Organizational Structures
Employees across the organization must work closely together to
develop strategic initiatives that create competitive advantages. Understanding
the basic structure of a typical IT department including titles, roles, and
responsibilities will help an organization build a cohesive enterprise wide
team. It also as communication flowcharts that
communication in which managers at various levels is required to deliver
information to too many people for too many levels of approval. Well-designed organizational structures will
produce efficient communication channels and encourage fast, clean decisions.
To develop strategic initiatives that create competitive advantages
organizational employees must work closely together.
IT Roles and Responsibilities
Every organizational should have organizational structures.
Information technology is a relatively new functional area having been around
formally in most organizations only for 40 years. Job titles, roles, and
responsible often differ dramatically form organization to organization. There
are 5 important roles in IT department.
· Chief information officer (CIO)
· Chief technology officer (CTO)
· Chief security officer (SCO)
· Chief privacy officer (CPO)
· Chief knowledge officer (CKO)
For the first roles, Chief information officer (CIO), its
responsible for (1) overseeing all uses of IT and (2) ensuring the strategic
alignment of IT with business goals and objectives. The CIO often reports
directly to the CEO. CIO must be concerned with more than IT. Broad functions
of CIO include:
1.
Manager - Ensure the
delivery of all IT projects on time and within budget.
2.
Leader - Ensure the
strategic vision of IT is in line with the strategic vision of the
organization.
Communication - Advocate and communicate the IT
strategy by building and maintaining strong executive relationships.
The next roles in IT department is Chief technology
officer (CTO) is responsible for ensuring the throughput, speed,
accuracy, availability, and reliability of an organization's information
technology. CTOs similar to CIOs but except that CIOs responsible for
effectiveness of ensuring that IT is aligned with the organization's strategic
initiatives. CTOs have directed responsible for ensuring the efficiency of IT
systems throughout the organization. CTOs possess well-rounded knowledge of all
aspects of IT, including hardware, software, and telecommunications.
Chief Security officer (CSO) responsible for ensuring the security of
IT systems and developing strategies and IT safeguards against attacks from
hackers and viruses. If there are no CSO, many hackers easy to hacks the
website and collect the data from the website.
Chief privacy officer (CPO) is responsible for ensuring the ethical
and legal use of information within an organization. CPOs is the newest senior
executive position in IT. Many CPOs are lawyers by training, enabling them to
understand the often complex legal issues surrounding the use of information.
Chief knowledge officer (CKO) is responsible for collecting, maintaining,
and distributing the organization's knowledge. The CKO design programs and
systems that make it easy for people to reuse the knowledge. These systems
create repositories of organizational documents, methodologies, tools and
practices, and they establish methods for filtering the information. The CKO
must continuously encourage employee contributions to keep the systems
up-to-date.
Gap Between
Business Personnel And It Personnel
The gap between the business arm in a company and information
technology is exist because presence of perception business people that
the Information Technology Department generates expenses not income. This
means, they looks alike liability and not asset to the company. In the same
time, The Information technology department is “hidden” from the customer often
classified as a “back office” business initiative or process. This creates a
different perspective to the business personnel and the result, a gap is
existing.
Ways to Decrease Gap between both IT Personnel and
Business Personnel
i. Communication
· Communication is the main ingredient that will
close the gap between the business personnel and the IT Department. Business
leaders must understand, really understand, that Information Technology is
not optional but critical to the success of the business.
· The head of the company sets the tone for the
entire business.
· In addition IT department teams need to
understand the business practices of the company.
ii. Cross Training
· Rettig suggests that initiating cross training
is one way to reduce the distance between business and IT.
· Cross training
is a loaded concept and most
technologists will be specialists with years of
training in their chosen fieldt. This mean, the IT
personnel could be train with other department skills to instill some
confidence in them. Not to give them other job.
ORGANIZATIONAL FUNDAMENTAL
1. ETHICS
Ethics is the principle and standards that guide our behavior
toward other people.
Descriptive ethics is exactly that a description of "what
is" in the land of business ethics. This perception seeks
to recognize moral & ethical systems shared by people, cultures, and
societies. This form seeks to know prevailing views and actions about
ethical performance. One problem to this school of thought is that
using this perspective may lead one to believe that an actual unethical
behavior is satisfactory because "everyone is doing it."
Issues
Affected By Technology Advances:
2. PRIVACY
The right to be left alone when you want to be, to have control
over your own personal possession, and to not be observed without you concern.
Some of the most problematic decision organization faces lies in the murky and
turbulent waters of privacy. The burden counts from the knowledge that each
time employees make a decision regarding issues of privacy, the outcome could
sink the company someday.
For example, the boundaries and content of what is considered
private differ among cultures and individuals, but share basic common themes.
3. SECURITY – how much will downtime cost your
business.
The old business axiom “time is money” needs to be updated to
more accurately reflect the crucial interdependence between IT and business
processes. To reflect the times, the phrase up time is money. The leading cause
of downtime is a software failure followed by human error, according to
Informatics Research.
Unplanned downtime can strike anytime
form any number of causes, ranging from tornado to sink overflows to network
failures to power outage. Although natural disasters may appear to be the most
diver stating causes of IT outages, they are hardly the most frequent of
biggest threats to up time.
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