DILEMMAS ECONOMY AGE DIGITAL - MANAGED CHANGE (Part I)

SUMMARY Value to developing countries of increasing economic integration, of ever-expanding trade and capital flows. Openness is not essential to economic growth, he argues. It''s likely to widen inequality within countries. And, as recent events demonstrate, it leaves developing nations vulnerable to debilitating financial shocks. It''s a seductive argument, and it''s right in many particulars.

DILEMMAS ECONOMY AGE DIGITAL - MANAGED CHANGE (part I)


1. INOVATION PROJECT MANAGEMENT - five parts
R. Stefko speak, in the traditional approach, we can distinguish 5 components of a project in the development of a project:
1. Project initiation.
2. Project planning.
3. Project production or execution.
4. Project monitoring or controlling.
5. Project completion.
Not all projects will visit every stage as projects can be terminated before they reach completion. Some projects probably don''t have the planning and/or the monitoring. Some projects will go through steps 2, 3 and 4 multiple times. Many industries utilize variations on these stages. For example, in bricks and mortar architectural design, projects typically progress through stages like:
1. Pre-Planning,
2. Conceptual Design,
3. Schematic Design,
4. Design Development,
5. Construction Drawings (or Contract Documents),
6. Construction Administration .
While the names may differ from industry to industry, the actual stages typically follow common steps to problem solving - defining the problem, weighing options, choosing a path, implementation and evaluation (Velloor R., India Unveils People Friendly Budget, The Straits Times, Singapore, February 17, 2009 p. A15). Project management tries to gain control over five variables (see result DAHA DEBATE):
1. time - The amount of time required to complete the project. Typically broken down for analytical purposes into the time required to complete the components of the project, which is then further broken down into the time required to complete each task contributing to the completion of each component.
2. cost - Calculated from the time variable. Cost to develop an internal project is time multiplied by the cost of the team members involved. When hiring an independent consultant for a project, cost will typically be determined by the consultant or firm''s hourly rate multiplied by an estimated time to complete.
3. quality - The amount of time put into individual tasks determines the overall quality of the project. Some tasks may require a given amount of time to complete adequately, but given more time could be completed exceptionally . Over the course of a large project, quality can have a significant impact on time and cost (or vice versa).
4. scope - Requirements specified for the end result. The overall definition of what the project is supposed to accomplish, and a specific description of what the end result should be or accomplish.
5. risk - Potential points of failure. Most risks or potential failures can be overcome or resolved, given enough time (see: Sharplin A. (2005) Strategic Management, Oxford, pp. 289-321 and J. Schlichter, An Organizational Project Management. Maturity Model, PMFORUM, 2009).
Project Management is basically divided into five parts:
1. Requirements analysis.
2. Engineering and design.
3. Procurement.
4. Development or construction.
5. Maintenance or post development system (or software) support .
B. Bobk and E. Subertowa believe that a requirements analysis begins the process by defining the requirements and specifications, first in coarse terms, followed by increasingly refined terms, until a clear concept of operation and design can emerge (ECO NATIVE and Greek Asia). It is critical to the remaining steps that this step be complete and not changed, because the cost to make changes to the requirements is exponential as one moves from step to step (Ingham R., Celebrating the Specie'' Greatest Thinker, The Nation, Kuala Lumpur, February 8, 2009, p. 8A). The basic design, conceptualization and engineering comes under the category of engineering works. Procurement is the purchase of raw material like brought outs, materials, tools and tackles, etc required for the project.
Construction includes implementation, installation or construction project including testing (Pima C., ???? P. (2006), B??????????? ???????? ?????? ? ????????????? ???, [w:] Globalizacja a optymalizacja gospodarowania podmiotow ery cyfrowej (wybrane problemy i aspekty). Koszyce-Lwów-?uck-Rzeszów, s. 229-251). Team Rand building current list of existing organizational project management maturity models. Why are these so called maturity models important? John Schlichter writes to the PMFORUM and PMBOK. "The purpose of the Organizational Project Management Model is to enhance an organization''s ability to implement organization strategy through successful, consistent, and predicable delivery of project (work Software SHAZAM) - no matter what the industry ". What do we mean by "organizational project management maturity model"? says Mickey North Rizza, research director at AMR Research. First, "organizational" increases the domain of project management beyond delivery of the single project. The use of the word "maturity" implies that capabilities must be grown over time in order to produce repeatable success in project management (Schlichter R., An Organizational Project Management. Maturity Model, PMFORUM, 2007). The Random House College Dictionary defines "maturity" as full development or perfected condition. "Maturity" also connotes understanding or visibility into why success occurs and ways to correct or prevent common problems. "Model" implies change, a progression, or steps in a process (ICT ).
2. ORGANIZATIONAL CHARTING AND WORKFORCE MODELING SOLUTIONS STRUCTURE ORGANIZATIONAL - ORGPLUS TOOLS
P. Le Be speak, whatever your business, whatever your size, building a view of your workforce and communicating that view across your organization is crucial to your success . From enabling employee collaboration to providing a planning framework for managers to make key business decisions, seeing and understanding your organizational structure adds strategic value to your business (see Le Be P., Le Temps est Venu de Socjaliser les Banques, L''Hebdo, Zurich, No 5, 2009, p. 24).
With the industry''s premiere organizational charting and workforce modeling solutions, HumanConcepts has designed the OrgPlus line of products to meet the unique communication, planning and modeling needs of managers at all levels - from small departments wanting to give employees a better understanding of the business to large enterprises where executives need integrated workforce planning and modeling tools:
1. OrgPlus Enterprise - Server-based solution designed for organizations with over 1000 employees that need to create organizational charts on-demand over a corporate intranet or employee portal.
