Analyze HR System, Systems Analysis and Design in a Changing World

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The rapid change of the research environment requires organizations to adopt flexible information=gathering techniques to meet both the research environment changes and the specific needs of the organizations. The researcher relies upon information technology as a source of competitive advantage and a driver of change. While scope and feasibility are crucial parts of the project, they also determine successful implementation of the project which depends on the organizational responsiveness to information technology.

Information-gathering techniques are questionnaires interviews and practical tests. Information-gathering techniques are vital to improving organizational efficiencies at all levels. The current technology covers such areas as transportation, communication, logistics, and distribution. The organizational success of the implementation of project initiatives is highly correlated with the organizational flexible strategy. Information-gathering techniques are based on wireless solutions, automated and improved supply chains, delivery systems, and a network strategy applied to all departments. Project initiatives constitute a major change in organizations at all levels of operations. While flexibility in organizational response to change is measured by the speed of adapting to the change, some organizations fail to realize the core objectives behind information gathering due to weak internal organizational processes, The company uses state-of-the-art software which helps to identify and calculate cargo’s origin, place of destination, time of delivery and price, price, etc. To fully utilize the competitive advantage of implementing a successful strategy, an organization must align the internal and external processes with the change. Aligning organizational structure, culture, and human resource initiatives with IT is essential to derive the full benefits of information gathering. Wireless technology is applied to all communication processes and supports personal communication among employees. The main types of technology that help to gain a competitive advantage are transportation, communication, logistics, and distribution (O’Brien and Marakas, 2006). Fast information delivery is achieved with the help of mobile computers and package tracking systems. For all departments, information gathering strategy is essential to sustaining organizational strategic competitive advantage. This network strategy is called Cosmos. “Building a responsive project strategy ensures organizational longevity and alignment with the rapid changes in both the research environment and the nature of competition in the 21^st century, information gathering capabilities, including wireless solutions, automated and improved supply chains and delivery systems, create competitive advantage. In order to ensure organizational longevity, It is important for leadership and lower-level management to use this study as a model to initiate such a change to improve organizational efficiency, performance, productivity, and core competencies (Carr, 2004).

The key factors of success are effective sample size and methodology section based on hypothesis. Information-analysis is automated so this capability helps the organization to achieve competitive advantage. In addition, aligning project implementation and internal organizational processes with the external market changes ensure core competencies reflect the industry’s key success factors to sustain competitiveness. Wireless technology is essential to achieve a strategic competitive advantage for organizations. Information technology offers organizations greater flexibility ability to communicate strategies and efficient knowledge management. The reliance on technology has influenced to align their strategies with IT platforms. Wireless technologies help to improve its delivery system and respond effectively to the needs and wants of potential customers. Wireless technology and network structure of the departments support everyday operations and competitive advantage over other companies in this industry, IT has provided significant improvements and opportunities for the company, its employees, and the clients (Jessup and Valacich, 2008).

The managers perceived that any structural changes caused by IT implementation in public agencies have little impact on organizational performance (measured as improved ease of communication and improved technical decision-making). However, the managers tended to regard IT adoption as having a direct positive impact on improving technical decision making (as opposed to an impact on decision making by way of influences on structure). County government managers may have different responses to developments in the project than state and federal managers, the lack of perceived structural effects of the project is striking. The competitive advantage becomes possible because wireless technology offers the opportunity to better manage and efficiently use information across all organizational levels. Another important strategic advantage researchers realize from project implementations is extending the Knowledge Management (KM) from the stationary workplace to a flexible and responsive process. The utilization of projects enhances both employees’ performance especially in the decision making and customer satisfaction through means of quality and superior services. Project solutions applied to all departments and processes within the organization are primary strategic uses of information technology. Information technology is the gateway for long-term research success as it links the customers and suppliers to the overall strategy of the organization. One way organizations optimize their structure is by applying project initiatives to improve and strengthen competencies allowing organizational learning, improving quality, and managing customers’ relationships. The most realizable gain from Its implementation is that it enables organizational strategy flexibility. Organizations can apply reengineering processes to their structure to reflect a shift in the overall strategy responding to market and industry changes (Laudon and Laudon, 2005).

