ADMS 2511 Chapter Notes - Chapter 2: Enterprise Resource Planning, Corporate Governance Of Information Technology, E-Commerce

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indigowhale262

2 Aug 2013

School

York University

Department

Administrative Studies

Course

ADMS 2511

Professor

Alison Weir

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Purpose of it governance is to provide effective oversight over the use of technology. Steering committee is important to manage information technology in an organization, while governance is important to manage it throughout the organization. Includes planning, acquisition, implementations and ongoing support, as well as monitoring and evaluation so that decisions can be made about potential changes. Many things may go wrong without governance. Include objectives not being met, systems could be error prone, over budget, or hard to use. Smaller businesses implement it governance by having an aware and knowledgeable owner-manager who actively selects business practices and software. Organizations select such systems so they can thrive and compete. Inside your organization it provides: platform, infrastructure, transaction processing systems, Enterprise resources planning systems and functional area"s is. Outside your organization it provides: supply chain management, customer relationship. Collects, processes, stores, analyses, and disseminates information for a specific purpose.

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note: Working managers may complete this exercise based on the practices of their own organizations. Students may complete this exercise based on the practices of a current or previous employer. Instructions 1. Select and describe the boundaries of the system of interest; the term âorganizationâ will be used to refer to this selected system. You may select a team, a department, a small organization (e.g., an office practice), or an entire organization. 2. To familiarize yourself with the criteria, review the section called âCategory and Item Descriptionsâ in the Baldrige Criteria for Performance Excellence available from: www.nist.gov/baldrige/ publications/hc_criteria.cfm 3. The Organizational Assessment Worksheet provides a general description of the criteria category followed by selected questions from the respective 2011â2012 Health Care Criteria for Performance Excellence category. 4. Based on the system selected in question 1, write a brief reply to the selected questions. Briefly describe your organization, including its services; size; geographic community; key patient or customer groups; and current facilities, equipment, and technology, as well as the number of patients or clients it serves. Briefly describe your organizationâs key challenges and your organizationâs current performance improvement system. How do senior leaders deploy your organizationâs vision and values through your leadership system, to the workforce, to key suppliers and partners, and to patients and stakeholders as appropriate? How do senior leaders encourage frank two-way communication throughout the organization? How does your organization conduct strategic planning? Summarize your organizationâs action plans, how they are deployed, and key action plan performance measures or indicators. How do you identify patient, stakeholder, and market requirements for service offerings? How do you build and manage relationships with patients and stakeholders to meet their requirements and exceed their expectations at each stage of their relationship with you? What are your key organizational performance measures? How do you use these data and information to support organizational decision making and innovation? How do you assess your workforce capability and capacity needs, including skills, competencies, and staffing levels? How do you address workplace environmental factors to ensure and improve workplace health, safety, and security? How do you design and innovate your work processes to meet all the key requirements? How do you improve your work processes to improve healthcare outcomes, to achieve better performance, to reduce variability, and to improve healthcare services? Provide data for one key measure or indicator of healthcare outcomes that is important to your patients and stakeholders. Provide data for one key measure or indicator of patient or stakeholder satisfaction. Provide data for one key measure or indicator of financial performance. Provide data for one key measure or indicator related to operational performance. Provide data for one key measure related to achieving legal, regulatory, and accreditation requirements. Prioritizing Improvement Opportunities 1. Review the responses to the organizational assessment questions. 2. Note any questions for which you could not provide a response (i.e., the organization does not have a defined process or approach to address the topic of the question). 3. Review the organizational performance results data. 4. Select one or more measures that demonstrate less than desirable results. 5. Select one item from question 2 or 4 as the performance gap for the performance improvement exercise .

magentachinchilla174

I need a diferent point of view and someones opinion on this article.

