Mahmoud M. Watad

Integrated Managerial Training: A Program for Strategic Management Development

The notion of strategic training is premised upon the idea that organized developmental activities must be directly linked to the mission or the core business of the organization. This article presents a case study of a managerial training program implemented in a large nonprofit organization. The training program encouraged dialogue among managers of different hierarchical levels with different areas of expertise, to help improve the processes of vertical and horizontal integration required for effective performance. The program enabled participants to link their local decisions and daily operations to the broader organizational mission, consequently improving organizational effectiveness and learning. This paper suggests that human resource managers and trainers can enhance the effectiveness of managerial training programs by making a conscious effort to provide opportunities for horizontal and vertical integration within the training experience, independent of the content areas addressed in the program. Some of the consequences of implementing this approach include a more open and expanded communications process, the generation of professional attachments, bonding between members of the managerial team, and better coordination of services among participants from the various hierarchical levels and functional areas.

Telecommuting and organizational change: a middle‐managers’ perspective

Telecommuting programs transform communication patterns, performance management, corporate culture, and potentially the work itself. This study addresses middle managers’ views concerning the introduction of telecommuting programs in their organizations. Middle management views are important, because telecommuting directly impacts their positions, and their support is vital to ensure its successful implementation. The findings indicate that the majority of managers perceived cultural change as the most difficult issue to resolve when introducing a telecommuting program.

Transforming IT/IS infrastructure and IS personnel issues

This paper examines the organizational issues that arise when an organization transforms its IT infrastructure. The unanticipated changes in the IT infrastructure forced IS personnel to set new priorities that caused delays in other aspects of their work. There are several problems such as retention and burnout that IS directors must monitor carefully when their organizations introduce complex IT‐based projects that have strategic implications. This study identifies six major tactics that an organization may employ in order to ensure continuity and flexibility in its IS functions. These are: retaining by continuous training, evaluation by objectives, reward for smooth operations, reducing stress and burnout by encouraging creative ideas, job rotation, and finally involving IS personnel in the hiring process of new employees.

Implementing Distributed Solutions: Which Strategy to Choose?

Abstract This article examines the information infrastructure and business operations of a small IS firm. Due to environmental conditions such as advanced IT applications and pressure from customers, the company was forced to improve its IT infrastructure and rethink its ways of doing business. the company moved away from a central processing computing strategy to an Internet-based strategy. Through this, the company learned that the Internet-based solution has been more effective than a client/server-based solution.

Information Technology and Organizational Change: The Role of Context in Moderating Change Enabled by Technology

This study uses data from 140 Information Systems projects implemented in public organizations to analyze the role of organizational context in moderating change enabled by the introduction of computer-based technologies. The analysis supports the notion that neither technology nor managerial action alone can be considered deterministic forces in shaping organizational change and consequently in determining the outcomes of the introduction of IT. The findings provide some evidence to suggest that as managers mature with the use of technology, they will be in a better position to coordinate the human and the technological aspects of organizational change. Additionally, the findings indicate that while managers seek alignment between the organizational mission and the use of computer-based information systems, there is a narrow and limited application of information technology to solve organizational problems.