Centralized vs. decentralized computing : organizational considerations and management options

The long-standing debate over whether to centralize or decentralize computing is examined in terms of the fundamental organizational and economic factors at stake. The traditional debate is examined and found to focus predominantly on issues of efficiency vs. effectiveness, with solutions based on a rationalistic strategy of optimizing in this tradeoff. A more behavioralistic assessment suggests that the driving issues in the debate are the politics of organization and resources, centering on the issue of control. The economics of computing deployment decisions is presented as an important issue, but one that often serves as a field of argument that is based on more political concerns. The current situation facing managers of computing, given the advent of small and comparatively inexpensive computers, is examined in detail, and a set of management options for dealing with this persistent issue is presented

The politics of new technologies in local government.

SIGLEAvailable from British Library Document Supply Centre-DSC:DX202884 / BLDSC - British Library Document Supply CentreGBUnited Kingdo

Annual Report Fiscal Year 2009-2010

https://digitalcommons.memphis.edu/govpubs-tn-safety-homeland-security-annual-report/1012/thumbnail.jp

A Detailed Case Study of Unusual Routines

Everyone working in organizations will, from time to time, experience frustrations and problems when trying to accomplish tasks that are a required part of their role. In such cases it is normal for people to find ways of completing their work in such a way that hey can get around, or just simply avoid, the procedure or system that has caused the problem. This is an unusual routine – a recurrent interaction pattern in which someone encounters a problem when trying to accomplish normal activities by following standard organizational procedures and then becomes enmeshed in wasteful and even harmful subroutines while trying to resolve the initial problem. Using a wide range of case studies and interdisciplinary research, this book gives researchers and practitioners invaluable information on the nature of this pervasive organizational phenomenon and shows how they can be dealt with in order to improve organizational performance. This chapter and Chapter 6 describe how each of five propositions played out in a lengthy field study at an educational institution (Cooper, 2000), based upon our working model of unusual routines introduced in the preceding chapter. While the initial intent was to focus on the effects the implementation of a computer-mediated communication system (one kind of ICT) might have on URs, the early data collection suggested that the study would provide broader insights into UR dynamics in decision processes and operations. The study utilized depth interviews with a stratified purposive sample of organization members, and such qualitative methodology often does lead to pleasant surprises in the knowledge the study generates. That is to say, the study convinced us that the model had broader application than to ICTs alone, and had particular analytical value in understanding the relationship between problematic routine behaviors and organizational culture. It is important to emphasize that in no way was this intended as an assessment or critique of communication at the site! Indeed, we expect that the URs and interaction scripts surfaced in the study may be all too familiar to our colleagues at other institutions

The usage of MIS applications to raise the efficiency and performance of the telecommunications services in the Kingdom of Saudi Arabia

