IT is good at undertaking routine functions. Nevertheless, IT can perform functions that require creativity or the ability to respond to the complex or unpredictable circumstances that characterize especially IT industry, which exists in rapidly changing environment. The degree to which a particular activity is routine or standardized (and therefore subject to automation and / or relocation to lower-cost locations) is a key clue to the potential impacts of IT management on the information revolution. (Martin 1995, p 24) IT management is complicated. Distribution of activities can also occur between autonomous companies linked together by outsourcing (i. e.
, the practice of acquiring goods and services from outside, specialist firms, rather than providing them internally) and strategic alliances trends enabled by reliable telecommunications linkages between companies and their supplier networks. (Martin 1995, p 65-66) Ownership structures also plays a role management process of IT company. Smaller, independently owned, single-establishment firms are more likely to be tied to a given community. As national and international companies take over various industries, a geographic redistribution of functions are expected to be seen over a wider area -regionally, nationally, or even on a global scale. (Castells, 2000) IT had created unique opportunity to become an entrepreneur. You can succeed in the changing environment; despite the differences in management, small companies have same chances to survive on the market as big ones do.
The Term Paper on Management Functions 2
... regarding the purchase of raw materials and many other things. Management functions: Management functions STAFFING: Staffing is a process which includes recruitment, selection, training, ... company. Human resource department plays most important role in establishing good relation and harmony among all. Human resource Management: Human resource Management MAJOR FUNCTION ...
For example, E-commerce entrepreneurs are moderate risk takers; entrepreneurial position involves putting ones self at risk for the sake of the venture. Entrepreneurs may jeopardize their financial security and the security of others in order to get started; they may also put marriages and friendships at risk through neglect and the prospect of business failure. By contrast, the IT companies managers are much more cautious about taking any risks. IT company’s manager is motivated more by externally imposed goals and rewards, is less tolerant of uncertainty or ambiguity than the entrepreneur is, the less oriented towards risk.
There are also difference in the decision making of the manager and the entrepreneur. Entrepreneur usually follows dream with decision. They attempt to maximize value creation by minimizing the resource set and must of course accept more risk in the process. On the other hand, manager deals with this challenge by careful analysis and large-scale commitment of resources after the decision to act. They get information, assistance and support from boss, peers and subordinates in order to get the job done. They usually agree with those in the upper management positions.
On the other hand, entrepreneur usually follows dream with decision. Nevertheless, both entrepreneurs and large companies in such a specific economic field have good chances to grow and expand. As IT management is transforming the economic landscape, the type of jobs available is changing. The impact of the IT Revolution, Some have suggested is that we are moving toward a jobless society. Castells argues with this and says that the evidence he finds is contradictory, and can support both arguments, but he is very optimistic on this matter.
For example, Castells looks at the two most advanced (in terms of technology) countries in the world, America and Japan. He looks at whether it is true in two countries that the more technology there is, the more the number unemployment. He finds that between 1970-92 USA economy grew by 70% and the number of people in employment grew by 49% and in Japan, the economy grew by 173% and the number of people in employment grew by 20%. However, over the same period of time, the EC economy grew by 814% and employment only grew by 9%.
