Management Challenges in Managing Information Technology - Term Paper Example

Running Head: E-BUSINESS SYSTEMS REPORT E-Business Systems Report Name of Student Name of Course Course Instructor Date Table of contents Introduction 4 Discussion & Analysis 5 Management Challenges of Managing IT 5 Cloud computing 6 Cyber security 6 Remote Management 6 Ability Retention 7 Example of a Scenario involving IT Management 7 Management Challenges of Managing IT in Rapid Growth Firms 9 1. Overseeing the Cash Flows 9 2. Representative retention in and fostering an open workplace 11 3. Picking partners and strategic alliances 11 4. Flight of employees with basic knowledge or proprietary information 13 5. The internet and e-commerce 13 6. Developing management skills in executives 14 7.Communicating with the customers 17 Effective correspondence with customers is linked directly to customer recruitment and retention. 17 Retaining key customers requires the organization to either meet or exceed customer expectations. Web-based apparatuses and other interactive technologies can provide convenient, innovative approaches to better meet specific customers' requirements (Widman, 2008). Moreover, customer service, a key consider customer fulfillment, can be improved utilizing IT. However, these results must be accomplished by concentrating on the customer and not the technology. For example, companies that have implemented automated or self-directed, customer-bolster Web sites have found that they offer just almost the whole way arrangements, since they don't provide the human contact often required to solve complex problems. However, rather than surrender the technology completely, it would be more effective to integrate IT so that a customer can easily change from an automated, self-directed system to a human customer-bolster person, when desired, by means of a phone or Web-enabled videoconferencing join. 17 Recruiting new, profitable customers is persistently challenging, even when an organization can measure efficiency on an individual customer premise. Information mining can identify clusters of profitable customers that can be targeted or holes where new segments may exist. These efforts require coordinated needing to ensure that the information needed for energetic decision-creation are available and of a certain quality. IT can lower the cost of servicing customers. For example, segments that couldn't be serviced productively by means of standard means may become attractive if serviced by technology-based channels like programmed, menu-driven, self-service systems that are telephone or web-based. Service companies specifically can benefit by giving expert systems that use technology to deliver their essential services, and after that provide connections to conventional channels whenever the expert systems can't meet their customers' quickly evolving needs. 17 8. Utilizing technology to include value and reduce costs 18 IT has for quite some time been used to collect, manipulate and disseminate information to senior managers and in this manner increase the efficiency and organizational processing cutoff of the firm. Software vendors offer a wide range of uses that emphasis on aspects of enterprise management, from Enterprise Resource Planning (ERP) systems to Executive Information Systems (Nibletto, 2012). 18 The capacity to make timely decisions is fundamental to the success of a speedy development enterprise, and that point of confinement is intimately connected to the accessibility of information to bolster decision-generation. IT has often provided the connection between the different parts of the organization, therefore encouraging the collection and organization of the required information. However, connecting departments electronically can result in increased interdependence and more complex decision-creation. Fortunately, the processing power provided by IT furthermore permits managers to address this more complex investigation. 18 Management Challenges of Outsourcing IT 18 Real Examples of Management Challenges in IT 22 Example of Kodak 22 Example of FoxMeyer ERP Program 22 Conclusion 23 Bibliography 24 E-BUSINESS SYSTEMS REPORT Topic: Management Challenges in Managing Information Technology Introduction The business landscape has been changed completed by Information Technology. Although, the strategies of the business and the organizational cultures shape the use of the IT but today this impact is stronger the other way round. The IT in a business impacts on the strategic options of the businesses and it creates issues and opportunities for the business managers which they need to address at the right time[Sky11]. However, making use of IT either too slow or too fast can be disastrous for the organizations and there are many reasons due to which the use of IT, at the right time determines the new competitive advantages of companies [Pet14]. The use of IT at the right time changes the structure of the industry and alters the rules of the competition, creates competitive advantages for the companies to outperform their competitors and finally it spawns a whole new business. In this essay, we discuss how moving slow with information technology could prove to be wrong for businesses. Discussion & Analysis Management Challenges of Managing IT The development of individualized computing technology has altered how individuals live and function in the 21st century. Keeping PC systems running at ideal levels falls on information technology managers, who should always redesign their abilities to stay aware of the most recent innovative changes. As PCs become littler and more refined, IT managers are progressively anticipated that would function as center managers, security specialists, and selection representatives to help companies satisfy their objectives and goals[Jor12]. The dollar spending on IT is shown in figure 1 below: Figure 1: