset
management side) and lacked the anaiytic functionality as weil as the.
M2-28 ANALYTICS TEAMS • ORGANIZATIONS , SKILLSStra.docxcroysierkathey
M2-28 ANALYTICS " TEAMS • ORGANIZATIONS , SKILLS
Strategic Design at Oynacorp
"We Yc too slonÿ, too um,e.ÿjÿousivc to the market, and
too uÿtdiscipliued abot, tt costs. Aÿtd the ntaiÿz reaÿvn
is how lye"re owaÿizcd--it just isÿr't toothing any
more. Wc"vc outgrowJ.z the old desÿflÿ M so many
ways, bttt weS'e still to,itÿg to mtrÿ¢ÿ¢ with the same
strltctztre n,e had whet1 wc st tÿrtcd the cotÿqÿaÿ),. ÿ'
--Dyÿacorp prodÿtct maÿlager
aThcre's a lot of' tMk ÿJow about chtrngiÿq our
o&alJizatio7l desigÿl, BI,tt m," should bc carcfitl that
we're trot throwiÿlg the bÿb), out with the bath-
watt1: We're fixatMg o3z what's wrol,ÿj with the
orqaÿdzatioTt itÿstetrd of" thinking aboÿtt how to
make it work bcttcÿ:"
--Dyÿacorp rÿ(qiÿzeeriÿzg ÿJÿaÿzageÿ,
The Dyna Corporation, known in the industry as
Dynacorp, is a major global information systems
and communications company. Originating in an
of'rice equipment company that moved into high-
technolo%, applications in the 1960s and 1970s,
Dynacorp had, by the 1980s, established a position
as an industry leader, known tbr its technological
innovation. Dynacorp was first to the market with
innovative and high-quality products that were sig-
nificant advances on anyflaing its competitors were
offering. Customers would gladly wait months, and
even a year or so, to take delivery of'products bear-
ing the Dynacorp logo. The customers were typi-
cally sophisticated users who were willing to do
some of flaeir own applications work and to ligure
out how to integrate Dynacorp's new products with
the rest of'their operations. During this period, the
company grew at a very fhst rate, and expanded its
market to Europe, Asia, and Latin America.
The 1990s were a much more difficult period
for the company. It continued to grow, but at a
slower rate, and experienced pcriods of significantly
reduced earnings. Critics both inside and outside
the company attributed Dynacorp's difficulties to a
loss of'leadership in getting new products to mar-
ket, costs that were tOO high, and changes in the
marketplace that Dynacorp was slow to recognize.
Competitors were closing the technology gap, and
were often tÿster getting products to market. In a
gro\\,ing number of product areas, Dynacorp had
been surprised by competitors who, although they
had started working on a new product much later
than Dynacorp, were t:aster at getting the product
to the custorner at an attractive price, in addition, a
growing number or" infi)rmation technology and
communications (ITC) consulting firms were cap-
turing the relationship with the large customer by
offering "value-added services and solutions." The
consulting firms acted as intermediaries, supervis-
ing the purchase of ITC hardware and sot:tware,
providing integration services, and capturing much
of the high-margin business.
A growing number or" executives in Dynacorp
were coming to believe that the problems could not
be addressed ettÿ'cti\.ely with Dynacorp's current
organizational ...
A Study on the Sectors of Economy Serviced by Pre-Industry System Developers ...ijbiss
In the emergence of transformative global economy, information system has became a necessity in businesses to obtain organizations operational excellence, adaptation to new business models, improved decision making and providing exceptional customer service, and eventual competitive advantage of the enterprise setting while keeping business alliances. This paper presents sectors of economy serviced by the pre-industry developers, explores the evolution of computer-based information system designed and developed by pre-industry system developers, and examine the effects of an information system in business to countervail indentified recurring problems. Nineteen of forty-six identified sectors of economy falls in the categories of primary, secondary, tertiary, quarternary and quinary were the recipient of computer-based system designed and developed. There have been several effects of computer-based systems to organizations, including the implied relevance to their business processes, continuum process improvement, business process reengineering, business driver and facilitator, and customer satisfaction.
