Information Service Management - Case Study Example

Case Study 11 1.0. Introduction This report throws light upon the existing job and career opportunities in information services. The job scenario at any place is no different and so we look out at the problems and their possible solutions and also make the work place more interactive and co-operative for efficient team work. 2.0. Superficial Issues 2.1. Competition for existing jobs The job opportunities for individual in the public and private sectors are improving in contrast to previous years. But the competition in this level is very intense. So getting a new job is equally tougher. 2.2. Lack of Personal Relationship Getting a job in any advertised job is demanding a personal relationship with some either in the company or a way linked with the company. So finding a new job is very difficult in the present scenario where the jobs seem to be lucrative but already has a employee as its substitution. 3.0. Deeper Issues 3.1. Pressure of working long hours The work load has increased to such extents that working till late night and even on weekends has not helped the issue. It also leads to isolation from the family and improper food habits. With increasing work pressure increases the gap between the family and the individual. 3.2. Decreasing relations with seniors The interaction with seniors and other members of the office has not been on a regular basis thus leading to a decreasing relationship with officials. The performance management meeting is also not in a perfect direction as there has not been much discussion over any issues or goals set before. 4.0. Theories 4.1. Structural Theory Structural theory like trait and factor is used in career development planning. According to this theory an individual should have requisite knowledge about themselves and absolute knowledge about the job. Also job satisfaction and success is taken into consideration. Like in this case the competition for the jobs available is quiet high. So without personal knowhow the recruitment into a new job is very difficult (Kantabutra & Saratun, 2013). 4.2. Decision Making Theory Many decision making points like the educational qualifications, job entry level, switching jobs, etc influence the career development. Like the switching of jobs seems to be easy but the actual part is very different and proper decision on such matter is very essential (Greenwood, 2013). 5.0. Consequences of Recommended Solutions The structural theories of trait and factor and Holland’s theory of vocational personality are both suited in understanding the best business environment as per the personality of the individuals. The decision making theory influences the choice and evaluation of the jobs available. The recommended solutions can have a positive consequence on job finalizing (Huhtala, Feldt, Hyvonen, & Mauno, 2013.) References Greenwood, M. (May 2013). Journal of Business Ethics: 114. 2 : 355-366.  Huhtala, M., Feldt, T., Hyvonen, K. & Mauno, S. (May 2013). Journal of Business Ethics: 114. 2 : 265-282.  Kantabutra, S. & Saratun, (M. 2013). The International Journal of Educational Management: 27. 4: 356-376.  Case Study 8 1.0. Introduction Winning over the client’s confidence is very essential for any marketing of information services. With the other departments and the clients having a less belief upon the team, this report brings forward the current trouble scenario for the manager and the requisite solutions to the same. The concept of self marketing for marketing of information services is made clear for optimum marketing. 2.0. Superficial Issues 2.1. Problem of Efficiency in Work The efficiency of the team and its leader in brought under the hammer by the clients when there is a problem with the system or the slowness of the system. Then they charge the team manager as inefficient and slow. They forget about the useful and effective performance when the problem with the system was not present. 2.2. Problem of Staff Recruitment The health departments break the flow of efficient working by posting the well trained and dedicated computer operators and staff to some different section of their Health Department. 3.0. Deeper Issues 3.1. Misconception of Clients Many of the clients believe that the manager is vested with some excessive powers and that the CEO supports him in his activities. This makes the completion of jobs very difficult. The team leader and members are considered to be bossy and arrogant in nature. 3.2. Wrong Conception by Other Staff The other staff members of the organization also think that the CEO supports this section more and they get more funding for any project that is assigned to them. 3.3. Problems with CEO The CEO of the company also thinks manager does not follow the effective marketing policy both for himself and his team for solving client issues. 