Summarizing for the exam

0 Comment

Similarly the case study conducted by the Carlo, Lyyntines and Boland suggest that the organizations when view the IT systems as socio-technical systems, they tend to mitigate the risks of change through the combination of social/technical actors. This change process can be described through various models which take on to define how change in the organization takes place. For example, Kurt Lewin suggested a 3 stage model which comprehend the process of change into three stages whereas the model by Gleciher suggest that strong organizational dissatisfaction, vision for the future and taking immediate and tactical actions when exceed the amount of resistance for change than there will be a meaningful change within the organization. The five cognitive processes defined in the case study by Carlo, Lyyntines and Boland also suggest the same proximity with this model as the preoccupation with the failure and underspecificaion of the structure suggest the change process to tackle the risks. It must also be noted that the changes within the organizations take place mostly due to the internal and external risks faced by the organization.While changes take place within the organizations due to external and internal risks however these risks arise due to certain drivers which bring change in the organizations. These key drivers of change can vary accordingly however technology remains one of the key variables in the process of brining in change. It is through the so called disruptive technology that the change is comprehended which necessitate the paradigm shift for the organizations. Business Process re-engineering is therefore a planned and readymade response from the organizations to embarrass the change. Through Business Process Re-engineering, there occurs a fundamental re-think of the organizational processes and other systems and procedures including people. The case study by the Carlo, Lyyntines