Lyle Sussman

Improving the return on IT investment: the productivity paradox

Over the past four decades, information technology (IT) has had a profound effect on the US economy, resulting in a shift from a manufacturing to an information economy. This effect, however, has also produced what may be labeled the paradox of IT productivity. While the percentage of a firms budget spent on IT continues to increase, there is increasing evidence that firms fail to obtain the benefits of these expenditures within the anticipated time frame. The reason for delays in obtaining the benefits is due to managements failure to strategically leverage the full potential of IT and their failure to overcome resistance to change. These problems are discussed in depth and solutions for them are suggested.

A New Approach to Strategy Formulation: Opening the Black Box.

Abstract The strategic planning process is arguably one of the most important topics taught in a management class. Moreover, the subtopic of strategy formulation is both the most pivotal and the most difficult to teach. As many theorists argue, strategy formulation is the “black box” of strategic planning. One approach for both clarifying and teaching strategy formulation uses the thinking process tools of the theory of constraints. In this article, we briefly describe these thinking process tools and apply them to a popular introductory strategy case to illustrate how they can be used to teach strategy formulation. Implications of the thinking process for other strategic management issues are also discussed.

Factors affecting electronic mail use

Abstract This study tests several assumptions about the circumstances under which an individual will elect to use an electronic mail system (EMS) in an organization. Based on earlier work in EMS, three sets of hypotheses were formulated. Data were obtained by surveying a total of 200 EMS account holders at an urban midwestern university. The survey instrument assessed self-reported use of the system, perceived managerial roles enacted by each user, and their perceptions of formal and informal pressure. Results show that (a) user perceptions of the medium s usefulness will affect use, (b) EMSs are used by “liaisons” in organizations, and (c) formal and informal pressure can be used effectively to help induce nonusers to adopt. Implications for managers and future research are discussed.

Organizational politics:Tactics, channels, andhierarchical roles

This research examines the relationships among the types of self-serving political messages sent in organizations, the channels through which they are sent, and the targets to whom they are sent. Two theoretical streams converge in this study: Communication as Political Behavior and Media Usage Theory. A review and synthesis of these two bodies of literature yielded three hypotheses, each of which received strong statistical support. The data suggest that the process of encoding and transmitting self-serving messages is strongly related to the specific target to whom they are sent (boss, subordinate, or peer) and the channel through which they are sent (face-to-face, telephone, memo, or e-mail).

How to frame a message: The art of persuasion and negotiation

I f the management mantra of the 1990s was “Do more with less,” the mantra for the new millennium will be “Do ~~tz more with et~n less.” Managers must accept the reality that the competition for external customers will be reflected in increasing competition for internal resources. More and more, mdnagers will feel the antagonistic forces of requests from team menlhers for increased resources and pressure from senior staff to curb those requests and conserve those resources. ‘The major implication of this sc,enario is that those managers who thrive will both implicitly understand the importance of negotiation and manifest the skills of effective persuasion. They will view the firm as a ‘marketplace” where ideas arc: “bought and sold.” Rather than Ixmoaning their fate, they will learn to sell their proposals and overcome any objections others might raise. The good news for consultants, in-house train’ers. and managers is that the management literature offers an ever-expanding body of theoretical models and practical strategies that provide a solid foundation for designing in-house traimng programs and crafting personalized coaching tips. However. scanning this Lvork results in a troubling conclusion. Although most of the literature underscores the importance of flzlmirqr: the w,Wu?Me?zt or position one is trying to sell, I:here is precious little how-to xlvice. We are usually instructed to follow two parzlllel streams of logic. First, we are taught to frame the message based on the other party’s needs and the specifics of the situation. 1Jnfortunately, this advice is tantamount to telling an insomniac that the best cure for his problem is a good night’s sleep. Exactly, hut how does he get it? Yes, a frame should be based on needs and the situation; but how does one construct it? Second, w(r’ are told to construct the message so that the listener/reader perceives it with an overarching theme, either evaluative or descriptive. Depending on the specific proposal, WC might want the party to interpret the message through a filter of “good-bad,” “profit-loss,” or “cost-benefit.“ Ilnfortunately. this advice still is not specific enough for the manager looking fol the words, phrase. or script most likely to elicit the appropriate impression. We need 2 new and simple model designed to help managers find those words and write that script. The ability to craft frames may well be the essence of persuasion and negotiation.

The Interpreted Executive: Theory, Models, and Implications:

As the demand and opportunity for international business ventures increase, the need for interpreters also will increase. When an executive communicates through an interpreter, however, he or she must realize that the interpreter is not a passive conduit of information and may in fact have strategic impact on the conduct and scope of the cross-cultural encounter. This paper explicates this thesis by presenting descriptive models of the interpreters role, six implications executives should consider before hiring an interpreter, and questions for future research.

OD as muddling: Implications for communication consultants

This paper posits that communication consultants, in becoming grounded in the theory and practice of OD interventions, must recognize the subtle, potentially unforeseen problems inherent in most interventions. This argument is developed in three stages. First, OD as a problematic process is discussed by comparing it with Lindbloms analysis of “Muddling Through.” Second, each of the problem areas suggested by this comparison is developed. Finally, implications are derived on the basis of this comparison.

360-feedback in health care management: a field study.

In recent years, organizations representing all types of industries, including health care, have adopted the 360-feedback approach with the goal of strengthening leader performance. But while 360-feedback enjoys a high level of face validity, current research shows that it is not problem-free and often fails to achieve its goals without proper development and implementation. This research, conducted in a large public hospital, surveyed the top management team of 49 executives who participated in a 360-feedback project beginning in February 2001. The survey, designed to solicit opinions about the effectiveness of the 360-feedback project, resulted in several recommendations to improve the process: One, both mentors and participants (raters and those rated) should be formally trained to improve the feedback process. Two, participants-both raters and those rated-should be significantly involved in 360-feedback planning and development efforts. Three, the 360-feedback process should be linked to hospital objectives. Four, the 360-feedback process should focus not only on interpersonal issues but departmental and organizational goals as well. First and foremost, our findings show that regardless of how popular a management development program may be, no technique for improving management and organizational effectiveness, including 360-feedback, will work unless properly designed and implemented.

Phong Siu-Ming vs. Burgers-R-Us: Cultural diversity or cultural discrimination?

Abstract The following case is fictional, its “testimony” from “expert witnesses” extracted from published works. But the pain, turmoil, and soul-searching it represents are real for the litigants involved in all discrimination suits.

Ancients and moderns on fear and fear appeals: A comparative analysis

This paper presents a comparative analysis of the ancients and the moderns on fear appeals. The paper is divided into two sections. The first presents comparative definitions of “fear”; and “fear appeal.”; The second section relates six conclusions derived in Higbees review to contributions by the ancients.