A STUDY ON THE SECTORS OF ECONOMY SERVICED BY PRE-INDUSTRY SYSTEM DEVELOPERS ...ijbiss
In the emergence of transformative global economy, information system has became a necessity in businesses to obtain organizations operational excellence, adaptation to new business models, improved decision making and providing exceptional customer service, and eventual competitive advantage of the enterprise setting while keeping business alliances. This paper presents sectors of economy serviced by the pre-industry developers, explores the evolution of computer-based information system designed and developed by pre-industry system developers, and examine the effects of an information system in business to countervail indentified recurring problems. Nineteen of forty-six identified sectors of economy falls in the categories of primary, secondary, tertiary, quarternary and quinary were the recipient of computer-based system designed and developed. There have been several effects of computer-based systems to organizations, including the implied relevance to their business processes, continuum process improvement, business process reengineering, business driver and facilitator, and customer satisfaction.
Influence of Digital Technology on Roadmap Development for D.docxannettsparrow
Influence of Digital Technology on Roadmap
Development for Digital Business Transformation
Iryna Strutynska
Department of Computer Science
Ternopil Ivan Puluj National Technical
University
Ternopil, UKRAINE
[email protected]
Galina Kozbur
Department of Computer Science
Ternopil Ivan Puluj National Technical
University
Ternopil, UKRAINE
[email protected]
Lesia Dmytrotsa
Department of Computer Science
Ternopil Ivan Puluj National Technical
University
Ternopil, UKRAINE
[email protected]
Olena Sorokivska
Department of Management and Administration
Ternopil Ivan Puluj National Technical University
Ternopil, UKRAINE
[email protected]
Liliya Melnyk
Department of Management and Administration
Ternopil Ivan Puluj National Technical University
Ternopil, UKRAINE
[email protected]
Abstract—In a highly competitive information economy,
business structures require continuous introduction of
innovation, effective information technology to ensure
sustainable long-term market benefits, as well as their rational
functioning. The implementation of the digital business model is
one of the promising areas, which makes it possible to realize the
activity of enterprises even more productively. The digital
business model allows businesses to react more responsibly to
the needs of potential buyers and customers, and also helps
adapt and optimize business processes over a certain period of
time to certain market conditions. That is why, the purpose of
the article is to identify the peculiarities of the influence of
digital technology on the transformation of existing business
models of organizations. In view of this, an in-depth analysis of
the main stages of the development of a roadmap for the digital
transformation of business has been carried out; business
process management software products and the most suitable
ones have been examined. The article studies digital technologies
in the context of enterprise business groups and reflects how
relevant technologies affect the transformation of the existing
linear business model into the digital business model and reflects
the most significant effects for business.
Keywords—information technology, digital economy, digital
technologies, information management system, digital business
model, business processes, BPM, business process management,
CRM, ERP.
I. INTRODUCTION
In this digital era, the pace of change is extremely
frustrating and each organization encounters existential
threats from new and existing competitors. In the era of the
Industrial Revolution 4.0, technology is the right of any
company to change its own business model so as to
differentiate itself from the entire world market.
The competitiveness of business structures is shaped by
the use of digital technologies, the application of the
information management system, reengineering and the
transformation of existing business processes into new digital
business models.
Digital.