Reforming the U.S. system of collective bargaining Collective bargaining procedures and relationships between labor and management must reflect less conflict, more cooperation as the Nation's economy struggles to meet international competition and domestic needs D. QUINN MILLS Rules as a productivity drain Rules alone cannot ensure that an organization will perform well. They may keep it from dissolving into self-defeating open warfare, but often do not permit it to achieve its potential. An organization which depends upon adherence to a myriad of rules will always be vulnerable to competition from other organizations which operate in a more consensual and cooperative fashion, even when the latter have fewer resources. And, although an organization of rules may sometimes pull it-self together to respond to an emergency, this need not necessarily occur. It follows, then, that primary dependence on establishing and enforcing rules is a very poor way to run an economic enterprise. The existence of a multitude of rules, many of which attempt to "stretch the work" to maintain jobs in ways reminiscent of depression-era tactics, constrains productivity and raises costs. For example, maintenance classifications may prohibit an employee from doing incidental work outside the strict limits of his or her trade; multiple job classifications may exist even where a person in a single combined classification could do the work effectively, without undue effort and stress; and, job classifications may be perpetuated although technological change has rendered the incumbents' work trivial. Other restrictions may limit the amount of work a person may be assigned, such as permitting a mechanic to open only two flanges. The location of materials and inventory may be restricted by contract or past practice to retain jobs in now-inefficient areas of the plant. In some cases, rules may prohibit employees being assigned work during breaks, and simultaneously prohibit supervisors from doing the employees' work, so that emergencies occurring at coffee breaks or lunchtime cannot be legally handled under the agreement. Over time, rules tend to become increasingly costly and constraining as technology, materials, products, and other aspects of production change. Even rules which made great sense at first become out-of-date under changing conditions. But the rules are difficult to change, and particular employees may be further benefited the more outdated the rules become. Sometimes a company can pay a high price and "buy the rules out," or a union can persuade some workers to give up favored positions for the good of the membership as a group. But often, change cannot be accomplished without a bitter struggle between management and labor. Furthermore, the rule making process promotes a set of attitudes which are inimical to successful enterprise. The existence of the rulebook encourages both management and labor to assert their rights under the contract, rather than to attempt to work out problems. It gives rise to "shop-floor lawyers," rather than problem solvers. It fosters conflict and controversy. It undermines trust. To a large degree, it seems that unions have become captives of their origins. Born in adversity and conflict, they continued to act as opponents of management even when their strength had become much greater. In some instances, unions have created thickets of rules in which to immobilize management, just as spiders build webs to ensnare prey. But when the thickets of rules have crippled productivity, the unions have discovered themselves to be caught alongside management in the trap. Plants have declined in competitiveness, and jobs have been lost. The unions have discovered too late that a snare is no less a snare because they have set it themselves. A prescription for change In a recent survey conducted by the Harris organization, a majority of the general public professed the belief that unions contribute less than they once did to the growth and efficiency of business. Not surprisingly, only 15 percent of union leaders agreed with this judgment.' The need for unions to assist companies in the light of increased foreign competition is apparent to the public. To the inhabitants of the Snow Belt, it is similarly evident that unions should cooperate with local business to stem the outflow of industry and jobs to the South and West. Public perceptions of a productivity problem are supported by Bureau of Labor Statistics estimates, which show particularly sluggish growth in output per labor hour after 1973.3 Collective bargaining practiced primarily as rule making has become self-defeating for both unions and management. It interferes with management's efficient operation of the enterprise, and ensnares employees with legitimate grievances in a web of red tape. It also contributes to the vehemence of employer attempts to resist union organization drives. Study after study of U.S. managers has shown that managers fear the imposition of restrictive work practices far more than the higher wages and benefits which unionization may bring. Companies' efforts to make competitive operations out of older plants often fail because changes in current work rules take the form of additional complex rules which do not provide the flexibility needed to turn a facility around. What management really needs is fewer rules altogether, and willing cooperation from the work force. The union, for its side, needs a management sensitive to the needs of people. Both are very difficult to obtain in the U.S. labor relations environment.

taupefrog166

Required: After reading the Bye, Bye SOX? Article comment on the issue of small business compliance with Section 404 of SOX

Bye, Bye, SOX?
The Sarbanes-Oxley Act (SOX)	SOX compliance has been extended
may be declawed by upcoming	four times, but they wonât need to
U.S. Congress and	comply at all if the Garrett-Adler
Supreme Court decisions.	amendment makes it to the Senate
The House of Representatives	floor as a standalone bill.
recently voted to approve the	SOX also established the
Garrett-Adler amendment, which	PCAOB to oversee and regulate
would exempt small companies	audit firms. PCAOB operates under
from SOX Section 404 provisions,	the supervision of the Securities
while the Supreme Court is considering	and Exchange Commission (SEC),
the constitutionality of the	which also appoints PCAOB members.
Public Company Accounting Oversight	It is funded by fees charged to
Board (PCAOB).	audited firms. When it was established,
These developments may have	Congress wanted the board
long-term implications for SOX, the	to be separate, with its own funding
2002 legislation passed in the wake	stream, and outside normal civil
of the Enron, WorldCom, and Tyco	service laws so it could attract
scandals. The outcomes may also	highly qualified specialists. PCAOB
have implications for records managers,	membersâ salaries are more than
information technology specialists,	$500,000 and are reviewed by the
and compliance officers	SEC.
who devise and implement company	Pro-business advocates, represented
controls.	by the Free Enterprise
Section 404 of SOX requires	Fund, argue that the PCAOBâs governance
company auditors to attest to the	structure is unconstitutional
soundness of the firmâs internal	because it is an independent
controls and financial statements.	agency that does not allow for the
Internal controls may include anything	president to appoint members. Additionally,
from transaction approval authorizations	because only the president
to records retention	can remove SEC commissioners
programs. This provision is widely	for cause, and because
blamed for an increase in auditorsâ	the SEC can only remove PCAOB
fees, as well as increased expenditures	members for cause, some court
to ensure that proper internal	members believe this is a formerly
controls are in place.	unrecognized limit of the presidentâs
Small firms â those with	powers that may contradict
less than $75 million in	the constitution.
market capitalization	The Supreme Court will take up
â have protested that	the issue soon, and some legal experts
compliance with SOX 404 would	believe that SOX could be
cost them a disproportionate share	abolished completely if the court
of their earnings. The complaint is	rules the PCAOB unconstitutional.
supported by an independent study
conducted at Pennsylvania State
University, which showed that
firms just over the $75 million
mark paid nearly $700,000 more in
audit fees and had average earnings
of negative $1.4 million in 2004

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ADMS 2511 Chapter Notes - Chapter 2: Enterprise Resource Planning, Corporate Governance Of Information Technology, E-Commerce

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