Analyzing the Management Information System of an Organization - Essay Example

ANALYZING THE MANAGEMENT INFORMATION SYSTEM OF AN ORGANIZATION Introductory Analysis Communication is one primary factor that is needed in presentorganizations. The free flow of information between the authorities towards the members is n important part of a healthy organizational progress. However, communication may not be that easy to apply especially when the situations are tough. Although it is treated to be the most important part of leadership, leaders at times misplace it and exchange its importance for the sake of doing other responsibilities that are also endowed to them as officers of the organization. (Heifetz, 15) Sadly, this factor was what was primarily missing in the organizations of SCG (Senior Class Gift Committee) and Bryant Senior Advisory Council (BSA).Because of this problem the said organizations were frequently faced with issues regarding the importance of passing essential informations to all members before the actual commencement of the activities that were primarily prepared by the officers. As a result, when the activities are already set to be done, the situation is simply controlled by those who know what is going on. Other officers become left-out in the air and the situation becomes tough for them as they act as though they know what is happening when actually they don’t. The tension between the officers themselves stretches out to the members of the organization pulling down the unity of each team and brings down their activities to nearly “zero” results. The symbolic frame emphasizes the concept of culture as a central role in leadership. Leaders should know they must work simultaneously on staff needs and skills, on goals and roles and the dynamics of political power and conflict. But there is something that operates beyond all these, an intangible manifestation that reflects the ethos or climate of the university. In Bolman and Deal’s (2003, 14) terms, “what is most important is not what happens but what it means.” In SCG and BSA’s case, this frame is portrayed by the interpersonal relationship that the officers have towards the other members and towards themselves as well. This particular fame of leadership helps the leaders recompose themselves for the sake of the whole organization’s benefit. The fact is that this is the easiest issue that needs to be dealt with in Bryant University. Meanwhile, the structural frame emphasizes the importance of formal roles and relationships. “Structures—commonly depicted by means of organizational charts—are created to fit an organization’s environment and technology” (Bolman and Deal, 2003, 43). The focus is on organizational direction and goals, roles, policies, procedures and co-ordination and planning. The structural processes in the school provide the medium by which clarification of direction, roles and documentation of policies and procedures can be communicated and undertaken and, therefore, is a means by which the vision of the organization is put into practice. In the Senior Class Gift Case, the structural frameworks for organizational planning are created to show the direction, roles, policies and procedures. The SCG is coordinated and systematically managed through a process of collaboration, in which goal-setting, policy-making, planning, budgeting, implementing and evaluating are integrated. However, the result seemed to lead to unsystematic, fragmented processes which have caused frustration and ineffectiveness when dealing with other organizations in Bryant. To be able to see closely on the issue’s solution, this case analysis paper shall make use of the HR Frames and The Political Frame to be able to see what other reasons are there for the failures of the two major organizations being discussed. The treatment to the problem shall be based upon Bolman and Deal’s (2003) Reorganization of key concepts embodied in leadership theory into the different categories of structural arrangements of organizations. Indeed, it is believed by the author of this paper that one of the key solutions to this particular problem is to examine the capabilities of the leaders in handling their responsibilities not only as authorities of the organization but also as cooperative members of the officer’s circle. Diagnosis of the Case A) The Organization’s Structural Frame The structural frame emphasizes the importance of formal roles and relationships. “Structures—commonly depicted by means of organizational charts—are created to fit an organization’s environment and technology” (Bolman and Deal). The focus is on organizational direction and goals, roles, policies, procedures and co-ordination and planning. TO illustrate further, the chart of officers shall be presented: Diagram 1: Official Organizational Structure Diagram Analysis: From the given diagram, it could be observed that from the officers towards the members, the connection is hierarchical. The head officers are from the school’s administration suggesting the fact that the officers of the organization alone have a stretching responsibility towards their subordinates as well as to their authorities. Although the situation looks much of a high-leveled pressure for the officers, the SCG and BSA officers appear to be quite capable of handling the pressures. The only problem is the fact that there are certain factors of leadership that they lack in actual application of the rules of leading an organization towards its progressive state. ______ Along with the hierarchical arrangement, the responsibilities are also set and arranged for the sake of structural empowerment. The officers know that there are rules to follow. They may not be embedded in paper but they are innate within the organization. The high officials of the school have a certain responsibility of supporting the organization’s rightful goals while the organizations do the same towards the goals of the school. The members have the privilege to take part of all the activities prepared for them but they too have responsibility of cooperating with the officers of SCG and BSA. Leaders of the said organization in turn have responsibilities towards themselves and the lower and higher subordinates as well. To