Influence of Digital Technology on Roadmap Development for D.docxdirkrplav
Influence of Digital Technology on Roadmap
Development for Digital Business Transformation
Iryna Strutynska
Department of Computer Science
Ternopil Ivan Puluj National Technical
University
Ternopil, UKRAINE
[email protected]
Galina Kozbur
Department of Computer Science
Ternopil Ivan Puluj National Technical
University
Ternopil, UKRAINE
[email protected]
Lesia Dmytrotsa
Department of Computer Science
Ternopil Ivan Puluj National Technical
University
Ternopil, UKRAINE
[email protected]
Olena Sorokivska
Department of Management and Administration
Ternopil Ivan Puluj National Technical University
Ternopil, UKRAINE
[email protected]
Liliya Melnyk
Department of Management and Administration
Ternopil Ivan Puluj National Technical University
Ternopil, UKRAINE
[email protected]
Abstract—In a highly competitive information economy,
business structures require continuous introduction of
innovation, effective information technology to ensure
sustainable long-term market benefits, as well as their rational
functioning. The implementation of the digital business model is
one of the promising areas, which makes it possible to realize the
activity of enterprises even more productively. The digital
business model allows businesses to react more responsibly to
the needs of potential buyers and customers, and also helps
adapt and optimize business processes over a certain period of
time to certain market conditions. That is why, the purpose of
the article is to identify the peculiarities of the influence of
digital technology on the transformation of existing business
models of organizations. In view of this, an in-depth analysis of
the main stages of the development of a roadmap for the digital
transformation of business has been carried out; business
process management software products and the most suitable
ones have been examined. The article studies digital technologies
in the context of enterprise business groups and reflects how
relevant technologies affect the transformation of the existing
linear business model into the digital business model and reflects
the most significant effects for business.
Keywords—information technology, digital economy, digital
technologies, information management system, digital business
model, business processes, BPM, business process management,
CRM, ERP.
I. INTRODUCTION
In this digital era, the pace of change is extremely
frustrating and each organization encounters existential
threats from new and existing competitors. In the era of the
Industrial Revolution 4.0, technology is the right of any
company to change its own business model so as to
differentiate itself from the entire world market.
The competitiveness of business structures is shaped by
the use of digital technologies, the application of the
information management system, reengineering and the
transformation of existing business processes into new digital
business models.
Digital.
248 PART 3 Assessing Performance and Developing EmployeesF.docxeugeniadean34240
248 PART 3 Assessing Performance and Developing Employees
Figure 8.7
lmproving Performance Low
L09 Discuss legal and
ethical issues that
affect periormance
managemenl.
Motivation
SOUICE: Based on M. Lbndon, Job Feedback tMahwah, NJ: Lawrence Erlbaum Associates, 1997), pp. 96*97. Lse:
by permission.
on the grout)ds of leaving well enough alone. Rather, such employees are likelr :
appreciate opportunities for further der.elopment. Rer'vards and direct feedback h<h:
toinaintain ihese .mployees' high motivation levels.
Legal and Ethicat lssues in Performance
Management
fu-r developing and using performance management systems, human resource prtri'i:e"
sionals ne.d to ensure that these systems meet legal requirements, such as the ar', rj-
ance of discrimination. In addition, performance management systems should m*l
ethical sundards, such as, protection of employees' privacy.
Legal Requirements for Performance fttanagement
Because performance measures play a central role in decisions about pay, proo)otit :--.
and discipline, employmenr-related larvsuits often challenge an organization's per'
forroanc" murlug"*rlt system. Lawsuits related to pedormance lnanagement usu;-l:ls'
involve charges of discrimination or unjust dismissal'
Discrimination claims often allege that the performance management system j:*
criminated against employees on the basis of their race or sex. Many performi-lirts
Ability
CHAPTER 8 Managing Employees'Performance 249
i.r:-:-ii€S are subjective, and measurerrrent errors, such as those described earlier in the
-
: rrir. can easily occur. The Supreme Court has held that the selection guidelir"res in
:- -;-:;erai governrnenr'sllnifotmGuidelines onEmployeeSelecdonProcedttres also apply
-i::rrnance measllfement.l6 In general, these guidelines (discussed in Chapters 3
,: : r rerlllire that organizations avoid using criteria such as race and age as a basis for
::':'.:. ,,,'n1€11[ decisions. This requires overcotning widespread rating erlofs. A substan-
--: .-. ,"1\' of evider-rce has shor,vn rhat white and black raters tend to gir,e higher: ratings
--.:i:L.ers of tl'reir own racial group, e\ren after rater training.lT In addition, eviileuce
: ;:,::!S that this teirdency is strongest rvhen one group is only a small Percentage ,lf
.. - .:al ri'ork group, When the vast majority of the groutrr is male, females receile
, ..r:: i:rtings; .lnthat-t tl-t" minority is male, males receil'e lou'er ratings.ls
:,.';:1-r regard to lawsr-rits filed on the grounds of rurjust dismissal, the usual claim is
':' ,: -lre person \\/as dismissed for reasons besides the ones that the etlplttr-er states.
