Today many IS departments and individuals are attempting to transform from technical groups and specialists to user oriented functions and customer support personnel. The major responsibility of the traditional IS department has evolved from the development, operation, and support of technology to the management of information. In the university environment, managers of information have traditionally been librarians. Librarians have increasingly become users of electronic information resources. A merger of the library with computing and telecommunications brings together technical expertise with information management skills. This case study describes the process of integrating the library, computing and telecommunications services in a University. Within the last two years, a new manager in the newly created position of Chief Information Officer merged these diverse organizations. We will describe the techniques used during the first year to foster communication, develop new strategic direction, and create and implement a new organizational structure. We will focus on establishing leadership, the organizational change and operational planning process, and the initial implementation of the new organizational structure. We will describe some of the problems and obstacles that needed to be addressed, including new management’s establishment of trust and control, creating an environment for change, managing change amid strong time pressures, human resource issues, and resource constraints.
Organizational Structure Differentiation and Evolution of International Corporations Based on Company-Atom Analogy in the Mobile Internet Era
