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Essay / Research Paper Abstract
This 10 page paper takes a broad overview of the way in which some managers in various fields have coped with the changes in IT. Bibliography lists 10 sources.
Page Count:
10 pages (~225 words per page)
File: D0_HVITMgrs.rtf
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Unformatted sample text from the term paper:
paper takes a broad overview of the way in which some managers in various fields have coped with the changes. Discussion Well begin with a controversial but important
topic, outsourcing. Research shows that companies often dont derive the benefits from outsourcing that they expect, and for which theyve undertaken the practice in the first place. Among
the reasons for poor outcomes in such cases is "failure to define clearly the intent and specific goals for outsourcing [and] to make contracts flexible enough to adjust to changes
in the ... technology" (DiRomualdo and Gurbaxani, 1998). Companies that "want better performance from their core Information Systems (IS) resources ... have the strategic intent of IS improvement" (DiRomualdo
and Gurbaxani, 1998). In order to realize this improvement, they realize that they have to have managers who acquire "new technical skills and management competencies" (DiRomualdo and Gurbaxani, 1998).
Often, they turn to outside suppliers for help in this area: "They believe that outside specialists who are better able to keep pace with new technologies and skills,
and who use superior processes and management methods, should manage some, if not all, of their IT services" (DiRomualdo and Gurbaxani, 1998). The authors compare the experiences of two companies
that outsourced some of their IT needs, Kodak and British Petroleum Exploration (BPX), because the management structures were very different in these cases. Kodak worked in a cooperative agreement
with its vendors; and the "outsourcing agreements were structured to allow the suppliers to make a fair profit, and to encourage them to invest in improving the assets they took
over" (DiRomualdo and Gurbaxani, 1998). Kodak didnt sign formal contracts or provide incentives, but there was an understanding that if the suppliers performed well, Kodak would "make more use
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