illustrate clearly, a diagram shall be used as follows: Diagram 2: Flow of responsibilities and Influential factors Diagram Analysis: From the diagram shown above, the responsibilities of the people within the organization are controlled by three major factors of interaction. So to speak, these are the respect for authorities, cooperation and communication. (Oisen, et al, 2002, 41) Communication lies at the bottom of the pyramid since although it is the factor given least attention by the people concerned in the organization; it is the factor that holds the foundation of the entire group. _____________ From that particular claim, it could be noted that the situation is much controlled by the failure of the officers of SCG and BSA to communicate their decisions with each other. The thought of completing their tasks towards each other and the company, they are pressured to make the best possible decisions in an abrupt manner making it harder for them to communicate the necessary changes to the primary people who needed to be addressed before the changes are applied in actual performance. The problems and the issues began to pile up as they are all controlling the situations of the organizations. True, co-existing with such a team have not been easy for the author of this paper. Aside from all the pressures that have been received by the author herself considering that she too has her own responsibilities to attend to, the unsystematic approach of the committee with regards the concern given to the efforts that members and leaders put forward for the organization makes the load much harder to bear. The structural frame of the organization was not that effective enough on treating the issues that organization was particularly involved with. The systematic approach to dealing with the problems are then regulated and ruled out for better solutions. However, although this is done, the failure of each part of the organization to let their thoughts and decisions flow freely within the interaction that they are presently involved with hinders the organizational progress from being fulfilled. As a result to this, leaders are expected to push through with the set goals for a certain organization, hence following the different rules that are also set for them to follow with regards their performance in their own duties. The realization of this fact is the primary thing that is missing within the leadership procedures of the SCG and the BSA. B) Treating the Issue So how do we solve the intergroup conflict that consumed the University officials, SCG and BSA? Conflicts can be resolved through effective communication. In the group environment, teams materialize to focus on tasks or solve problems that are beyond the capacity of one individual. With this type of set-up it allows creative and innovative juices to flow through the constant sharing of information. With continual exposure to each other, team members and their superiors could ascertain whether they have a team that can continue working together with synergy, or their togetherness poses a negative effect on their output and interrelationships. With the integration of the communication-based process of meeting the problem with the five steps of leadership, the motivational procedures and the strengthening of the bond that exists between the officers and the members of each groups discussed herein could be completely attained. The five steps as mentioned include: Model the Way This particularly refers to the ability of the appointed leaders to become role models for other members of the group. The fact that they are placed in position, means that they have a certain characteristic that is particularly inspiring. The utilization of the said character shall help the leader set a pattern for others to follow. Once the road has been set, the reality of success is not that hard to foresee. Inspire a Shred Vision Unity is one of the primary reasons behind the success of different organizations. Once each member is able to envision the real goal of the organization as to where they are actually headed to, the inspiration begins. Indeed, everyone has the right to get involved in what is happening and thus be able to understand where the direction of the group is taking them. Challenge the Process Challenging the process does not mean changing the procedures of the organization abruptly. With ample time of adjustment and informing the members of the changes that are to be made, the procedural changes could occur. From this particular way, the organization is beginning to open its doors to other alternatives of meeting the goals of the group. However, to do so, careful planning and examination of the possibilities should be done. (Zimmer, 2001, 76) Enable Others to Act Including other members of the group within the system of procedural arrangements is one type of motivation that makes everyone in the organization feel that they are of great use for the achievement of the group’s goal. Hence, achieving the goals with them leaves them with the satisfaction of work that they primarily expect from the group upon joining. Encourage the Heart Simply involving the members within the job is not enough. Leaders ought to encourage their members through making them realize of their worth to the group. To do so, the leaders are expected to be able to figuratively touch the hearts of the members of the group so as to empower them to perform better not only for the organization’s sake but for their own benefit as well. Through the consideration given to the five steps of leadership as enlisted above, it could be expected that the appointed authorities of SCG and BSA would be equipped with the necessary skills that they need to set a straight path for success for the entire organization. However, to do so, it should be remembered that the effective utilization of empowering communication should be applied as well. Without the existence of the said connection between the leaders, the victory that is being achieved may not become reality at all. Through the said communication-based connection that is established, it could be noticed that the solutions could be derived. From this point, it is indeed true that it would be much easier to apply restructuring