BUSINESS MANAGEMENT AND INFORMATION TECHNOLOGY

Business Management and Information Technology

Business Management and Information Technology

Introduction

The purpose of this paper is to present factors that determine the organizational structure of the company. The problem is even more important to discuss that is well known that if an undertaking has had success in the market it must be well managed and good governance include: the good organization of work, good relationships prevailing in the enterprise, good flow information, appropriate delegation of rights and obligations.

A crucial element of the implementation of new technology is the designation of a management structure responsible for the project. The type of management structure adopted for a given project will depend on organizational size and complexity of the project. However, there are some general principles.

The management structure of a large technology project should include the leader of the Phones 4 U, or report directly to him. This requirement stems from the importance of technology in election administration. Technology has become so crucial to the successful organization of elections that senior management should be closely involved in its implementation (Metelsky, 2010, pp. 491-497).

A management structure of the general technology of Phones 4 U may be established as part of the overall strategy for information technology of the body. This will ensure a consistent approach to technology management within the Phones 4 U. In addition, all managers concerned will know the overall context is any particular project.

Discussion

A management structure of the technology of a Phones 4 U may include:

A steering committee chaired by the senior general manager (or reporting directly to CEO) and comprising relevant senior, responsible for setting the overall direction, receiving reports of committees below and approving projects ;

A mid-level committee for each major project or set of projects, chaired by the senior official (a member of the upper level) and including managers and technical managers from all sectors interested in the project, oversee the project, reporting to the committee level, receiving reports of lower-level technical committee and approving project details;

A technical committee of the lower level for each project, chaired by a member of the intermediate level and including project staff and technical staff directly involved in the project, to oversee day to day technical work of the project and to report to the committee at the intermediate level.

The main goals of a management structure of the technology are to establish the overall strategy for information technology and to approve and monitor the various stages of development and implementation of projects. The committees are concerned with higher level policy issues and strategy, mid-level committees to ensure that projects are conducted according to the strategy set, and lower-level technical committees to ensure all the technical details (Lawrence & Tolbert, 2007, pp. 400-409).

Management Committees

In particular, management committees' technology ensures that deadlines and standards are met. In the electoral field, projects that fall behind, who fail basic tests or who fail standards are doomed to disaster. It is incumbent on management to set realistic standards and deadlines. Management should also provide plans in case of ...