A research paper discussing the vital elements required in the implementation of effective organizational behavior.
Written in 2008; 4,767 words; 11 sources; APA; $ 122.95
Paper Summary:
The paper discusses the interdepartmental security unit of the New Jersey Dept. of Treasury. The paper states that this office provides support to the divisions within the Department of Treasury and coordinates efficient utilization of IT resources. The paper also states that this department is responsible for promoting the effective use of technology and with developing and maintaining a standardized technical environment for the State of New Jersey. These along with other duties and responsibilities' are some the issues that are addressed in the study, together with an analysis of how these services are linked with the components of the strategic plan and planning process. The paper concludes that this department seeks to maximize current and future investments in information processing technologies and the centralization of resources to provide technical support and solve IT-related problems.
Outline:
Introduction
Background of the Study
Current Strategy
Description of Alternative Scenarios and Associated Risks
SWOT Analysis
Alternative Strategies and Recommended Changes to Current Posture ..
Recommendations for Change to Current Postures, Processes, and Strategies to Meet Challenges of Competition and Changing Environment
Current Thinking
Implementation/Applicability: Case Study on the State of New Jersey
Department of Treasury
Conclusion
From the Paper:
"Perhaps a superior approach would be to create specialty consultation groups based on area of expertise and whether it is a technology- or business-related project. Such IT specialty teams are typically headed by a project manager, as with the existing approach used by the Department, with an important difference. By creating specialty teams that provide full-time assistance to assigned groups, project managers could remain better informed of ongoing problem areas and performance. According to Luftman (2003), "In its purest form, account managers have full-time responsibility for 'managing the account' of an internal business unit, which includes developing IT plans, contracting for internal IT services, and monitoring progress on IT projects on behalf of the business unit customer. This type of integrator role has been found to be associated with achieving strategic alignment within firms with centralized IT decision rights" (p. 199). This approach would provide for improved communication between Department staff and OTT staff over the long-term based on continuing collaborative efforts and an increased recognition of what each organization is capable of doing for the other. This approach would also allow better use of existing resources by avoiding the need for every OTT staff member to participate at a minimal level in every IT-related project, no matter whether it is business- or technology-related. As individual strengths and areas of expertise are identified and refined, these groups could play an increasingly valuable role in helping the Department achieve its organizational goals."
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