r .::.,s. an enployee rvho',vorks for a defense contractor discloses rhai rl'ie colnlran)r
;f:--..rled rhe gorrernment. lf the cornpany fires the emplo)-ee, the emplo1'ee might
.,'..' -, ,har rl're firing was a way to pur-rish the ernpioyee for blon'ing tl-re n'l-ristle. in this
::: f situation, courts generaily focus on the emploiel.
Data to be collected doesn’t necessarily make sense…You only repea.docxwhittemorelucilla
Data to be collected doesn’t necessarily make sense…You only repeated your research questions. You may consider saying something like:
In this mixed methods study, quantitate and qualitative data were collected to answer the following research questions:
List your questions…
Ratinale why mixed methods study was the most appropriate option for this study.
Describe why this data was necessary/needed to answer the research questions.
Describe your population, explain your data collection method in details ( as you did) and convince the readers why this data collection method was the most appropriate. How did you choose your participants? How did you access them… Provide rationale
Your limitations don’t make sense… The responders will be subjective but you should be the one convincing the reader that you did everything in your power not to be subjective. Instead, say something like this study is limited to a certain area, such as you had limited access to gain access to the appropriate type or geographic scope of participants and that’s why your survey participants may not truly be a random sample and/or you should have drafted your interview questions from a wider perspective etc.
Also, spell check your paper please…
M2-28 ANALYTICS " TEAMS • ORGANIZATIONS , SKILLS
Strategic Design at Oynacorp
"We Yc too slonÿ, too um,e.ÿjÿousivc to the market, and
too uÿtdiscipliued abot, tt costs. Aÿtd the ntaiÿz reaÿvn
is how lye"re owaÿizcd--it just isÿr't toothing any
more. Wc"vc outgrowJ.z the old desÿflÿ M so many
ways, bttt weS'e still to,itÿg to mtrÿ¢ÿ¢ with the same
strltctztre n,e had whet1 wc st tÿrtcd the cotÿqÿaÿ),. ÿ'
--Dyÿacorp prodÿtct maÿlager
aThcre's a lot of' tMk ÿJow about chtrngiÿq our
o&alJizatio7l desigÿl, BI,tt m," should bc carcfitl that
we're trot throwiÿlg the bÿb), out with the bath-
watt1: We're fixatMg o3z what's wrol,ÿj with the
orqaÿdzatioTt itÿstetrd of" thinking aboÿtt how to
make it work bcttcÿ:"
--Dyÿacorp rÿ(qiÿzeeriÿzg ÿJÿaÿzageÿ,
The Dyna Corporation, known in the industry as
Dynacorp, is a major global information systems
and communications company. Originating in an
of'rice equipment company that moved into high-
technolo%, applications in the 1960s and 1970s,
Dynacorp had, by the 1980s, established a position
as an industry leader, known tbr its technological
innovation. Dynacorp was first to the market with
innovative and high-quality products that were sig-
nificant advances on anyflaing its competitors were
offering. Customers would gladly wait months, and
even a year or so, to take delivery of'products bear-
ing the Dynacorp logo. The customers were typi-
cally sophisticated users who were willing to do
some of flaeir own applications work and to ligure
out how to integrate Dynacorp's new products with
the rest of'their operations. During this period, the
company grew at a very fhst rate, and expanded its
market to Europe, Asia, and Latin America.
