It is all about balancing and how to adjust the imbalance to an equilibrium point. Cyan is currently in the confrontation of imbalance between the relatively dynamic environment and inflexible organisation environment, and imbalance between the changes and responses made to the change. The two imbalances are interrelated which generates the issue of how to balance the technology implementation and recourse management.
The traditional organisation forms in Cyan has significant limitations in supporting the information-based organization which causes important issues such as unequal information sharing and transferring among affiliates, insecure information back-up, as well as the deficiency of information usability and accessibility. In addition, fund deficit is also a product of Cyan failure to deal with imbalance caused by changes. In the reality, the Win-Win situation is rather difficult to engineer, organisations maybe get a big part of what they really want in a compromise, but not all. The proposal for the management provided by E-servicer Inc.
breaks the imbalance relationship Cyan has with the external environment but whether it is still a good choice while Cyan’s mission and power distribution is under risk of changing as well. The best recommended solution to Cyan International that is any changes have to be built on the past and restored responsibility to executive council. Either by accepting government funding or joining with E-servicer, the organisation has to implement new system. And the most important point is the new IT/IS must become part of the organizational culture. It must be accepted, adapted, and adopted by the people of the Cyan.
The benefit of IS would enable to create a learning organization where people develop trust in virtual team and learn to effectively integrate IT/IS into their working practices. (285) Full Text: It is all about balancing and how to adjust the imbalance to an equilibrium point. Cyan is currently in the confrontation of imbalance between the relatively dynamic environment and inflexible organisation environment, and imbalance between the changes and responses made to the change. The two imbalances are interrelated which generates the issue of how to balance the technology implementation and recourse management.
(62) Critical Issues: As constant battles within our hostile and dynamic nation, the triggers for change interact systemically. With the traditional organisation forms in Cyan where tasks are specialised, duties are closely-defined and a clear hierarchical structure with insistence on loyalty, the organisation is unable to adjust itself simultaneously to the external environment where changes occur frequently and where provides more new opportunities. Therefore, the mechanistic structure has significant limitations in supporting the information-based organization that is less responsive and inelastic to changes.
While the tyranny of distance between two has taken place, important issues in relating to functionality of Cyan have been emerged, such as unequal information sharing and transferring among affiliates, insecure information back-up, as well as the deficiency of information usability and accessibility. Notwithstanding, there might be a point to argue that people have been used to it and the system does work in the visible short term regardless sudden events, the fact is the whole environment has been starting to reject this old way of doing things and pursue new IT/IS instead, in order to keeping a consistent pace with moving world.
Hence, as considering Cyan’s future in the long term, the cause of those important issues has to be changed as it not only make difficulty and inconvenience to the internal and external communication, but also has impact on Cyan’s reputation which will restrict Cyan to build up trustful bridges with existing and potential affiliates. Although we have seen some IT/IS involvements such as using personal email and data storage in the high volume hard drive, it is inadequate to Cyan itself with such a long history and extending future.
Moreover, the appearance of urgent and important issue like fund deficit assuming external economy change, is nevertheless a product of which Cyan fails to restore the equilibrium instantaneously and to accept the predictable change through seeking for new sources of revenue at the beginning signal of low funding, assuming the low budget has been last for a certain period. Consequently, the factors of emotional people, their needs and economy break changes of the development of IT/IS, on top of preventing changes of Cyan’s mission.
However, with the involvement of change participants, the degree of how free to change Cyan relates to fundamentally critical issues of organisational culture and its power distribution. (383) Options: Win-Win situation believed by CIS, means that all those involved get what they want, assuming organisation relationship is based on the corporate and social trust. By updating files and data, CIS can help Cyan with saving the cost and effort of communication. But in regard to a successful data updating, it is only achievable unless two organisations can share the same database system with secure network connections.
Otherwise, the data transfer will fail and undertake the risk of losing and disclosing important data, which will cost more to recover it. In the reality, the Win-Win situation is rather difficult to engineer, organisations maybe get a big part of what they really want in a compromise, but not all. For example, as much of the concerns on security and confidentiality issue, that some files in Cyan have to be restricted from updating automatically by CIS, so Cyan may still require to use own IT/IS to complete the task.
