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Analysis of Information Systems in Organizations
An information system is a sophisticated system used to store information is a database that makes the process of identifying data easy for a given organization. A through justification for implementing an information system is that it helps employees identify the risks, costs and benefits and also present an action plan for realizing the organizational goals. In the current fast moving and ever changing world, customers’ preferences and requirements are constantly evolving. If business wants to remain competitive and remain functional at performance levels that match their clients’ expectation, they must embrace innovation. One of the main justifications for organizations considering an information system is that it moves away from manual data storage and comes in handy in the storage of operational data, documents, communication records, and revision histories. Another justification of selecting an information system is that it leads to behavior change among employees and employers. The system makes it easy for them to communicate effectively and rapidly. Information systems also make it possible for organizations to secure and improve their future by establishing new services and products.
Without a doubt, organizational goals are key in informing the selection process of an information system. It is important for the organizational objectives to align with the information system because it breeds functionality and makes it easy to for them to fulfill their mandate. When goals align with the system, managers and other team leaders find it easy to coordinate with their teams because there is synchrony. Essentially, when systems support the goals of the organization, it breeds adds value to the investment. Implementing the information system might be costly but it is investments worth making as it addresses a lot of loopholes that otherwise not have been addressed. Additionally, when organizational goals align with the information system selected, it breeds trust and accountability between employees and employers.
When it comes to the process of selection and acquisition of information system, each stakeholder has a unique role to play. Implementing an information system is a costly affair for nay organization and such one of the main roles of the stakeholders is to provide resources provision. Managers should collaborate with their employees in developing proposal for funding. This will ensure that the organization has funds to see the project through completion. Another responsibility of employees in the selection process is to share ideas and solutions that can be used to improve their experience (Djevello, Ekaterina S., et al, 23). At the end of the day, the information system is developed for their use meaning that they are in the best position to providing feedback on the viability and usability of the system. Employees are important as they ensure that deferring viewpoints of the clients are taken into perspective in the selection of an information system.
As regards the typical implementation process of an information system, after identifying and acquiring the system, the next phase that follows is the actual implementation and seeing it to completion where it goes live. One very important component has to do with the installation process. System components have to be installed and process analysis carried out. Additionally, staff training must be undertaken to ensure that the employees are well familiarized with the system. Another important aspect if system implementation is carrying out tests. Tests should be conducted regularly and reports generated to monitor the functioning of the systems. This way, any loopholes that arise will be handles with ease. Worth noting organizations must devote sufficient resources and time to ensure success of the project. The implementation process described in the CPOE case study failed to describe the fundamental activities of information implementation process in various ways. To begin with, the process did not take into account the concerns of the stakeholders particularly the physicians as regards the new system. The doctors did not show concern for the project as the new system increased their workload instead of reducing it. The system also included verbal orders in addition to the computerized orders. They set a deadline for 18 months for implementing the system in eight other hospitals which was a huge undertaking. Because of the growing concerns, the CIO and champion started to rush the steps. This led many physicians into quitting their job and leaving the hospital. To make the situation worse, the CIO and champion left as well. There was team breakdown in matters of respect and communication.
The five indicators of project failure manifested in the CPOE case study include lack of belief in the project, lack of a clear purpose, insufficient leadership support, lack of condor and failure to foresee short-term disruptions. If people do not demonstrate belief in the project it becomes impossible to communicate and attain the project objectives (Hertzum, Maria and Arnvør á, 7). Communicating objectives makes individuals motivated. Not having a clear purpose can be rectified by taking up the initiative and working with the IT technicians to make the project clear and understood. Not anticipating disruptions can be rectified by limiting the duration and depth of the interruption. Lack of leadership can be eased by demonstrating to the employees that you are there to support them through the tough times. Lack of condor is completely unacceptable in leadership. A good leader will demonstrate good listening skills. Respect is paramount and should be at the centre of all communication.
References
Djevello, Ekaterina S., et al. “Specifics of management quality implementation to information systems and products.” 2018 IEEE International Conference” Quality Management, Transport and Information Security, Information Technologies”(IT&QM&IS). IEEE, 2018.
Hertzum, Morten, Maria Ie Manikas, and Arnvør á Torkilsheyggi. “Grappling with the future: The messiness of pilot implementation in information systems design.” Health Informatics Journal 25.2 (2019): 372-388.