The 1990s were a much more difficult period
.
International BusinessResearch, Teaching and PracticeThe.docxbagotjesusa
International Business
Research, Teaching and Practice
The iourrral of ttre AIB-SE
Intemational Basinest: Rnearch Teaching ad Prattice
2008 2(1)
CusrouER REr-ATroNSHrp MANAGEMENT
StnetBcv
(A TnecHrNG Cesu Sruov)
Tamilla Curtis.
Nova Southeastcrn University
317 Aleatha Drive, Davtona Beach, FL 32114
Donald Barerc
Nova Southcastcrn Univcrsifi,
1900 Pelican Landing Blvd, #1t)23, Clear-water, FL 33762
Tom Griffin
N c.rva Southeastern University
2900 NE 30th St. Unit 8G, Fort Lauderdale, FL 3330(r
Despite the benefit afered lry ilte integration of cuttomer relationsltip management (CkM) strategy
with aduanced lechno/0g,, manlt companiu ii//fail to see competitiae aduautage results protnbed b1
CRM.'I'his case stadl proaides a platformfor student anafisis and discassion in lhis area.
This case ttud1 is presented in two parts. Tlte frst part descibu the unvccessfal inplemenlation of
an integrated CRM ysteru witbin a ntidsiqefnancialfrm based in the (J.l; the second partprouides
an oueruiew 0f CkNI deueloptrent in kusia af huo telecomruunication companies. Suge$ed tlueilions
.for discassion are presenled. Appendix A prauides an oueruiea of CkM that can be eruplayd al the
option rf an instractor tct transition between a spectfic curicu/urt and the case. Teaching ncttes
(inckding exanple respzltrr,i for each discussion question) are aaailable b), contacting the
come$onding author.
Telephone: 386 226 7173
e-mail: cuttist(@erau.edu
53
a
fnternational Business: Research, Teaching and Ptactice 2008 (2) 1
MesnrcN GRoup
N{ashkin Group Inc. (N{ashkin), a wholly owned subsidiary of Amir Inc., a British
financial conglomerate, is a medium-size, asset-managemerit group based in the
US. Mashkin consists of three primary dir.isions: a mutual fund company with
$10 billion in assets; a separate, but closelr,- affiiiated asset management companv
rvith $15 billion in assets; and a financial services company. Since the early 1990s,
these three enterprises have shared the same client database and other software
programs. The first program utilized, an inexpensive, off-the-shelf system with
limited capabilities, was used by the sales department of both the mutual fund
company and the asset maflagement company primarily to store names,
telephone numbers, and notes of salespeople. A second progtam was used by the
IT department to update the database as new clients arrived and record daily sales
data. A third program was installed at all internal and external salespersons'
workstations and laptops to provide current data to the sales force. In addition,
the Client Service Call Center used a sepa(ate designed-in-house program to track
incoming call activity.
The technology systems utilized by employees in N{ashkin were designed to
support general sales activities. None of the software was designed specifically for
the needs of their financial divisions (either the murual fund or the asset
management side) and lacked the anaiytic functionality as weil as the.