Dollar Spending on IT Some of the basic challenges, which are faced by the corporations today to manage their IT systems, are discussed below: Cloud computing The capacity to interface vast quantities of PCs on a solitary system, known as distributed computing, raises many difficulties for IT experts. One of the thorniest issues is who possesses the information and how the supplier should keep it - which is an imperative worry in law implementation and case related solicitations, notes "Forbes" magazine. Face off regarding likewise holds on about whether companies are in an ideal situation giving their IT a chance to staff deal with the information or managing a cloud merchant who is uniquely affirmed in security conventions influencing the medium. Cyber security Growing new procedures against cybercrime remains a continuous test for IT experts. As in any illicit venture, patterns change always. One case is the ascent of botnet assaults that empower pernicious programming clients to assume control whole PC systems, reports "Security Management" magazine. Crooks require no extraordinary capacities to carry out such violations. In any case, the cost and many-sided quality of cross-outskirt examinations implies IT assurance groups can hardly wait for police organizations to take care of their issues - particularly as cybercriminals continue finding better approaches for breaking set up security conventions. Remote Management Routine workplaces appear to be less pertinent when computerized innovations, for example, email, texting and video conferencing, empower representatives to work remotely. Subsequently, IT experts will likely face more noteworthy weight to keep systems running at top limit, recommends "CBS MoneyWatch" Columnist Kelly Dwyer. Responsibility is an issue, since laborers and bosses are scattered crosswise over various countries or time zones. The nonattendance of formal calendars likewise implies less detachment amongst life and work than at any other time; with IT, managers progressively anticipated that would investigate issues at unordinary hours. Ability Retention The Bureau of Labor Statistics appraises that demand for IT employments will develop around 15 percent in the vicinity of 2012 and 2022 - speedier than the 11 percent assessed normal for every single other occupation. Demand for particular territories like cyber security sparkles savage offering wars that support the biggest firms. For instance, Google raised managers' compensations by 10 percent to counteract abandonments to opponents like Facebook, "Forbes" magazine detailed in June 2011. This pattern leaves littler firms attempting to enroll ability and industry pioneers like Google persistently supplanting top entertainers who regularly escape for better offers. Example of a Scenario involving IT Management Consider a scenario where the healthcare organization knows its position within the industry and knows where the industry is moving. The management of the company believes that staying current with the latest IT is good for their business however, it does not actually move ahead to adopt IT. The results of the Trends vs. Technology 2016 report showed that around 78% of the employees across various industries felt that keeping up to date with IT and adapting to it is highly vital and crucial for creating competitive advantage for the companies[Bru16]. This is also depicted in block diagram 1 below: Block Diagram 1: IT future in Australia The same survey also asked the respondents about whether the IT trends were relevant to their business, if they were being implemented across the industry and whether the specific IT tools were being implemented in their own businesses or not. Around 90% of the employees stated that adapting to IT was highly relevant to their industry, 64% reported that it was being implemented across the industry and only 39% reported to implement IT in their business[Bru16]. Overall, the results showed that majority of the organizations were slow to move in using IT in their business. Other studies found that, there are a number of roadblocks due to which organizations move slowly in using IT in their businesses. These include inertia of the legacy systems, data governance concerns, perception of the security risks and lack of skill in the organization in recognizing the new technology. Therefore, when these issues block an organization, especially the inertia of the legacy systems in place, then their pace of adapting to or moving with IT becomes too slow. When this organization moves too slowly in using IT within its business to maintain its competitive edge in the market, they ultimately fail. Management Challenges of Managing IT in Rapid Growth Firms A current examination of quick development firms in Ontario has uncovered that the three top difficulties for CEOs are supervising income in the midst of development, getting worker buy in and picking strategic accomplices. The audit, led by the Queen's Center for Enterprise Development (QCED), distinguished 12 challenges for speedy development firms (Saunders, 2012). (A speedy development firm is one that utilizes in the vicinity of 20 and 500 individuals, and has exhibited year-over-year income development of no under 50 for every penny in the midst of three back to back years.) Each of these difficulties especially influences how these organizations create and oversee data innovation, an essential segment in their development. These difficulties and how administrators can meet them are talked about in this segment. 