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MIS40640 – Managing Technology & Change: Cultural & Political Perspectives
UCD School of Business
MSc iBusiness (Innovation through ICT) Programme
MIS40640: Managing Technology & Change: Cultural & Political Perspectives
Semester 1, 2014/2015
Course Lecturer
Dr Séamas Kelly
UCD Centre for Innovation, Technology & Organisation (CITO)
Q226, UCD (Quinn) School of Business, Belfield.
Tel: 716-4728
email: seamas.kelly@ucd.ie
Office Hours
After class and by arrangement via email.
Course Readings
Course materials are listed in the bibliography at the end of this document and are available on Blackboard.
Course Objectives and Description
While there is a widespread acceptance that human, social and organisational issues typically tend to be more intractable and challenging than the technical, in the context of managing ICT-enabled organisational change (IS innovation), mainstream approaches to the management of IS are often ill-equipped to address these. This module will draw on social, organisational and political perspectives to provide managers with powerful, sophisticated and practical approaches to understanding and managing processes of IS innovation.
The course is comprised of two main components. Part I (sessions 2-5) will focus on the development of a reasonably sophisticated theoretical apparatus with which to approach the study of IS innovation. Subsequently, in Part II (sessions 6-10), we will attempt to apply these theoretical perspectives as a means of illuminating some of the practical issues involved in understanding and managing IS innovation processes[1].
This in intended to be a seminar rather than a lecture course. As is usual with an MSc programme, the primary responsibility for learning will rest with you. The philosophy behind the course is that the combination of reading, thinking, writing, discussing, and listening is highly effective for learning. Participation in well prepared and thoughtful discussions is a very powerful way of gaining an appreciation for the critical issues relating to the management of ICT, and its social and organisational implications. Consequently, the main class activity will be discussion. You are expected to come to class having read the assigned reading materials, be prepared to discuss the major issues within the readings and to debate their management implications. The quality of your learning experience will depend on the extent of your motivation, your initiative, your preparation for class, and your participation during class. My role will be to support your learning experience by providing a course structure, course materials, facilitating the discussions, and providing feedback on your work during the semester (though at times I may give mini-lectures).
Learning Outcomes
On completing this module students should be able to:
– Critically assess a range of theoretical perspectives on the relationship between ICT and social/organisational change.
– Demonstrate a sophisticated understanding of the use of cultural and political approaches to understanding IS and organisation, and of their associated strengths and limitations.
– Critically assess the strengths and limitations of traditional approaches to IS Strategy and Evaluation, and explain the ‘power effects’ of the associated discourses. Explain how an alternative interpretive approach might address these issues and reflect on its relative strengths and weaknesses.
– Demonstrate a sophisticated understanding of the problems associated with IS Design and Development. Describe prominent approaches to addressing these and their relative strengths and weaknesses.
– Demonstrate a sophisticated and critical understanding of the politics and ethics of IS innovation, of the difficulties associated with the management of ICT-enabled change, and of how these issues might be addressed in practice.
Course Dynamics and Requirements
1. The first half of each class will be devoted to a student presentation on the session theme. Each week two different groups of students will be responsible for preparing and presenting their views on the theme in question. The aim of this exercise should be to present, and provide a balanced commentary on, some of the key issues at stake. This should include, but not necessarily be limited to, a critical analysis of the readings assigned for class. Presenters should assume that all of the audience have carefully studied these readings and so should concentrate on drawing out the central themes and providing a critical commentary on them. Presentations should be 10-12 minutes in duration and presenters should keep the use of visual aids to a minimum (these should only be used for summary tables or points, or for the presentation of relevant visual media such as pictures or diagrams).
2. Students should choose the exact format of their presentations. Groups will be graded on the content, organisation, and presentation of their critical analysis.
3. The remainder of each class session will be a discussion led by myself. The agenda for this discussion will be shaped by the rest of the students in the following way.
By 10am on the day before each class (i.e. Sunday), each group must submit to me, via email[2], two thoughtful questions or comments about issues that you would like to raise as part of the class discussion.
The email message should be structured in the following way:
Hermione Granger
MIS40640 Questions
_________________________
Hermione Granger, Harry Potter, Ron Weasley
Q1. ……
Hermione Granger, Harry Potter, Ron Weasley
Q2. …….
_________________________
Using a format similar to “Questions & Answers,” we will use these submissions to identify issues that interested people, issues needing clarification, and interesting perspectives that are worth sharing with the broader group. Some of the questions and comments will be posed to the student panel, the rest will determine the format and content of the second half of the class. Be sure to bring a copy of your questions or comments with you.
These weekly submissions of questions and comments will be graded as part of your class contribution. The other component of class contribution is the extent and quality of your verbal contributions to class discussions.
4. Each presentation group must submit two (out of the 10 sessions between session 2 through 11[3]) two-page (1.5 spaced, 1″ margins all round) critical reflections on that week’s readings. These essays should critically analyse and discuss the key assumptions, arguments, contributions, and implications contained within and across the assigned readings. You should not focus exclusively on the issues contained within one reading, or provide a reading-by-reading synopsis. The essays should not be a simple summary of the readings and must be submitted at the beginning of class. They are intended to develop skills in critical analysis and expression, and to focus your attention on the managerial and organisational significance of the readings. They will be graded on whether they reflect thoughtful consideration of the material.
5. Each week one group will be assigned to write a short summary (minutes) of the discussions in class and their outcomes (limited to three pages). Minutes authors should focus on the main messages and take-aways of the session rather than providing a blow-by-blow account of the flow of events in class (the minutes should provide a useful revision aid for the class). This summary should be emailed to the lecturer within a week of the class. It will be graded as part of the coursework component of the course, and some of the points made in it may be taken up by lecturers in subsequent classes.
Student participation in the module should abide by the provisions of the UCD Student Code.
All deliverables, whether individual or group, must comply with UCD policies on Academic Integrity and Plagiarism.
Grading
Grades will be assigned on the following basis:
Coursework 40%
Class contribution (individual) (15%)
Class presentations (group) (10%)
2 two-page papers on the readings (group) (10%)
Minutes (group) ( 5%)
Final examination (individual grade) 60%
A framework for reading articles
The following list of questions may help you focus your reading so as to better identify the main ideas, strengths, and weaknesses of the assigned readings.
1. What are the main themes of the work?
· First, examine the introduction and conclusion of the article, and pay special attention to the author’s attempt to explain the purpose of the article.
· Note the major section headings, the main ideas and concepts in each section, and identify the connections between the main ideas.
2. What assumptions do the authors make?
· Based on your current knowledge are these assumptions reasonable, accurate, and complete?
· Is the validity of the article’s findings affected by the authors’ assumptions?
3. What sort of questions do the authors ask?
· Are the questions about possibilities or actualities?
· Are the questions interesting and, if so, to whom?
· How are the questions framed (in economic, social, or technological terms)?
4. What are the major points that you agree with? What are the major points that you disagree with? What evidence can you point to as a means of supporting your opinions? (e.g. personal experience, other material you have read)
5. Are there major issues or considerations that the author ignores?
6. Overall, are the authors’ arguments and analyses convincing to you?
· How well is the argument connected from idea to idea, and from section to section?
· Is theory used appropriately?
· Do the authors anticipate and answer important counter-arguments?
7. Are the implications that the authors draw from their empirical work appropriate, relative to the approach that was taken and the data that were gathered?
8. How does the main idea of this article relate to other articles that you’ve read, or debates that you’ve heard, or experiences that you’ve encountered?
9. Overall, what ideas do you find in the article that are worth believing and taking away?
Prescribed Readings
The following book will be used extensively in this course:
Walsham, G. (1993). Interpreting Information Systems in Organisations. Chichester, John Wiley.
The full text is available on Blackboard.
1. Introduction and overview
No readings
Part I – Understanding IS Innovation
2. Understanding IS innovation – theoretical and philosophical underpinnings
Orlikowski, W. J. and Iacono, C. S. (2000), “The truth is not out there: an enacted view of the “Digital Economy””, in Brynjolfsson, E. and Kahin, B. (Eds), Understanding the Digital Economy, MIT Press, Boston MA.
(pp 1-9)
Robey, Daniel, “Theories that explain contradiction: accounting for contradictory organizational consequences of information technology,” Proceedings of the 16th International Conference on Information Systems, Amsterdam, 1995, 55-63.
3. ICT as a cultural artefact
Walsham – Chapter 2
Gallivan, M. and M. Strite (2005). “Information technology and culture: identifying fragmentary and holistic perspectives of culture.” Information and Organization 15(4): 295-338.
