Why consider an organization’s approach to IM/IT resources and services as an exercise in portfolio management? •forces you to relate specific IT investments with the associated business need(s) and value propositions •provides a framework and standardized lens for the assessment of all IM/IT investments as well as measures for valuing those investments •focuses on a methodology for the valuation of IM/IT projects that connects well with the understandings of enterprise business leaders and IT governance •allows for year to year measurement of changes in IM/IT investments versus the impact (attributed results generated) by those investments •allows for qualitative if not quantitative comparisons between various IM/IT investments pursued by business units within the same enterprise and conceivable between competing businesses within the same industry How does an IM/IT portfolio management methodology help to serve the needs of the greater organization and facilitate a better appreciation by the business of its IM/IT products and services? •the organization has the following information resource management needs: • o to transact o to manage, control, make tactical decisions o to innovate, transform, increase its strategic competitiveness o control costs and improve overall performance •the portfolio model tracks and measures IM/IT project and service value and performance in the very manner that the business thinks of and measures value in these and any other corporate investments; aligning the description of and thinking about IM and IT investments in this manner allows for a common basis for understanding •IT transactional value is all about cutting operational costs and/or improving the efficiency of existing operations. •IT informational value is all about enabling management, control, and decision making. •IT strategic value is all
Companies must view themselves as part of an ecosystem; one entity in an interdependent interconnected environment. Each part of this ecosystem of business is impacted by the decisions and operations of the other parts. The organization of today and tomorrow has to adopt a system-centric model of business or suffer the consequences, most of which being dire and unforgiving. The key to business success is to make sure no part of the system is overlooked and undervalued. Research has revealed that there is a strong correlation between a stakeholder conscious organization’s
For this paper two were indentified, highlighted, and described. The first of these systems is the Enterprise Resource System (ERP), and it integrates the functional areas of the information system via a central database enhancing the communications of the functional areas of an organization (Rainer & Cegielski, 2010 p. 63). The next system is the Transaction Processing System (TPS), and it supports the monitoring, collection, storage, and processing of data from the organization’s basic business transactions (Rainer & Cegielski, 2010 p. 63). There are others like the office automation systems, which support the clerk and operational levels, and the decision support systems, and business intelligent systems that support the managerial level (Rainer & Cegielski, 2010 p. 63). Most if not all of the major companies use these systems to support the company’s business processes like inventory control and order processing.
The key stakeholders that our organization will gather information from include the organization’s Chief Executive Officer (CEO) Dr. Michael Riordian, the organization’s COO Hugh McCauley, the organization’s Director of Human Resources Yvonne McMillan, and the entire HR staff. Each one of these stakeholders plays a key role in the successful development of an efficient and useful system that integrates a variety of the existing HR tools into a single integrated application. Gathering system requirements from these key stakeholders will allow our group to define the system requirements and determine the information technology tools needed to develop the system. Our organization will use a variety of information gathering techniques and systems analysis tools to gather the information needed for this project during the requirements elicitation step. First our organization will review all existing procedural forms to gain some insight on the system requirements.
National or Global: Recommendations for Tanglewood is national with the evidence of some regional managers operations. In the case study it shows that store managers report directly to the regional managers and there are considerable variations between regional managers in how they run their HR practices. Tanglewood philosophy is a major reason that an external consulting firm was brought in to centralize human resources to promote the way the organization
Facility management does not only include a designated facilities manager, but its stakeholders are many. Dabson (2008) identified FM stakeholders as follows: • Corporate customers • Employees • Shareholders and creditors • Community and society • Government So facilities manager is the person central to all facilities management activities and thus can also be called as the coordinator of the stakeholders of facility management. My Role as a facilities manager Barrett and Baldry (2003) stated facilities management as, 'an integrated approach to operating, maintaining, improving and adapting the buildings and infrastructure of an organisation in order to create an environment that strongly supports the primary objectives of that organisation’. According to British standard BS 8536 (2010) facility management is performed during the operational phase of a facility or building’s life cycle, which normally extends over many decades. It represents a continuous process of service provision to support the owner’s core business
14. Which of the following best describes a dynamic organization? A. Creating organizations that continually focus on the internal processes to achieve goals B. Building an organization by grouping jobs into work units and allocating resources C. Identifying business functions and mobilizing leaders D. Being flexible and responsive towards customer needs and the competitive environment Correct!
Written / Oral Questions 1 - What is the purpose of the standard known as AS/NZS ISO 31000:2009 Risk Management? The purpose of the standard known as AS/NZS ISO 31000:2009 is to provide principles and guidelines on effective risk management. ISO 31000 provides a universally accepted theorem for companies implementing risk management processes to replace currently implemented strategies that vary between industries. 2 - There are a number of key provisions of relevant legislation and regulations from all levels of government that that may affect aspects of business operations, such as: ◦duty of care ◦company law ◦contract law ◦environmental law ◦freedom of information ◦industrial relations law ◦privacy and confidentiality laws ◦legislation relevant to the organisation’s operations ◦legislation relevant to operation of a business entity ◦anti discrimination legislation ◦ethical principles ◦codes of practice ◦health and safety legislation Why is it necessary to have a working knowledge of the legislation involved in business? It is necessary to have a working knowledge of the legislation involved in business to ensure that the laws protecting consumers, suppliers & workers are implemented and complied by.
The CDC being a global organization with its roots in the United States has many things to consider in order to efficiently carry out its mission. It was found through an extensive analysis of the organization, that the Bangkok branch has issues related to its organizational culture. When examining the CDC’s issues in organizational culture, the structure of the organization was also taken into consideration. Two articles analyzing organizational culture were also examined and summarized. Both articles discussed effective leadership when dealing with issues of cultural differences.
Crocs: Revolutionizing an Industry’s Supply Chain Walden University Crocs: Revolutionizing an Industry’s Supply Chain Crocs current product flow process uses a combination of assembly lien and batch flow. To produce the large inventory and mass production, Crocs uses the assembly line flow where the products move in sequential order from one step to the next. Crocs’ approach to order fulfillment of assemble to order (ATO) has necessitated the need to use a combination of product process flow. Assemble to order the subassemblies are made-to-stock, but the final assembly is made to order (Schroeder, Goldstein, Rungtusantham, 2013 pp. 70).