PhD ThesisThere are different kinds of requirements on an information system. Of particular concern to this study are non-functional requirements (NFRs). These are aspects of a system. independent of any technical capabilities that it may have, which form a series of constraints on how a system will actually perform, and of which an organisation must take account in order to achieve success. This thesis studies non-functional requirements with particular reference to those that support an organisation in the process of structural change. Particular attention is paid to those non-functional requirements that will be constraints that hinder the performance and efficiency of any organisation if they are not fully understood and incorporated into the new information system. The way in which such non-functional requirements should be handled is illustrated by an extensive case study of the main provider of telecommunications services in Saudi Arabia. The researcher first took an interest in the Saudi telecommunications industry as a result of the recent moves to transform the country's telecommunications service from the traditional structure to a new system by the introduction of privatisation. The new modified system is called the Saudi Telecom Company (STC), though it is at present still under the effective control of the Saudi Ministry of Post, Telephone and Telegraph (MoPTT), the previous telecommunications service provider. The Saudi telecommunications service has been a monopoly managed through traditional public management systems, typically influenced by a dominant bureaucracy. The researcher's concern has been to study and describe the current management, structure, and operations (in particular the information systems) of the MoPTT in order to identifY key issues and potential areas for development which will help the MoPTT, as the STC, to offer a quality telecommunications service in the new competitive market. The researcher sets the telecommunications industry in Saudi Arabia in its national context by providing the political, cultural and economic background to the Kingdom of Saudi Arabia. This is of particular importance in view of the significance discovered by his study of non-technical environmental factors in the performance of the telecommunications service in the country. Using a combination of the qualitative and quantitative research approaches, the researcher examined the literature relevant to his topic and undertook a fieldtrip to Saudi Arabia, when he conferred extensively with MoPTI management and staff, observed MoPTI structures and operations, and consulted other experts in telecommunications. Reflection on the literature along with extensive fieldtrip consultation and observation reveal that a full account of the operations and potential of the Saudi telecommunications system cannot be provided by a consideration of its technical functions and processes alone. Due recognition must be given to the peculiarly Saudi setting of the service, and in particular attention must be paid to non-functional aspects, such requirements and constraints related to the environment in which the system has to operate. Culturally related non-functional requirements are of particular interest, and the case of Internet access in Saudi Arabia is examined, since it provides an especially good example of a non-functional requirement which is undergoing change, while still acting as a constraint on telecommunications usage. The case is related to a new conception of Saudisation, whereby Saudi personnel are no longer simply taking over and imitating western skills, but where they are providing Saudi solutions to Saudi questions. Using information gathered largely during his fieldtrip, the researcher provides a comprehensive description and discussion of the current MoPTT business areas, organisational structures, and information systems. Not only the commercial and technical features of these operations are examined, but also the extent to which they succeed in fulfilling or operating within the non-functional requirements and constraints, especially those of particularly Saudi origin, imposed upon them. Where appropriate, potential new approaches and directions for the MoPTI in relation to handling issues are indicated. Employing techniques developed by Dr. Michael Porter of Harvard University, an analysis has been provided of the of the MoPTI's enterprise strategy, since it is this which ultimately drives all the operations of the MoPTI, and upon which the MoPTI's telecommunications service will depend for commercial success in the new postprivatisation market. Based upon this analysis, the researcher has put forward explicit operational, managerial, and business proposals which should allow the MoPTT to seize the opportunities offered by privatisation, and to achieve success in both the domestic and the international telecommunications market. The researcher has felt able to identifY a number of specific factors within the MoPTr which might receive particular attention for revision and improvement, as they impact on all MoPTT operations and are of critical importance for its commercial success. These areas are strategic planning, marketing, training, customer relations, an integrated information system, and workforce management. As a result of his investigation into the operations of the MoPTT the researcher has been able to identify a new approach to the future of telecommunications in Saudi Arabia. He has designed an information architecture within which the MoPTT information systems might operate, and which takes full account of the role of non-functional aspects in the degree of success of such a complex operation. He offers a comprehensive description of the basis, operational details, and advantages of the implementation of this architecture for the MoPTT's information system operations. The particular benefits of Saudisation are stressed. It became clear during the research that the concept of Saudisation simply as the taking over and imitation of tasks previously carried out by non-Saudis (because they had the training and experience) was now inadequate. Saudisation has now to be understood as a cultural as well as a technical or business transformation, a dynamic concept relating both to enduring Saudi cultural values and to changing social attitudes and practices. Indeed this concept of Saudisation would repay further investigation as a suitable topic for future academic research, and the researcher makes this recommendation. He does so principally because the traditional understanding of the concept now seems inadequate and therefore a factor likely to inlnbit the truly indigenous development industry and services within Saudi ArabiaThe Government of Saudi Arabia: King AbdulAziz University

Semi-Annual Report to Congress for the Period of April 1, 2009 to September 30, 2009