Robey, D. and A. Azevedo (1994). “Cultural analysis of the organizational consequences of information technology.” Accounting, Management and Information Technology 4(1): 23-37.
4. ICT and power in organisations
Fincham, R. and Rhodes, P. S. (1992), The Individual, Work and Organization: Behavioural studies for business and management, Oxford University Press, Oxford.
(Chapter 19 – Power and Organizations)
Bloomfield, B. and Coombs, R. (1992), “Information technology, control and power: the centralization and decentralization debate revisited”, Journal of Management Studies, Vol. 29, No. 4, pp. 459-484.
5. Studying IS innovation
Walsham – Chapter 3
Walsham – Chapter 5
Coombs, R., Knights, D. and Willmott, H. C. (1992), “Culture, Control and Competition; towards a conceptual framework for the study of information technology in organizations”, Organization Studies, Vol. 13, No. 1, pp. 51-72.
Part II – Managing IS Innovation
6. IS strategy and evaluation
Mintzberg, H. (1994). “The rise and fall of strategic planning.” Harvard Business Review (January-February): 107-114.
Walsham – Chapter 8
Wilson, M. and D. Howcroft (2005). “Power, politics and persuasion in IS evaluation: a focus on “relevant social groups”.” Journal of Strategic Information Systems 14(1): 17-43.
7. The IS design & development process
Curtis, B., Krasner, H. and Iscoe, N. (1988), “A field study of the software design process for large systems”, Communications of the ACM, Vol. 31, No. 11, pp. 1268-1287.
Lyytinen, Kalle and Daniel Robey, “Learning failure in information systems development,” Information Systems Journal, 9, (1999), 85-101.
8. Managing the IS design & development process
Sommerville, Ian, “Software process models,” ACM Computing Surveys, 28, 1, (1996), 269-271.
Fitzgerald, B. (1996), “Formalized systems development methodologies: a critical perspective”, Information Systems Journal, Vol. 6, pp. 3-23.
Wastell, D. G. (1996), “The fetish of technique: methodology as a social defence”, Information Systems Journal, Vol. 6, pp. 25-40.
Steve Hayes and Martin Andrews – An Introduction to Agile Methods
http://info.lnpu.edu.cn/website/jpkc/rjgc/ywzl/An%20Introduction%20to%20Agile%20Methods.pdf
9. Issues in IS implementation
Walsham – Chapter 10
Grey, C. (2003), “The fetish of change”, TAMARA: Journal of Critical Postmodern Organization Science, Vol. 2, No. 2, pp. 1-19.
10. Managing IS implementation
Orlikowski, W. J. and Hofman, J. D. (1997), “An improvisational model for change management: The case of groupware technologies”, Sloan Management Review, , No. Winter, pp. 11-21.
Brown, A. D. (1995), “Managing understandings: politics, symbolism, niche marketing and the quest for legitimacy in IT implementation”, Organization Studies, Vol. 16, No. 6, pp. 951-969.
Conclusion
11. Review
Review of main issues
[1] Due to the October Bank Holiday there will be no class on October 27; consequently, we will only have 11 sessions in this module.
[2] Please ensure that you spell my email address correctly, as my name is spelt slightly unconventionally (see above).
[3] Excluding the session in which the student is themselves part of the class presentation group.
The Future of Universities and Education
“Live as if you were to die tomorrow. Learn as if you were to live forever.” – Gandhi
The trend towards the knowledge society with the advent of globalisation, internet and WEB 2.0 technologies are making existing educational structures increasingly redundant and irrelevant. The traditional educational delivery methods consisting of classroom lectures or academic seminars are being challenged by the new virtual delivery methods aided by automated search, analytics and knowledge management tools. The pace of technological changes has forced academics to provide new frameworks to situate these new changes. The inaptness of existing structures is also being exposed by the new crop of students who have ready online access to new technologies & virtual information repositories since birth.
The traditional structures around education focussing on imparting knowledge with a view to ‘prepare’ students for professional vocations does not hold true anymore. The lightning speed of technological advances has meant that the education imparted in colleges today is getting out-dated in no time. This has resulted in a slew of refresher courses and certifications that are needed to keep oneself abreast with the new changes. Education is now not a vocation limited to a few years in college or university but is a required lifelong aptitude without which professional success cannot be guaranteed. The organisations have been scampering to create training facilities for their employees to augment their skill levels and some employees have been forced to wear the hat of professional trainers on top of their regular work. These changes have meant a professional life that is not limited to work but one where employees are both students & workers. This has meant that old educational structures where the boundaries between students & workers were well- defined does not hold ground any more.
A few decades back students coming to universities were ‘raw’ with limited access to knowledge sources and this meant that universities could teach standard curriculums to ‘transform’ such students into ‘Knowledge Workers’.
But times have since changed, the students coming to universities now have ready online access to knowledge repositories and in most cases can be termed as ‘Knowledge Students’. The existing educational curriculums lack enough depth to keep such students engrossed and universities in future will be forced to think differently to make classroom education relevant for these students.
Also the transformation of these ‘Knowledge Students’ into ‘Knowledge Workers’ is not long lasting as before and workers are becoming ‘obsolete’ at a faster pace than ever. They need to be re-educated and re-trained continuously to keep them useful to society.
This is both a challenge and opportunity for Universities, this constant need to re-educate knowledge workers is a huge opening for universities but does need an overhaul of the existing curriculums and delivery methods to become relevant for professional organisations.
The requirement for lifelong learning means that education is being imparted by ‘seasoned’ knowledge bearers to ‘mature’ knowledge seekers. This constant recycling and retransmission of knowledge is going to refine understanding and open up new grounds for educationalists.
This article tries to explore these trends further and aim to predict the future of universities & education in the context of coming of age of knowledge society.
The Main trends researched in this article are
1) Challenges faced by Universities to educate ‘Knowledge Students’ i.e. out-dated curriculums & archaic educational delivery methods
2) Opportunities offered to Universities by the need for life-long learning and re-education of ‘Knowledge Workers’
3) Opportunities available to Universities by the continuous transformation of agricultural, industrial & service based society into information & knowledge society
4) Importance of Self-learning and how universities can help facilitate it
5) Ontological challenges in educational paradigms where knowledge seekers are more mature and informed and the knowledge deliverers are a blend of practitioners & academics.
Historical background on philosophy of education
Before we can contemplate the future of universities & education, let’s explore the past to get the background behind the existing educational philosophy & structures.
In ancient societies the aim of education was primarily to provide young pupils with good training in the performance of their social, economic and religious duties. The focus was on the preservation and enrichment of culture, character and personality development.
In ancient India the ultimate aim of education was promoted as ‘self-realization’ and the aim of education was the pursuit of such a fullness of being or ‘making of a man’. The making of man was regarded as an artistic and true purpose of education which must aid in this self-fulfilment and not merely in the acquisition of objective knowledge. The Indian educational system was totally residential where a student was expected to reside in a school or Gurukul. A period of time was allotted for young exclusively for education, this was known as Brahmacharyam during which students concentrated on learning various subject under complete self-discipline. The education was imparted as three step process
1) Sharvana: listening to truths as they fell from the lips of the teacher, pronunciation was important as any difference in that might change the true meaning of the word or phrase
2) Manana: implies that the student needs to interpret himself the meaning of the lessons imparted by the teacher i.e. reflecting upon what has been heard (Sharvana)
3) Nidhyasana: means complete comprehension of the truth so that the students may live the truth i.e. meditate upon the essence of what has been intellectually understood until there is total conviction.[1]
In Western world the philosophy of education started with Plato & Aristotle. Plato divided the state into ‘three classes corresponding with the three parts of the soul i.e. the appetited (desire, pleasure seeking) like farmers, labourers and businessmen, the spirited (energy, courage) like military class and finally rational (governing) class. Plato suggested a kind of higher but communistic mode of education for the two upper classes i.e. military & philosopher-rulers. Plato felt that this system would create the much needed justice and happiness within a state, which itself is an educational institutional.
