netrashetty
Netra Shetty
Organisational Structure of Burlington Coat Factory : Burlington Coat Factory Warehouse Corporation is a national department store retailer focusing on clothing and shoes, with over 450 stores in 45 states and Puerto Rico.(as of 2010). In 2006, it was acquired by Bain Capital, LLC in a take-private transaction.[1] The company's corporate headquarters are located in Burlington Township, New Jersey
CEO
Mark Nesci
CFO
Todd Weyhrich
In developing the information system, there could be technical as well as non-technical problems in the various stages of the project. Technical problems revolve around tools, skills, structures, processes, systems, and documentation that facilitate the movement of efforts from the first stage until the last stage. Non-technical problems encompass the different issues that could arise in the areas of cooperation, communication, and conflict management. In recognizing the problems that could arise in the development of an information system for Dawson’s Automobiles, aversion of the actualization of these problems can occur to prevent unnecessary costs and inconveniences to different parties including the management, personnel, and technical team. Problem identification follows the stages of project development to derive specific and context-based problems.
The identified issue pertaining to leadership at Dawson’s Automobiles is the resistance of personnel to the information systems project. If unchecked, resistance could translate to non-cooperation in project development or efforts to downplay or even sabotage the project.
A number of reasons could explain resistance to technology and the information system project. First explanation is the apprehension, concern and uncertainties of management and personnel over the impact of the technology-based change on their position or status in the company and their task assignments. Personnel develop employment security by mastering task completion systems, improving their performance, and enhancing their knowledge and skills. The introduction of a technology-based change challenges the security of personnel by constituting a new determinant of performance and a new area of knowledge and skills that most of personnel may not have. Personnel again have to master another system to achieve their desired level of security. Second explanation is the differences in the perception of management and personnel towards the information system. Views of the information system as threat to the security of tenure of managers could lead to excuses for the project not to proceed even if the personnel accept the project. Differences of opinion could also arise on the necessity of an information system since this could be viewed as inferior to the existing systems applied by the personnel. Third explanation is the lack of consultation with management and personnel regarding the development of an information system and its implementation. Management and personnel comprise active parties in the development of the information system project so that being bypassed in the consultation process could create an antagonistic attitude towards the project
CEO
Mark Nesci
CFO
Todd Weyhrich
In developing the information system, there could be technical as well as non-technical problems in the various stages of the project. Technical problems revolve around tools, skills, structures, processes, systems, and documentation that facilitate the movement of efforts from the first stage until the last stage. Non-technical problems encompass the different issues that could arise in the areas of cooperation, communication, and conflict management. In recognizing the problems that could arise in the development of an information system for Dawson’s Automobiles, aversion of the actualization of these problems can occur to prevent unnecessary costs and inconveniences to different parties including the management, personnel, and technical team. Problem identification follows the stages of project development to derive specific and context-based problems.
The identified issue pertaining to leadership at Dawson’s Automobiles is the resistance of personnel to the information systems project. If unchecked, resistance could translate to non-cooperation in project development or efforts to downplay or even sabotage the project.
A number of reasons could explain resistance to technology and the information system project. First explanation is the apprehension, concern and uncertainties of management and personnel over the impact of the technology-based change on their position or status in the company and their task assignments. Personnel develop employment security by mastering task completion systems, improving their performance, and enhancing their knowledge and skills. The introduction of a technology-based change challenges the security of personnel by constituting a new determinant of performance and a new area of knowledge and skills that most of personnel may not have. Personnel again have to master another system to achieve their desired level of security. Second explanation is the differences in the perception of management and personnel towards the information system. Views of the information system as threat to the security of tenure of managers could lead to excuses for the project not to proceed even if the personnel accept the project. Differences of opinion could also arise on the necessity of an information system since this could be viewed as inferior to the existing systems applied by the personnel. Third explanation is the lack of consultation with management and personnel regarding the development of an information system and its implementation. Management and personnel comprise active parties in the development of the information system project so that being bypassed in the consultation process could create an antagonistic attitude towards the project
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