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1. You are a member of the Human Resources Department of a medium-sized organization that is implementing a new inter-organizational system that will impact employees, customers, and suppliers. Your manager has requested that you work with the system development team to create a communications plan for the project. He would like to meet with you in two hours to review your thoughts on the key objectives of the communications plan. What should those objectives be? (Answer should not be less than 600 words, Mention minimum 4 references in APA format, It should be plagiarism free).

2. How would one distinguish between an organizational weakness and a threat to the organization?(Should not be less than 350 words, mention 2 references in APA format).

Please find the attached document for reference for question 2.



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2e Chapter 2 Strategic Planning Information Technology for Managers George W. Reynolds Strayer University Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. Learning Objectives • What is an effective strategic planning process, who needs to participate in it, and what are the deliverables of such a process? • How is IT planning tied to overall strategic planning, so that business objectives and IT activities are well aligned? Information Technology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 2 Need for Managers to Understand the Relationship Between Strategic Planning and IT ology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 3 Understanding the Relationship Between Strategic Planning and IT • Improves alignment between business and IT – Alignment - IT organization and its resources are focused on actions that support the key objectives defined in the strategic plan of the business • Implies that the IT and business managers have a shared vision Information Technology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 4 Understanding the Relationship Between Strategic Planning and IT (continued 1) – Shared vision helps an IT organization in: • Hiring the right people with the right skills and capabilities • Choosing the right technologies and vendors to explore and develop • Installing the right systems • Focusing on those projects that facilitate the organization to move toward achieving its vision and mission Information Technology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 5 Strategic Planning ology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 6 Strategic Planning • Helps managers to: – Identify desired outcomes and formulate feasible plans – Achieve their objectives by using available resources and capabilities • Annual process • Approaches – Issues-based – Organic – Goals-based Information Technology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 7 Figure 2.1 - Goals-Based Strategic Planning Process Information Technology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 8 Analyze Situation • Assessing strengths and weaknesses across all the levels and business units of a firm • Preparing a historical perspective • Gathering data about internal processes and operations • Analyzing the collected data • Examining the industry in which the organization competes Information Technology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 9 Analyze Situation (continued 1) • Collecting and analyzing facts about its key customers, competitors, and suppliers • Aiming to: – Identify strategically important issues that the organization must address – Reveal the firm’s competitive position against its rivals • Michael Porter’s Five Forces Model: Used for assessing the nature of industry competition Information Technology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 10 Figure 2.2 - Porter’s Five Forces Model Information Technology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 11 Analyze Situation (continued 2) • Competitive financial analysis helps in determining how key financial parameters match up against the competitors • Strengths, Weaknesses, Opportunities, Threats (SWOT) matrix – Illustrates that an effective strategy derives from: • Maximizing a firm’s strengths and opportunities • Minimizing its weaknesses and threats Information Technology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 12 Set Direction • Vision/mission statement – Communicates an organization’s overarching aspirations – Guides organization through changing objectives, goals, and strategies – Components • Mission statement • Vision of a desirable future • Set of core values – Inspires and requires employees to stretch to reach its goals Information Technology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 13 Set Direction (continued 1) • Objectives: Statement of a compelling business need that an organization must meet to achieve its vision and mission Information Technology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 14 Set Direction (continued 2) • Goal: Specific result that must be achieved to reach an objective – Associated with a single objective – Tracks progress in meeting an organization's objective – Big Hairy Audacious Goals (BHAGs) – Need to be SMART (specific, measurable, achievable, relevant, time constrained) Information Technology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 15 Strategies • Allow an organization to achieve its vision, mission, objectives, and goals • Require managers to consider: – Long-term impact of each strategy on revenue and profit – Degree of risk involved – Amount and types of resources that will be required – Potential competitive reaction – Results of the SWOT analysis Information Technology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 16 Strategic Plan • Defines objectives, establishes SMART goals, and sets strategies – Objectives, goals, and strategies are communicated to business units and functional units • Depends on the autonomy granted at lower levels Information Technology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 17 Figure 2.3 - Strategic Planning Pyramid Information Technology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 18 Setting the IT Organizational Strategy ology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 19 Strategic Plan of an IT Organization • Required to identify technologies, vendors, competencies, people, systems, and projects • Needed to aid in investments that support the objectives, goals, and strategies • Depends on the way the rest of the organization perceives it – Perception can be as a cost center/service provider, a business partner/ business peer, or as a game changer Information Technology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 20 Figure 2.4 - Drivers that Set IT Organizational Strategy and Determine IT Investments Information Technology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 21 Identifying IT Projects and Initiatives • Require interacting with various business managers and observing other IT organizations and competitors • Need to support corporate objectives and goals • Classify various potential projects by type Information Technology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 22 Table 2.5 - Project Classification Example ology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 23 Prioritizing IT Projects and Initiatives • Process of setting priorities and determining the resulting budget, staffing, and timing needs – Defines which projects will be initiated and when they will be executed • Involves reviewing and evaluating from different perspectives Information Technology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 