The difficulty raised is how to maintain the balance of trust between two organisations in the long term while a conflict takes place. Furthermore, the proposal for the management provided by E-servicer Inc. breaks the imbalance relationship Cyan has with the external environment and allows real-time communications between different parties through managing online system, but whether it is still a good choice while Cyan’s mission and power distribution might be under risk of changing as well, assuming E-servicer is originally a profit organisation.
From any points to consider, that it is a necessary and vital for Cyan to improving its IT/IS by having a creation of website and network connection that allows members to access the information and freely discuses issues, and new immigrants to receive services at anytime and anywhere. The initial investment of fund and time is somewhat beyond the competence of Cyan, but it is still acceptable since the E-servicer agrees to take the entire obligation for ongoing maintenances.
Besides, modern and more sophisticated systems in Australia are now trending to be developed by team-based approaches and may involve non-technical people. Therefore, collaboration of Cyan and E-servicer may be considered a low cost route for new companies to gain technology and overall access. However, as a new joint organisation, many uncertain questions will be asked are whether the new company would still serve as a non-profit organisation and how new power would be distributed.
The government might reject to subside funding if the organisation became a profit organisation, then whether the organisation be able to earn adequate profit to cover all expenses. No matter what outcomes resulted to be, the organisation will face the issue of how to manage people. As people from originally different backgrounds and cultural beliefs, it is a tough task to bring the two separate parties into one. The external experts may not be fully aware of the underlying philosophy in Cyan so that there will be a chance of losing potential value through computerising and collaborating.
Overall, to balance the technology implementation and recourse management becomes vital. (502) Recommendation: The features of Cyan such as size with regard to international affiliates, determines the necessity of maintaining its hierarchical arrangement of positions and specialisation between affiliates, executive council, AGM and employees. In order to avoide the causes of imbalance, the best recommended solution to Cyan International that is any changes have to be built on the past and restored responsibility to executive council.
It means that executive council would in future have to access their organisation and its needs, and then adopt the structure and practices suitable to its circumstances, rather than adopting blindly on one particular structure. Thus, the reciprocal acceptance of flexible (organic) and inflexible (mechanistic) structure not only reduces the distance between Cyan and dynamic environment, but also increases Cyan’s flexibility to adjust with external change.
In addition, executive council is expected to have the capability to seek the channels of communication with key governors and use positive position powers to convince them to subsidise more funding for IT/IS implementation as it is a critical requirement for developing Cyan. However, the time taken to negotiate would be non-estimated and unpredictable, so there would be a trade off between the government funding and joining E-servicer. If Cyan took a long period of time to convince the government and failed, E-servicer might at that time change the idea of forming a new organisation with Cyan.
But if the government approved with the proposal and to allot sufficient funds, then Cyan could well organise the money and use it to generate what Cyan expected in respect of IT/IS implementation. Alternatively, if E-servicer were chosen, then $25,000 initial investment would need to be solved first. For example, this amount could be debited from payment of official bears or employees and return it when revenues are made in the future, through such as providing service and advertisement.
It depends on the attraction of incentives given by Cyan to individuals in the future and people’s belief to the organisation. For any alternative solutions, it would result in IT/IS implementation. And the combination with the localized use of IT supports functional integration of IS across the organisation and re-enforces the bureaucracy structure. The most important point is the new IT/IS must become part of the organizational culture. It must be accepted, adapted, and adopted by the people of the Cyan.
The development of Cyan structure also influences the culture and communication style so that managing the change expectations of individuals and groups become vital. However, systems have been used by different level of people showing different interests, this is where resistance comes in. Therefore, the benefit of IS would create a learning organization where people involved develop trust in virtual team and knowledge transfer could occur more easily. Yet a learning organisation is also determined by the organisation’s culture on whether they want to learn and change.
Hence, the executive council could utilise the power to manage this by setting rules and regulations, such as necessary training, a high level of participation, and share the vision with everyone. To learn to effectively integrate IT/IS into their working practices-based on learning from others. (519) Conclusion: Any implementation and change would likely cause failures, but it does not mean that not to change as without changing, the organisation could not survive either. The best interests and outcomes of organisation could only be achieved if Cyan were able to bring about changes and bring it back to the equilibrium state.
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