Plato devised an educational process whereby the stages of education were divided into years. From birth to age six, all children in the state were expected to be cared for by their parent, particularly the mothers, although additional training would be provided in state nurseries during the day for the three-year olds and over so that the female members of the community (the children’s mothers) could be fully employed in state services. Between the ages of six and ten years, all free citizens of the state were expected to go to Music Schools and Gymnasia, corresponding to our own universal free primary education. This should be the limit of formal education for members of the appetited class. From age ten to eighteen, the spirited i.e. warriors and rational i.e. prospective philosopher-rulers received a kind of post-priory education; with emphasis on Grammar & Mathematics, as well as artistic and military training. This was to be the end of the formal education of members of the spirited class and it would be followed immediately by a two-year compulsory national service in the army by members of the two upper classes. Thereafter, from age twenty onward, the military class was to continue its military functions while the rational governing class would continue its formal education consisting mainly in studies of the Mathematical, Sciences (Arithmetic, Geometry, Astronomy and Harmonies) and Dialectic, (Philosophy), up till the age of fifty when members of, the class could be required to begin their active service to the state as philosopher-rulers, devoted mainly to a life of contemplation, apparently the best life of all. All along, the two upper classes were to be interacting in the educational process, eating and living together in State barracks.
Aristotle disagreed with this emphasis on the specialisation in a state and argued that Plato’s communism was too extreme and led him to propound his concept of freedom in education. This implied that any individual in the state, should be given opportunity to develop his talents to full irrespective of which platonic class he belonged to.[2] Aristotle philosophy on education can be summarised as
1) Thinking & practice as educators must be infused with a clear philosophy of life, there has to be a deep concern for the ethical & political.
2) Strong emphasis on all round and ‘balanced’ development, play, physical training, music, debate, science were to all have their place in forming if body, mind & soul
3) Emphasis on both education through reason and education through habit. By the later he meant learning by doing – ‘Anything that we have to learn to do we learn by the actual doing of it… we become just by doing just acts, temperate by doing temperate ones, brave by doing brave ones’ (Niconachean Ethics, Book II, p91)
4) Aristotle bequeathed to us the long standing categorising of disciplines into the theoretical, practical and technical[3]
These early thought processes laid the ground work for the modern philosophy of education and the university structures & educational frameworks. Heidegger in 1940 wrote “Real education lays hold of the soul itself and transforms it in its entirety by first of all leading us to the place of our essential being and accustoming us to it”, which is not very different from what ancients had advocated.
Challenges in educating Knowledge Students
In a far simpler world, just a few decades back science and technology were regarded as independent enterprises. The primary goal of science, practiced by the academics, was clearly earmarked as advancing fundamental knowledge and any new breakthrough can then be handed over to private enterprise to put it into practical use.
Technology, on the other hand, was a private enterprise in which proprietary solutions to practical problems were sought, and the knowledge gained was protected by either secrecy or intellectual property vehicles, such as patents. These independent worlds were at the heart of a social theory of science espoused by Robert K. Merton of Columbia University in a set of essays published in the 1970s.
But this distinction is fast blurring and now the scientific breakthroughs are conducted by both professional scientists as well as knowledge students. The student breakthroughs are protected through numerous legal devices existing to provide intellectual property protection. Under the Bayh–Dole Act, universities have taken on more of the trappings of industry by seeking patent protection for even the results of publicly funded research.
Scientific journals intersect with intellectual property issues at several levels; most are well defined, but troubling problem areas do exist, such as the ownership of the results of student’s research. The traditional relationship between a professor and a student is a collaboration of responsibilities. The professor has the responsibility to challenge and develop the student’s intellectual skills in both depth and breadth and educate the student in related matters like good writing and scientific ethics. But there are challenges in attribution and recognition of student efforts for which new research frameworks will be required.
Opportunities in re-educating Knowledge Workers
Heidegger writes “Teaching is even more difficult than learning. We know that; but we rarely think about it. And why is teaching more difficult than learning? Not because the teacher must have a larger store of information, and have it always ready. Teaching is more difficult than learning because what teaching call for is this: to let learn. The real teacher, in fact, lets nothing else be learned than—learning.”
This ontological difference between teaching and learning makes it particularly difficult for corporations seeking to transform themselves into learning organisations in creating viable teaching structures and methodologies to re-educate their workforce. Corporations are increasingly recognising the importance of their most valuable asset which is people and the need to keep investing in them by re-educating and re-training them. In most cases knowledge to succeed is within the organisational boundaries but still corporations struggle to create frameworks to capture this knowledge and to disperse it effectively to their workforce. Organisations need to build up structures so that any idea encapsulating new knowledge coming from any level, location and team can be shared across the organisation.
This is where universities can collaborate with organisations to build structures which can help transform an organisation into a learning organisation. For example Tobin in his book ‘Re-Educating the Corporation’ has come up with a broad framework of five principles for such learning organisations
1) Everyone is a learner
2) People learn from each other
3) Learning enables change
4) Learning is continuous
5) Learning is an investment and not en expense[4]
More such frameworks would be required by corporations and universities in future would need to fill up that gap.
Another side effect of learning organisations have been the appearance of industrial researchers. These researchers unlike their academic counterparts possess hybrid motivations for their research ranging from naked profit gains to admirable philanthropic intentions and have every intention to solve practical problems immediately. In particular the biomedical, pharmaceutical, and information sciences have led in blurring of the division between science and technology. This has resulted in corporations overlapping into the academic domain of basic research and opens new grounds for collaboration between universities & learning organisations of future. More research will be required to define the frameworks within which the industrial researchers can be situated.
Opportunities in coming of age of Knowledge Societies
Globalisation is resulting in the tectonic shift as the role of manufacturing in economy declines and low skill jobs disappear. Education becomes of greater importance than before for the competitiveness of a country in the global market place. The governments have been forced to invest heavily in education and this trend is only going to continue. This governmental investment also makes it possible for those from deprived backgrounds to realise their talents as the economy becomes more fluid & open. This presents twin opportunities for universities in that they get more governmental funding and also more students who can afford & who are interested in higher education with the intention of improving their standard of living.
Globalisation, which Giddens was among the first to describe (in The Consequence of Modernity in 1990) is less of a phenomenon, it is simply the way we live now. The spread of instantaneous electronic communication over the past two decades underpins much of it – making possible the 24-hour global marketplace. “This is a global age: I cannot agree with those who say it is no different from the period of the early 20th century, when finance capital was global. It is much more intimately linked to our lives. It is a shift in relationships, where the global intersects with the private. What leads to an intensifying of global markets can also lead to an intensifying of local and regional cultures. There’s an increasing connection between local life and global change. You can forget the word globalisation: it’s what we are.”[5]
Work may be ending, or much of it. Thus, Giddens thinks, education and the academy will take on much more importance. Indeed, education has become something of a metaphor for change in society. “If you have the end of a period in which work has been the guiding theme for many people, and the whole motif of economic development itself comes into question, then you must think about things like social cohesion and divisiveness. And education thus becomes a way of thinking about that.”
Traditionally humans have tried to find meaning in their lives with the work they do. But this is going to change, the ‘need’ to work is going to wane off as technology continues to advance and bring more automation to the work we humans do at present. This is a paradigm shift and is major risk for future society. Full employment is going to give way to who knows what? This is going to cause severe disruptions in the relationships within families, within generations and within classes. The concept of retirement is going to disappear as people might not even have work to retire from. They might be required to work at a much lower level throughout their lifespan or possibly not work at all.
This again presents an opportunity for universities to provide structures where such under employed or non-employed people can be engaged effectively perhaps to further the advancement of human knowledge or just to keep them busy with something. Universities can come up with courses or research opportunities for such under employed work force where people can again find the meaning in the lives.
But the challenge will be to keep the people motivated, if there is no work needed to be done then what is the need to educate people. It might be a totally different world than what we know off today.
The Structuration theory can help explain this new interplay between human actions and the new social structures and in the identification of modalities which can be used in the immediate future. ANT can also be used to understand the tight interchange between social and technical means using actor-networks and to provide frameworks for future society as a social-technical web.[6]
Self-Learning & Education
The knowledge workers are coming under increasing pressure to indulge in self-learning to stay ahead of their peers. Hodkinson and Bloomer (200) note how contemporary policy concerns surrounding lifelong learning are bringing a renewed interest in theories of learning. They comment that this has included an interest in the social situated-ness of learning, stemming from a return to Vygostsky (1978) and to more recent work by Lave and Wenger (1991) on communities of practice. They also agree that ‘much recent thinking about the social nature of learning draws from work outside formal education, with an increasing emphasis on informal learning, for example in the workplace’.[7]
Similarly, Osborn et al note the influence of lifelong learning on their thinking where a primary concern is to focus on “the need to understand what is that motivates and empowers an individual to take advantage of the learning opportunities available to them; to shift the focus of research concern away from the provision of educational opportunities, from the factors that influence the ability to learn and towards those that impact upon the desire to learn” (2203, p9)[8]
But self-learning comes with its own challenges. The first concerns the identity of the learner within the conditions of globalization. Edwards & Usher explains it beautifully “At a time when learners are themselves subject to great changes in their sense of identity under the influence of economic, political and cultural change, there’s therefore a question as to whether, for instance, the humanistic notions of learner-centeredness provides us with the categories to make sense’ of learners. (2000, p53)[9]
Hughes concluded that globalisation and changing socio-cultural norms is leading to the emergence of new educational paradigm that places learner identities at its centre. This is comprised of the following elements.