1. Overseeing the Cash Flows Money is ruler for a business; in any case, it acknowledge an especially basic part in the expedient advancement wander. The uncertainty that a quickly making business has adequate money is befuddled, since these associations should reliably reinvest in their associations to fuel their fast improvement. It is thus more plausible that these associations work while in a constant money crunch. Expecting to wind up unmistakably more noteworthy is the managing standard of a smart advancement wander. This approach requires that chiefs remain versatile, something that in this way requires a sensible point of view of the life cycle of information development. For example, managers may wish to consider renting equipment to lessen the organization's money necessities. Evergreen provisions can be fused contracts to stipulate when the supplier will supplant outdated equipment with the latest development. This restricts the assets that will be required to keep up equipment and ensures that appropriate information developments will dependably be available. Wary examination now won't just settle on future buying choices easier however can correspondingly provoke to associations that can convey diverse advantages as essential supplier contacts or access to advancements.This relation between technology and performance of organization is depicted in block diagram 2 below: Block Diagram 2: Sociotechnical Perspective on IT Notwithstanding the cash related consequences, senior managers should be concerned on account of its capability to confine the strategic situating of the firm or jolt it into a particular business process. Certain choices, similar to the introduction of big business wide applications or the maintenance of legacy frameworks, can possibly undermine the company's survival. Senior managers must remain involved in choices identified with IT, since an investment in a particular information framework, even one which is not seen as strategic, may have a high open door cost that can conceivably breaking point management's capacity to catch up on imperative strategic initiatives. 2. Representative retention in and fostering an open workplace An open domain recommends gaining agent duty on choices, which is basic to securing worker support. No place is this perhaps more basic than in the introduction of information innovation in desperate affiliations, when inconsistencies in innovation can bring about delegate discontent and administration bitterness. It is basic to develop a framework for the innovation that the affiliation will use. The framework ought to take into record the method for the work that individuals are required to do and dole out fitting innovation approaches that will enable employees to meet their business goals. This framework ought to in like manner keep up innovation inside a specific work add up to at comparable levels, along these lines diminishing intra-departmental incongruities while making between departmental varieties more sensible. It ought to be seen that an open situation does not propose finish or uniform information introduction. While employees ought to have admittance to the information anticipated that would play out their work, they don't need the capacity to get to all information inside the firm. Certain cooperative energies are possible when information is shared all through the affiliation and there are different information innovations available to reinforce this correspondence. For any situation, the get to that employees need to organization information is a choice that ought to be, yet is not routinely, examined by senior officials. We will come back to this issue when looking at leaving employees. 3. Picking partners and strategic alliances Picking alliance partners highlights two important worries concerning information innovation. For any situation, recognizing IT necessities will as often as possible give the firm its first sign that it needs an innovation accessory. Second, promising alliance understandings much of the time requires actualizing coordinated information frameworks. Teaming up with innovation providers, instead of giving all innovation benefits in-house, is regularly a tolerably for the most part safe approach for the speedy advancement undertaking. For any situation, partnerships can incorporate entire arrangement strategic alliances with innovation dealers, framework integrators and likewise outsourcers, and furthermore without further ado contracts with consultants. A repeating issue for administrators is to choose how these choices will influence the affiliation (Crook, 2012). Taking a thin point of view of IT, completely as a wellspring of without a minute's wavering incurred significant damage theory assets and efficiencies, tends to flaw this choice creation handle. A director can expect that strategic alliances in perspective of such inclinations will be correspondingly short. On the off chance that any alliance is to be productive, there must be reliable correspondence between the partners. The affiliation's frameworks and information streams ought to have the capacity to interface viably with those of its partners. Different alliances have failed in light of the way that framework disagreements have been over looked. Managing the flood of information requires a coordinated approach. That is, the frameworks in an affiliation must have the capacity to talk with the frameworks in the accessory firms. To guarantee this, most companies will trust that it is important to engage an official, for instance, a Chief Information Officer to give the administration to complete and maintain innovation arrangements (Brown, 2016). Setting up this network can be especially trying for rapid improvement firms since the period amidst which isolate frameworks are incorporated can be short. To guarantee that companies with contradictory frameworks are balanced, it might be important to pick one as an endeavor framework, which is then realized by the greater part of the partners. This approach has its own specific extraordinary difficulties, since these exercises should every now and again be joined by re-engineering wanders, which enable and perhaps change the associate's methods to meet the information framework necessities (Mui, 2012). This is a staggering undertaking since it has dependably been less demanding to change innovation rather than the way individuals work. Management must realize that incorporating frameworks between partners is not just about innovation. Unendingly, the errand will require some technique re-engineering before the frameworks can be coordinated adequately. 