- Effort in work is as natural as work and play.
- People will apply self-control and self-direction in the pursuit of organizational objectives, without external control or the threat of punishment.
- Commitment to objectives is a function of rewards associated with their achievement.
- People usually accept and often seek responsibility.
- The capacity to use a high degree of imagination, ingenuity and creativity in solving organizational problems is widely, not narrowly, distributed in the population.
- In industry the intellectual potential of the average person is only partly utilised.
The unskilled Employees group should receive a different type of motivation following in these points:
-
Atmosphere positive work
Encourage creativity, new ideas, initiative ... as far as possible.
-
Participation in decisions
Provide an area for employees to take their decisions and respect their decisions, to a certain extent.
-
Involvement in the results
Let the employee how their work can affect the outcome of the department or the company, to a lesser extent that the above group.
-
Sense of belonging to the group
Have the employee is identified with the identity corporate, for example, facilitating business cards.
-
Help grow
Provide training. Boost skills.
-
Feed-Back
Provide feedback on their performance and give the points of achievement and those that can be improved.
-
Listen to personnel
Try to meet with them on a regular basis to discuss the issues that worry them. Eating together in a restaurant can be a good excuse ...
-
Acknowledgement
Thank sincere efforts. A simple note with an Thanks! manuscript above your table may be sufficient.
-
Reward excellence
Recognize and reward employees who present a bumper performance.
-
Celebrate successes
The celebration does justice to the efforts carried out to achieve success.
According to
- To fulfill the manage and lead the company in a feasible manner through the options above mentioned, the firm must take into consideration implement a new Information System, otherwise will be not viable carry out the recommendations. The current IS suffer evidence problems by design, data and operations. All of these problem could be due to lack of management support and poor management of the implementation process.
Acquisition of Methods.
Taking into consideration the sort of the Comair’s business, its medium-size and its probably limited sources for the purchasing of new IS/IT. I recommend a hybrid method for acquiring the new IS, necessary to support the business need.
A profitable solution, found in Bocij et al (1997:313), could be for a bespoke system to be developed by a third party, which allows the development costs to be spread among all the organizations involves, at the same time, Comair keep its IS integrated in its own structure, therefore Comair avoid outsourcing risk (see page 11). As well as Comair could obtain a competitive advantage since competitors organizations do not have the same software solution. Nevertheless, the companies would have to invest around 3 years to Bespoke development, in addition, Comair should be on the lookout for the software bugs.
Design & System Analysis Phase
Even if there are plenty of possible software process to choice such as Cleanroom Software Engineering process, Dynamic Systems Development Method (DSDM), Iterative and Incremental development, Spiral Model (SM), Waterfall Model (WM) or Rapid Applications Development (RAD). In order to achieve the main goals shown in the bottom chart, this report suggest that the DSDM as one of the most useful and profitable software process because it is perceived as the evolution of the preceding RAD model, believing that no software component can be perfect the first time it is built.
The following figure shows the processes to follow in the creation of a new IS.
DSDM Project Life-cycle:
The Pre- Project The Project Life-Cycle
Phase 1. Phase 2
The Post-Project
Phase 3
According to The Code Project Web side the following figure shows what the Project Life-Cycle consists of:
The DSDM development process consists of 7 phases. The first one is before the project has officially started. Then there are the project studies, which in this document are considered to be one phase. Then there are three more phases that consist of iterative cycles, which are repeated as necessary to complete the project. Then there is the post-project phase, where the project is maintained. The project flow may move between the different phases in the directions indicated by the arrows above.
The dark blue arrows in the diagram indicate the normal forward direction of project flow. The green arrows indicate directions that may be taken as necessary under normal circumstances. For example, if the team has finished a "Design and Build" iteration, but the system cannot be released until another area's functionality has been defined and it has been built, the project flow may go back to the "Functional Model" iteration to complete that area.
The light red arrow represents a direction that is only taken if the project has been found to not meet the required functionality. According to )
In the bottom chart is shown the four steps of the DSDM Project Life-cycle in a even more specifically manner.
According to Wikipedia. http://en.wikipedia.org/wiki/Dynamic_Systems_Development_Method#Critical_Success_Factors_of_DSDM
Methodology.
In order for DSDM to be a success, a number of prerequisites need to be realised. First, there needs to be interactivity between the project team, future end users and higher management. This addresses well known failures of IS development projects due to lack of top management motivation and/or user involvement. The second prerequisite for DSDM projects is that the project can be decomposed in to smaller parts enabling the use of an iterative approach. According to http://www.selectbs.com/adt/process-maturity/what-is-dsdm.
Within DSDM a number of factors are identified as being of great importance to ensure successful projects.
Factor 1: First there is the acceptance of DSDM by senior management and other employees. This ensures that the different actors of the project are motivated from the start and remain involved throughout the project.
