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Full Product Details

Author:   Arthur M. Langer (Columbia University, New York, New York, USA)
Publisher:   Taylor & Francis Ltd
Imprint:   CRC Press
Edition:   2nd New edition
Dimensions:   Width: 15.60cm , Height: 2.00cm , Length: 23.50cm
Weight:   0.567kg
ISBN:  

9780415875837

ISBN 10:   0415875838
Pages:   384
Publication Date:   10 November 2010
Audience:   College/higher education ,  General/trade ,  Tertiary & Higher Education ,  General
Format:   Paperback
Publisher's Status:   Out of Print
Availability:   In Print  
Limited stock is available. It will be ordered for you and shipped pending supplier's limited stock.

Table of Contents

"The ""Ravell"" Corporation A New Approach The Blueprint for Integration Enlisting Support Assessing Progress Resistance in the Ranks Line Management to the Rescue IT Begins to Reflect Defining an Identity for Information Technology Implementing the Integration: A Move Toward Trust and Reflection Key Lessons Defining Reflection and Learning for an Organization Working Toward a Clear Goal Commitment to Quality Teaching Staff ""Not to Know"" Transformation of Culture Alignment With Administrative Departments The IT Dilemma Recent Background IT in the Organizational Context IT and Organizational Structure The Role of IT in Business Strategy Ways of Evaluating IT Executive Knowledge and Management of IT IT: A View From the Top Section 1: Chief Executive Perception of the Role of IT Section 2: Management and Strategic Issues Section 3: Measuring IT Performance and Activities General Results Defining the IT Dilemma Recent Developments in Operational Excellence Technology as a Variable and Responsive Organizational Dynamism Technological Dynamism Responsive Organizational Dynamism Strategic Integration Summary Cultural Assimilation IT Organization Communications With ""Others"" Movement of Traditional IT Staff Summary Technology Business Cycle Feasability Measurement Planning Implementation Evolution Drivers and Supporters Information Technology Roles and Responsibilities Replacement or Outsource Organizational Learning Theories and Technology Learning Organizations Communities of Practice Learning Preferences and Experiential Learning Social Discourse and the Use of Language Identity Skills Emotion Linear Development in Learning Approaches Managing Organizational Learning and Technology The Role of Line Management Line Managers First-Line Managers Supervisor Management Vectors Knowledge Management Change Management Change Management for IT Organizations Social Networks and Information Technology Organizational Transformation and the Balanced Scorecard Methods of Ongoing Evaluation Balanced Scorecards and Discourse Knowledge Creation, Culture, and Strategy Virtual Teams and Outsourcing Status of Virtual Teams Management Considerations Dealing With Multiple Locations Externalization Internalization Combination Socialization Externalization Dynamism Internalization Dynamism Combination Dynamism Socialization Dynamism Dealing With Multiple Locations and Outsourcing Revisiting Social Discourse Identity Skills Emotion Synergistic Union of IT and Organizational Learning Siemens AG Aftermath ICAP Five years later HTC IT History at HTC Interactions of the CEO The Process Transformation From the Transition Five Years Later Summary Toward Best Practices Chief IT Executive Definitions of Maturity Stages and Dimension Variables in the Chief IT Executive Best Practices Arc Maturity Stages Performance Dimensions Chief Executive Officer CIO Direct Reporting to the CEO Outsourcing Centralization Versus Decentralization of IT CIO Needs Advanced Degrees Need for Standards Risk Management The CEO Best Practices Technology Arc Definitions of Maturity Stages and Dimension Variables in the CEO Technology Best Practices Arc Maturity Stages Performance Dimensions Middle Management The Middle Management Best Practices Technology Arc Definitions of Maturity Stages and Dimension Variables in the Middle Manager Best Practices Arc Maturity Stages Performance Dimensions Summary Ethics and Maturity Conclusions Glossary of Terms References Index Each chapter begins with an Introduction"