4. Flight of employees with basic knowledge or proprietary information Companies can have their employees consent to non-introduction game-plans and other authoritative reports. Notwithstanding, an intense IT-based way to deal with manage this issue is to portion and effectively seal the learning that exists inside the firm. With this approach, sensitive information is compartmentalized electronically so that particular those individuals that require certain information have admittance to it. As pointed out before, an open domain does not mean or require that everyone ought to have admittance to every one of the information in the firm (Saunders, 2012). To this end, wellbeing efforts ought to be set up to control that can get to the information, and get to itself ought to be logged and watched. Most network working frameworks, like Windows 2000, can restrict access to specific information; for any situation, confining access must be arranged and completed. Giving open access to all information without considering the suggestions for withdrawing employees opens a business to the danger that these employees will take not just the learning that they played a region in making yet other information the organization has assembled. Planning the network security plan is a senior management obligation. On various events, in any case, in fast development wanders, this commitment tumbles to junior employees since they are every now and again the major individuals who can execute the game-plan. 5. The internet and e-commerce The protection of information collected on-line and the requirements for enterprise system integration are two areas, which the fast development firm should be especially aware of when dealing with internet and e-commerce initiatives (Skyrme, 2011). Internet initiatives for some fast development firms provide the chance to collect customer information on a large-scale premise. The rules governing the collection and use of this information by organizations have often been set solely by organization directives. Nevertheless, recent initiatives, like the appointment of a Privacy Commissioner of Canada, are likely to further oblige firm activities. For management, these new regulations will require that the organization demonstrate due diligence when procuring consent to use personal information on customers and employees. This consent will be required if the information is repurposed. E-commerce initiatives require the implementation of a huge IT infrastructure, as information inside the organization and outside it must be accessed. Management can easily be not well prepared for the scope of work required to implement a successful e-commerce strategy. This would enhance sales for companies in future years as appeared in figure 2 below: Figure 2: E-commerce Sales This issue becomes more basic since it is very difficult to anticipate future system requirements when current requirements are evolving rapidly (Widman, 2008). This issue can in any event be managed if all systems development is coordinated and islands of mechanization are prevented, even if the immediate requirements don't necessitate such interconnectivity. Allotting this responsibility to a senior level in the organization, early in the company's life, will position the firm well for any future e-commerce initiative. 6. Developing management skills in executives Information technology can facilitate executive preparing and the development of specialized management aptitudes (Butt, 2015). The essential role involves designing and delivering technology-supported preparing as self-paced interactive CD-ROMs, videos, Web-based courses and videoconference seminars. A preparation program for executives can be created based upon the future requirements of the organization, so executives get the prerequisite preparing just before, or when, they need it. This at last approach permits them to use new aptitudes immediately. The preparation program can be adjusted as needed and aligned with the changing requirements of the organization. The quick development enterprise's stages-of-development model can be used to guide the preparation program. Regular executive preparing serves to reinforce the learning organization model by making proceeding with education the standard at all levels of the organization. Secondly, IT can be used to connect those with knowledge to those who need it. External mentors serve this role so effectively for high-development firms that it is not stunning to find that their use is increasing and that the mentoring role is becoming more formalized. Honestly, the business of mentoring high-development firms is itself a high-development industry. However, even after an appropriate mentor has been identified, there is so far the problem of connecting the mentor and the entrepreneur. IT, as e-mail, intranets, video conferencing and Web gatherings, can interface these parties in an efficient, perceptive way. IT effect is depicted in square graph 3 below: Block Diagram 3: IT’S Impact Context 7.Communicating with the customers Effective correspondence with customers is linked directly to customer recruitment and retention. Retaining key customers requires the organization to either meet or exceed customer expectations. Web-based apparatuses and other interactive technologies can provide convenient, innovative approaches to better meet specific customers' requirements (Widman, 2008). Moreover, customer service, a key consider customer fulfillment, can be improved utilizing