24 Figure 2.5 - Projects Must Relate to Goals and Objectives Information Technology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 25 Effective Strategic Planning: Chevron ology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 26 Effective Strategic Planning: Chevron • Outline of a goals-based strategic planning process developed for Chevron • Involves: – – – – Situational analysis Set direction Define strategies Deploy plan Information Technology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 27 Situation Analysis • Strengths – – – – – Financial strength Presence in all phases of the energy industry Broad geographic presence High reserves ratio Leading position in the United States • Weaknesses – Entanglement in environmental disaster in Ecuador – Strain on sales of refined products Information Technology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 28 Situation Analysis (continued 1) • Opportunities – Planned investments for future development – Strategic acquisitions and agreements • Threats – Rising production costs and capital expenditures – Regulation of greenhouse gas emissions – Changing economic, regulatory, and political environments – Commodity prices risks Information Technology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 29 Set Direction • Objectives – Increase revenue and profits – Estimate investments for future to increase production and revenue, to support objectives • Goals – Reduce time lag between initial exploration and start of production – Execute project start-ups with more than $1 billion Chevron investment Information Technology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 30 Set Direction (continued 1) – Add to portfolio through exploration and targeted acquisitions – Maintain or improve the success rate of exploration wells – Sustain to be a leader in personal safety, measured by injuries requiring time away from work • Goal of zero-incidents • Achieving world-class performance in all measures of safety Information Technology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 31 Define Strategies • Create shareholder value and achieve sustained financial returns from operations • Invest in people to strengthen organization capability and develop a talented global workforce • Execute with excellence through application of operational excellence and capital stewardship systems and disciplined cost management • Grow profitably by using competitive advantages Information Technology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 32 Define Strategies • Attain world-class performance in operational excellence with a goal of zero safety and operating incidents Information Technology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 33 Chevron Strategic Plan • Communicated to all business units worldwide • Each unit is encouraged to perform its own strategic planning process that can lead to accomplishment of corporate goals • Focuses on technologies that aids in finding, developing, and producing crude oil and natural gas Information Technology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 34 Chevron Strategic Plan (continued 1) • Identifying projects and initiatives – Loulie Ehrlich was appointed CIO and President of the Chevron Information Technology Company – Focus on accelerating insights, automating operations, and connecting people – Hire IT professionals with bachelor’s or master’s degree in various fields Information Technology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 35 Chevron Strategic Plan (continued 2) – Information Technology Company supports businesses by developing and supporting information technologies – Uses distributed sensors, high-speed communications, and data analysis techniques to monitor and fine-tune remote drilling operations Information Technology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 36 Chevron Strategic Plan (continued 3) • Prioritizing projects and initiatives – To identify new oil deposits, the company uses sound waves to create images of the earth, deep below the ocean floor – Collaborates with oil service companies and top IT companies to obtain state-of-the-art solutions – Established eight global “mission control” centers to improve the performance of forty of the company’s biggest energy projects Information Technology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 37 Chevron Strategic Plan (continued 4) – Focus on leak detection by using modeling technology in most of the company’s pipeline – IT operates through a network that connects more than 50,000 desktops around the world • Enables collaboration and communication – Digital imaging helps better manage an oil field once it is producing oil Information Technology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 38 Chevron Strategic Plan (continued 5) – IT organization is responsible for: • Network operations and security • Purchasing and deploying hardware • Setting global technology standards and strategy Information Technology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 39 Summary • Strategic planning – Helps managers identify desired outcomes and formulate feasible plans to achieve objectives – Requires analysis of internal and external environment • Set direction involves defining the mission, vision, values, objectives, and goals of the organization • Define strategies involves describing the way an organization will achieve its mission, vision, objectives, and goals Information Technology for Man Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 40 Summary (continued 1) • Organization’s objectives, goals, strategies, and measures (OGSM) – Must be deployed to its various business units and functional units so that everyone knows what is expected and how to achieve it • IT strategy will set direction for the technologies, vendors, competencies, people, systems, and projects Information Technology for Managers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. 41
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Running head: DISCUSSIONS

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DISCUSSIONS
Name:
Institution affiliation:
Date:

DISCUSSIONS

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DISCUSSIONS

Question 1


To explain the need for a new inter-organizational system
This is one of the key objectives of the communication plan. Since the implementation of

the new system will have an impact on both the employees, suppliers, and customers,
communicating to them the need for the new system is very important. For instance, informing the
employees, suppliers, and customers that the productivity of the organization has been going down
due to lack of efficiency and there is need to address the same would make them understand that
the new system will be implemented for their own benefit (Communications plan, 2012).


To elaborate on the impact of the system
Each and every system is normally implemented with an aim creating an improvement.

However, the nature of human beings is that they are normally resistant to change. They like being
comfortable with the processes and systems that they familiar with. In this regards, some of them
might actually start imagining that the implementation of the new system will replace human labor
with machine labor. In order to clear such thoughts and doubts, informing them that the new system
is meant to improve efficiency, productivity, and make their work easier is very important. This
will make them understand that the implementation of the new sys...


Anonymous
This is great! Exactly what I wanted.

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