of several procedures and structures in the organization once everyone becomes involved in the arrangements that are proposed. In the Senior Class Gift case, the University officials have violated some policies and procedures that created miscommunication and confusion. To satisfy this frame, the groups involved in this case like the University officials, the SCG and the BSA should restructure the flow of communication to avoid similar problems from happening again. To be able to clarify more on the alternative procedures that I recommend to be taken by the organization, the following diagram is presented: Diagram 1: Cycle of Organizational Interaction Diagram Analysis: From this diagram, it could be observed that the interaction begins with the leaders’ ability to motivate the members to perform in accordance with the goal of the entire organization. This is primarily sourced out from a continuous flow of communication between the authorities of the groups towards the subordinates. (Hwang, 1998, 10) Then, when the members begin to interact with the authorities as they all work as one towards a certain goal, the considerable results for the organization would soon be achieved. It may seem to many that what the diagram displays herein is particularly the basics. However, because of the challenges that are raised against the strength of leadership that certain appointed authorities could perform, this basic process may not be that easy to apply at all. In fact, there could be some difficulties that would occur in actually following the cycle as it is. It is only through constant application of patience on the part of the leaders and understanding on the part of the members would this cycle be realistic and applicable for any organization. Through the knowledge of the four frames of organization, the problem of miscommunication and conflict between personnels in the organization could be well treated in a way by which the situation could be viewed in a considerable balance, whereas the four frames are to be utilized as the basis of the evaluation of the present interactive activities within and outside the activities of the organization.(Schwaninger, 1999, 65) Leadership Frames of Solution HR Frame Most of the people working in the Development office are from same background and mostly from RI. Hence, their employees are well qualified in the department to carry all the tasks assigned to them by the management. It is noticeable enough that most of the employees seem to enjoy their work and love their jobs, though occasional management style and instructions given to them can be a cause of hardship for the said employees. It could not be denied that Bryant is very structural and no informal hierarchy exists in it. Bryant too, provides a lot of training for its employees from diversity training to open forums with the community. Computer literacy and employee performance are enhanced in these trainings. There are also several leadership training programs that are commenced for the sake of the leader’s healthy progress within the organization. When it comes to eliminating diversity among the employers, it could be noted that the employees live close to each other or most do so they usually have monthly or every other month gathering. Although most employees are with families, the gatherings are still pushed through to at least give them a chance to socialize with each other. Mainly, this is because of the fact that there seems to be a division on the office when it comes to handling a conflict though one thing is always the same, it is that most of the employees dislike the leadership style which more disruptive against each other when conflicts arise. The small group that remains fully cooperative with the authorities is also at time demanding on the said set of officials.(Ursic, 2006, 78) The minor conflicts and problems seem to be unspoken about. However, when a major problem arises it’s brought up to the director, and since they particularly were sourced out from smaller conflicts that are not reported, the situations become harder to fix. In an overall evaluation of the organization, the following claims could be derived: Effective leadership vs. ineffective leadership Support was always ready to assist the lower subordinates of the organization in case of conflicts and other personal issues However, the support lacked motivational procedures to empower the employees in performing well for the organization. The employees feel like as if they are being forced to follow the rules that are set before them without being able to really understand why the changes are massively created and they are suddenly made to follow. Clearly, the rules are changed and the communication of the situation becomes less cared about. Interpretations of the organizational process Communication was open with in the division however, once the hierarchical position becomes higher, the situation becomes tougher and communication becomes impossible. The situation of the employees was given less regard as they are moved to create their own procedures of motivating themselves to stay in the organization. With these concluding claims, the situation is given high importance as to how the officers are treated by the higher authority, which in turn affects the way by which the officers treat the members as well. Political Frame The Bryant goals are determined by the president and the board of trusties each year. They have the first and final say in all decision. The Bryant community seems to have an agreement with the university goals though sometimes conflicts could arise on how to achieve those goals. An example here is when they created the BSA to solve the young alumni issue. Their goal was clear and correct but the way it was implemented was wrong or not agreed upon by the community. Two issues with that was the opening of the selection pool and BSA taking charge of the senior class gift. Hence their goal was good to get a better more diverse pool to choose the young alumni trustee from. But their method getting there was not right. The power is very centralized at the university with the president making the most of the final decision. Even sometimes on everyday activities otherwise the VP’s take