First, there is a strong focus of socially constructed accounts of identity making within globalized economies that recognizes the cultural and temporal impacts of a variety of domains in developing positive or not so positive identities.
Second, there is a concern to find theoretical frameworks that will overcome the binary of agency-structure dualisms. The two approaches mentioned are one to add Bourdieu accounts of agency and other one to add post structuralism to accounts of structure.
Third, due attention is given to issues of voice. The general focus is yet to be found in the more mainstream (i.e. other than feminist, anti-racist and post-colonial) fields of post compulsory and adult education[10]
Self-learning is not really learning on our own. We are born into a world already full of knowledge, a world that already makes sense to other people—our parents, neighbours, church members, community, country. We learn by participating in these communities and come to embody the ideas, perspective, prejudices, language, and practices of that community.[11]
Knowledge flows through professional communities[12], from one generation to the next. Even though we do most of our thinking alone, in our office or study, we are building on the thinking of others and to contribute to a discipline, we must put our ideas out into the “public”—just stewards for a moment. Even when we develop ideas that contradict the inherited wisdom of the profession, our revolutionary” ideas are meaningful only in relation to the community’s beliefs. They are still a form of participation in that discipline.[13] In future these communities will be situated in a virtual world and located globally which again will bring its own challenges.
Ontological challenges in possible future frameworks of education
For educationalists the times are not easy, they find themselves at difficult crossroads in society. The challenge they have is to ensure that on one hand education fulfils its primary purpose of preparing society for a world which is becoming increasingly multifaceted with the advent of globalisation and changing cultural & social norms. On the other hand they need to come up with the educational methodologies and structures that work in this complex environment where continuous change is the only constant and where innovation is revered.
The growing digitisation is making the classroom mode of teaching increasingly irrelevant. Today technology is fixed and centralised in classroom but digitisation is slowly dispersing throughout all aspects of classroom teaching. The current Classroom mode of a teacher addressing a group of students in a physical setting is going to pave way in future for a fully digitised classrooms which will allow students to freely collaborate with peers globally. This would mean that classrooms will give way for Studio like structures where peer to peer learning will be the standard mode. This would allow students to discuss, learn and solve problems with each other globally and teacher only serves as facilitator. While teachers will focus on actual teaching, the personalisation needs of individual students will get delegated to AI. This should ultimately lead to virtual ethereal setting where learning, discourses and even assessment happen regardless of physical and political boundaries. In both Studio & Virtual mode we should see the ubiquitous mobile use of technology for imparting education which will be self-paced and might even be designed by students themselves.
These changes will result in ‘opening’ of information where dissemination of information will happen outside of universities and classrooms offering learning, feedback and assessment to students at the time & place it suits them. Over time education will become a continuous interconnected effort allowing students to cope with an ever changing world. For educators this would mean non-standard curriculums with focus only on actual task of teaching and personalisation of learning as well as assessment being delegated to AI.
The latest efforts to unify theories of human thought and language from with-in the rationalistic tradition to form a new discipline called Cognitive Science also alligns well with this paradigm change in education. In future boundaries will be vague and linguistics, psychology, artificial intelligence and the philosophy of mind will have to combine together to provide new educational strcutures.[14]
Conclusion
This article just touches the boundaries of the fundamental shift that human society is undergoing now. This shift is going to pick up pace and finally lead us all to a future that might be increasingly perilous. There is a need to define this future and to create structures that can make this transition from present to future smooth. This is the future where learning will become intrinsic part of human life, where there would be need of only minimal work, where work won’t define the meaning of life and humans would need to rediscover it in something else. This is where universities will need to collaborate heavily with governments so that human society can be put to some meaningful enterprise in future. Increasingly it seems that the universities will be the industries of futures, colleges will be the future corporations and education will become a necessary commodity of human life.
Edmund Husserl was right speaking in 1934 about “the lack of foundation in the sciences, the gap between scientific objectivity and the everyday life world, the lack of a ‘spiritual’ dimension in technological advancement that may lead to disaster”. Specifically, Husserl’s analysis of the crisis coming about due to the separation between people and science, and the ensuing forgetting of issues such as the subjective origin of science, the foundational role of everyday life in the creation and development of any methodology, and, ultimately, the obliterating of authentic human existence in the management of organizations and technologies[15], will hold true in the 21st century. The challenge for universities in future will be to fill that gap and develop structures to blend technological advancement with spiritual regeneration of self by making education the core of human life.
Tarun Rattan
References:
[1] http://www.indiatva.com/ancient-education-system-in-india
[2] Adeyinka 1992 – The educational theories of Plato and Aristotle their relevance to educational policy and practice in Africa today
[3] Aristotle The Nicomachean Ethics, London: Penguin
[4] Daniel R. Tobin 1995, Re-Educating the Corporation: Foundations for the Learning Organization
[5] Anthony Giddens, The Consequence of Modernity 1990
[6] Monteiro E., Hanseth, O (2014) Social shaping of information infrastructure: on being specific
about the technology
[7] Hodkinson, P. & Bloomer, M (2000) Stokingham Sixth Form College: institutional culture and disposition to learning. British Journal of Sociology of Education, 21(2), 187-202
[8] Osborn, M, Broadfoot,P Mcness, E, Planel, C, Ravn, B. & Triggs P. with Cousin, O. & Winther-Jensen, T.(2003) A world of difference? Comparing learners across Europe (Maidenhead, Open University Press)
[9] Edwards, R. & Usher, R. 9200) Globalisation and pedagogy: space, place and identity (London, Routledge Falmer)
[10] Christina Hughes (2004) New times? New learners? New voices? Towards a contemporary social theory of learning, British Journal of Sociology of Education, 25:3, 395-408
[11] Tbomas Kuhn, The Structure of Scientific Revolutions (Chicago, IL: University of Chicago Press, 1962); Etienne Wenger, Communities of Practice (Cambridge: Cambridge University Press, 1998).
[12] Mcdermott, R. Why Information Technology Inspired But Cannot Deliver Knowledge Management
[13] Michel Foucault, The Order of Things (New York, NY: Vintage Press, 1970).
[14] Winograd & Flores, Rationalistic Tradition
[15] Claudio Ciborra, The Labyrinths of Information, Chapter Krisis
MIS40900 – Critical Issues of Innovation, Technology & Organisation
This is an advanced course reviewing social social theories and their implications for social and organisational innovation.
Course Lecturer
Dr Simeon Vidolov
Required Texts:
Ciborra, C. U. (2002). The Labyrinths of Information: Challenging the Wisdom of Systems. New York, Oxford University Press
Winograd, T. and F. Flores (1986). Understanding Computers and Cognition: A New Foundation for Design. California, USA, Adison-Wesley
Course Objectives and Description
Understanding the processes and practices related to design, implementation, management and use of information technology in organisation, in our modern, high-tech world, is essential for future business and IS professionals. The popular understanding of these processes is largely founded on a narrow model of rational views on knowledge, decision making, strategy, and orderly systems development. Such descriptions often fail to account for the complexity and dynamics of these technology-related processes. This course aims to reinterpret the mundane, existential and irrational aspects of the way people operate in organisations and within technological platforms, and highlight the pervasiveness of side effects, unexpected consequences and situations where resources and people are not fully under control. Consequently the topics of this course will revolve around technological innovation, communication, knowledge sharing and collaboration, organisational change, design and strategy. In order to develop a more nuanced and holistic understanding of these processes, we draw upon a range of social and organisation theories that put in the centre of our attention the human existence in everyday life. Hence, this course will attempt to sensitize the student to the skills and competences required for living in the messy and unpredictable world of technology driven by spiralling side effects.
Learning outcomes
On completing this module students should be able to:
• Critically assess notions related to human expertise, knowledge, learning and collaboration in technology-related work practices.
• Demonstrate the practical applicability of a range of theoretical perspectives to understanding the relationship between IT, organisations and knowledge.
