Answer the following questions using as many text theories as often as possible, where appropriate. You are to use no more than four pages per question. Please include a title page, with your name and appropriate year and term on it. Staple it in the top left corner.
1) Discuss the relationship between IT architecture, organizational structure and the problem issues at the IRS and Symmantec. In what ways were the problem issues affected by this interaction? Given the culture of each company, how are their IT architectures respectively strategically positioned?
2) Find the last two lines from the song: Won’t Get Fooled Again, by The Who. Do you agree or disagree? Why? What are the implications of those lines in the context of the control systems architecture and culture of an organization? Be complete.
3) Given the differing generic types of control systems described in the Cash text using the University of Louisville, identify three of each type of control systems, with the appropriate criteria, measures and processes. State why each of the nine control system you describe fits its’ category. Be specific and provide details.
i. People – managers increase the likelihood of achieving desirable outcomes by selecting people with appropriate skills, values, and personality characteristics. Training employees to strengthen their skills or reinforce values; and assigning employees to positions that develop their breadth or depth of knowledge.
1. Entrance into colleges
2. Entrance exams
3. Advanced placement classes
4. Scholarships (By GPA or ACT scores)
ii. Action – Managers specify the decisions and behaviors that individuals and organizational subunits should take to achieve desirable outcomes. Job descriptions, policies, procedures and codes of conduct are among the formal mechanisms of action control.
1. Advisors
2. Professors
3. Meal card
iii. Result – Mangers compare individual and organizational performance with planned or expected performance, and make appropriate adjustments. Compare individual and organizational performance with planned or expected performance, and make appropriate adjustments. Some managers rely heavily on a philosophy of management by exception: where results are not in line with expectations, the individual or unit is closely examined to determine the causes.
1. Professors and students (Exams, hw, quizzes, etc)
2. Fraternity pledging
3. College ranking systems
4. College sports