[Excerpt] I am pleased to submit this Semiannual Report to Congress, which highlights the most significant activities and accomplishments of the U.S. Department of Labor, Office of Inspector General (DOL-OIG), for the six-month period ending September 30, 2009. During this reporting period, our investigative work led to 214 indictments, 221 convictions, and $123.1 million in monetary accomplishments. In addition, we issued 22 audit and other reports. OIG audits and investigations continue to assess the effectiveness, efficiency, economy, and integrity of DOL’s programs and operations. We also continue to investigate labor racketeering and/or organized crime influence against unions, employee benefit plans, and workers. From an audit perspective, the OIG is highly engaged in ensuring the integrity of DOL activities related to the American Recovery and Reinvestment Act of 2009 (Recovery Act) funding. During this reporting period, we issued five reports to that end. Among our findings are that DOL implemented procedures for the accounting of Recovery Act financial activity, acted quickly to implement the premium-assistance provisions for workers who temporarily maintain their health insurance at group rates after losing their jobs, and effectively implemented the temporary program for additional unemployment compensation for eligible recipients. We also identified areas for improvement related to financial and performance reporting and programmatic coordination with states. An audit found shortcomings with DOL’s new iCert system, which is designed to identify inaccuracies in H-1B labor condition applications (LCAs) for foreign workers. We found that, because of missing electronic checks, manual reviews of the LCAs by analysts are necessary. However, increases in the volume of applications may result in analysts not being able to perform a 100 percent review. This increases the risk of LCAs being improperly certified. Our audits also continue to reveal that some Job Corps centers do not comply with requirements for reporting performance for student attendance and accountability. We also found that, at three centers, a contractor had not ensured compliance with procedures to address student misconduct. An audit of the handling of injured Federal employees’ reemployment status at two Federal workers’ compensation district offices found that the Department did not ensure that consistent intervention actions were taken toward removing cases from the periodic roll. This increased the risk of claimants continuing to receive full Federal Employee’s Compensation Act benefits after they were able to return to work or after their compensation could have been reduced. Our investigations continue to combat organized crime and/or labor racketeering involving the monies in union- sponsored benefit plans, internal union corruption, and labor-management relations. A major OIG investigation disclosed more than 30 years of organized crime control of the International Longshoremen’s Association Local 1235, which represents port workers in New Jersey. In another investigation, the business manager for the Electrical Workers Local Union No. 3, who was a former New York State assemblyman, was sentenced to 10 years’ imprisonment on racketeering, bank fraud, and false statement charges involving a number of schemes carried out for personal gain. OIG investigations also identified vulnerabilities and fraud in DOL programs, such as the foreign labor certification (FLC) program. One OIG investigation led to the recent sentencing of Viktar Krus and his co-conspirators to various periods of incarceration for fraudulently obtaining visas for more than 3,800 foreign nationals and defrauding the government of$7.4 million in payroll taxes. Because of our investigative expertise, the OIG is a member of the International Organized Crime (IOC) strategy headed by the U.S. Attorney General. The IOC is committed to combating crime by international organized groups. Finally, I would like to express my sincere gratitude to former DOL Inspector General Gordon S. Heddell, who is now serving as the Inspector General at the U.S. Department of Defense. During his leadership of more than eight years, the DOL-OIG consistently achieved significant results similar to those presented in this report. As Acting Inspector General, I look forward to continuing to work with the Secretary of Labor and her management team in ensuring the effectiveness of DOL in delivering services and protecting the rights and benefits of American workers and retirees

Symposium on Staffing Issues and Public-Access Computer Systems

The introduction and proliferation of public-access computer systems has had a significant impact on staffing in libraries. In an attempt to address staffing issues, The Public-Access Computer Systems Review asked a panel prominent commentators to respond to five questions. The comments of the symposium participants form a detailed assessment of the current issues and provide a diverse set of approaches and recommendations

Implementing an automated collection follow up system in a not-for-profit Catholic hospital

The purpose of this Applied Management Decision Report is to analyze the computer software available which would allow a hospital to be successful in reducing its investment in accounts receivable. The hospital will have to invest in software in order to help achieve stated accounts receivable reduction goals. This report analyzes three separate software alternatives that would allow the Patient Accounts Department to operate more effectively