I.T. also described as: Information Systems (I.S.) Computing Services Information and Communication Technology (I.C.T.) Originally called Data Processing. Function reported to Director of Finance – main data produced was financial and I.T. resource was scarce. Chief Information Officer (CIO) may or may not sit on main board. Represents information as Continue Reading
Degree
Notes from my degree course
Functions
Organisation management usually top down, split into different functions enabling: clear chain of command clear roles and responsibilities specialisation Breakdown of organisation into functions aims to deliver efficiency and cost effectiveness. Functions fit into broad high level set of functions: Human Resource (H.R.) management Operations management Strategic management Marketing management Continue Reading
Management Styles
Number of distinct concepts relating to management styles including: F.W.Taylor – School of Scientific Management Maslow’s Hierarchy of Needs Herzberg’s Hygiene Factors McGregor’s Theory Y and X Argyris’s Theory of Adult Personality Blake and Mouton Leadership Styles Tuckman’s Stages of Group Development Quality Management Systems Consider those of the eight Continue Reading
Management
Management – controlling of people, resources & processes in order to achieve specified outcomes. Many different definitions of management, all around same factors. Fayol stated management consisted of six factors: Forecasting Planning Organisation Commanding Coordinating Controlling
Summary
SSM approach: Systemic – whole is greater than the parts. Iterative – steps repeated, not purely sequential. User-centred – focuses on stakeholders. Information-centred – focuses on gathering information. Qualitative – based on debate, negotiation and consensus. Problem exploration – focus on exploring understanding problem rather than solving it. Conceptual – Continue Reading
CATWOE
Six stage process developed by Checkland to create Root Definition. C – Clients/customers of system identified i.e. stakeholders. A – Actors involved in situation – key stakeholders. T – Transformation involved i.e. what are inputs, what is transformation and what are outputs. W – Weltanschauung/worldview – set of beliefs brought Continue Reading
Soft Systems Methodology (SSM) stages 5 – 7
Stage 5 – Conceptual Models compared to problem expression and Root Definitions. Stages 2 – 5 reiterated if there are differences until Root Definition agrees with Conceptual Model. Differences likely between Root Definition and Conceptual Model due to more analysis being carried out in development of Conceptual Model. Stage 6 Continue Reading
Soft Systems Methodology (SSM) stages 1 – 4
Methodology supporting Soft Systems analysis developed by Checkland. Seven stages: The Problem Situation The Problem Situation expressed Root Definitions of relevant systems Building Conceptual Models Comparison of the expressed Problem Situation and the Conceptual Models Feasible and desired changes Action to improve the situation Stages 1 & 2 – obtaining Continue Reading
Mess and Difficulty – Difficulty
Ackoff defines difficulty as: Situation is bounded – possible to identify system(s) involved. Problem(s) easily identified. Possible solutions can be identified. Timescales are limited or predictable. Limited/known number of stakeholders and groups involved. Both Hard and Soft systems have a cycle/iterative approach. Hard systems go into maintenance and back to Continue Reading
Mess and Difficulty – Mess
Ackoffs mess & difficulty useful for deciding to take hard or soft approach. Mess: Unbounded -difficult to identify boundaries, concept of boundary important in defining system. Problem(s) are unclear. No visible solutions – relates to not knowing what problem is. Many stakeholders and groups therefore many perspectives. Timescales long term.