Organizational Change Essay by Champ
Organizational Change
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).
# 98632
| 975 words
| 6 sources
| APA
| 2007
| 
Published
on Oct 08, 2007
in
Business
(Information Mgmt. and Systems)
, Sociology
(Theory)
, Business
(Management)
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Description:
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
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.Sample of Sources Used:
- The Agenda (2003) - Chapter 4: Put Processes First. The Agenda: What Every Business Must Do To Dominate The Decade. Accessed from Michael Hammer and Company website on February 9, 2007: http://www.hammerandco.com/publications-agenda-ch4.asp
- Davenport (1992) - Process Innovation: Reengineering Work through Information Technology. Harvard Business School Press. October 1992.
- Aguirre, Calderone, Jones (2004) -10 Principles of Change Management. Resilience Report, Booz, Allen Hamilton. New York, NY. Accessed from the Internet on February 9, 2007: http://www.strategy-business.com/resilience/rr00006?pg=all
- Alstyne, Marshall van, Erik Brynjolfsson, and Stuart Madnick (1997) - . "The Matrix of Change: A Tool for Business Process Reengineering". MIT Sloan School Working Papers available on the Internet, accessed on February 9, 2007: http://ccs.mit.edu/papers/CCSWP189/ccswp189.html
- Alstyne, Marshall van, Erik Brynjolfsson, and Stuart Madnick (1995). "Why Not One Big Database? Principles for Data Ownership." Decision Support Systems 15.4 (1995): 267-284.
Cite this Essay:
APA Format
Organizational Change (2007, October 08)
Retrieved March 26, 2023, from https://www.academon.com/essay/organizational-change-98632/
MLA Format
"Organizational Change" 08 October 2007.
Web. 26 March. 2023. <https://www.academon.com/essay/organizational-change-98632/>