2. OrgPlus Online - A secure, hosted solution that enables organizations of all sizes to instantly create, view, share and manage organizational charts without installing and maintaining any software.
3. OrgPlus Professional - Ideal for organizations over 100 employees that wish to automatically create and distribute organizational charts for planning and communication.
4. OrgPlus Standard - The easiest way to manually create professional organizational charts fast; intelligent tools for easy drag-and-drop scenario planning.
5. OrgPlus Express - For simple org charts, this Microsoft Office plug-in replaces the organizational charting functionality found in MS Word and PowerPoint.
6. OrgPlus Reader - Free download for sharing data rich org charts across an organization. View, navigate, report and analyze organizational information. OrgPlus products can be used independently or combined as a solution, depending on the size and needs of your organization (Kazimierz Zimniewicz (2000), Social Effect of New Concepts of Management. Ann. UMCS Sect. H Oecon. Vol. 34).
S. Leesa-Ngunansuk speak all tools OrgPlus - the leading workforce modeling and organizational charting software - Organizational charts are the most intuitive way to understand your organization. OrgPlus goes much further, making information easily accessible throughout the organization with a unified, visual view of critical data from different business systems and providing the tools to model business scenarios and plan for change (see: Organizational Charting and Workforce Modeling Solutions for Organizations of all Sizes, www.orgplus.com). OrgPlus makes employees more productive, helping them understand company strategy and structure, gives managers the information they need to make decisions, and executives the ability to align their workforce with strategic objectives says Paige. OrgPlus Enterprise connects your organization by offering a fast, safe and secure way to manage, view and share your organizational charts via the web:
1. Employees access charts via the web.
2. Real-time data reflected in charts.
3. Role-based security.
4. Easily search and navigate entire organization.
5. Directories and Profiles.
6. Customized views of your organization.
7. Workforce planning and modeling.
8. Sophisticated printing, publishing and exporting.
1. Employees access charts via the web
Save time and money with up-to-the-minute organizational charts and corporate directories for any department, or for the entire company. Obtain extended information and photos for any individual in the chart. OrgPlus Enterprise is accessed from any Internet-connected computer, allowing you to request and view on-demand charts. Changes made to the data are reflected in your charts in real-time (PDM).
2. Real-time data reflected in charts
OrgPlus Enterprise hooks directly into a corporate database and delivers real-time access to organizational data and charts. OrgPlus Enterprise can also create charts and directories from data stored in multiple sources. This enables users to view charts from more than one data source. For example, a company with multiple subsidiaries could create an entirely separate group of charts for each subsidiary (reconnect guide).
3. Role-based security
Use OrgPlus Enterprise''s role-based or individual security levels to ensure authorized access to company information. Typically an administrator will create roles as required by business needs. For example, if salary information is included in a chart view you have the ability to restrict viewing to specific managers (See Tichy N.M. (2000), Managing Strategic Change: Technical, Political, and Cultural Dynamics, Alderskot, pp. 189-245).
4. Easily search and navigate entire organization
Drill-up and down capabilities are the perfect way to navigate, explore and understand your organizational structure and the people within it. There is no better way for an employee or manager to understand the company, their department and their mission. There are several ways to navigate through a large chart including zooming, changing the number of levels being viewed, scaling, setting a thumbnail view or setting the chart to fit to the window (big see Yves Frei P., Le Japon et la Suisse mariés pour l''économie, Tribune de Geneve, février, 18, 2009, no 40-8, p. 12).
5. Directories and Profiles
Directories enable you to easily list, search and add information. Directories provide a tabular list that shows information for a selected box and its descendants. Use the Profile View to show extended information about employees (Beckhard, R., Harris, R. 1987). Profiles include the fields that the administrator set up as well as the level of security access each user has. Fields include Name, Title, Report-To ID, Employee ID, Phone, Email, Department and more. Email and web addresses (URLs) are automatically hyperlinked in profiles and directories (M. Piatkowski (2004), The Impact of ICT on Growth in Transition Economies. TIGER Working Paper Series, no 59, Warsaw, pp. 4-26).
6. Customized views of your organization
OrgPlus Enterprise allows for multiple, customized views of the same chart. The chart administrator creates the views that define what the end users see. For example, the chart administrator could create two views for a company - one containing employee pictures and another containing only contact information. Using the same chart data, you can also view alternate hierarchical representations of reporting structures, such as project teams or business units (win-win).
7. Workforce planning and modeling
From within OrgPlus Enterprise you can download any chart into OrgPlus, which provides a robust environment for planning, modeling and analysis - SHAZAM Econometrics Computer Program. Use Conditional Formatting, for example, to automatically format your chart based on the data it contains to create customized views that help you better understand your organization (Mythkos Lean Production. Die waren Erfolgskonzepte japanischer Unternehmen. F. Gendo, R. Konschak. Essen 1999, pp. 34-45).
8. Sophisticated printing, publishing and exporting
OrgPlus Enterprise contains a variety of print and export options. Page set up and print preview features allow users to define the page settings and display a preview of how the current chart will look before printing. Publish charts to a variety of formats including PDF, PowerPoint and Word files (Srinivasan R., Microsoft Pushes IE. The Epoch Times, February 2009, p. 14. Kuala Lumpur, Malaysia). Data can be easily exported to tools Microsoft. Reports can be printed and exported into Excel or CSV files for additional analysis with external data (Traub P. (1996), Optimising Human Factors Integration in Systems Design, Engineering Management Journal, April, pp. 21-34).