IT. However, these results must be accomplished by concentrating on the customer and not the technology. For example, companies that have implemented automated or self-directed, customer-bolster Web sites have found that they offer just almost the whole way arrangements, since they don't provide the human contact often required to solve complex problems. However, rather than surrender the technology completely, it would be more effective to integrate IT so that a customer can easily change from an automated, self-directed system to a human customer-bolster person, when desired, by means of a phone or Web-enabled videoconferencing join. Recruiting new, profitable customers is persistently challenging, even when an organization can measure efficiency on an individual customer premise. Information mining can identify clusters of profitable customers that can be targeted or holes where new segments may exist. These efforts require coordinated needing to ensure that the information needed for energetic decision-creation are available and of a certain quality. IT can lower the cost of servicing customers. For example, segments that couldn't be serviced productively by means of standard means may become attractive if serviced by technology-based channels like programmed, menu-driven, self-service systems that are telephone or web-based. Service companies specifically can benefit by giving expert systems that use technology to deliver their essential services, and after that provide connections to conventional channels whenever the expert systems can't meet their customers' quickly evolving needs. 8. Utilizing technology to include value and reduce costs IT has for quite some time been used to collect, manipulate and disseminate information to senior managers and in this manner increase the efficiency and organizational processing cutoff of the firm. Software vendors offer a wide range of uses that emphasis on aspects of enterprise management, from Enterprise Resource Planning (ERP) systems to Executive Information Systems (Nibletto, 2012). The capacity to make timely decisions is fundamental to the success of a speedy development enterprise, and that point of confinement is intimately connected to the accessibility of information to bolster decision-generation. IT has often provided the connection between the different parts of the organization, therefore encouraging the collection and organization of the required information. However, connecting departments electronically can result in increased interdependence and more complex decision-creation. Fortunately, the processing power provided by IT furthermore permits managers to address this more complex investigation. Management Challenges of Outsourcing IT There are many businesses, which at some point face the question of whether they should outsource the information technology functions of the organization to third party vendors, or not. This is because they face problems with using Big Data as shown in table 1 below. However, the answer to this simple question is highly complicated. There are many pros and cons of outsourcing the IT processes of an organization as compared to hiring and managing the IT processes in-house. Table 1: Big Data Handling Problems The benefits for outsourcing might seem obvious for the companies, which include primarily the cutting of the costs of the business from outsourcing the IT functions related to human resource, marketing and accounting systems[Abi15]. There are a number of Fortune 500 companies, which are already outsourcing their IT functions, exploiting a number of titles such as access to superior technology, globalization, exploitation, and being cheap. These are depicted in figure 3 below. However, the outsourcing decision for small and medium sized enterprises is more critical. Figure 3: IT Outsourcing Reasons For example, Kodak Company has grown organically and the size of its operations and the number of the employees has also increased significantly. Therefore, the IT requirements of the business have become more costly, complex and demanding. A full time IT manager is now required such as CIO for looking around all the IT teams at the company[Sky11]. Therefore, now is the right time to decide that whether the company should outsource its IT processes to a third party vendor or companywide reorganization should take place. However, the company faced a tough decision and it opted against the outsourcing of its IT systems due to different challenges faced by the management. These are discussed below: The outsourcing of the IT processes to the third party vendor’s yields a number of benefits for the businesses, but there are also many disadvantages and risks associated with outsourcing IT. These are discussed for Triad Insurance Company below: Control is Lost: One of the biggest disadvantages of outsourcing the IT function is that control is lost over the effectiveness of the IT functions. The outside vendor might not be effective as the full time expert hired by the company. Other related issues include the disaster recovery and confidentiality of the data. Moreover, if Triad Insurance Company reorganizes and creates a separate IT department, then more personnel and IT staff would be required. Low Employee Morale: If the company outsources the IT processes then it would be able to downsize its MIS staff. However, this would not be good for the other employees. If the organization lays off its employees then the other employees might feel that their job is also at risk. This would lower the overall morale of the employees and affect the efficiency and productivity of the company. Confidential Information: When all the main IT processes would be outsourced, then the third party vendor would be complete access to the confidential information of the company. This creates confidentiality issues from the clients of the company and creates