Information Management in Organizations - Coursework Example

INFORMATION MANAGEMENT IN ORGANISATIONS due: Table of Contents Table of Contents 2 External information sharing practice 4 Internal information sharing practice 7 Aligning external and internal information sharing practices 9 Benefits and challenges of social media 11 Bibliography 15 Introduction Social media refers to an online channel which permits people to interact socially utilising accessible communication methods (Warburton & Hatzipanagos, 2013,p.39). It is an environment where users share personal interests, information and ideas and consist of websites and online devices. These channels include YouTube, Twitter, blogs, and Facebook. Other social media platforms comprise of LinkedIn groups, Instagram, Flickr and Vimeo accounts (TaşKiran & Yilmaz, 2015, p.201). This paper will elaborate the opportunities and challenges for organisations utilising the social media. In the modern world, having a strong social media appearance in business is a necessity. This is because the organisation no longer uses newspapers, radios, billboard, and TV media as a way of advertising (Lovett, 2011,p. 144-145). Social media plays an imperative role in an organisation because it provides a platform to use its volume economy. The social media has a significant influence in various areas of marketing, political decisions, communication, economic regulations, branding and dialogue. Through social media, a company develops a distinct relationship with customers where sharing of fundamental information takes place. As a result, the clients can make up buying decisions (Rohlinger, 2014, p.39). As a matter of fact, companies market their products to new customers as well as their consumers through sharing blogs, whitepapers, marketing strategies and infographics. On the other hand, the customers respond to the respective organisations through social media (Carroll, 2011, p.180). In addition, it makes it easy for people to provide their views and endorsements for products and companies. All in all, an organisation can track their reputation as well as their performance on social media. A company’s reputation is built through a massive existence in social media through giving favourable data on Twitter or Facebook in the organisation’s field. As a result, the public perceives the company as an authority (Moac, 2011, p.5). External information sharing practice Social media enables the sharing information among value network partners in a visible, timely and interactive way. In most cases, organisations use websites to give precise information that is critical to the public. The web information should be informative, accurate and up to date. For instance, potential employees explore the organisation’s website to find out the kind of work it is involved in, job opportunities, as well as its culture and structure. The human resource management can employ the social media to profile employees, for example, the ones in senior management rank to promote mentoring programmes (Härtel & Fujimoto, 2014, p.146). A major challenge faced by organisations is that websites need continuous maintenance. Information appearing in social media that is outdated shows unprofessionalism that destroys a company’s reputation. For example, it is necessary to remove a job advertisement when the applications are closed. In addition, regular updates are required in the section for ‘what’s new’. Another problem associated with the use of social media by an organisation is ethical affairs. This problem is as a result of employee access to internet with an aim of conducting research on data that is paramount to a company (Doyle, 2009, p.28). Ethical issues arise through a conflict of interest where social network users are not certain if the printed information is private or not (Rahman & Sousa, 2014, p.197). From this perspective, incorporation of social media into the company environment implies that there is no privacy to details provided. On the other hand, there are repercussions when private information is confused with data used in organisation territory. The details given should represent a used only on professional position (Crane & Matten, 2010, p.307). Hence, a company ought to define clear policies to notify employees on what uses of the Internet is allowed and the information that can be shared externally. The organisation policies are defined through personal and institutional guidelines that will increase the effectiveness of social media and reduce legal tasks (Matejic, 2015, p.80). For example, measures that an organisation may enforce include; utilising the use of privacy settings that are often reviewed. Another measure is differentiation of professional and personal issues, hence designing distinct accounts. In addition, the company should realise that the information posted in social media cannot be controlled. Lastly, an organisation can put in place deactivating tools through privacy settings to block any undesirable messages (Rahman & Sousa, 2014, p.197). Organisations also face security issues when using social media in regard to sensitive or confidential information, applications and safeguarding the company’s business (Nagle, 2012, p. 34). Social media is also associated with IT risks such as hacked accounts, exposure of sensitive or confidential company data, and malicious software in social networks (Trim & Lee, 2014, p. 21). In addition, an organisation faces security risk from attacks targeted at the business from ill-wishers and competitors. In such a case, the invasion is aimed to give the attackers a competitive advantage. In addition, the security threat may be developed by employees through the careless utilisation of