• Demonstrate a sophisticated understanding of the different ways in which collaborative technologies are implicated in transforming work and organising practices.
• Demonstrate a sound and actionable understanding of the situated and affective aspects of organisational and management practices.
• Draw on wider social debates related to risk, trust and privacy in the Digital Age
• Develop critical thinking and communication skills.
Course Dynamics
This course is not designed to be traditional, sit-and-listen class for students. Instead, it is premised on the understanding that the best way for students to achieve the learning outcomes is to experience the course. Therefore, my role will be to support and enrich your learning experience by providing course structure and materials (such as slides, case studies, readings, videos, and practical group exercises), and facilitate the ongoing in-class activities such as discussions and exercises. The quality of your learning experience, however, will depend on the extent of your motivation, your initiative, your preparation for class, and your individual participation during class. You will be also working in groups for selected in-class exercises and discussion topics and will be invited to post comments and raise questions to an online collaborative space. You are expected to have read the assigned readings for each day prior to coming to class.
Note: the organisation of the course is subject to on-going revision
Course Requirements and Policies
Grades
10% Individual class participation
20% Group class performance
20% Group project report
50 % Individual final research paper
Individual class participation (10%) You should come to class having completed the readings for that day. Be prepared to play active role in class discussion. Absences will be reflected in your grade and may jeopardize your overall standing in the course.
Group class performance (20%) and Group project report (20%) At the beginning of the course we will form project/ performance groups. These groups will carry out two activities: First, you will work with your group on in-class activities such as exercises and short case studies. In addition, 2-3 groups will be randomly selected to deliver a short improvised presentation of their reflection on the case study (or exercise) each day, which will be expected to stimulate further discussion. Second, you will be working on a project report related to your in class group activities. Further details about the group project reports will be provided during Day 1.
Group Project – DSS Overview & Relevance
Research paper (50%) the remaining course grade will come from the final research paper. Details about choosing topics for the final paper as well as specific requirements will be distributed during Day 1. Unlike the group project report, the final research paper will require you to use material outside of the class readings.
CII MIS40900 Project Paper – The Future of Universities and Education
Topics & Readings (Subject to revision)
DAY 1 Dualisms, Scientific Method & Critical perspectives on IT
Ciborra, C. U. (2002). The Labyrinths of Information: Challenging the Wisdom of Systems. New York, Oxford University Press, Inc., Chapter 2 ‘Krisis: Judging Methods’
Winograd, T. and F. Flores (1986). Understanding Computers and Cognition: A New Foundation for Design. California, USA, Adison-Wesley Publishing Company. Chapter 2 ‘The Rationalistic Tradition’
Rationalistic_tradition_Winograd&Flores
Robey, D. and Boudreau, M. 1999. Accounting for the Contradictory Organizational Consequences of Information Technology: Theoretical Directions and Methodological Implications, Information Systems Research, 10(2), 167-185.
Eric Monteiro and Ole Hanseth. Social shaping of information infrastructure: on being specific about the technology. In Wanda Orlikowski, Geoff Walsham, Matthew R. Jones, and Janice I. DeGross, editors, Information technology and changes in organisational work, pages 325 – 343. Chapman & Hall, 1995
Orlikowski, W (1992) The duality of technology: Rethinking the concept of technology in organizations, Organization Science, 398-428
DAY 2 Human expertise & decision-making, knowledge and organisational learning
Dreyfus, Hubert L. and Dreyfus, Stuart E. (2005), ‘Expertise in real world contexts’, Organization Studies, 26 (5), 779-92.
Dreyfus – Expertise in real world contexts
Winograd, T. and F. Flores (1986). Understanding Computers and Cognition: A New Foundation for Design. California, USA, Adison-Wesley Publishing Company. Chapter 3 ‘Understanding and Being’
Winograd, T. and F. Flores (1986). Understanding Computers and Cognition: A New Foundation for Design. California, USA, Adison-Wesley Publishing Company. Chapter 11 ‘Management and Conversation’
McDermott, R. (1999), “Why information technology inspired but cannot deliver Knowledge Management”, California Management Review, Vol. 41, No. 4, pp. 103-117.
Walsham, G. (2005) Knowledge Management Systems: Representation and Communication in Context, Systems, Signs and Actions Vol. 1, No1
DAY 3 ICT, Organisational Innovation & Improvisation
Kelly, S. and Jones, M. (2001), “Groupware and the social infrastructure of communication”, Communications of the ACM, Vol. 44, No. 12, pp. 77-79.
Kelly-Groupware and the Social Infrastructure of Communication
Orlikowski, W. J. (1993). “Learning from Notes: organizational issues in groupware implementation.” The Information Society 9: 237-250.
Orlikowski – Learning from Notes
Ciborra, C. U. (2002). The Labyrinths of Information: Challenging the Wisdom of Systems. New York, Oxford University Press, Inc., Chapter 3: ‘Bricolage: Improvisation, hacking, patching’
Ciborra, C. U. (2002). The Labyrinths of Information: Challenging the Wisdom of Systems. New York, Oxford University Press, Inc., Chapter 5 ‘5 ‘Dérive: Drift and deviation’
Orlikowski, W. J. and Hofman, J. D. (1997), “An improvisational model for change management: The case of groupware technologies”, Sloan Management Review, No. Winter, pp. 11-21.
Orlikowski & Hofman – Improvisational model
DAY 4 New Forms of organising & social production
Seamas Kelly New Frontiers in the Theorization of ICT-Mediated Interaction: Exploring the Implications of a Situated Learning Epistemology
Malhotra RADICAL INNOVATION WITHOUT COLLOCATION: A CASE STUDY AT BOEING-ROCKETDYNE
Malhotra et al – boeing rocketdyne case misq
Introna, L. D. and Tiow, B. L. (1997), “Thinking about virtual organisations and the future”, in 5th European Conference on Information Systems, Vol. 2 (Eds, Galliers, R., Murphy, C., Hansen, H. R., O’Callaghan, R., Carlsson, S. and Loebbecke, C.) Cork Publishing, Cork
Introna_and_Tiow__Virtual_Org Copy
Benkler, Y., & Nissenbaum, H. (2006). Commons-based Peer Production and Virtue. Journal of Political Philosophy, 14(4), 394–419.
Yochai Benkler – Open Source Economics and The Wealth of Networks (VIDEO)
https://www.youtube.com/watch?v=ZEo2SRrlOtE
Kollock, P. (1999). The economies of online cooperation Gifts and public goods in cyberspace. In P. Kollock & M. Smith (Eds.), Communities in Cyberspace (pp. 220–239).
DAY 5 Trust, Privacy, Ethics and Commitment in the ‘Digital Age’
Kelly, S. and C. Noonan (2008). “Anxiety and psychological security in offshoring relationships: the role and development of trust as emotional commitment.” Journal of Information Technology 23(4): 232-248.
Kelly & Noonan – Anxiety and psychological security in offshoring (JIT final)
Introna, L. (1997). “Privacy and the computer: why we need privacy in the information society.” Metaphilosophy 28(3): 259-275.
Solove, D. J. (2008). “The end of privacy?” Scientific American 299(3): 100-106.
Knights, D., et al. “Chasing Shadows: Control, Virtuality and the Production of Trust.” Organization Studies 22(2).
Organization Studies-2001-Knights-311-36
Scott & Walsham – Reconceptualizing and Managing Reputation Risk in the Knowledge Economy: Toward Reputable Action
MIS40890 – Economics IT & Digital Markets
Syllabus
MIS 40890. Course Title: Economics of Information Technology and Digital Markets
Lecturers: Dr. Moshe Yonatany and Mr Allen Higgins
UCD Centre for Innovation, Technology & Organisation (CITO)
c/o rm Q223, Quinn Building
UCD School of Business
University College Dublin
Belfield, D4
Ireland
Course Blog: http://economicsofdigitalgoods.blogspot.ie/
Module Description
The main goal of this course is to develop an understanding of the economic features of information technology and digital markets. The course will also present some of the seminal Economics papers related to information and technology. You should be able to apply principles covered in this subject to real-life cases and to analyze the effects of information on economic transactions, the effect of networks and technological platforms and the implications of pricing and bundling of information goods.
Learning Outcomes
Demonstrate familiarity with economic models of information technology and digital markets. You will be able to analyze, interpret and understand characteristics of information products and services in digital markets.
Motivation
The advances in Information Technology during the last decades are often compared to the Industrial Revolution. This is because technology is changing many products and services and may change the way we work, do business and maybe live.
