Information Use for Organizational EffectivenesS

Information Use for Organizational Effectiveness



Information Use for Organizational Effectiveness

Introduction

Issues related to organizational culture appear frequently in discussions of information system success. That is to say the organizational heritage is the main and necessary force which drives the data scheme conceive and use. Statements such as “the IS didn't fit the heritage” are often part of the interpretation of why a particular information scheme came across unanticipated resistance and not ever met anticipations, if or not it eventually functioned in some manner. Such declarations are so widespread that nearly anyone is the IS area would likely acquiesce that an organization's information systems should fit with its heritage and that mismatch between a system and an organization's heritage directs to trouble.

In consider to data systems conceive and use in organizations, the organizational heritage assists in anticipating possible reinforcement or conflict involving the organization's heritage and current or proposed features and capabilities. It furthermore assists in anticipating implementation difficulties and launching change management undertakings that might else be overlooked.

Literature Review

The period heritage, and more expressly organizational heritage, has recently arrive into the widespread parlance. Culture in associations can be considered of as the beliefs, standards, and meanings shared by constituents of an organization. Managers, interested in effective and efficient ways to manage their organizations, have begun referring to organizational culture as a management-directed phenomenon and a tool for organizational adaptation and change (Maccoby, 1994; Morey & Morey, 1994). In this outlook, heritage is advised a set of variables connected to organizational presentation, and conceiving organizational culture is considered a top-down, management-directed function. Schein writes that `the only thing of genuine significance managers do is to create and organise heritage' (Shein, 1985). This approach to organizational culture focuses on managing, controlling, or fixing the culture of an organization (Deal & Kennedy, 1982; Kilmann, Saxon & Serpa, 1985).

As most people know, organizational culture is complex and multi-dimensional. For example, a recent qualitative content analysis of the literature on organizational culture since 1992, Detert et al [2000] reviewed over 25 multi-concept frameworks, identified commonalities in their dimensions, and eventually concluded that eight general dimensions listed in Table 1 suffice for characterizing values and beliefs underlying TQM practices. Regardless of whether a table of this type contains 5 or 8 or 15 dimensions, using a purely multidimensional view in practice is difficult because it does not provide a holistic impression of how a culture operates.

 

Dimension

Typical variables or issues related to this dimension

Basis of reality and rationality

         Tacit and internalized truth versus fact-based and scientific truth

Nature of time and time

horizon

         Long-term versus here-and-now (short-term)

Motivation

         Internal versus external motives for people

         Viewing people as inherently good or bad

         Motivation through rewards versus punishments

 

Stability vs. change

         Individual propensity toward stability or change

         Innovative versus non-innovative organization

         Stability versus continuous improvement

Orientation to work, task,

coworkers

         Work as an end in itself versus work as a means toward other goals

         Task focus versus social focus in work

         Results aim versus method focus

Isolation ...