social media or with a deliberate motive. For example, a user may be fooled to execute or paste a malicious script in their browser that results in sharing of information. This was evident when Facebook Inc. encountered a coordinated spam attack that affected some users’ accounts (Abraham, 2012, p. 5). An example of an external social media information sharing practice is micro-blogging services. This technique permits people to build a semi-public or public profile and choose the social group within which they share content (World Summit on the Knowledge Society & Lytras, 2009, p. 5). In most cases, it is in the form of free text messages circulated to subscribers and followers of the author of the text. The messages are normally in the limit of 140 to 160 words and give external connections to additional details. Communication through messages through micro-blogging is achieved by integrating optional free text and information labels. The tags give an easy means to locate message of interest in an individual’s social network. For instance, in constructed texts, an asterisk character is placed behind the hard to differentiate the condition associated terms given in an organisation’s system (International Symposium On Ambient Intelligence et al., 2011, p. 146). For example, an organisation can benefit from external sharing practice through enhancing company’s activities through information sharing. Information sharing is connected to networking where strategic and routine data is shared. Strategic information may refer to unique chances as a result of new form of technology or economic movement. The routine information may focus on common levels of personnel changes (Van Wart, 2005, p. 407). Hence social media facilitates value networking with business partners where they engage in concept sharing activities (Lee, 2014, p. 283). All in all, an organisation benefits in three ways; from the aspect of business, informational and social. One, the staff can receive and circulate information, feedback and comments. Two, there is collaboration during group editing of knowledge and information which is very beneficial to the company. Lastly, external information sharing practices permits employees to share, discover and manage data resources. From an individual point of view, an employee improves his or her efficiency and potential in personal skills to locate resources (Cruz-Cunha, 2012, p. 147-148). An example of a challenge is lost of control over the information circulating in social media. It is difficult to manage the information available to employees that can result in problems such as competitive data getting out to external people. In addition, negative messages can be edited and posted to appear like it is from a company (Cruz-Cunha, 2012, p.148). Internal information sharing practice Internal information sharing is the communication between employees and the institution. Traditionally, information was shared from top level to the down level of an organisation through a structured channel. In today’s world, the information flows easily through social media that brings about a problem of ensuring that data is transmitted in a correct channel. The introduction of new technology has made it impossible for information meant for employees to remain private. It is possible for a staff to transmit organisation’s data to external forces without the control of corporate communication experts. For example, on the internet blog, employees share opinions, write complaints and can use this media as a way to demand and organise for an organisation action (Wright, 2009, p.23). The social media is used in two areas of internal communication in a company (Cornelissen, 2014, p.165). First, it is used for management communication and secondly, in corporate communication and information system. Management communication is concerned with sharing of information between managers and subordinates. In this case, the communication is related to particular activities and asks of individual workers as well as their well-being and motivation. A research on what managers engage in has discovered that they use most of their time communicating (Cornelissen, 2014, p.165). Managers employ social media techniques such as email to communicate to the staff. The broadcasting of corporate developments and decision to employees in an organisation is carried out through CICS (Corporate Information and Communication System). CICS focus on the circulation of information about a company, to employees in all levels and roles as a way of updating them on corporate issues (Cornelissen, 2014, p. 165). The communications department is in charge of CICS and releases the data through emails and intranet. Internal communication methods ensure that information flows laterally, vertically and horizontally throughout the organisation. As a result, the communication efforts are effectives and employees become motivated (Cornelissen, 2014, p. 165). Consequently, a majority of business organisations have adopted enterprise weblogs as a form of social media. For instance, enterprise weblogs are employed as project logs for communication between the head of marketing, customers and the CEO (Cook, 2008, p.46). Nevertheless, organisations face a challenge of managing the use procedure and adoption of social media. Results from a comparative research recorded by Fuchs-Kittowski disclosed that companies encountered technical, economic and cultural hindrances in the use of web 2.0 in the business. Another study by Kuikka and Akkinen identified that a company faces challenges in use and adoption of social media in regard to economic issues, resources, attitudes, authorization and ownership (Pret, Harmsen & Proper, 2013, p. 