M2-28 ANALYTICS TEAMS • ORGANIZATIONS , SKILLSStra.docxcroysierkathey
M2-28 ANALYTICS " TEAMS • ORGANIZATIONS , SKILLS
Strategic Design at Oynacorp
"We Yc too slonÿ, too um,e.ÿjÿousivc to the market, and
too uÿtdiscipliued abot, tt costs. Aÿtd the ntaiÿz reaÿvn
is how lye"re owaÿizcd--it just isÿr't toothing any
more. Wc"vc outgrowJ.z the old desÿflÿ M so many
ways, bttt weS'e still to,itÿg to mtrÿ¢ÿ¢ with the same
strltctztre n,e had whet1 wc st tÿrtcd the cotÿqÿaÿ),. ÿ'
--Dyÿacorp prodÿtct maÿlager
aThcre's a lot of' tMk ÿJow about chtrngiÿq our
o&alJizatio7l desigÿl, BI,tt m," should bc carcfitl that
we're trot throwiÿlg the bÿb), out with the bath-
watt1: We're fixatMg o3z what's wrol,ÿj with the
orqaÿdzatioTt itÿstetrd of" thinking aboÿtt how to
make it work bcttcÿ:"
--Dyÿacorp rÿ(qiÿzeeriÿzg ÿJÿaÿzageÿ,
The Dyna Corporation, known in the industry as
Dynacorp, is a major global information systems
and communications company. Originating in an
of'rice equipment company that moved into high-
technolo%, applications in the 1960s and 1970s,
Dynacorp had, by the 1980s, established a position
as an industry leader, known tbr its technological
innovation. Dynacorp was first to the market with
innovative and high-quality products that were sig-
nificant advances on anyflaing its competitors were
offering. Customers would gladly wait months, and
even a year or so, to take delivery of'products bear-
ing the Dynacorp logo. The customers were typi-
cally sophisticated users who were willing to do
some of flaeir own applications work and to ligure
out how to integrate Dynacorp's new products with
the rest of'their operations. During this period, the
company grew at a very fhst rate, and expanded its
market to Europe, Asia, and Latin America.
The 1990s were a much more difficult period
for the company. It continued to grow, but at a
slower rate, and experienced pcriods of significantly
reduced earnings. Critics both inside and outside
the company attributed Dynacorp's difficulties to a
loss of'leadership in getting new products to mar-
ket, costs that were tOO high, and changes in the
marketplace that Dynacorp was slow to recognize.
Competitors were closing the technology gap, and
were often tÿster getting products to market. In a
gro\\,ing number of product areas, Dynacorp had
been surprised by competitors who, although they
had started working on a new product much later
than Dynacorp, were t:aster at getting the product
to the custorner at an attractive price, in addition, a
growing number or" infi)rmation technology and
communications (ITC) consulting firms were cap-
turing the relationship with the large customer by
offering "value-added services and solutions." The
consulting firms acted as intermediaries, supervis-
ing the purchase of ITC hardware and sot:tware,
providing integration services, and capturing much
of the high-margin business.
A growing number or" executives in Dynacorp
were coming to believe that the problems could not
be addressed ettÿ'cti\.ely with Dynacorp's current
organizational ...
A Study on the Sectors of Economy Serviced by Pre-Industry System Developers ...ijbiss
In the emergence of transformative global economy, information system has became a necessity in businesses to obtain organizations operational excellence, adaptation to new business models, improved decision making and providing exceptional customer service, and eventual competitive advantage of the enterprise setting while keeping business alliances. This paper presents sectors of economy serviced by the pre-industry developers, explores the evolution of computer-based information system designed and developed by pre-industry system developers, and examine the effects of an information system in business to countervail indentified recurring problems. Nineteen of forty-six identified sectors of economy falls in the categories of primary, secondary, tertiary, quarternary and quinary were the recipient of computer-based system designed and developed. There have been several effects of computer-based systems to organizations, including the implied relevance to their business processes, continuum process improvement, business process reengineering, business driver and facilitator, and customer satisfaction.
A STUDY ON THE SECTORS OF ECONOMY SERVICED BY PRE-INDUSTRY SYSTEM DEVELOPERS ...ijbiss
In the emergence of transformative global economy, information system has became a necessity in businesses to obtain organizations operational excellence, adaptation to new business models, improved decision making and providing exceptional customer service, and eventual competitive advantage of the enterprise setting while keeping business alliances. This paper presents sectors of economy serviced by the pre-industry developers, explores the evolution of computer-based information system designed and developed by pre-industry system developers, and examine the effects of an information system in business to countervail indentified recurring problems. Nineteen of forty-six identified sectors of economy falls in the categories of primary, secondary, tertiary, quarternary and quinary were the recipient of computer-based system designed and developed. There have been several effects of computer-based systems to organizations, including the implied relevance to their business processes, continuum process improvement, business process reengineering, business driver and facilitator, and customer satisfaction.