Will the information, or digital, revolution be as disruptive as the industrial one? Some economists think that new technologies are not going to have the same effect on the economies of the future: ‘We wanted flying cars, instead we got 140 characters’; others think that ‘each new iteration of innovation delivers a technological jolt as powerful as all previous rounds combined’ (Economist, 12th January 2013).
With this background of continuous technological change and conflicting expectations as to its business effects, it is a challenging task for business schools to educate future managers. Often, business schools create courses focusing on the new technology. In the 1980s courses focused on Management Information Systems, and later on Personal Computers and their software applications. Electronic commerce was the focus during the late 1990s. Recently we focus on mobile commerce, social networks and big data. These courses are often descriptive at their early days and may lack depth. However, as empirical research of the new technology accumulates, courses become more analytical. Such courses integrate material from a variety of disciplines and strive at giving graduates practical insight on how to manage the new technology. Their downside may be that the insight is not deep and may become less relevant when the technology changes.
A second route, although less popular, is to focus on an academic discipline and to develop its fundamental insights relevant to the new technology. For example, the study of technology from a sociological perspective was taken by several schools including UCD. Or, the study of information from a mathematical modelling perspective as it is done in analytics courses. The benefit in this approach is that the insights are mostly independent of the current technology and they should be relevant to future technologies. The downside is the need to study deeply a discipline that at least for the uninitiated seems irrelevant to the management of information technology.
The current course takes this second route and focuses on Economics. Interestingly, much of the Economics studied at business schools is not relevant to information technology. So, this course presents seminal Economics ideas that may be relevant to information technology and digital markets.
Structure
The first week focuses on online advertising (search, display, social media, SEO, and mobile) information goods (pricing, versioning, and bundling), digital markets (the long tail, network markets and standard wars) and new organizational forms in cyber space (crowdsourcing, open source and platforms and ecosystems). If time allows we will discuss internationalization in cyber space and virtual world marketing.
The second week focuses deeply on foundational concepts of Information Economics, Transaction Cost Economics and Externalities.
Reading Preparation
Students will be asked to read in advance parts of several papers for each of the sessions. The sessions will be a discussion of these papers.
Students must read – Information Rules: A Strategic Guide to the Network Economy by Carl Shapiro and Hal Varian, Harvard Business Press, 1999.
This is the most well known description of Information Technology and Digital Markets from an Economics perspective. It was written by Carl Shapiro and Hal Varian, two University of California, Berkley economists. Both authors are also well known for their non-academic work. Shapiro was the chief economist of the US department of Justice when it sued Microsoft for monopolization; Varian is the chief economist of Google.
The book was written during the dot com bubble years when unprofitable Internet ventures were traded for billions because of the “New Rules” of the digital economy. Shapiro and Varian used this background to present their thinking about the Economics of Information. Their main message was that there are no new rules, but when marginal cost is zero, hold up is common and externalities are the norm, the old rules dictate revised Economic behaviours.
The book has four main lessons: first pricing of information goods must be different because marginal cost is zero. The standard rule in competitive markets of price equals marginal cost is not feasible, as there is no way to recoup the investment in creating the information. Secondly, because information is consumed within systems and following Transaction Cost Economics Shapiro and Varian warn the lock-in or hold-up is the norm with information. So, they discuss how to recognize and manage lock-in, although they accept that consumers of information have not much to do against it. is and their practical implications. Thirdly, they discuss network externalities and the value of standards and compatibility as well as the tactics of standard wars. Finally, they briefly discuss public policy in information markets.
Week 1 (18-20 JUNE): Strategies; Moshe Yonatany
Online advertising:
Most large websites make most of their income from advertising, therefore understanding the basic mechanisms of online advertising is important. We will discuss search engine, display, and mobile advertising, social media marketing (a good example for “earned media”), and SEO (search engine optimization).
Information goods:
Information goods and services have special economic characteristics (e.g., cost structure, lock-ins and switching costs, experience good character) which influence business models and marketing strategy in cyber space. We will discuss these special characteristics and their business implications (e.g., pricing, versioning, and bundling information).
Digital markets:
Markets for information goods have special characteristics, with major implications for businesses. We will discuss the long tail, network markets, standard wars, and tippy markets.
New organizational forms:
“The contribution revolution” has expanded exponentially during the recent decade, as manifested in crowdsourcing sites such as Wikipedia and Facebook, and in open source projects such as the operating systems Android and Ubuntu. We will discuss the phenomena of crowdsourcing and open source software, focusing on understanding motivational factors and relevant business models.
Another interesting form of organizing economic activity is the platform-ecosystem arrangement, which is prevalent in a variety of ICT-enables industries such as game consoles, smart phones, social networks, etc. We will discuss the main roles of platforms and their special relationships with their ecosystem members (i.e. their complementors), on the accepted business models nowadays and on the difference between “product strategy” and “platform strategy”
Additional issues
If time allows we will discuss internationalization in cyber space (do the classic models still hold?) and virtual world marketing (what are the principles of marketing in virtual worlds such as Second Life or online games such as World of Warcraft).
Week 2 (23-25 JULY): Economic Theory; Allen Higgins.
Information Economics –
Economic theory about the role of information in markets has grown dramatically during the last decades. We will review two theoretical ideas about information in economic transactions. We will read parts of Akerlof’s 1970 paper ‘The Market for Lemons’ and discuss adverse selection and market signalling. We will broaden the idea of information in economic transactions by discussing briefly moral hazard and principal agent models. We will read parts of ‘The Adjustment of Stock Prices to New Information’ (Fama et al., 1969) and review the literature about the efficient market hypothesis. We will discuss how these abstract ideas are related to electronic markets such as eBay and to high frequency trading on electronic stock exchanges.
Transaction Cost Economics –
Transaction costs are the costs of participating in a market; they include the costs of searching for data, agreeing on price and quality and if necessary the costs of enforcing the agreement. Information Technology reduces transaction costs and thus much of the revolution in digital markets can be understood in these terms. The goal of this session is to introduce the theory to students by reading parts of Ronald Coase’s 1937 paper ‘The Nature of the Firm’ and Oliver Williamson’s 1975 paper ‘Markets and Hierarchies’.
One of the most spectacular successes of Transaction Cost Economics is the Electronic Markets Hypothesis in which three MIT researchers predicted electronic markets a decade in advance. During this session we will read the original paper and a current critique of the hypothesis: Malone, Yates and Benjamin, The Logic of Electronic Markets, Harvard Business Review, May 1989. A critique with empirical evidence on how much of TCE reasoning has not been corroborated at least for now: E-commerce and the Market Structure of Retail Industries, by Goldmanis, Hortaçsu, Syverson and Emre, Economic Journal, June 2010. As a current example of a Transaction Cost-based prediction we will discuss the book Makers: The New Industrial Revolution (2012) by Chris Anderson.
Externalities –
An externality is the cost or benefit not transmitted through the price of the product and often incurred by a party who is neither a buyer nor a seller. Many information technologies are subject to externalities created by their users. For example, the value of a communication network, a digital market or an operating system is increased as it has more users. The goal of this session is to introduce the basic Economic ideas about externalities. We will read Coase’s 1960 paper ‘The Problem of Social Cost’ which discusses pollution as a negative externality. Then we will discuss Katz and Shapiro’s formulation of network externalities by reading their 1985 paper ‘Network externalities, competition, and compatibility’.
Lecturers
Dr. Moshe Yonatany – Moshe holds a PhD from Copenhagen Business School. He teaches at Tel-Aviv University and in the Ruppin Academic Centre a course about Digital Markets and courses in Strategic Management. His research focuses on the internationalization process of IT-enabled firms and on the role platforms and ecosystems play in such processes.
Video Guest: Dr. Yossi Lichtenstein – Yossi is a lecturer in Technology Management at Norwich Business School, University of East Anglia. Previously, he taught at Israel’s College of Management and at University College Dublin and worked for IBM Research and at HP Labs. He is a co-author of research papers about the economics of software development and of software patents.
Allen Higgins – Allen is a lecturer in Management Information Systems at the UCD School of Business. He is a member of the UCD Centre for Innovation, Technology and Organisation (CITO) and lectures in digital product management, information economics, sourcing, design and creativity
Readings covered under the course
Akerlof_TheMarketForLemons_1970
Fama_EfficientCapitalMarkets_1970
KatzShapiro_NetworkExternalitiesCompetitionCompatibility_1985
A Reddit User Gonbro’s Travel Guide for Ireland
Air travel – we prefer flying directly to Shannon not connecting in London. gives a 4 hour flight from Texas to the east coast and then a 6 hour flight to Ireland. also on the return you do US customs at Shannon and not in the US. much easier with no long lines.