64). An example of internal sharing practice is the establishment of an eForum social enterprise. The eForum plays a role of a learning centre, breathing and living store of media encounter, insight and knowledge. The aim of initiating this group is not to manage social participation rather it assists in promoting collaboration. In addition, it helps to share the information in all functions to minimise organisation’s reacting and processing time (Weber, 2011, p.60). As a result, it promotes community participation and strategy implementation and formulation. The social enterprise eForum oversees the governance of an organisation where it initiates and circulates policy guidelines for employees about social media. In addition, it pinpoints and allocate the best practices on social media internally. Moreover, it supervises creation and direction of information in an organisation. It is also responsible for training employees on the safe use of social media. Lastly, the eForum informs a company on the current social media platforms and devices (Weber, 2011, p.60). A company benefits from internal information sharing practices through developing an engaged workforce. Internal information sharing practices are utilised by an organisation to create a feeling of community within the employees. The sense of community is attained through sharing information about innovation, culture and team building. In addition, internal information sharing activities increases transparency in a company (Lee, 2014, p. 148). On the other hand, internal information practices face a challenge in selecting a way of communication that is in line with the ethnic and corporate culture. Lack of ‘local sensitivity’ by managers results in failure of social media. For instance, there are some employees who value honour in such a way that they expect updates from their manager as a way of respect. In such a case, social media makes it possible for a leader to satisfy the employees’ expectations (Lee, 2014, p. 148). Aligning external and internal information sharing practices One way that an organisation can enhance its sustainability programmes in a cost-effective manner is through sharing of best practices through a social media strategy. A social media strategy that is business aligned refers to an approach that addresses how the social network and technologies are implemented in an organisation’s activities to assist in attaining its goals. The social media strategy development consists of three steps that describe organisational functions, goals and social media initiatives. The first step is to recognise the organisation’s goals that include operational activities and planning. The creation of a social media strategy starts with a comprehension of business goals that the social media is anticipated to underpin. An example of a company’s goals includes increasing the number of returning and new customers (Wollan, Smith & Zhou, 2010, p. 23). The second step involves recognition of goals to the roles that various groups in a company execute. Examples of functions by different groups in an organisation include customer care, human resource management, information services management, sales and marketing, and asset management. The third step involves defining the initiatives and programmes that depend on social networking and social media. For instance, a company may introduce initiatives such as designing and preserving a corporate Facebook page to play a role of recruiting and marketing device (Lardi, 2013, p.19). A social media adoption model is utilised to show how an organisation aligns its external and internal information sharing practices and their operations (Trika, 2010, p. 165). The social media adoption model is distinct for various organisations. There are four common models that are used by various companies, for example, inside out, top down, outside in and bottom up. Inside out adoption model strategy, is used by organisations that have social media devices in place for its internal communications. An example is a group of wiki that assists the staff to be aware of the projects and policies of a company. In this case, the employees are familiar with the social media devices in place and only need to train on how to integrate them with the population (Trika, 2010, p. 165). In outside in adoption model, the organisation does not employ the use of social media whereas its competitors are widely utilising the technology (Trika, 2010, p. 164). Due to present marketing culture, a company decides to carry out research to find out how social media can assist. On the other hand, the top-down adoptive model involves corporate leaders as the fundamental users of the technology (Trika, 2010, p. 164). For instance, top management being responsible for maintaining Twitter accounts or a blog from the CEO. This scenario only exists when the management realises the significance of social media and takes the initiative to create a corporate identity in social media networks. On the contrary, bottom up adoptive model is utilised when the employees are the first users of social media. In this event, the staff use free social media networks on a personal or professional basis. The employees follow corporate policies on the utilisation of social media and ensure that it works for the good of the organization (Trika, 2010, p. 164). Benefits and challenges of social media A research conducted on behalf of International Information System Security Certification Consortium by Frost and Sullivan (2011) established various benefits of social media to an organisation (Nagle, 2012, p. 34). One, with the growing utilisation of social media devices, businesses are in touch with their customers. Secondly, the organisation