1. Chapter 13  2000 by Prentice Hall. 13-1 Managing Knowledge, Change, and IS Personnel: The Next Challenges Uma Gupta Introduction to Information Systems

2.  2000 by Prentice Hall.13-2 Learning Objectives After studying this chapter, you will be able to:  Describe knowledge management and explain its relevance to IS  Define and discuss the importance of change management in IS  Explain ways to organize IS personnel to help achieve business goals  Outline career opportunities and concerns in the field of information systems  Identify some indications that a good fit exists between a person’s talents and values and an IS job

3.  2000 by Prentice Hall.13-3 Knowledge Management  The process of identifying, capturing, storing, retrieving, disseminating, and applying intrinsic and extrinsic intellectual capital for the betterment of the individual, the workplace, and society.

4.  2000 by Prentice Hall.13-4 Growth of Knowledge Management  Information must be managed so employees can apply it as knowledge  Much information is lost because it isn’t captured  Sharing knowledge creates a more powerful company  Valuing intellectual capital signals that the company values its people Four key reasons for the growth in knowledge management:

5.  2000 by Prentice Hall.13-5 Converting Information to Knowledge  They must create a learning environment that encourages risk taking and accepts the chance of failure  They must identify information that is crucial to its long-term success  They should create a team of cross-functional experts who have the ability to look at core information and translate it into guiding operational, tactical, and strategic principles for all employees Organizations that convert information into knowledge effectively must meet several prerequisites:

6.  2000 by Prentice Hall.13-6 Converting Information to Knowledge (cont.)  They should develop ways for all employees to access knowledge and then communicate how and where employees can do so  They should develop knowledge management systems that adapt to changes Organizations that convert information into knowledge effectively must meet several prerequisites:

7.  2000 by Prentice Hall.13-7 The Prerequisites to Converting Information into Knowledge Develop Knowledge Management Systems That Adapt to Change Create a Learning Environment Identify Information That Is Crucial to the Company’s Success Ensure Employee Access to Knowledge Communicate About Knowledge Translate Information into Guiding Principles CONVERSION OF INFORMATION INTO KNOWLEDGE

8.  2000 by Prentice Hall.13-8 Intra-organizational Systems  Systems that are shared by two or more departments or divisions within the company.

9.  2000 by Prentice Hall.13-9 Methods for Using IS to Manage Knowledge Helping to Identify and Retrieve Relevant Information Making Knowledge Access Simple Creating a Transparent System Capturing Lessons Learned from Past Mistakes Locating Experts in the Organization Efficiently Creating an Intra-organizational System

10.  2000 by Prentice Hall.13-10 Strategic Implications of Knowledge Management  Effective knowledge management systems help employees communicate and learn more readily  IS that is used to manage knowledge can improve the quality of employee decisions and their productivity  Many businesses use knowledge management to learn more about customers and provide better service

11.  2000 by Prentice Hall.13-11 Change Management  Management theories, philosophies, and principles that help individuals and companies to deal with all aspects of change.

12.  2000 by Prentice Hall.13-12 The Relationship between Change and Technology Organization Pressured to Respond Technology External Technological Changes Pressure the Organization to Respond

13.  2000 by Prentice Hall.13-13 The Relationship between Change and Technology (cont.) Change Technology Organizations Use Technology to Initiate Changes Inside the Business

14.  2000 by Prentice Hall.13-14 Five Reasons to Manage Change Strengthen consumer relations Keep pace with scientific and technological advances Lower costs Manage diversity Provide more customization

15.  2000 by Prentice Hall.13-15 Strategies for Managing Change  Identify the purpose for change  Most employees are willing to change if they understand why they should change  Stay focused on the change goals  Shifting priorities midstream often sends the message that the company lacks a commitment to or doesn’t fully understand the goals of its change management project

16.  2000 by Prentice Hall.13-16 Strategies for Managing Change (cont.)  Top management should lead the charge  Top management can derail and hamper efforts to initiate change if they do not actively practice change themselves  Communicate clearly and consistently  Truthful communication is essential to companies trying to initiate and implement change

17.  2000 by Prentice Hall.13-17 Strategies for Managing Change (cont.)  Acknowledge that change is continuous  Change is not a one-time effort; it is a constant

18.  2000 by Prentice Hall.13-18 Change Management Obstacles Employee resistance to change Management behaviors not supportive of change Inadequate resources or budget All other obstacles 39% 33% 14% Source: Management Review, December 1998, 1-2. Copyright of Management Review is the property of American Management Association and its content may not be copied without the copyright holder’s express written permission.

19.  2000 by Prentice Hall.13-19 Organizing the IS Department A chief information officer is in charge of all aspects of information systems and technologies:  Make versus buy decisions regarding systems and technologies  Managing IS personnel and managers  Training IS staff and employees  Evaluating emerging technologies  Ensuring that information technology is aligned with business goals and needs  Making outsourcing decisions  Budgeting  Maintenance of existing systems  Ensuring that all governmental and legal regulations are met  Security of systems and facilities

20.  2000 by Prentice Hall.13-20 Careers in IS  Business Technologist  Programmer and Systems Analyst  Database Expert  Networking Specialist  Web and E-Commerce Specialist  Project Manager  Knowledge Managers or “Knowledge Czars”  Chief Information Officer

21.  2000 by Prentice Hall.13-21 The Person/Career Fit  Enjoy at least 80% of the tasks in the new position  Become functional in the new position in a reasonable amount of time  Make sure your goals mesh with the company’s goals  Maintain appropriate chemistry with your coworkers  Measure your growth opportunity with your personal goals Here are some suggestions to follow to ensure that a career fit is a positive one: