IT Organizational Structure Relationship with IT Governance Performance: Case of a Public Organization

2017 ◽  
pp. 229-252
Author(s):  
Parisa Aasi ◽  
Lazar Rusu ◽  
Dorothy Leidner
Keyword(s):  
Organizational Structure ◽  
It Governance ◽  
Public Organization ◽  
Structure Relationship

scholarly journals Finding Our Way to Food Democracy: Lessons from US Food Policy Council Governance

2019 ◽  
Vol 7 (4) ◽  
pp. 32-47 ◽  
Author(s):  
Karen Bassarab ◽  
Jill K. Clark ◽  
Raychel Santo ◽  
Anne Palmer
Keyword(s):  
Organizational Structure ◽  
Food Systems ◽  
Food Policy ◽  
Collaborative Governance ◽  
The United States ◽  
Community Members ◽  
Food Policy Council ◽  
Structure Relationship ◽  
Using Data ◽  
Food Democracy

Food policy councils (FPCs) are an embodiment of food democracy, providing a space for community members, professionals, and government to learn together, deliberate, and collectively devise place-based strategies to address complex food systems issues. These collaborative governance networks can be considered a transitional stage in the democratic process, an intermediary institution that coordinates interests not typically present in food policymaking. In practice, FPCs are complex and varied. Due to this variety, it is not entirely clear how the structure, membership, and relationship to government of an FPC influence its policy priorities. This article will examine the relationship between an FPC’s organizational structure, relationship to government, and membership and its policy priorities. Using data from a 2018 survey of FPCs in the United States by the Johns Hopkins Center for a Livable Future paired with illustrative cases, we find that an FPC’s relationship to government and membership have more bearing on its policy priorities than the organizational structure. Further, the cases illustrate how membership is determined and deliberation occurs, highlighting the difficulty of including underrepresented voices in the process.

scholarly journals IT Management in Policing: Main Advantages and Disadvantages of IT for Police Managers

2016 ◽  
Vol 12 (9) ◽  
pp. 23
Author(s):  
Hamza Tosun
Keyword(s):  
Information Technology ◽  
Organizational Structure ◽  
Community Policing ◽  
Organizational Capacity ◽  
Three Dimensions ◽  
It Management ◽  
Public Organization ◽  
Advantages And Disadvantages ◽  
It Systems ◽  
Police Agencies

As a public organization, police agencies have placed various IT systems into service in order to achieve their goals. More especially, in community policing era, information technology have greatly assisted police managers to improve policing capabilities in terms of serving effectively and efficiently. In describing three dimensions of the IT Management, this paper explores the advantages and disadvantages of using IT in policing area. IT Management offers great advantages in policing for police managers. However, before initiating an IT project, police managers should consider their organizational capacity in terms of budget, personnel, and organizational structure.

scholarly journals DESIGNING AN EFFECTIVE ORGANIZATIONAL STRUCTURE TO ACHIEVE PUBLIC ORGANIZATION OBJECTIVE (CASE STUDY IN PT. PTPN VII LAMPUNG)

2015 ◽  
Vol 10 (1) ◽  
pp. 93
Author(s):  
Devi Yulianti ◽  
Dedy Hermawan
Keyword(s):  
Data Analysis ◽  
Organizational Structure ◽  
Organization Structure ◽  
Qualitative Approach ◽  
Public Organization ◽  
Organization Effectiveness ◽  
Divisional Structure ◽  
Descriptive Method

<p>This research is about the design of organization structure to create the effective public organization which is located in PT. Perkebunan Nusantara VII (Persero) Lampung.  This research is aimed to describe and analyze the relation between the design of organization structure of PTPN VII (Persero) with the company goals in creating the effective corporation. This study used qualitative approach with descriptive method.  The data was collected using documentation tehcnique and the data analysis was using reduction and conclusion technique. The results of this research were three main points. First, PTPN VII (Persero) has used the divisional structure.  Second, there were some alterations in divisional structure each year from 2008 until 2012. Third, the divisional structure of PTPN VII (Persero) hasn’t been able to support the achievement of company goals so that this corporation is no yet effective. The conclusion of this research is that the design of organization structure of PTPN VII (Persero) is not effective to reach the company goals.</p><p> </p><p>Keywords: organization, organization structure, and organization effectiveness. </p>

scholarly journals Perancangan Tata Kelola Teknologi Informasi di BAPAPSI Pemkab Bandung Menggunakan framework COBIT 5 Pada Domain EDM dan DSS