Car rental – rented from Hertz- painless and nice cars. you will have to buy CDW insurance when you pick up the car for about 16 euros a day. they have mobile hotspots for rent that work well so you always have internet. sign up for Skype and you can make phone calls.
Driving – not a problem! everyone is on the same side of the road so just jump right in. some roads are very narrow but people just work it out. very polite. except of course for the feckin gobshite tour buses! don’t worry about getting lost. just find a roundabout and check the signs. one of them will point you in the right direction. best signage in the world!
B and b’s – wonderful way to see Ireland and meet people. every b and b we’ve stayed in has been good. some excellent. they cost about 35 euros per person a day. for the 3 of us that worked out to $142 a night for lodging and breakfast. stayed in hotels in Galway to be right on quay street.
Food – ate everything everywhere! all excellent! could have just eaten seafood, but the Irish beef is phenomenal. the breakfasts are huge with sausage, bacon, puddings, eggs, tomatoes, mushrooms, etc. but you can also order ala carte. a 3 or 4 course meal at night includes about everything and is about 25 or 30 euros. we found that a lot of the time all we wanted was a late lunch and then snacks later. but we were always ready to try anything. some lunches we just stopped at a coffee shop and had great pastries. after all, we were on vacation. pub grub will usually be exactly what you want. a full blown restaurant isn’t always necessary. eat the locally produced food. the Irish are justifiably proud of what they produce. Wexford strawberries, Irish cheeses, Guinness, fresh fish, BUTTER!
Itinerary –
Shannon – landed and drove to Clonmacnoise – important monastery during the middle ages at an important crossroads on the Shannon river and an ancient road
Galway -wonderful city and university town. daughter says it reminds her of Austin, Texas. stayed right on quay street in the middle of everything. pubs, buskers, old businesses. bought Claddagh rings at a place that’s been in continuous business since 1750! same family.
Murrisk -drove the wild Atlantic way to get here. so many things! Clifden, sky loop road, Killarey fiord, Doolough pass (not well known but shouldn’t be missed).
Croagh Patrick – this is Ireland’s holy mountain and even was before St Patrick did his 40 day vigil there. there is a trail to the top and it is a VERY gruelling hike. it’s steep and gravelly for the first 2/3 of the way and then you get to the hard part! the last ascent is straight up and is half climbing and half scrambling on all fours, but when you make it that far it’s hard to not finish. there is a chapel on top and extraordinary views of clew bay. you CAN make it! i’m 65 with arthritis and i made it. one of the greatest things i’ve ever done.
Galway – rest up from Croagh Patrick with fish and chips and soft serve ice cream. which is everywhere by the way and really good!
Doolin – this year’s trip was centred around the Doolin folk festival. stayed at Doonagore farmhouse like last year and loved it just as much. the festival was killer. 3 days of music ranging from old fashioned trad to rockin trad to crazy kila music. try to see music everywhere you go. it’s what all the generations have in common. you can hear the same song done all different ways all equally masterful. Gus o’connor’s pub on Fisher street is a must! trad music all the time and great pub grub! try the cottage pie. get all that done and then take the 8 km cliff walk with Pat Sweeney from fisher straight to the top of the Cliffs of Moher. it’s a wonderful way to see them. just builds the whole walk and then you’re at the top. honestly indescribable. scope of it all, intense colours – greens and blues!
inch beach – what a surprise! beautiful mile long surfing beach surrounded by mountains. stayed here 2 nights and explored the dingle peninsula during the day and came back to the beach in the afternoon. there are lots of antiquities on the peninsula and incredible seascapes. Slea head boggles the mind it’s so beautiful. then take an hour or so and drive Connor pass.
Port Magee and the Skelligs – Skellig Michael is a monastery built in the 5th century on an island 15 miles off the coast of Port Magee. it was inhabited for 1000 years. the monastery itself is right on top and you have to climb 600 steps to get to the top. needs to be on everybody’s bucket list. hard to describe – one of those “thin” places like Croagh Patrick. lots of puffins that sound like little chain saws, dolphins, seals and sometimes whales.
Killarney – we had walked up and down every hill and mountain in western Ireland and spoiled ourselves with our stay in Killarney. friar’s glen was a truly extravagant b and b with the best food and nicest people in the world. on the first day we went on the gap of Dunloe trip which is a 15 mile boat trip through 3 lakes and then a Jarvey cart ride for 7 miles. spectacular scenery and a chance to talk with great guides all day. second day was spent at Muckross house and gardens. my daughter’s favourite place. then a nice drive to the Beara peninsula.
Beara peninsula – this is most undeveloped part of Ireland we were in. very country and not touristy. stayed at a b and b that catered to fishermen. they cooked us monkfish for dinner.
Kinsale – stayed with the fieldings at Seafield farmhouse for 2 days. stayed there last year and got to be friends with Eileen so we stayed 2 days this year. explored Charles fort again and visited with the lady who makes delicious hot chocolate. then spent the rest of the day in Kinsale seeing it more thoroughly this time.
blarney – last year we almost didn’t go to blarney castle but my daughter said “we’re not going to Ireland and not seeing blarney castle!” she was right. what a class act. owned by the same family and beautifully and pristinely maintained. the castle is great as you can see everything. you can even crawl into the dungeon if you like. we also toured the owner’s house which is truly elegant. this is always our last stop in Ireland and we love it.
Kildimo – last night in a small town not far from the airport. very nice b and b not an airport motel. good pub grub at a locals pub.
that was our trip but what needs to be said now is how welcome we felt in Ireland and how nice everyone was and how well we were treated. i hope we gave back as good as we got! thanks again! hope to see you soon!
MIS40690 – MGS Case Study: Test Approaches
Case Study: Two different approaches taken by off sourcing companies to support testing framework within NAGAR Bank
1) Staff Augmentation by ORPIW
2) Competency Ownership Solution by COGENT
Which Approach worked for Nagar Bank ?
and the lessons for other clients & off sourcing companies…
To view the presentation please click below
Satya Nadella’s letter to Microsoft employees
Following is the text of Microsoft’s new CEO Satya Nadella’s letter to employees.
Today is a very humbling day for me. It reminds me of my very first day at Microsoft, 22 years ago. Like you, I had a choice about where to come to work. I came here because I believed Microsoft was the best company in the world. I saw then how clearly we empower people to do magical things with our creations and ultimately make the world a better place. I knew there was no better company to join if I wanted to make a difference. This is the very same inspiration that continues to drive me today.
It is an incredible honour for me to lead and serve this great company of ours. Steve and Bill have taken it from an idea to one of the greatest and most universally admired companies in the world. I’ve been fortunate to work closely with both Bill and Steve in my different roles at Microsoft, and as I step in as CEO, I’ve asked Bill to devote additional time to the company, focused on technology and products. I’m also looking forward to working with John Thompson as our new Chairman of the Board.
While we have seen great success, we are hungry to do more. Our industry does not respect tradition — it only respects innovation. This is a critical time for the industry and for Microsoft. Make no mistake, we are headed for greater places — as technology evolves and we evolve with and ahead of it. Our job is to ensure that Microsoft thrives in a mobile and cloud-first world.
As we start a new phase of our journey together, I wanted to share some background on myself and what inspires and motivates me.
Who am I?
I am 46. I’ve been married for 22 years and we have 3 kids. And like anyone else, a lot of what I do and how I think has been shaped by my family and my overall life experiences. Many who know me say I am also defined by my curiosity and thirst for learning. I buy more books than I can finish. I sign up for more online courses than I can complete. I fundamentally believe that if you are not learning new things, you stop doing great and useful things. So family, curiosity and hunger for knowledge all define me.
Why am I here?
I am here for the same reason I think most people join Microsoft — to change the world through technology that empowers people to do amazing things. I know it can sound hyperbolic — and yet it’s true. We have done it, we’re doing it today, and we are the team that will do it again.
I believe over the next decade computing will become even more ubiquitous and intelligence will become ambient. The coevolution of software and new hardware form factors will intermediate and digitize — many of the things we do and experience in business, life and our world. This will be made possible by an ever-growing network of connected devices, incredible computing capacity from the cloud, insights from big data, and intelligence from machine learning.
This is a software-powered world.
It will better connect us to our friends and families and help us see, express, and share our world in ways never before possible. It will enable businesses to engage customers in more meaningful ways.
I am here because we have unparalleled capability to make an impact.