Influence of Digital Technology on Roadmap Development for D.docxannettsparrow
Influence of Digital Technology on Roadmap
Development for Digital Business Transformation
Iryna Strutynska
Department of Computer Science
Ternopil Ivan Puluj National Technical
University
Ternopil, UKRAINE
[email protected]
Galina Kozbur
Department of Computer Science
Ternopil Ivan Puluj National Technical
University
Ternopil, UKRAINE
[email protected]
Lesia Dmytrotsa
Department of Computer Science
Ternopil Ivan Puluj National Technical
University
Ternopil, UKRAINE
[email protected]
Olena Sorokivska
Department of Management and Administration
Ternopil Ivan Puluj National Technical University
Ternopil, UKRAINE
[email protected]
Liliya Melnyk
Department of Management and Administration
Ternopil Ivan Puluj National Technical University
Ternopil, UKRAINE
[email protected]
Abstract—In a highly competitive information economy,
business structures require continuous introduction of
innovation, effective information technology to ensure
sustainable long-term market benefits, as well as their rational
functioning. The implementation of the digital business model is
one of the promising areas, which makes it possible to realize the
activity of enterprises even more productively. The digital
business model allows businesses to react more responsibly to
the needs of potential buyers and customers, and also helps
adapt and optimize business processes over a certain period of
time to certain market conditions. That is why, the purpose of
the article is to identify the peculiarities of the influence of
digital technology on the transformation of existing business
models of organizations. In view of this, an in-depth analysis of
the main stages of the development of a roadmap for the digital
transformation of business has been carried out; business
process management software products and the most suitable
ones have been examined. The article studies digital technologies
in the context of enterprise business groups and reflects how
relevant technologies affect the transformation of the existing
linear business model into the digital business model and reflects
the most significant effects for business.
Keywords—information technology, digital economy, digital
technologies, information management system, digital business
model, business processes, BPM, business process management,
CRM, ERP.
I. INTRODUCTION
In this digital era, the pace of change is extremely
frustrating and each organization encounters existential
threats from new and existing competitors. In the era of the
Industrial Revolution 4.0, technology is the right of any
company to change its own business model so as to
differentiate itself from the entire world market.
The competitiveness of business structures is shaped by
the use of digital technologies, the application of the
information management system, reengineering and the
transformation of existing business processes into new digital
business models.
Digital.
Influence of Digital Technology on Roadmap Development for D.docxdirkrplav
Influence of Digital Technology on Roadmap
Development for Digital Business Transformation
Iryna Strutynska
Department of Computer Science
Ternopil Ivan Puluj National Technical
University
Ternopil, UKRAINE
[email protected]
Galina Kozbur
Department of Computer Science
Ternopil Ivan Puluj National Technical
University
Ternopil, UKRAINE
[email protected]
Lesia Dmytrotsa
Department of Computer Science
Ternopil Ivan Puluj National Technical
University
Ternopil, UKRAINE
[email protected]
Olena Sorokivska
Department of Management and Administration
Ternopil Ivan Puluj National Technical University
Ternopil, UKRAINE
[email protected]
Liliya Melnyk
Department of Management and Administration
Ternopil Ivan Puluj National Technical University
Ternopil, UKRAINE
[email protected]
Abstract—In a highly competitive information economy,
business structures require continuous introduction of
innovation, effective information technology to ensure
sustainable long-term market benefits, as well as their rational
functioning. The implementation of the digital business model is
one of the promising areas, which makes it possible to realize the
activity of enterprises even more productively. The digital
business model allows businesses to react more responsibly to
the needs of potential buyers and customers, and also helps
adapt and optimize business processes over a certain period of
time to certain market conditions. That is why, the purpose of
the article is to identify the peculiarities of the influence of
digital technology on the transformation of existing business
models of organizations. In view of this, an in-depth analysis of
the main stages of the development of a roadmap for the digital
transformation of business has been carried out; business
process management software products and the most suitable
ones have been examined. The article studies digital technologies
in the context of enterprise business groups and reflects how
relevant technologies affect the transformation of the existing
linear business model into the digital business model and reflects
the most significant effects for business.
