Bitcoin with RNN Techniques
July 30, 2020
Week 8 Paper
July 30, 2020

By Day 5

Respond to two or more of your colleagues in one or more of the following ways:

  • Compare the examples of the effectiveness of promoting a process-oriented culture in your organization with those presented by your colleague.
  • Offer your insights on how to gain buy-in from different departments within an organization on processes that are necessary for the implementation of enterprise-wide business information systems.
  • Expand on the ideas shared by your colleague, providing additional insights or information that will help your colleague more fully consider the issues surrounding organizational structure, information systems/technology alignment, and the manager’s role in the process.
  • Describe how you might use the insights and information shared by your colleague to improve your organization.

Please remember to use citations and references to support your responses, as necessary.

 

 

 

 

16 hours ago

 

Bianca McQueen

RE: Discussion – Week 5

COLLAPSE

Brown’s initial challenge upon re-entry to Pinnacle West was to address the customer’s issues. “Customers wanted APS to produce more services and products at a lower delivery cost.” (Raghu, 2010). As Brown soon learned, APS lacked a process-oriented approach, which made it rely more heavily on identifying the appropriate people within the organization who could get the work done, this issue made Brown strongly consider developing a disciplined process approach. By relying less on select people to guide the process, it was deemed more beneficial in Brown’s assessment for the people to help design a system –which could help guide, “other business units within APS as well.” (Raghu, 2010). These other units included the parent company (Pinnacle West), their largest subsidiary (APS), and a real-estate subsidiary (SunCor)– only accounting for 4% of the operating revenue in 2008. Another challenge for Pinnacle West was directly related to an environmental concern. “APS has to continuously improve the reliability of its power generation and distribution capacities —due to the need to replace aging distribution infrastructures” (Raghu, 2010). 

To create a process-oriented culture within an organization, there should be a clear purpose for the information service. Brown began by creating a Center for Process Excellence (CPE).  “The CPE would act as an internal consulting organization to other business units in their process improvement efforts, cascading from top down.” (Raghu, 2010). The case study also suggests its use for only one team to interface with the customers. To address this process requirement, “the team developed an implementation strategy called the IT Strategy framework in APS with three key areas including Innovation (business process transformation), Core (professional development & key projects), and Foundation (security, budget management, service performance). 

I think the process was lacking an adequate crisis management approach. As they observed from other organizations within the industry, top down approaches should not be used out of necessity. “Creating a false sense of a burning platform is not suitable either and will not sustain multiple crisis.” (Raghu, 2010). 

 

Organizations should push for the process-oriented culture through out the entire company. As the reading indicates, CPE’s are formed as knowledge centers to facilitate change and continuous improvement, which includes teams of diversified experts who institute change. “The continuous improvement opportunities are periodically reviewed and implemented.” (Raghu, 2010). In the same regard, this select team/group can drive value from the business information systems throughout entire organization. 

 

One lesson I’ve learned from the Pinnacle West case is to create a predictive maintenance culture. These data diagnostic tools can help organizations act proactively to address issues at various checkpoints before they become major cascading issues. This process could be instituted within UHC to reduce risk in terms of breach of patient confidentiality and electronic records keeping. Managers play a vital role in promoting a process-oriented culture. For instance as illustrated from the text, Management analyzes each subsets, “people, work content, work process/tools, and enterprise environment), the people side together with it’s culture, values, and skill sets, seem to have the strongest influence on team performance and overall project success.” (Thamhain, 2011). In my opinion, organizations are more impactful when there is appropriate process improvement in place, as Managers could do better in the areas of recruitment of diversified talent/expertise who can bring new innovative ideas to help guide organizations in this process.

 

 

 

References

 

Raghu, T. S. (2010). Creating a process-oriented enterprise at Pinnacle West (Ivey Publishing Case Study No. 9B10E002).

 

Thamhain, H. J. (2011). Critical Success Factors for Managing Technology-Intensive Teams in the Global Enterprise. Engineering Management journal,23(3), 30-36.

 

 

 

 

4 hours ago

 

Merawit Tesfaw

Driving Value of Business Information Systems Through Process-Oriented Organization

COLLAPSE

Brown’s plan was to completely transform the information process in order to cut cost and be productive in customer satisfaction in the long run but he faced challenges in creating a process-oriented organization and some of the challenges includes on being highly dependent on people knowing who to contact to get work done (Raghu, 2010). In Brown’s critical thinking process, he believed the main rational approach to business transformation is process alignment with IT and service orientation (Raghu, 2010). Brown’s determination to create a change in the functional process model had also been a challenge since the functional mode has been running for 50 years of IT experience and people are used to the process (Raghu, 2010).

 

To create a process-oriented culture in an organization, it requires teamwork, reediness to changes and shifting the focus to customer satisfaction in the future (Admin (2009). Pinnacle West address requirements for creating a process-oriented culture in an organization by implementing the Center for Process Excellence (CPE) which would act as an internal consulting organization to other business units in their process improvement efforts. (Raghu, 2010). The Pinnacle West lacks the formal process.

 

I do believe that it is necessary to push the process-oriented culture to the entire company in order to drive value of business information systems. The lessons I learned from Pinnacle West case is how important it is to alight with business information system and update the process-oriented process to drive the value of the business. The management can use the change in technology and cultural adaptations as a chance to evaluate talents, procedures, relationships, and duties in the organization for better performance results (Rahmati et al, 2012).

 

 

 

Reference

 

Raghu, T. S. (2010). Creating a process-oriented enterprise at Pinnacle West (Ivey Publishing Case Study No. 9B10E002).

 

 

Admin (2009) Main Characteristics of a Process-Oriented Organization

http://www.processorientation.com/?p=118

 

Rahmati, V., Darouian, S., & Ahmadinia, H. (2012). A review on the effect of culture, structure, technology, and behavior on organizations. Australian Journal of Basic & Applied Sciences. 6(3), 128–135.   

 

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