can track opinions from customers about their services and products (Taprial & Kanwar, 2012, p.39). Lastly, social media makes it easy for a company to develop brand royalty. The research reveals that 15% of the world’s population are registered users of business networking sites and famous social media. For instance, several Facebook users in June 2011 was 687.1 million, while LinkedIn had 79.2 million users in March 2011 (Nagle, 2012, p. 34). Effective adoption of social media influences different areas of a business organisation. These areas include monitoring and evaluation, value creation opportunity, brand and community, communication, and strategic marketing. In strategic marketing, social media enhances the stronger potential for cross and up selling. In addition, it results in strong-tie relationships, traffic growth and great customer participation. In brand and community area, social media maximise research and new product chances. Also, it increases understanding of clients as well as communication efficiency. Moreover, social media develops strong consumer retention. From the perspective, of monitoring and evaluation, the social media a company can minimise the cost for market research, customer acquisition and marketing. Social media plays a crucial role in value creation opportunity where new market opportunities are recognised from a close customer approach. In addition, it places a company in a first mover advantages and increased sales (Lee, 2014, p. 115). The introduction of social media results in various challenges in an organisation. For example, there is a need for employee training in fields of working practices, technical and communication expertise needed in the social media environment. In addition, a company needs to align the utilisation of social media with its strategies. It is critical in order to connect the organisational objectives and social media to give grounds for investment. Another challenge is the comprehension of various profiles and degree of expectations by social media users (Li, Loh, Evans, & Lorenzi, 2013, p. 305). The profile of a traditional consumer is different from the e-consumer; in that the e-consumer users have high expectations in terms of depth of disclosure and speed of response. It is important to comprehend their needs for effective participation in social media. Another problem is the organisational transformation needed from the point of view of social-technical. The introduction of social media influences business activities required skills and working operations. Therefore, plans to control the transformation in these areas are necessary to implement successful adoption of social media (Li, Loh, Evans, & Lorenzi, 2013, p. 305). Organisations also face a challenge of issues emerging in social media sites. An action plan to create a first response team is necessary to facilitate quick address of issues raised by consumers through social media. The organisations face both negative and a positive situation in social media that needs to be controlled. From this perspective, new business procedures are necessary to get control of social media information that relates to the organisation. These procedures help to prevent potential severe consequences when situations go wrong (El-Gohary & Eid, 2013, p.2). Conclusion All in all, social media is a complicated and dynamic method. This is the reason most companies have difficulties in understanding and using it. Social media is utilised in an organisation for various purposes. For instance, to develop calls to action, construct brand awareness and promote events. The platform creates opportunities that are available in enlarging and incorporation of social media in current marketing strategy. Some of the benefits include cheap alternatives to established advertising, marketing research and increased cooperation for best practices. The social media gives the opportunity to reach huge portions of the audience in the world of reducing local coverage and newsrooms. The internet information continues to increase its significance among the old and young generations (Asencio & Sun, 2015, p.138). The challenges encountered in adopting social media include human resources and staff training and time. The existing and new employees in development and marketing levels need to stay updated with the present social media devices. In addition, the managers need to understand social media drifts for effective implementation. Another challenge is financial constraints that limit adoption of social network devices in an organisation. In addition, organisational culture is a challenge because the employees need to embrace and support the new technology being introduced in the company. Every organisation has its social culture that consists of the time to train, reflect and develop trust in employees. In some instances, organisations face challenges in maintaining knowledge and ways of staff holding frank discussions. A safe, trusted and secure environment allow for discussions that are valuable to employees, as well as the company (Jue, Marr & Kassotakis, 2009, p. 179). The aim of social media is to develop relationships and not business transactions. Therefore, efforts to emphasise about a specific service and product can easily destroy an organisation’s online presence. Nevertheless, it is important for an organisation to adopt social media because of its huge exposure. In addition, social networking improves Google rank and it creates a strong marketing platform for free. Moreover, the social media allows for free AD space that targets a particular age group, gender, location and tracking marketing performance. Furthermore, social media makes it easy for online discussions