Meeting 1: Understanding Organization in the New Economy

Date: June 6, 2015

My first class in my MIS was Organization, Management and Administration of Information Systems. The class was led by our professor, Mr. Jerald De La Rosa.

We did some introduction with one another and set expectations and explained the house rules. Sir Je called the syllabus as a “Learning Contract” which both of us should agree on.

A very good reminder coming from him was to empty our minds so that new things can enter. If we do not empty our minds and act like experts, new ideas might not come in.

For the discussion, we learned the management functions (planning, organizing, leading and controlling), the functional areas of the organization (marketing, production, sales, admin and finance), levels of organization (strategic, tactical and operational) and the emerging organization (traditional vs. emerging view).

One student asked where IT is in the functional areas of the organization. It’s said that IT is incorporated in all functional areas of the organization.

We also discussed the management competency matrix where the technical or low-level has more operational and organizational competencies than interpersonal competencies. On the other hand, top management has more interpersonal competencies than operational competencies.

Some people can directly go to top management without experience low-level. However, those coming from low-level have a good experience to lead when they reach the top-level management.

In the end, we were asked to form in groups and discuss our stand in some organization and management issues in the new economy. We need to agree as a group if the statement is Always True, Mostly True, Mostly False or Always False.

Some of the issues are:

  1. Vision/Mission statement is a paradox to new economy.
  2. “Customer is King” is a paradox to new economy.
  3. Cross functional team are effective and represent a good form of organizational structure.
  4. Workers are more interested in remuneration than challenging function.
  5. Management should discourage informal group of workers in an organization.

Meeting 2: Self-Assessment Exercise Discussion

Date: June 13, 2015

Sir Je was not around during this day but he asked us to discuss the self-assessment exercise among ourselves and prepare to defend our stand in the next meeting.

Here are the items assigned for me to research on and my answers:

  1. “Customer is King” is a paradox to new economy. – MOSTLY FALSE
    • Tim Rosenbrook sums up 5 reasons why the motto “Customer is King” is very applicable even in the new economy.
    • A customer’s perception is their reality. – The customer is not always right per se but the customer is the key to your business’ success. Therefore, their perception is their reality.
    • It’s easier to keep your customers happy than attract new ones. This is pretty much straightforward and applicable to any type of business. You need to take care of your current customers so they will stay.
    • Complaints spread like wildfire on the Internet. This is very applicable most especially in the new economy, in this Internet Age.
    • Without customers we don’t have a business. This is the root of the motto “Customer is King”   and very much similar to reason # 1.
    • Brands win or lose by how well they WOW customer. Most of the time, the brand is judged on how the customer service is implemented. Would you even care to eat in a fine dining restaurant with great food but bad service?
  2. Organization could careless in understanding business complexities and processes than developing technology innovation and strategy. – ALWAYS FALSE
    • According to Syncronet, an IT Support Service company, technology is a wonderful thing but its acquisition needs to have clear objectives such as SMART goals, measureable ROI etc. That’s why the organization must give equal care and attention both to business complexities and technology. Business complexities and processes help organizations determine which technologies are needed and cost effective. Technology, on the other hand, eases processes. Balancing the two will yield to expected results.
  3. IT Leaders should have a voice at the executive table at which key business decisions are made. – ALWAYS TRUE
  • IT Leaders, should be able to have a voice in the executive table like the role of a Chief Information Officer (CIO), Chief Information Security Office (CISO), Chief Technology Office (CTO) etc. According to Charles Araujo, one of the new roles of an IT Leader is being a negotiator and mediator. The leader must be able to determine the stand of the organization based on its policies and objectives and implement technological outcomes based on it.
  1. IT Leaders should focus on technological innovation than delivery of business outcomes through IT Services. – MOSTLY FALSE
    • IT Leaders are managers in their primary role. This means they are not solely technical. Therefore, they need technological innovation that can deliver business outcomes. According to Charles Araujo, another role of the IT Leader is a Business Process Innovator. It is the most challenging yet most important of all. It is the role of the IT leaders to create business process innovation on emerging technologies.

Meeting 3: The New Wealth of Organization

Date: June 20, 2015

During this meeting, we started with Part 1 of the self-assessment exercise. Our group was scolded because we were not able to print the report. We were able to compare notes with the presenting group during the discussion.

In the discussion, we started with the historical era of economy such as the agricultural, industrial and knowledge era. We were able to learn the “new economy” with indicators such as industrial and occupational change, globalization, dynamism and competition and the IT revolution.

One new and interesting term I learned during that meeting is the term “coopetition” or collaboration among competitors.

I also learned the intangible assets (intellectual capital). The tangible assets (physical capital) are known everywhere already. I learned that the sources of intellectual capital are: human capital, structural capital and customer capital. The combination of these sources yields to organizational wealth.

At the end of the class, we were given a homework. We were tasked to determine the intellectual capital of our own organization.

Meeting 4: Customer Satisfaction in the Product and Service Delivery Process

Date: June 27, 2015

We continued Part 2 of the Self-Assessment Exercise. In this meeting, our group was the one that presented. Our presentation can be found here: Week 3 – Self-assessment exercise.

The discussion focused on customer satisfaction. One thing I learned in this meeting is that the “Customer is the most important person in this place” and that “A customer does not depend on us, we depend on him.” This is an excerpt from EFQM.org

Another thing that struck me is the customer lifecycle. There are five stages in this cycle: Unqualified Customer – (market) -> Prospective Customer – (sell) -> Customer – (fulfill) -> Satisfied Customer – (care) -> Repeat Customer.

I think some organizations forget to “care” for the customers so they will become “Repeat Customers.”

At the end of the class, we were given some case studies to analyze. We also chose the topics for our individual reporting.

Meeting 5: People in the New Organization Paradigm

Date: July 4, 2015

I arrived late for class after some tiring activities on Friday. We finalized the schedule for our group and individual presentation. We were reminded that the individual presentation is expected to be a board room discussion. We need to convince the board to implement what we are proposing.

Some points I learned that day:

In an organization, there is a core service and a support service. Way back, IT is considered a support service or a cost center. Nowadays, IT is part of the core service of the organization.

Value chain consists both the primary and support services.

Competitive advantage is very important in an organization’s success. Differentiation helps an organization gain competitive advantage. For example, Google started affordable wearable technology. That plan gives them competitive advantage.

We also learned different organizational structure which helps determining the hierarchy in decision making process and scope and accountabilities.

For the culminating activity, our group chose a data center and we defined the core and support services as well as the organizational chart based on value chain.

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