ch04 - Chapter 4. Information Technology and The Design of...

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1 Chapter 4. Information Technology and The Design of Work Managing and Using Information Systems: A Strategic Approach, 2 ed.
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2 Impact of IT on Work Processes New IT systems, if not implemented properly, can create confusion and alienate workers from the work process Automation may increase productivity and reduce costs, but can also lower morale and job satisfaction, with employees feeling they are just “pushing buttons”. This chapter should help managers understand the challenges in designing work systems that overcome resistance to IT
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3 JOB DESIGN FRAMEWORK What tasks will be performed? How will the work be performed? Who will do the work? Where will the work be performed? How can IS increase performance, satisfaction and effectiveness of the workers doing the work?
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5 HOW INFORMATION TECHNOLOGY IS CHANGING THE NATURE OF WORK
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6 New Ways to do Traditional Work Many traditional tasks are now done by computers, while many work processes have been greatly changed by the introduction of IT Communication patterns have also changed, workers now use mobile devices to send and receive messages and tap into databases, greatly affecting sales and service tasks. The cost and time needed to access information is dramatically lower, giving workers new tools. Work has become much more team oriented - an effect amplified by the Internet.
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7 Creating New Types of Work Examples of newly created jobs now common in traditional organizations include: knowledge managers, systems analysts, database and network administrators, webmasters and web site designers. It has changed not only the organizational decision-making process, the information used in making decisions, plus the amount and type of information available to workers
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8 New Challenges in IT HR Management Organizations face the challenge of managing a work force that is no longer in a single location. Work is more team oriented, making it more difficult to assess individual contributions. One solution is to use electronic employee monitoring systems automating supervision, but possibly hurting morale and undermining efforts encourage workers to contribute their ideas to the organization.
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9 Figure 4.2. Changes to supervision, evaluation, compensation, and hiring Traditional Approach: Subjective Observation Newer Approach; Objective Assessment Supervision Personal. Manager is usually present or relies on others to ensure that employee is present and productive. Electronic, or assessed by deliverable. As long as the employee is producing value, he does not need formal supervisions Evaluation Focus is on process through direct observation. Manager sees how employee performed at work. Subjective
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ch04 - Chapter 4. Information Technology and The Design of...

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