Keywords—information technology, digital economy, digital
technologies, information management system, digital business
model, business processes, BPM, business process management,
CRM, ERP.
I. INTRODUCTION
In this digital era, the pace of change is extremely
frustrating and each organization encounters existential
threats from new and existing competitors. In the era of the
Industrial Revolution 4.0, technology is the right of any
company to change its own business model so as to
differentiate itself from the entire world market.
The competitiveness of business structures is shaped by
the use of digital technologies, the application of the
information management system, reengineering and the
transformation of existing business processes into new digital
business models.
Digital.
Influence of Digital Technology on Roadmap Development for D.docx
Scan10003.PDF
1. s-
ls
m
1e
Embracing Winning
Business Ilodels
r
rIs
AS
,1,
I'e
1S.
rst
tn-
)n-
nd
ce-
At
lea
nts
ty,
rI'e-
lU-
)SS.
1n-
J[,
ex-
the
red
LI'ES
his
:ea-
the
oud
the
11er
t']n
r'1ng
el'e.
the
-.sed
eve-
v-'
ifei'-
rhat
)us1-
rr'ith
le of
TttH
I'r
, j- :r:r'eprenews - are seeking to en-
' :t:i','el'business models, drive inno-
. -'.'= .en-ices, and much more' IT' be-
. ::. col'e enabler ofbusinesses, has
- -i -r- departments to drive tremen-
. ::.iness value foom their invest-
. Bcth in the Past and currentlY'
-- .-- r--sis have engaged external
_ _:lo.
d"ts in traditional sewice
-:'
. -:
- . .'rifice to manage the Present-
'.
- -:tations of customers and
.-. =:akeholders such as reduced
--.:ket. cost-oPtimization, on-
- -.
-=lrices, and much more'
. :--:',r- bleed of next-generation
-: z:nd. best-in-clcss sewice
- 's ioster-ing a collaborative
-- :. 'bling in newer models of
;..''i-er-r- called the managed
.,-,..-i services model ensures
-:,'-,---zations see consistently
:.-.-:: h'om their IT invest-
' . :'::itir-elY influence their
-: - -:ares. The service Pro-
, :--:.:,r1-er€d wrth a sense of
,-=rrirized to think big,
: -:iperform the buYer's
- - .-s:l IT management rs
' : -.::r This is the win-win
- . --.
''',-r'ite-up intends to cov-
- =:-:.rPr-ises can get more
:rana ged ser-l'rces Pro-
.t, ---,:lcenters are gomg
-'.'.-:-r--,tionar1' transforma-
. .'=:l: al-rd Ploliferation of
-.---.:r,-u'e is the anchor of
-,-- - -i r- T'Lo nrcnngementThe tnanagement.- rll I ne lllallaBuureuu
:.::i.r'rcture has become
.-:-:le fol datacenter
rteqlation of exist'
,ures
iame
T
gement or or-
. LastIY, man-
and phYsical
agement and datacenter transforma-
tion.
Dechacca PonnaPPa
IndustrY AnolYstlnformotion &
Communicotions Technologies Proctice'
Frost & Sullivon
tual and physical resources based on
business-level objectives'
In the managed services model' the
and hold the service provider responsl-
ble to provision the required IT needed
to acr.Jieve any new business decision'
This ownership gives power to the ser-
vice
and
help
place.
ThelastWord
tive governance mechanisms and man-
aging change in a planned manner are
also critical requirements for success'
It is important to know that the foun-
aution ittut was laid in the past is the
the future. Hence, each additional step
taken tod.aY has to be right' I
15 . COMMUNICATIONS TODAY ' APRIL 2016