By Jo Bryson
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Extra info for Managing Information Services: A Transformational Approach
Stakeholders may also exercise a major influence upon the making of strategic decisions. Stakeholders do not normally become politically active in ‘day-to-day’ routines, but can have a considerable influence upon new or strategic initiatives in services. Strategic influences in the internal environment The success of an organization in a highly competitive environment is heavily dependent upon the contribution of its people. This is influenced by their perceptions and feelings of well-being towards the organization.
Appropriate information enables management and employees to make decisions in order to provide an environment in which quality is embraced and valued in products and services. This 18 Managing Information Services type of information underlines the basis upon which performance is measured and strategies for improvement are decided. Further information about quality improvement and the value chain is included in a later chapter in the book. DRIVE FOR FLEXIBILITY IN THE WORKPLACE In order to respond to change, employing organizations require flexibility in the types of services offered and, consequently, the skills and competency profiles and numbers of employees.
Marketing capability can be demonstrated by its status amongst its competitors, the level of branding, customer loyalty and satisfaction, the percentage of customers versus potential customers, quality of service and ability to maintain growth. The presence of expertise and advanced technical skills, the level of sophistication in the application of technology, the utilization of resources and personnel to achieve economies of scale, the level of coordination and compatibility, and the integration and effectiveness of service are some of the factors that may determine the information service’s technical capability.
Managing Information Services: A Transformational Approach by Jo Bryson