Case Study 1 - Midsouth Chamber of Commerce (A): The Role of the Operating Manager in Information Systems



Case Study 1: The Role of the Operating Manager in Information Systems

Introduction

In this case, the critical role of a business manager in the implementation of new software system is highlighted. The entities involved in this case are Leon Lassite, Vice President of Marketing, Jeff Hedge, Vice President of Public Finance, Simon Kovecki, Systems Analyst and Greg Ginder, President of Unitrak Software Corporation. The main issue that arose in the organization was related to problems faced during the implementation process. The new software system could not be effectively operated due to the lack of coordination and teamwork between the key entities of the organization. The non-supportive role of a technology provider, Unitrak is also highlighted where the software vendor did not assist in the implementation process. To achieve effectiveness of the strategic decisions, it's very important for the business managers to minimize the information system politics. The information systems politics leads towards inefficiency and failure in implementing new software.

Background

The MidSouth Chamber of Commerce (MSCC) was a highly successful and efficient statewide chamber of commerce. It was known for its effective leadership and team building to achieve its organizational objectives. One example that we will be considering is related to the communication gaps, non-supportive attitude of the business managers and the inability to implement a new software system in the organization. although the Vice President of Marketing at the MSCC, Lassiter was an effective and persuasive leader but he could not bring in harmony and coordination between other key entities of the organization. This perhaps led towards the failure to achieve the end objective and new software system could not be installed successfully.

When Lassiter identified the need to purchase new software, he convinced the Executive Committee of the Board of Director for approval. Hence, Lassiter become the key champion for this new software purchase and implementation at MSCC. This is when the major problems occurred in the organization. Lassiter did not belong to the computer operations department and generated animosity and jealousy from the part of Jeff Hedges who was the Vice President of Public Finance. On the other hand, Simon Kovecki was the system analyst who had been upset for not being appointed as the manager of computer operations whereas Hedges was given the responsibility to run the entire information technology organization. This made Kovecki non-supportive during the initial phase of Unitrak's installation of the new software system. Unfortunately, Lassiter had no one's support during this implementation phase of the new software. The key players of the organization belonging to information technology department did not work together as a team to make this new software system a success. As a result, the computers operations and data transfer became a serious issue in the organization. MSCC needed urgent solutions to make the computer systems operational to resume the smooth business operations.

Discussion

Non-Supportive Role/Attitude of Key Entities

The major issue was the non-supportive attitude/role ...