Factor 2: The second factor follows directly from this and that is the commitment of management to ensure end-user involvement. The prototyping approach requires a strong and dedicated involvement by end user to test and judge the functional prototypes.
Factor 3: Then there is the project team. This team has to be composed of skillful members that form a stable union. An important issue is the empowerment of the project team. This means that the team (or one or more of its members) has to possess the power and possibility to make important decisions regarding the project without having to write formal proposals to higher management, which can be very time-consuming. In order for the project team to be able to run a successful project, they also need the right technology to conduct the project. This means a development environment, project management tools, etc.
Factor 4: Finally DSDM also states that a supportive relationship between customer and vendor is required. This goes for both projects that are realised internally within companies or by outside contractors. According to . Comair will have to renew the whole structure of desktops and units of information available to the staff. With a new generation of computers and software Comair will acquire a competitive advantage, through different manners:
- Minimizing Cost in the medium and long term.
- Improve Quality and Efficiency, for instance IT will improve the quality of the services as well as to create continuous advancements to the efficiency of business processes the Comair.
Feasibility Study.
In order to carry out the proposal of this report and determinate whether this specific proposal is feasible the Comair MIS planning committee may initiate a Feasibility Study. The propose of the study is to certain whether desired objectives of the system can be achieved within existing financial, organizational and technological standpoint and whether the cost of the new system compares favourably with the expected benefits. According to Hussain D.S and Hussain K.M. (1991) Information Systems for Business, page 242.
Board executive should develop three different Feasibility to be sure success:
- Technology and System Feasibility Study.
- Organization Feasibility Study.
- Operational Feasibility Study.
Technology and System Feasibility Study.
The aim of this Technology and System feasibility would be to see whether it is possible to develop at a reasonable cost. This Study should answer some principle questions:
- Whether the technology needed for the system exists.
- How difficult it will be to build.
- Whether the firm has enough experience using that technology.
- Can the system support the type of decision making required?
- Does the system deliver the necessary level of security?
- Can the system deliver the performance required?
Source Business information system Bocij page 330.
At the end of the feasibility study a decision is taken whether to proceed or not.
Organization Feasibility Study.
Comair’s Board will have to evaluate how the solution meets the needs of the business and anticipates problem such as resistance to change from end-users, particularly those who do not have any experience of using computers system, according to Bocij, Paul et al (1999) Business information Systems page 331.
The new information system require:
The Comair's board will have to take that not only IT department is in charge of the change, but the entirety company, trying to develop of the organization culture where all departments become “internal customers of the IT function”, helping in the transition.
Operational Feasibility Study.
In order to evaluate how the new system will affect the daily working practices within Comair, in others words, if the system will be workable on day-to-day. Therefore Comair’s Board will identify if the problem is worth solving, if will be the solution to the work problem and how do end users and management feel about the solution. Taking into consideration the operational feasibility is dependent upon the human resources available for the project.
It also taking into account social factors such as how the organizational changes will affect the working lives of those affected by the system.
Project Management.
The project management should determine the business aims of the project and its constraints. The major constraints include are shown in the bottom chart as well as the project management process elements.
The schedule plan advised to Comair’s new IS implementation will last 9 months starting on January 2010 and finishing for Christmas busiest period on the same year. A provisional Gant Chart is provided to aid in the schedule planning of the project:
Conclusion.
This report has attempted to show a competitive edge through the new IT and Information System implementations, taking into account the real Comair’s situation, showing and what Comair’s Board must carry out to achieve successful.
Reference List.
Bocij et al (1997:313 MIRAR LIBRO EN SU REF LIST
Bocij, Paul et al (1999) Business information Systems, Prentice Hall, Harlow, UK
Hussain D.S and Hussain K.M. (1991) Information Systems for Business, Prentice Hall, UK
Laudon K. Laudon J. (2005) Essentials of Business Information System, 7th Edition, Prentice Hall, UK
Laudon K. Laudon J. (2005) Management Information Systems, 6th Edition Prentice Hall, UK
Janice B. Peter M. Martin B. (2002) E-Business Strategies for Virtual Organizations, Butterworth Heinemann.
Stephen C. (2005) Strategic Management of E-Business, 2nd Edition, Wiley.
Internet Sources.
http://ivythesis.typepad.com/term_paper_topics/comair_/
http://findarticles.com/p/articles/mi_m0EIN/is_2004_June_7/ai_n6056013/
http://www.formulanetworks.ie/images/helpdesk_process.gif
http://www.comair.com/comair/cdc.portal?_nfpb=true&_pageLabel=cdc_pg_0006
and Wikipedia.
The Code Project Web
)
http://en.wikipedia.org/wiki/Dynamic_Systems_Development_Method#Critical_Success_Factors_of_DSDM
http://www.selectbs.com/adt/process-maturity/what-is-dsdm.