This paper applies theories of organizational change to the re-engineering of the information management function (IT) at the New York City Administration of Children's Services (ACS).
Written in 2007; 975 words; 6 sources; APA; $ 34.95
Paper Summary:
This paper explains that many of the challenges to the strategies of information management (IT) change at the New York City Administration of Children's Services (ACS) are on the organizational level and of specific programs on the strategic level. The author points out that several theorists believe that the most painful part of change is in changing long-standing processes, which involve the management and use of data. The paper relates that the organizational change stages of development, which can not be shortcut, are stability, adaptation, struggle and revolution.
Table of Contents:
Introduction
Develop the Service Vision and Process Objectives for ACS
Identify the Processes to be Redesigned
Understand and Measure the Existing Processes
Design and Build a Prototype of the New Process
From the Paper:
"Mintzberg and Westley (1992) mention the third level being that of "the most concrete level shown, an organization can change its people (their jobs) and its operations, including its machines, architecture, and other facilities the concern of fields such as organizational development and operations management," which speaks to the role of operations research, time and motion studies, and the logistical and tactical approaches people rely on to do their jobs. In the case of the ACS, often individual employees and contributors are left to complete this entire process on their own, without a unified direction in change management coming from their leadership. This results in the inappropriate disposal of patient records, patients' records being lost or misplaced, and a lack of accountability specifically on results.
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