to achieve valuable inputs. Additionally, it promotes customer service through the response of concerns and queries on time. Consequently, it is a perfect platform to nurture relationships and stay connected through giving important data to network and fans on a constant basis. Therefore, social media is a perfect information technology that organisations can invest in so long the correct measures are in place to prevent risks. Bibliography ABRAHAM, A. (2012). Computational social networks security and privacy. London, Springer. http://dx.doi.org/10.1007/978-1-4471-4051-1. ASENCIO, H., & SUN, R. (2015). Cases on strategic social media utilization in the nonprofit sector. http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/978-1-4666-8188-0. CRANE, A., & MATTEN, D. (2010). Business ethics: managing corporate citizenship and sustainability in the age of globalization. Oxford, Oxford University Press. CRUZ-CUNHA, M. M. (2012). Handbook of research on business social networking: organizational, managerial and technological dimensions. Hershey, PA, Business Science Reference CORNELISSEN, J. (2014). Corporate communication: A guide to theory and practice. Sage. COOK, N. (2008). Enterprise 2.0: how social software will change the future of work. Hants, England, Ashgate Pub. CARROLL, B. (2011). The hidden power of your customers four keys to growing your business through existing customers. Hoboken, NJ, Wiley. http://site.ebrary.com/id/10484734. DOYLE, S. (2009). Essential ICT for WJEC at A2 level. Haddenham, Folens. EL-GOHARY, H., & EID, R. (2013). E-marketing in developed and developing countries emerging practices. Hershey, PA, Business Science Reference. http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=580092. HÄRTEL, C., & FUJIMOTO, Y. (2014). Human Resource Management. Pearson Australia. INTERNATIONAL SYMPOSIUM ON AMBIENT INTELLIGENCE, NOVAIS, P., PREUVENEERS, D., & CORCHADO, J. M. (2011). Ambient intelligence-- Software and applications 2nd International Symposium on Ambient Intelligence (ISAmI 2011). Berlin, Springer. http://public.eblib.com/choice/publicfullrecord.aspx?p=690814. JUE, A. L., MARR, J. A., & KASSOTAKIS, M. E. (2009). Social media at work: How networking tools propel organizational performance. John Wiley & Sons. LI, E. Y.-Z., LOH, S., EVANS, C., & LORENZI, F. (2013). Organizations and social networking utilizing social media to engage consumers. Hershey, PA, Business Science Reference. LEE, I. (2014). Integrating social media into business practice, applications, management, and models. http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=752477. LEE, Y. I., & TRIM, P. (2014). Cyber security management: a governance, risk and compliance framework. Gower Publishing, Ltd.. LARDI, K. (2013). Social media strategy: a step-by-step guide to building your social business. [S.l.], Vdf Hochschulverlag Ag, A. LOVETT, J. N. (2011). Social media metrics secrets do what you never thought possible with social media metrics. Indianapolis, Ind, Wiley Pub. http://www.123library.org/book_details/?id=18603. ROHLINGER, D. A. (2014). Abortion Politics, Mass Media, and Social Movements in America. Cambridge University Press. RAHMAN, H., & SOUSA, R. D. D. (2014). Information systems and technology for organizational agility, intelligence, and resilience. http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/978-1-4666-5970-4. TAŞKIRAN, N. O., & YILMAZ, R. (2015). Handbook of research on effective advertising strategies in the social media age. http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=986101. TAPRIAL, V., & KANWAR, P. (2012). Understanding social media. Bookboon. TRIKA, J. (2010). Buyers Guide on Choosing the Right Search Engine Marketing Agencies & Tools. AuthorHouse. MATEJIC, N. (2015). Social media rules of engagement: why your online narrative is the best weapon during a crisis. http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=983453. MOAC. (2011). Auditing Social Media a Governance and Risk Guide. Hoboken, John Wiley & Sons. http://public.eblib.com/choice/publicfullrecord.aspx?p=661508. NAGLE, T. (2012). Proceedings of the 6th European Conference on Information Management and Evaluation University College, Cork, Ireland, 13-14 September 2012. [Curtis Farm], Academic Pub. PRET, HARMSEN, F., & PROPER, H. A. (2013). Practice-driven research on enterprise transformation 6th Working Conference, PRET 2013, Utrecht, The Netherlands, June 6, 2013. Proceedings. Berlin, Springer. http://dx.doi.org/10.1007/978-3-642-38774-6. VAN WART, M. (2005). Dynamics of leadership in public service theory and practice. Armonk, N.Y., M.E. Sharpe. http://catalog.hathitrust.org/api/volumes/oclc/56058136.html. WOLLAN, R., SMITH, N., & ZHOU, C. (2010). The Social Media Management Handbook Everything You Need To Know To Get Social Media Working In Your Business. Hoboken, John Wiley & Sons, Inc. http://www.SLQ.eblib.com.au/patron/FullRecord.aspx?p=644784. WEBER, L. (2011). Everywhere comprehensive digital business strategy for the social media era. Hoboken, N.J., Wiley. http://www.books24x7.com/marc.asp?bookid=40644. WRIGHT, M. (2009). Gower handbook of internal communication. Farnham, England, Gower. http://public.eblib.com/choice/publicfullrecord.aspx?p=446469. WORLD SUMMIT ON THE KNOWLEDGE SOCIETY, & LYTRAS, M. D. (2009). Best practices for the knowledge society knowledge, learning, development and technology for all : second World Summit on the Knowledge Society, WSKS 2009, Chania, Crete, Greece, September 16-18, 2009 : proceedings. Berlin, Springer. http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=297316 WARBURTON, S., & HATZIPANAGOS, S. (2013). Digital identity and social media. Hershey, PA, Information Science Reference. Read More