The major purpose of scope and feasibility is to increase opportunities and efficiency by overcoming current problems of ineffectiveness and pointing out new directions and opportunities. Four levels of auditing occur these are an audit of’ the total system, an audit of the project mix, an audit of any of the sub-mixes, and an audit of individual elements (Luftman, 1998). Usually, the audit monitors a total system including the complete program, the mix, the corporate objectives, and the linkages with the system. It also examines the external elements of the system (the retailers, wholesalers, manufacturers, and facilitating agencies) as they are linked with the ultimate customer. The project audit is usually concerned with the optimization of the “whole.” But it is obvious that firms rarely conduct an audit of all project components, elements, and interactions. Rather, assessments that optimize only one unit are carried out to maximize that unit’s productivity and effectiveness. The approach used seems to be to audit the more critical parts of project operations as resources permit and pursue other elements when possible. Thus, audits are conducted on aspects of major functional activities, such as the selection, training, and compensation of salesmen. However, the total audit should receive increasing attention in the future. The second auditing level, monitoring the total mix, may be thought of as a horizontal study. Concerned with developing a coordinated mix, it audits the product and service mix, the communications mix, and the distribution mix. The third audit level, a vertical audit, monitors one of the submixes. For example, the product and service mix and its components (such as packages, brands, prices, product development, and labels) or the communications mix (including personal selling advertising, sales promotion, and publicity) would be monitored. Some appraisals are relatively easy, are not costly, and thus can be conducted more frequently. Such situations as judging sales effectiveness by comparison with quotas or relating sales volume to advertising campaigns are often appraised on a continuing basis. Others, including costs, maybe appraised on a quarterly or annual basis because of data considerations (Satzinger et al 2004).

Application architecture is a potential source of successful project and design which influences project development playing a role in strategy implementation; it is an essential element of the infrastructure that supports the value creation process and a potential strategic power for the organization. The purpose of the process flows, system architecture, and system design are crucial to making sound decisions because it provides input and feedback needed to ensure the development strategies are aligned with the organizational mission. The evaluation process must target clear objectives of the project development such as; training, technology, values, culture, leadership development, and mission. The development of an organization’s human capital starts with leadership.

Application architecture can be described as the proper distribution of the human capital based on expertise, qualifications, and educational background positioning the right person at the right place and innovative solutions available for modern organizations. Leaders who influence change and recognize the role of their followers to changethe are ones who are most influential as they emphasize the gain for the organization over their personal gain. To fully utilize the competitive opportunity in wireless technology, the focus of the project development is on the organizational success and effectiveness through the utilization of the human knowledge and expertise improvements (Satzinger et al 2004).

Process design can be based on any information which can be related to the individual, not just text. It could therefore include photographs, audio and video material, records from automatic systems such as CCTV or a swipe-card security system, medical data. The test is whether the data relates to identifiable, living individuals and is held on computer, in a relevant manual filing system, etc. Process flows is fundamental to the development of effective controls, since they attempt to assure the guidance of a research to its predetermined project objectives. Process flows encompasses the monitoring of project activities to see if plans are being carried out; the analysis of performance in terms of standards and objectives; authority, force, or coercion to guide project to the achievement of objectives; and constraining and regulating decisions and actions. A -control system contains realistic standards against which project performance can be assessed. It also includes project intelligence about current levels of achievement, an assessment and evaluation of project performance, recommendations for adjustments and realignments of resources, standards, or both, and the power to institute recommendations. The implementation of the system architecture has placed an increasing burden on the control of effort. For under the philosophy, a diversified group of activities focusing on project becomes the responsibility of the chief project officer. In addition, the trend to conglomerates, diversification, national and international distribution, the increasing degree of competition, and the profit squeeze, make the control of activities a key issue in research (Stair and Reynolds, 2008).