risks of information theft for the company. Each piece of information from the sensitive client data, company projects to interoffice emails would be at the risk of being copied and later being sold for other uses. Such data and information breaches can destroy the reputation and the entire business of the company. Locked In: There are a number of the vendors, which require the companies to sign a year-to-year contract for providing the IT services. This limits the flexibility of the companies and over reliance on the third party vendors make it difficult for the companies to switch in the mid way and it would also become more difficult for the company to switch to in-house IT function from a vendor. Unexpected Costs: Usually, the outside experts help the companies in assessing their technology needs however, there is also a risk that the third party vendor might encourage Triad Insurance Company to over invest in IT and this might exceed the reorganization costs, which the management has been planning. Real Examples of Management Challenges in IT Example of Kodak One of the best examples of an organization, which moved too slowly in using IT, is Kodak. Digital Photography had taken off Kodak but Kodak was not ready for it. From the late 1990s to 2008, the market of the digital cameras in United States had grown rapidly from around 4.5 million units in the year 2000 to 28.3 million units in the year 2007[Chu12]. During this time period, Kodak had only focused on the niche markets of digital technology. They started to offers sensors to the other companies rather than making their own products with the help of IT [Jor12]. Although, Kodak was the inventor of digital photography as the company had created the first digital camera in the year 1975 but still the company was slow to get into the digital game because of the slow use of IT internally as well as externally at Kodak. The only reason for the failure and bankruptcy of the company is that it did not get into the digital world fast enough and well enough. First of all, the company faced the challenge of technological discontinuities and when a new technology comes into the market, it cannibalizes the revenues of your business, lowers the margins and creates new fierce competitors[Kot12]. However, Kodak did not take any strong and decisive actions for combating those inevitable challenges. The reluctance of Kodak Company for making any of its products to stand out over the last decade could be thought of as the reluctance of the company to use IT and to innovate at the right time. The example of Kodak clearly shows that if you do not move at the right time and make use of IT, then only the cost of staying in the game will whittle your business until you disappear [Chu12]. Example of FoxMeyer ERP Program FoxMeyer Drugs was one of the largest distributors in the pharmaceuticals industry in 1993 in US. In the same year, the company had purchased a warehouse automation system and SAP system and Anderson Consulting had been hired for integrating and implementing the $ 35 million IT system project. However, the company was bankrupt by 1996 and was sold for $ 80 million to a competitor [Jak08]. The reason for the failure of the company was the fast use of IT in the business that the time line set for the project was highly unrealistic. Secondly, due to the lack of skill, the employees threatened the new automated system and they did n006Ft support it and ultimately the new system became less capable then the current IT system at the company[Jak08]. This example shows that the organization was too fast in using IT and the management of the company had resolved no roadblocks, due to which the entire business went wrong. Conclusion The key to success of the business today lies in moving with the development and transformations, which are taking place in the IT world. Moving too fast or moving too slow would not help the organizations to remain competitive. Keeping up with the IT trends has become highly important and crucial for the success of the businesses. Innovation is derived by information technology and innovation is the path to business success today[Abi15]. It has the same impact on the business as the impact of the steam had been on the industrial revolution. It is really hard to believe that there are a number of businesses, which do not benefit from the digital revolution. The only technology, which has proved itself within the last two decades, is the information technology. Some of the best examples, which came through the wave of the information technology, include cloud computing, digital communication, social networking and online shopping. Today businesses cannot achieve the optimum level of the business growth without implementing and moving with IT. IT is governing all the core operations of the businesses today and the most important of these include instant customer support, real time monitoring, systematic management, global sales, effective marketing and the long-term growth of the businesses. Today everyone in an organization is considered as an information manager but the biggest roadblock in moving with IT and using it at the right time for the right reasons is the lack of skill and expertise to fix hardware, code software, plan networks etc. Organizations need to emphasize and make investments in IT to sustain their competitive advantages and achieve long-term growth in their businesses despite the wide range of challenges discussed in this paper. Moving too fast or too slow would not help but moving with the changing trends in IT is the key to success in modern world. Bibliography Sky11: , (Skyrme, 2011), Pet14: , (High, 2014), Jor12: , (Crook, 2012), Bru16: , (Brown, 2016), Abi15: , (Butt, 2015), Chu12: , (Mui, 2012), Jor12: , (Crook, 2012), Kot12: , (International, 2012), Chu12: , (Mui, 2012), Jak08: , (Widman, 2008), Jak08: , (Widman, 2008), Read More