4.0. Theories 4.1. Theory of the Gap Model This theory defies the gap between the customer’s expectation and the perception of the service provider (Luk & Layton, 2002). There are four gaps which need to be covered: i. Difference between management perception and customer expectation. ii. Translation of the perception into correct design and service. iii. Difference between the specifications and the achievements. iv. The difference between the service delivered and the promises made. The gap-model shall help to bridge the relation between the manager and the client which shall help solving the deeper issues. 4.2. Organized Market Technique The management is required to organize the best marketing technique for improving marketing activities. A complete coordination between the top management, marketing team, sales manager, finance and technical team is required. With different approaches like clean piece of paper approach, committee approach, low-level approach and information coordinator approach is applied for better results. The problem of working with efficiency can be helped and also the recruitment process with a better coordination among the different levels (Lai, Kan & Ulhas, 2013). Consequences of Recommended Solutions The marketing manager is required to follow the best theory to solve out the marketing problems. The theory of Gap Model is very much suited for this problem. With a better marketing technique also the problem can be resisted to a great extent (Lazer, 2013). References Lai, J., Kan, C. & Ulhas, K. R. (Jun, 2013). Information Systems and eBusiness Management: 11. 2: 265-285.  Luk, Sh.T.K. and Layton, R. (April, 2002), "Perception Gaps in customer expectations: Managers versus service providers and customers", The Service Industries Journal, Vol.22, No.2, pp. 109-128. Lazer, W. (2013). Journal of Historical Research in Marketing: 5. 2: 231-243.  Case Study 7 1.0. Introduction In this report we come across the troubles that arise for the team manager on the grounds of increasing salary budget. Also the troubles that is required to be faced by the manager to bring down the costs. This also brings the possible solutions at hand for the manager to encounter the problem. 2.0. Superficial Issues 2.1. High Salary Budget The salary budget for the financial year has gone up by some 30% due to inappropriate accounting and presentation of the retirement planed bills of the retiring staff. This has added to the trouble. 2.2. Pressure to cut Costs With the increasing salary budgets the CEO has ordered to cut the costs by at least 20% this financial year. This cut is very immense and demands some tough decisions to be made by the management of the section. 3.0. Deeper Issues 3.1. Take Evasive Actions To reduce the costs, the only way out is the non renewal of contracts of the two staff due in the course of this year. Even keeping the position vacant till the next accounting year would help in solving the problem. But this would be very troublesome. 3.2. Damaging the Morale of the Employees Taking the steps to keep the position vacant, to control costs on salary issues, would be very impractical and damage the morale of the entire staff of the team. This would in a way also hamper the performance of the team. 4.0. Theories 4.1. Situational Theory This theory helps the manager choose the best possible course of action as per the situation. So the proper utilization of the proper action, taking consideration into the current situation is necessary. The decision to control the exceeding salary budget is a situation for instant reaction from the manager to control the rising budget (Kautonen, Hytti, Bogenhold, & Heinonen, 2012). 4.2. Relationship Theory This theory is also known as transformational theory. This theory inspires the group members to perform collectively for a task. It helps the manager to focus not only on the team performance but also on the performance of individuals to complete their job with the best potentiality (Elliot, Li, Choi & Chris, 2013). Even if the performance is required to be at the cost of any ruling out of an employee, the steps are to be taken by keeping in mind the relationship values. 5.0. Consequences of Recommended Solutions The manager has to evaluate the best possible theory for execution of the orders of the CEO. Thus, in this regards the situational and relationship theories can be aptly suited and applied to conclude a result. The theories are very practical and shall be carried out without much assumptions and immediate effect (Tomlinson, 2013). References Kautonen, T., Hytti, U., Bogenhold, D. & Heinonen, J. (2012). International Journal of Manpower: 33. 4: 424-440. Elliot, S., Li, G., Choi & Chris. (Aug, 2013). Journal of Business Research: 66. 8: 1153. Tomlinson, E. (Jun 2013). Employee Responsibilities and Rights Journal: 25. 2: 67-87 Read More