Reviews

Langer shows us through compelling case studies and the use of research findings what organizational learning looks like when it is happening and the processes and culture necessary to support it. ... a book for and about leadership ... draws on core knowledge about leading change, business strategy, and organizational design. It provides a view of the executive role in managing organizational transformation that is relevant not only to the chief information officer but also to every occupant of the C-Suite [the offices designated for those executives whose title starts with Chief, such as chief executive officer (CEO), chief operating officer (COO), etc.]. -David A. Thomas, H. Naylor Fitzhugh Professor of Business Administration, Harvard Business School A must read for any technology leader. -J. Chris Scalet, Executive Vice President Global Services & Chief Information Officer (CIO) Merck & Co., Inc. Langer provides a comprehensive analysis of how information technology continues to dramatically change organizational life. His theories and applications of the strategic and cultural uses of technology are fundamental to understanding the principles and concepts of organization design in the 21st century. -Charles C. Snow, Mellon Foundation Professor of Business Administration, Smeal College of Business, Penn State University

Langer shows us through compelling case studies and the use of research findings what organizational learning looks like when it is happening and the processes and culture necessary to support it. ... a book for and about leadership ... draws on core knowledge about leading change, business strategy, and organizational design. It provides a view of the executive role in managing organizational transformation that is relevant not only to the chief information officer but also to every occupant of the C-Suite [the offices designated for those executives whose title starts with Chief, such as chief executive officer (CEO), chief operating officer (COO), etc.]. --David A. Thomas, H. Naylor Fitzhugh Professor of Business Administration, Harvard Business School A must read for any technology leader. --J. Chris Scalet, Executive Vice President Global Services & Chief Information Officer (CIO) Merck & Co., Inc. Langer provides a comprehensive analysis of how information technology continues to dramatically change organizational life. His theories and applications of the strategic and cultural uses of technology are fundamental to understanding the principles and concepts of organization design in the 21st century. --Charles C. Snow, Mellon Foundation Professor of Business Administration, Smeal College of Business, Penn State University

"Langer shows us through compelling case studies and the use of research findings what organizational learning looks like when it is happening and the processes and culture necessary to support it. ... a book for and about leadership ... draws on core knowledge about leading change, business strategy, and organizational design. It provides a view of the executive role in managing organizational transformation that is relevant not only to the chief information officer but also to every occupant of the C-Suite [the offices designated for those executives whose title starts with ""Chief,"" such as chief executive officer (CEO), chief operating officer (COO), etc.]. --David A. Thomas, H. Naylor Fitzhugh Professor of Business Administration, Harvard Business School A must read for any technology leader. --J. Chris Scalet, Executive Vice President Global Services & Chief Information Officer (CIO) Merck & Co., Inc. Langer provides a comprehensive analysis of how information technology continues to dramatically change organizational life. His theories and applications of the strategic and cultural uses of technology are fundamental to understanding the principles and concepts of organization design in the 21st century. --Charles C. Snow, Mellon Foundation Professor of Business Administration, Smeal College of Business, Penn State University"

Author Information

Arthur M. Langer has more than 25 years of experience in managing the strategic development, support, and marketing of software and computer systems. His professional expertise encompasses IT strategy, outsourcing, operations management, feasibility analysis and techniques for developing and marketing systems, management of IT staff, IT cost/benefit analysis, systems selection/migration, Year 2000 implementation, computer downsizing, and software re-engineering of enterprise systems to Client/Server using Object Oriented Methods. Select clients include Prudential Insurance, Corcoran Group, Citibank, Purina Mills, NET/Thirteen, System Software Associates, Global Turnkey Systems, TIAA/Cref, France Telecom, and Buelli and Rasero (Italy's largest insurance agents). In addition to corporate consulting, Dr. Langer presents seminars throughout the world on analysis, design, and software management. Dr. Langer is Chair of Faculty and Curricular Development in the Information Technology Programs of Columbia University's School of Continuing Education and teaches courses in the MBA program of the Graduate School of Business at Columbia. A specialist in issues of distance education, mentoring, and workplace learning, he has more than 15 years of experience in adult higher education. At Columbia, he is responsible for developing overall curricular direction, as well as individual courses, for graduate-level adult education program. He is also responsible for program administration, including faculty hiring and student recruitment. As a researcher, Dr. Langer has authored various papers on information systems design and management. His current research focuses on the mentoring of adult learners and the design of technology-based curricula for corporations and universities. Dr. Langer is also the author of The Art of Analysis (Springer-Verlag, 1997; second edition 1999), used in the United States and abroad by universities and professionals in the industry. Dr. Langer holds a BS in computer science, an MBA in accounting/finance, and a Doctorate of Education from Columbia University.

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