Information Silos and Enterprise Resource Planning Systems

There are several barriers that affect the flow of communication in an organisation. These barriers.  Interrupt the flow of communication from the sender to the receiver, thus making communication ineffective. It is essential for managers to overcome these barriers. The main barriers of communication are summarised below.  Interrupt the flow of communication from the sender to the receiver, this making communication ineffective. It is essential for managers to overcome these barriers. .

Seven veteran employees remain in the IT department, each specializing in a subsystem of the infrastructure. Informational silos exist, two additional employees were added to expand the operation. A team was charged to fully evaluate and understand the inner workings of the current infrastructure, particularly undocumented business logic implemented

Critically examining how the decision to implement SAP reflects an organizational perspective on information management, according to Strassman’s (1995) concept, there are five core ideas that are used to maintain Information superiority in a company these are;

Other strategies as Schwartz (2001) notes include the elimination of semantic noise and words that may initiate miscommunication. In the organizational setting, communication barriers can eliminated by coming up or designing a highly flexible organizational structure that is more transparent as well as dynamic.

The future direction of Enterprise Resource Planning (ERP) is being increasing defined by the needs of business units and divisions, less by the hierarchical requirements of IT departments. This transition is occurring with increasing speed and velocity, shifting the balance of political power in organizations to the line-of-business users, away from IT, while also drastically changing the architecture and platforms of ERP systems (Markus, Petrie, Axline, 2000). The intent of this essay is to define how ERP will develop over the next five years, also defining what ERP's development will mean for business and organizational models of public-service contractor companies and the U.S. Government. The essay will continue with prescriptive guidance of whether public-service contractor companies need to take a leadership or followership role with respect to the future of ERP.

Breaking Silos: undermining of disruptive social, cultural and behavioral obstacles, that are most often established as communication blocks making unconnected, disconnected and damaging methods of working.

“Here is a spoon. Please dig a 30-foot trench in the next couple of hours, please.” To most people, this is a ridiculous request as there are a vast amount of better suited equipment available to complete the job within the specified time. Yet, when companies do not align their Information Systems (IS) and Architecture with organizational business and strategic needs, their processes, equipment, and efforts prove ineffective and costly. For this reason, companies need to invest time and money into planning, investigating, and selecting the right software solutions, architecture and vendors to help them achieve high productivity and return on investment.

The two key entities that were critical for the new software’s success were not supportive to Lassiter’s idea. Hedges and Kovecki considered the new system as Lassiter’s system rather than the organization’s system. The key members and the staff were not consulted and their feedback was not given importance during the entire process. As a result, it was not a team-work but rather a single man’s work which ultimately lost its track. The animosity and jealousy among the key business managers resulted in information systems politics where no one was ready to work together as a team. They had their differences and individual interests which of course led towards failure of new software implementation at Thibodaux chamber of commerce (Bhindi & Duignan,

The world is a rapidly changing canvas that visits a dynamic and turbulent environment on senior managers changing how Information Systems (IS) are used and needed in each organization. The power to collect, assess, and disseminate information is a valuable strategic resource that any organization can use to improve its competitive advantage. At the same time, technological advances are changing rapidly, thus requiring frequent updates in hardware and software as well as new competencies for IS professionals. As strategic managers face the challenges of optimizing the use of information systems, they are called to address a number of issues so they can make informed and effective

Company has four key line of business – Internet, mobile, landline, and cable TV service. Each one line of business had own individual divisional CIO with no central leadership. Each division CIO had their own system and functioned based on how it affects its department only. Thus, providing no coordination between other divisions and unable to ensure that the decision made in one division might affects negatively to rest of the division or organization as a whole. The new VP suggested to divisional CIOs to unify the systems and management which was a no go from the leaders. DIOs were so imbedded with individualism that the unified system and management seemed to them loosing the power and control which led for rejection. To implement a centralized system which delivers new products/services, company’s value and fast customer service Vince was forced to fire four CIOs who thought the centralized system will not work and tried to sabotage the implementation process.

When each line of a business develops its own IT applications, it often is done without a thorough analysis of its relationship with other departmental or divisional systems. This arrangement may lead to the business having IT groups which specifically manage a particular type of application suite or data silo for a particular department or division.

As technology is continously changing so is the amount of information produced as well. The way organizations store this information and how its accessible is crucial for the company. Managing such information can make the difference of the company survival and also to be able to stay abeast in its market. According to Lohrey, Jackie (2017) " Information is a critical business resource and like any other critical resource must be properly managed. Constantly evolving technology, however, is changing the way even very small businesses manage vital business information." Organizations have to become equipped with the essential resources available to increase efficiency and improve productivity. This will help the output of the company, cut cost,

Failure to segregate duties and make updates: A common challenge that all corporations will face is segregating duties between different departments. This is problematic, as these kinds of issues do not create specific areas of responsibility. When this happens, there are reduced amounts of communication and collaboration. In the future, this sets the stage for IT related difficulties to create more challenges for the organization. (Worthen, 2005)

This report will try to analyze intranet and its impact on the use of information in organizations, as well as what actions an organization might take to make the most effective use of it.

Enterprise Resource Planning, which is also known as “ERP” is a kind of system that truly allows a business full organization of data and task management. The idea to flawlessly implement such a system to replace an older or outdated one is not an easy task. Therefore there are many processes and timelines put in place so that these changes can be done with les problems. Organizations that have the ERP system in place allow each department manager to have access to valuable information within the company. Organizational systems have a primary objective to integrate all information throughout the company and apply changes in the business processes so that the organizational structure can better evolve with time and with management. It improves the organization’s productivity and helps with managerial decision-making, all due to ease of access of information from the ERP system. The operational side improves dramatically also, with the diverse information across all projects and all departments. There is a constant flow of tasks that need to be completed by certain deadlines, and ERP systems allow for that access of operational tasks. The real objective for ERP just like any other system is to convert data into useful information for all owners and shareholders. The system is versatile and is great for a wide range of companies, from manufacturing companies, to repair shops, and even e-businesses.