Assignment 5(MIS)

Based on your adopted organization(s), identify and discuss barriers in their IS/IT implementation.
On the Company we interviewed which is the Skycable their is a Barriers that occur in their IS/IT implementation.
In every organization, having these problems are obvious. People come from different background,cultures and etinity. A good organization manages all these problems properly and that helps in its developement.
These are the external problems. Problems in communication, information sharing and ownership are the internal problems which can be avoided by having a good management.
Barriers to innovation commonly occur where technology experts, or persons with an extensive research and publication record, are supervised by persons lacking in this type of background. In other words, innovation can be blocked where management assigns a technology expert with a supervisor who does not understand science, is not capable of understanding science, is resistant to understanding science, or who feels threatened by science. A growing number of companies in recent years have invested considerable resources to develop strategic planning skills. Companies obviously need to improve strategy implementation activities, but the pace of these activities and the implementation itself have many problems. Primary objectives are somehow forgotten as the strategy moves into implementation, and the initial momentum is lost before the company realizes the expected benefits. The cause isn't easy to explain, but it can be attributed to a variety of problems. Traditional strategy implementation concepts overemphasize structural aspects, reducing the whole effort to an organizational exercise. Ideally, an implementation effort is a "no boundaries" set of activities that doesn't concentrate on implications of only one component, such as the organizational structure. When implementing a new strategy, it's dangerous to ignore the other components because strategy implementation requires an integrative point of view. You need to consider not only the organizational structure, but the soft facts as well--the cultural aspects and human resources perspective. Taking into account both the soft and hard facts (like turnover, operating profit, profitability ratios) ensures that cultural aspects and human resources receive at least the same status as organizational aspects. Altogether, this integrative interpretation allows you to develop implementation activities that are realistic.
Barriers are important because a barrier is an obstacle which prevents a given policy instrument being implemented, or limits the way in which it can be implemented. In the extreme, such barriers may lead to certain policy instruments being overlooked, and the resulting strategies being much less effective. For example, demand management measures are likely to be important in larger cities as ways of controlling the growth of congestion and improving the environment. But at the same time they are often unpopular, and cities may be tempted to reject them simply because they will be unpopular. If that decision leads in turn to greater congestion and a worse environment, the strategy will be less successful. The emphasis should therefore be on how to overcome these barriers, rather than simply how to avoid them. ECOCITY provides a useful illustration of the ways in which such barriers arise, and of how obstacles have been overcome, in case study cities.

Principal Barriers
 Legal and institutional barriers -These include lack of legal powers to implement a particular instrument, and legal responsibilities which are split between agencies, limiting the ability of the city authority to implement the affected instrument (Section 3).
 Financial barriers- these include budget restrictions limiting the overall expenditure on the strategy, financial restrictions on specific instruments, and limitations on the flexibility with which revenues can be used to finance the full range of instruments.
 Political and cultural barriers- these involve lack of political or public acceptance of an instrument, restrictions imposed by pressure groups, and cultural attributes, such as attitudes to enforcement, which influence the effectiveness of instruments.
 Practical and technological barriers- while cities view legal, financial and political barriers as the most serious which they face in implementing land use and transport policy instruments, there may also be practical limitations. For land use and infrastructure these may well include land acquisition. For management and pricing, enforcement and administration are key issues.


Common Barriers

* Studying the problem too long without acting
* Trying to get everyone's agreement first
* Educating without changing structures or expectations
* Tackling everything at once
* Measuring nothing or everything
* Failing to build support for replication
* Assuming that the status quo is OK

More Barriers to Change

* Lack of such resources as time and commitment
* Resistance to change
* Lack of senior leadership support or physician champion
* Lack of cooperation from other agencies, providers, departments, and facilities
* Ineffective teams
* Burdensome data collection

Essential Elements for Change Effort

* Define the problem
* Define the target population
* Define effective treatment strategies and establish procedural guidelines
* Establish performance measures; set goals
* Define effective system changes and interventions
* Develop leadership and system change strategy


Overcoming problems and barriers

3 major benefits when overcoming identified barriers and problems.

 Prepared minds. The first benefit is to ensure that all participants of the planning process (e.g. senior managers, planners, decision makers) have a solid understanding of the business, its strategy as well as the assumptions behind that strategy. This understanding enables them to identify and to respond quickly to chances and challenges as they occur in real time.
 Innovation intensifier. The second benefit is to increase the innovativeness of the organization’s strategy. A strategic planning process cannot guarantee creative insight or excellent ideas in general; however the process can increase probability that they will occur by opening up participants to new thinking and challenging assumptions.
 Appropriate process. Overcoming selected problems and barriers enables the organization to consider own planning demands best and to focus on important issues of its organization, industry and environment. Hence organizations can create their customized strategic planning process, which offers the most benefits.


reference:
http://www.mywhatever.com/cifwriter/content/22/4481.html
http://www.themanager.org/strategy/Strategic-planning-problems-barriers.htm