System architecture is seen as an adversary one because it is difficult to measure activities of all employees and control all duties and responsibilities inside the corporation. In such situation, information, particularly feedback, is a significant part of any disciplinary system, for the quality and quantity of knowledge available are fundamental to control performance. Peer surveillance presents a way of shaping project by taking into account the results of past performance and learning from it the actions to take in the future. The project control system has an external and an internal aspect. External control refers to control of the system external to the firm. Here control in the sense of influence and coordination is exercised. For example, external control is concerned with the power necessary to link the manufacturer to middlemen and customers in order to achieve an integrated operation (Snyder, 2007).

Process flows can be defined as a control measure exercised by upper managers over the lower level employees. In a product6ion organization vertical surveillance deals with the progression of project, and with such project correlates as the product specification and package design necessary to develop customer, and ultimately consumer, utility through brand and product lines that satisfy wants and needs. Conflicting standards may have to be resolved. Components may be welded into a system through the efforts of a dominant unit. For example, a large retail chain such as Sears may exercise control over the total system by establishing the standards for the manufacture and distribution of its products. The degrees of control that companies can exercise form a spectrum. At one extreme is production, which a firm may be able to control almost completely as to amount and quality, and the establishment of precise time schedules. But this is not true of project. The impact of many factors cannot be controlled or even influenced greatly (Oz, 2006).

Design deals with peer control and self-management. The types of discipline depends on the availability and quality of data, the length of time a company has been in research, whether the product is new or established, and the state of the industry. Good standards are difficult to set, since it is hard to determine what factors govern effectiveness. So many forces influence project operations that it is difficult to simplify them, and it is especially hard to measure the impact of external ones.At upper management levels, the standards used tend to be more subjective, while at the lower levels (such as sales activity) they tend to become more numerical and objective. Some of the more common standards used are profitability, sales volume, share of market, image and reputation, degree of market penetration, return on investment, sales trend, and earnings per share. There are, however, a number of other yardsticks that can be used, such as new customers, orders per customer, profitability of customers and inventory ratios (Olson, 2003).

In Process flows, surveillance of all types is based on both objective and subjective standards of achievement, such as sales or profits. Given appropriate standards and performance data, the effectiveness of the functioning of project subsystems can be appraised. Accounting, distribution cost analysis, research, and operations research often furnish this information base. Audits are widely used in financial and accounting matters, but their application to project is relatively new. Yet misdirected effort occurs in every project program. This is a result of a lack of clearly established goals, the specification of volume, rather than of profit objectives, a lack of a proper time horizon in planning, lack of information that is both pertinent and timely, the difficulty in obtaining appropriate estimates of costs because of the nature of advertising, sales promotions, and sales training expenditures, and the inadequacy of control devices. In addition, the dynamic nature of the marketplace and the inability to predict what competitors will do frustrate the continuous audit of project effort.

References

Carr, N. G. (2004). Does IT Matter? Information Technology and the Corrosion of Competitive Advantage. Harvard Research School Press.

Jessup L. and Valacich J. (2008). Information Systems Today: Managing in the Digital World 3rd Ed, Pearson Prentice Hall.

Laudon, K. C. & Laudon, J. P. (2005). Management Information Systems: Managing the Digital Firm, 9th Edition.

Luftman, Jerry N. (1998) “Do You Need an IT Strategy.” Competing in the Information Age. New York: Oxford University Press. P. 157.

O’Brien J. A. and Marakas G.M. (2006), Management Information Systems 7th Ed., McGraw – Hill

Olson, D. (2003). Information Systems Project Management. Web.

Oz, E. (2006). Management of Information Systems 5th Ed., Thomson Course Technology.

Satzinger, J. W., Jackson, R. B., Burd, S., Johnson. R. (2004). Systems Analysis and Design in a Changing World. Course Technology; 3 edition.

Snyder, L. (2007). Fluency with Information Technology: Skills, Concepts, and Capabilities (3rd Edition). Addison Wesley; 3 edition.

Stair, R. and Reynolds, G. (2008). Fundamentals of Information Systems 4th Ed., Thomson Course Technology.

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