3. COMPUTER TOOLS FOR IMPROVING MANAGEMENT SKILLS
3.1. New concepts of improving management

The enterprise is always in the process of assessing the se of tools and value-added services that would make the enterprise hard for the customer to live without. The goal is for the customer to come up with no answer to the following questions:
1. Who understand a me better?
2. Whit whom can I transact faster and at a lower cost?
3. Where can I get better service? (Slusarczyk B., Wspolpraca gospodarcza Polski z Ukraina [W:] Wspolpraca gospodarcza Polski z krajami sasiedzkimi, J.Misala /red/ Wydawnictwo Politechniki Radomskiej, Radom 2004, /s.204-251/, ISBN 83-7351-038-9 : 9).
Arthur Stinchcombe seeks contemporary management means, among other things, a co-ordination of teamwork. According to P. Grange it can be considered as a basic field of human activity. In this case one should:
- start with customer needs,
- then analyse business processes,
- take constraints into consideration,
- think and act changeably (according to Grange "think different").
To think different means in consequence:
1. Focus activity on results, not on tasks, and emphasise that the users of the process are executors of company''s goal.
2. Consider dispersed resources as if they are located in one place and co-ordinate parallel business processes in the course of their execution.
3. Take decisions mainly on the place where they are executed. Store the information, which is important for control, in a database and process it "intelligently".

S. Misetic impression, creation and usage of models, modern management techniques, technical, sociological and cultural aspects in existing economic systems are recommended. Occurrence of problems in management should result in immediate attempt to overcome these problems. In order to eliminate disruptions efficiently one should:
- observe the course of actions,
- analyse and investigate them, try to define improvement proposals,
- watch the performance of the best in given field of activity,
- refer to the newest literature on the subject, look for innovative proposals (big See: Misetic S.(2000), Process Performance Manager. IBCS, Warszawa and (Slusarczyk 2005; Toth M., ROZVRHOVA ZAKLADNA KALKULACII NAKLADOV. [In:] PODNIKANIE A KONKURENCIESCHOPNOS? FIRIEM. Podhajska, 2008).
Carter McNamara believe, the a evaluation of action effectiveness is also essential. Them models: Bedauz''a, Stiegersa-Reeda, H. Switkiewicz-Zych, A. Osborna can be used here with satisfactory results. The Fiedler theory, stating that managing the company requires continuous improvement of skills and learning how to run business, also turns out to be useful. The currently popular methods of perfecting the art of business are: case study, training for managerial staff, sensitivities, role play, decision games.

