Influence of IT Planning and Implementation on Organizational Structures - Essay Example

Strategic Management CP Introduction In the contemporary society, planning for and implementation of information technology receives massive attention in both military and civilian organizations. Management of Information Technology (IT) is undertaken in businesses, financial organizations, academic institutions, military, non-profit organizations, and governments. For effective, timely and efficient decisions, it is key for these organizations to have accurate and competent information technology systems that entail proper planning and implementation. However, it is apparent that the planning and implementation of IT in military organizations based on the overall strategic goals has different organizational competencies to those of civilian organizations (Bouwman, 2005). The paper undertakes to demonstrate clearly the difference of planning for and implementation of information technology in civilian and military organizations. Additionally, it performs an evaluation based on the varied overall strategic goals of civilian and military organizations, planning and implementation of information technology. Influence of IT Planning and Implementation on Organizational Structures Flattening of information in an organization entails reassigning the authority and functions of one or more middle management layers, either upward or downward. Planning for and implementation of information technology requires the involvement of stakeholders at various management levels. According to Bouwman (2005), flattening an organization improves the flow of information from those who have it to those in the position to act on it. Additionally, reduction of the number of management layers equally increases the accuracy of information by limiting the chances of either deliberate or accidental distortion. However, it should be noted that flattening focuses on the function of middle management that include the aggregation, filtering and transmission of information. It is perhaps with respect to these functions that the advances in information technology suggest flattening as being desirable, given that information technology facilitates this work and may allow for the automation of much of it. In this regard, leadership roles in the planning and implementation of IT in civilian and military organizations are different. In civilian organizations, spans of control run from twenty or thirty to hundreds of subordinates. In these organizations, superiors do not have to control their subordinates in any way since they cannot teaching their subordinates necessary skills (Anderson, Banker, Menon & Romero, 2011). Further, in civilian organizations, nonprofessional subordinates are viewed as having the capacity to perform their functions independently. Additionally, professional subordinates given their training and responsibilities are capable of guiding their work. On the other hand, for military organizations, leadership function is more complicated. In combat, for instance, the span of control is crucial since commanders have to avail direction to their subordinates (Astore, 2006). Despite subordinate’s initiative and regardless of the way the information flows to them, the need for decisive and concerted actions necessitate that superiors direct the actions of their subordinates. Astore (2006) observes that the result is a limitation on the feasibility of the span of control, despite the utilization procedure of information technology. Creation of a Learning Institution Bouwman (2005) posits that the rapid pace of technological changes and increased pressure of global competition in the commercial world attracts greater attention to the need for making organizations more adaptable. Both civil and military organizations need to change rapidly in response to new information on technological advances, competitive environment, and market conditions among others. The rapid rate of changes results in increased uncertainties concerning areas of activity of military and civilian organizations. These necessitate the planning and implementation of new systems of information. The process of refining and learning how to utilize optimally a new information system requires a lot of experimentation. Planning and implementation of IT in the military and civilian organization are not similar because the continuously evolving information systems will have unpredictable effects in a battle in the case of military organizations. In civilian organizations, it is possible to tell whether an idea is right or wrong given their day-to-day involvement in the business. On the other hand, Astore (2006) observes that in military organizations, things are different; the real test of a new information system does not come until it is tried in real combat. Therefore, unlike in civilian organizations, military organizations have to put a lot of efforts into the development of methods. These methods are meant to try out new information technology in the test environment that is very close to the actual battlefield. Consequently, the planning and implementation of military and civilian IT need varied organizational competencies. Personnel Policy Planning and implementation of information technology require adjustments in the personnel system of an organization to accommodate them. Personnel systems must be able to reward successful innovation conveniently. Towards avoiding discouraging experimentation, the reward of extraordinary success due to out-of-the-box thinking should be sufficient to overcome the penalties for failure as recommended by Bouwman (2005). Otherwise, the trail of something new that may or may not work out could seem to be losing proposition concerning one’s career. Incidentally, civilian organizations have a significant advantage over military organizations. The promotion systems of civilian organizations are demand-pull instead of being supply push in nature. These systems promote someone when they have a vacant position to fill, whereas the armed forces promote according to an initially keyed schedule to the candidate’s service duration. Further, for organizations to be more adaptive and flatter, they need a greater distribution of skills throughout their various levels. People at the lower levels should be called on to act more independently than previously, and innovation will not be preserved for a few specialist. Many of these techniques are not feasible in military organizations where salary, for instance, is set by the law and links to an individual’s rank. Conclusion In conclusion, information technology is key to the success of any organization. Thus, every organization should strive to be at par with the information technology advancements presently witnessed in the globe. However, because of the varied undertakings of different organizations, it is clear that the institute should come up with the best organization system that favors their operations. Additionally, based on the evidence provided, the paper agrees that the planning and implementation of information systems in civilian and military organizations are different. Finally, the paper points out that based on the varied overall strategic goals of civilian and military organizations, planning and implementation of information technology in these organizations primarily require dissimilar organizational competencies. References Anderson, M., Banker, R., Menon, N., & Romero, J. (2011). Implementing enterprise resource planning systems: organizational performance and the duration of the implementation. Information Technology and Management, 12(3), 197-212. Astore, W. (2006). American Military Technology: The Life Story of a Technology (review). The Journal of Military History, 70(4), 1193-1194. Bouwman, H. (2005). Information and communication technology in organizations. London: SAGE. Read More