care of the situation. This goes back to the case of the senior class gift in getting events approved. The director does not really have much power even though employees get told that they have to pass decisions through the VP. However, approval is done only by the higher officers. Hence, the decisions are directly controlled. Bryant likes to keep issues and its problems enacted. Even sometime from its own community. Most of the large decisions that they make are kept within the knowledge of the higher command. Once the activities are performed, that will be the only time when lower subordinates are informed of the situations and the decisions making them less capable of even reacting as to how they view the said changes. Obviously being so much centralized in power makes other officials of the entire organization less involved within the systems of enactment in the said activities. This makes other members and other officials less worthy of being in position. The motivations are the weakly attended to. As a result, the performance of both the officers and other members or employees become average and are done only for the sake of completing their responsibilities. The following final claims regarding the political frame is then presented: Effective vs. ineffective leadership Leadership is very well used in the organization’s building coalitions and finding administration member to advocate for its cause and goals There are a lot of decisions that are made behind the knowledge of the members. The importance of asking the opinions of others with regards the situation becomes less attended to. With the aim of the organization to lessen conflict that usually results from the coalition of opinions of the employees with regards certain situations, they fail to address to the motivational function of getting others involved in the solution to the problem. Interpretations organizational process The integration and interaction between the members and the officers of the organizations are weak. As a result, the important factor that the said connection serves the organization is given less attention and thus does not work so much for the progress of the entire group. From these particular claims, it could be observed that the motivational course of the organization needs improvement which could actually be empowered by the implementation of open-line communication between the employees and the officers themselves. From this point of understanding, the views of the responsibilities of each member making up the organization should then be given high regard as to how they should be regulated and changed for the sake of organizational progress and individual realization of satisfaction. (Schwaninger, 1999, 65) On Personal Reflection As one of the leaders who are involved within the organization, the author sees herself as one of the primary foundations of the entire organization’s success. In some ways, the author too may have failed in actually performing the duties she has towards her members as an appointed authority. Not being able to foresee the upcoming problems may have been one of one of her primary weaknesses. However, through the careful examination of the situation, and the close observation of the four frames of leadership that are ought to be present within the boarders of leadership, it could not be denied that she particularly have learned so much as to how the right track for reaching the organization’s goal could be set right in front of the organizational members’ future. As Heifetz comment on leadership that “it means influencing the community in following the authorities versus the influence that it has on the community in facing their problems; furthermore, it is the primary cause of leadership to assist people understand their situation and follow the instructions of the ones who are in position to help them get by” (Heifetz, 14-15). Certainly, leaders are appointed with the responsibility of not only taking care of the members of their own organization but also giving regard to the demands of the community from the organization itself. Conclusion Everyone who becomes a leader of a certain group is entitled to a set of responsibilities that he or she should be able to respond to. As a primary foundation for the organization’s victory over the challenges that would best the group, a leader should be well prepared in facing the odds. The realization of the fact that there is no perfect organization and there are nor perfect members only perfect set of rules determines the fact that leaders should be capable of facing certain changes within the procedural approach of the organization. While not leaving the members unknowledgeable of the situation, the leaders would be able to implement changes in a more effective way. With the case of SCG and BSA as portrayed in this paper, it could be observed how the difficulties were gradually overcome through the help of the application of the different frames of leadership along with the integration of each with effective communication procedures. The wise examination of the situation and the careful addressing of the issue by the leaders became the key reason behind the solution to the problem that has to be dealt with. Indeed, in a united state of dealing with the issues, any organization could expect to succeed. BIBLIOGRAPHY Bolman, L.G. & Deal, T.E. (2003) Reframing Organizations: Artistry, Choice and Leadership, San Francisco, CA: Jossey-Bass. Heifetz. Leadership Without Easy Answers. (14-15). J.E. Oisen &T.Huslett. (2002). Strategic management in action. Systematic Practice and Action Research. Volume 15 Number 6. Bob Zimmer. (2001). Practicing what we teach in teaching systems practice: the action-learning cycle. Systematic Practice and Action Research. Pg. 697. Ahn Sook Hwang. (1998). Toward Fostering Systems Learning in Organizational Contexts. Systematic Practice and Action Research. Volume 13 Number 3. Markus Schwaninger. (1999). Managing Complexity-The path toward intelligent organization. Systematic Practice and Action Research. Volume 13 Number 2. DusKo Ursic. (2006). System-organizational aspect of a learning organization in companies. Systematic Practice and Action Research. Volume 19 Number 1. Read More