Why are we here?
In our early history, our mission was about the PC on every desk and home, a goal we have mostly achieved in the developed world. Today we’re focused on a broader range of devices. While the deal is not yet complete, we will welcome to our family Nokia devices and services and the new mobile capabilities they bring us.
As we look forward, we must zero in on what Microsoft can uniquely contribute to the world. The opportunity ahead will require us to reimagine a lot of what we have done in the past for a mobile and cloud-first world, and do new things.
We are the only ones who can harness the power of software and deliver it through devices and services that truly empower every individual and every organization. We are the only company with history and continued focus in building platforms and ecosystems that create broad opportunity.
Qi Lu captured it well in a recent meeting when he said that Microsoft uniquely empowers people to “do more.” This doesn’t mean that we need to do more things, but that the work we do empowers the world to do more of what they care about — get stuff done, have fun, communicate and accomplish great things. This is the core of who we are, and driving this core value in all that we do — be it the cloud or device experiences — is why we are here.
What do we do next?
To paraphrase a quote from Oscar Wilde — we need to believe in the impossible and remove the improbable.
This starts with clarity of purpose and sense of mission that will lead us to imagine the impossible and deliver it. We need to prioritize innovation that is centered on our core value of empowering users and organizations to “do more.” We have picked a set of high-value activities as part of our One Microsoft strategy. And with every service and device launch going forward we need to bring more innovation to bear around these scenarios.
Next, every one of us needs to do our best work, lead and help drive cultural change. We sometimes underestimate what we each can do to make things happen and overestimate what others need to do to move us forward. We must change this.
Finally, I truly believe that each of us must find meaning in our work. The best work happens when you know that it’s not just work, but something that will improve other people’s lives. This is the opportunity that drives each of us at this company.
Many companies aspire to change the world. But very few have all the elements required: talent, resources, and perseverance. Microsoft has proven that it has all three in abundance. And as the new CEO, I can’t ask for a better foundation.
Let’s build on this foundation together.
Satya
MIS40690 – Global Sourcing Marketplace
Since late 1980s there has been a surge in the global sourcing of products & services and lately a key management challenge has been assessing the viability of global sourcing of the firm’s key processes & operations. Among the various factors that have led the firms to source globally are the increasing differences in input costs among countries, improved communication technologies, and geographical skill specialization (Hausman et al. 2005).
The key challenges in global sourcing & it’s management are around relationship development, formulating sourcing contracts & service level agreements, risk management and facilitating effective communication as well as learning in context of cultural diversity & distributed work. Recent years have seen the emergence of a much greater array of options around the sourcing of key product components and services. Now businesses face key strategic decisions about which specific products/services are better provided in-house, and which might be better outsourced to an increasingly global and competitive marketplace of delivery specialists. Moreover, this new ecology of complex inter-organisational arrangements introduces a range of difficult management challenges.
For anyone tasked with addressing these challenges a better understanding of the key terminology used in global sourcing would definitely help.
“Sourcing is the act through which work is contracted or delegated to an external or internal entity that could be physically located anywhere. Sourcing encompasses various in-sourcing and outsourcing arrangements such as offshore outsourcing, captive offshoring, nearshoring and onshoring.”
Outsourcing is defined as… “Contracting with a third party for the completion of a certain amount of work, for a specified length of time, cost and quality.”
Offshoring refers to… to the relocation of organizational activities to a wholly owned subsidiary or an independent service provider in another country.
“Captive” model of service delivery: where the work is offshored to a centre that is owned by the organization
“Offshore outsourcing” model of service delivery: where the work is offshored to an independent third party.
“Nearshoring” is when organisational activities are relocated to a neighbouring country e.g. US organisations relocating the work to Canada or Mexico.
In addition, there are various common buzzwords such as best-sourcing or best-shoring, right-shoring and far-shoring (as opposed to near-shoring), usually coined and used by vendor companies. Finally, there is also backsourcing trend, which implies bringing work back in-house.
These definitions include various sourcing models e.g. staff augmentation, domestic and rural sourcing, crowd sourcing, cloud services, microsourcing, insourcing, bundled services, out-tasking and shared services. The major distinction among these models lies in whether the function is performed by a subsidiary business unit of the firm or an external vendor (or by both as a joint effort), and also whether the function is performed on the form’s premises (i.e. on-site) or off-site, which can be onshore, nearshore or in an offshore location.
The figure below shows the Compound Annual Growth Rate – CAGR i.e. the year-over-year growth rate of ITO & BPO over the last decade. There is an obvious slip at the time of the financial crisis (2008-2010) but the overall trend has been upwards.
Figure 1 – ITO and BPO Worldwide Growth Rates in U.S. Dollars, 2001-2012 (Source: Gartner Dec 2009)
In 2010 the market for IT Outsourcing worldwide was reported to be $270 billion and for BP Outsourcing it was around $165 billion. As well as the future trend as predicted in the figure below by Gartner shows that ITO growth will be 5 to 8 per cent per annum and BPO growth 8 to 12 per cent per annum, with the BPO market size worldwide overtaking the ITO market. In all probability outsourcing is here to stay and is going to become more and more relevant for the firms in future.
Outsourcing trend 2001-2013 (Source: Gartner Dec 2010)
Global Sourcing footprint has been increasing with every passing year.
In the beginning there were 3 Is i.e III, India, Israel & Ireland
Then came BRIC, Brazil, Russia, India & China
Now there are over 120 emerging countries and specialist locations vying to attract outsourced IT and BP services. The choice of sourcing location reflects differing priorities. The sourcing vendor (the supplier) wants to be able to deliver their service to clients, to be able to scale up, satisfying demand, in as controlled and cost-effective a way as possible. To get the contract, keep the contract, to make a profit. In the first instance the client wants the service, doesn’t really care if it is insourced or outsourced. The service must meet/match or exceed their expectations along a variety of dimensions (quality, cost, time, scope, trust…). The distance between the supplier and clients shouldn’t matter (too much).
The Global Sourcing Trends 2010-2014 as sourced from Willcocks, Lacity, Griffiths and Kotlarsky 2009 highlight the growing importance of global sourcing as well the challenges that firms should address in order to stay ahead of competition.
•Trend 1: Spending will continue to rise in all global sourcing markets. But BPO will soon overtake ITO.
•Trend 2: The ITO and BPO outsourcing markets will continue to grow through what has always been the dominant trend, multiple supplier sourcing.
•Trend 3: Global clients will stop viewing India primarily as a destination to lower costs, but rather as a destination for excellence.
•Trend 4: China’s investment in ITO/BPO services signal promise, but Western clients will still be wary. Developing countries beyond India and China will become important players in the global business and IT services markets.
•Trend 5: Emerging country competition will accelerate.
•Trend 6: Firms will take a second look at ‘software as a service’
•Trend 7: Outsourcing will help insourcing. But backsourcing will be minimal. Outsourcing is here to stay.
•Trend 8: Nearshoring will be a strong trend.
•Trend 9: Knowledge Process Outsourcing (KPO) which is the outsourcing of knowledge-intensive processes such as business, market and industry research etc. will increase.
•Trend 10: Captives will continue to be built….. And sold
•Trend 11: Outsourcing will continue to have successes .. and disappointments.
•Trend 12: Global economic cycles will have mixed but deep impacts on these trends.
Global Sourcing is no longer a corporate buzzword and has slowly metamorphosed into the core corporate strategy at the forefront of boardroom discussions. It offers a number of benefits for a firm like cost advantage through creation of economies of scale, access of vendor skill sets and the reduction of overhead costs. Furthermore, global sourcing allows a firm to concentrate on core activities, organisational specializations, or focussing on key strategic objectives.
But the firms should also bear in mind that adopting sourcing strategies poses several disadvantages like loss of critical skills, overdependence on an outside organisation and security & confidentiality of data. Another concern is losing control over the timing and quality of outputs since these will be undertaken by an outside vendor.
In this era of interconnect world with vanishing boundaries, organizations quest for new ways to gain competitive advantage, the development of progressive global strategies & approaches becomes an absolute necessity. And weighing the pros & cons of integrated global sourcing it more than any other alternative strategy offers the panacea for major corporate ills and a shorter path towards accelerated growth.
Tarun Rattan
References: Global Outsourcing And Offshoring 2nd Edition by Ilan Oshri, Julia Kotlarsky And Leslife P. Willcocks
Posted in iBusiness
Tagged iBusiness, Managing Global Sourcing, MIS40690, Offshoring, Outsourcing
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