...he problem with Compaq is that they developed too much IT architecture using financial advisory, where R&D and openness keys to development and the culture, while ignoring the environment. Open communication and trust was barricaded and destroyed by ASK (financial IS). The workers were being motivated by fear, much like Geneen in Morgan’s Images Of Organization. From an IT architecture standpoint, numbers based on the finance division depicted the entire company, even the organizational structure. The organizational structure did not align with the IT architecture, and the culture did not align with it either. Morgan stated, “The division of labor characteristic of industrial societies creates a problem of integration, or what may be more accurately described as a problem of integration, or what may be more accurately described as a problem of “cultural management.”” Compaq started as a functional structure, changed into a divisional fairly soon and then back to functional. Culture was strongly emphasized over anything else. CASH stated, “The process encompassed a whole range of ideas, including (1) the rule of inclusion, (2) teamwork, (3) “working the issue,” and (4) consensus building.” The IS system at Compaq did allow the free-flow of information through email named “B-mail.” ASK was used for financial services so that the company could easily track orders, and know where it stood financially. The culture felt monitored by ASK operators since it “becomes responsible for...
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