3.2. Decision games

R. Panchyshyn speak, the decision games are sometimes called "managerial games". According to J. D.Wiliams, such games may be a method of increasing management effectiveness. L. W. Kontorowicz confirms that the experience, which is usually acquired through many years, may be achieved in several weeks by means of simulation games.

A simulation game is a decision model in which:
- the participants make decisions within the confines of the game scenario,
- the objective of the game is known and thus the criteria of participant evaluation are also known,
- the initial situation was precisely determined.
Nowadays the decision games are usually assisted by information systems with their software procedures controlling and assessing game sessions (Many concepts of John von Neumann, mathematician, are used in these systems). Simulation games are generally divided into two groups:
1/ conflict (antagonistic) games, in which somebody''s win implies somebody else''s simultaneous loss;
2/ non-antagonistic games, in which the initial data and tasks are equal for all participants and the achiever of the best parameters is the winner (See Kolb D. 1984, Experiential Learning, New York).

Carter McNamara believe, the a the first decision game was Top Management Decision Game (TMD), created for American Management Association (AMA). Currently simulation games are most frequently used in: choosing policy of activity, staff training, management. T. Kasprzak and J. Meyer impression, they are especially popular in training managerial staff . More than 500 games exist in England (Westra R., Robert Jessop (Editor), Robert Albritton (Editor), 2007, Political Economy and Global Capitalism: The 21st Century, Present and Future (Anthem Studies in Development and Globalization), Anthem Press). The interest in these games is also growing in Poland. The scheme of typical course of the game is: a decision taken in a: period T + scenario + module for automatic processing and quantification of the game session = report (See Koza, J.R. (1992), Genetic Programming: On the Programming of Computers by Means of Natural Selection. MIT Press and Koza, J.R. (1994), Genetic Programming II: Automatic Discovery of Reusable Programs. MIT Press).

M. Maoz speak, in managerial decision game the participants make their business decisions in a sequential manner. These decisions:
1. encompass production,
2. sale structure,
3. production volume,
4. sale prices,
5. cost of advertisement,
6. cost of information acquisition,
7. cost of quality,
8. structure of material supply sources,
9. financial supplies,
10. sale conditions and other things such as rate of depreciation,
11. deposit rate,
12. income tax,
13. fixed assets,
14. ownership capital,
15. rotation cycle,
16. market absorption,
17. inflation rate (Maoz M. (2000), eCRM in a Multichannel World, Gartner Group, pp. 78-121).

Processing and calculation of economic consequences of the decisions are executed by the information system, and results may be presented on the display screen or on result sheets. Results and conclusions coming from each stage of the game and obtained from the Module preparing game ranking for each participant are good basis for preparing further decisions for next sessions. Knowledge of economic consequences of the taken decisions, as well as the necessity for developing another, more effective strategies are a perfect and efficient method of acquiring managerial experience (Little, Todd. 2004, "Adaptive Agility - Managing Complexity and Uncertainty" Paper presented to the Agile Development Conference, Salt Lake City, Utah, USA, 22-26 June). Available technical resources (not demanding information systems) cause that this method can be used by many interested individuals (Macerinskien I., Subertova E., 2008, Present Role of Development Co-operative Society in Lithuania and in the Slovak Republic. Podnikanie a konkurencieschopnos? firiem. Bratislava).


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pp. 34-45.
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See Software SHAZAM.
There is however hardly any evidence for the impact of ICT on developing and emerging economies, including the post-communist countries transitioning from a centrally planned to a market economy. Among the few publications, IMF (2001) indicates the positive contribution of ICT production to growth in late 1990''s in selected countries of South-East Asia.
See Organizational Charting and Workforce Modeling Solutions for Organizations of all Sizes, www.orgplus.com, pp. 1-28.
See Leesa-ngunansuk S., IT is the Answer to Crisis, Bangkok Post, Thailand, February 11, 2009, p D1 and Leesa-Ngunansuk S., Online Advertising Spend Expected to Grow, Bangkok Post, Thailand, February 11, 2009, p D3.
See Software SHAZAM and Roy R.K. (2001), Design of Experiments using the Taguchi Approach: 16 Steps to Product and Process Improvement. Wiley, NY.
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E publikacja-www.GLOBALECONOMY.pl
E publikacja-www.IPIS.pl
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