2016 ◽  
Vol 2 (2) ◽  
pp. 74
Author(s):  
Rati Amanda Fajrin ◽  
Murahartawaty Murahartawaty ◽  
Soni Fajar S. Gumilang
Keyword(s):  
Information Technology ◽  
Organizational Structure ◽  
Public Information ◽  
Design Procedure ◽  
It Governance ◽  
Existing Problems ◽  
Internet Connection ◽  
Effective Use ◽  
Capability Level ◽  
Internet Network

Abstrak— Teknologi informasi memiliki peranan penting untuk mendukung pelaksanaan informasi publik. Pemerintah Kabupaten Bandung memiliki salah satu badan, yaitu BAPAPSI. Permasalahan yang ada di BAPAPSI, terutama pada bidang PPI adalah tidak meratanya jaringan internet di seluruh kecamatan, jaringan internet yang buruk, penanganan insiden yang buruk dan pengadaan server yang tidak mendukung penggunaan aplikasi di BAPAPSI. Oleh karena itu, untuk menyelesaikan masalah yang ada di lingkungan BAPAPSI menggunakan metodologi 7 lifecycle COBIT 5. COBIT 5 menyediakan panduan yang lengkap, pedoman yang komprehensif dalam membantu organisasi untuk mencapai efektivitas penggunaan TI. Tahap pertama pada penelitian ini adalah melakukan penilaian tingkat kapabilitas, kemudian memetakan governance objective, enterprise goals, IT Related Goals dan IT Process pada COBIT 5. Sehingga menghasilkan proses prioritas yaitu EDM04 dan DSS01 yang akan dianalisis dan dilakukan perancangan prosedur tata kelola TI dengan menggunakan COBIT 5. Pada penelitian ini juga merekomendasikan struktur organisasi sasaran sesuai dengan kebutuhan Pemerintah Kabupaten Bandung.Kata Kunci— tata kelola TI, COBIT 5, domain EDM, domain DSS, PemerintahanAbstract— Information technology has an important role to support the implementation of public information. Bandung regency government has one of the bodies, named BAPAPSI. The existing problems in BAPAPSI, especially in PPI are uneven internet network in all districts, bad internet connection, bad handling of the incident, and the procurement of servers that do not support the use of the application in BAPAPSI. Therefore, 7 lifecycle COBIT 5 methodology is used to solve the problems in BAPAPSI. COBIT 5 provides complete, comprehensive guidelines in helping organizations to achieve the effective use of IT. The first stage in this research is assess capability level, then the next stage are mapping governance objective, enterprise goals, IT Related Goals and IT Process on COBIT 5. So, the results are the priority process on EDM04 and DSS01 domain to be analyzed and to design procedure IT governance using COBIT 5. This research also recommends the target of organizational structure in accordance with the needs of the Bandung regency government.Keywords— IT Governance, COBIT 5, EDM domain, DSS domain, Government

IT Governance Implementation Guide

2008 ◽  
pp. 238-248 ◽  
Author(s):  
Wim van Grembergen ◽  
Steven De Haes
Keyword(s):  
Organizational Structure ◽  
It Governance ◽  
Business Strategies ◽  
Direct Impact ◽  
Governance Mechanisms ◽  
Market Position ◽  
Silver Bullet ◽  
The Ideal

There is no real “silver bullet” (the ideal way) for implementing and maintaining good IT governance within an organization. Organizations differ in culture and size, they operate in different sectors, and they may own a different market position resulting in different business strategies. These different contingencies have a direct impact on the organizational structure and processes, and as such have a direct impact on the IT governance mechanisms.

IT Governance

2009 ◽  
pp. 69-83
Author(s):  
Matthew Guah
Keyword(s):  
Organizational Structure ◽  
It Governance ◽  
Business Value ◽  
Transitional Period ◽  
The World ◽  
Near Term ◽  
Host Organization ◽  
Structured Approach

VLITP managers face unprecedented expectations for their governance. These expectations are driven by mandates and other demands from host organizations. This chapter is meant to help VLITP professionals around the world meet and exceed such expectations. It details relevant expertise, methodologies, and experience required by VLITP managers to go beyond compliance of regular IT governance issues to deliver objectives that drives business value across the host organization’s enterprise. Implementing a VLITP involves the management of a transitional period which requires a structured approach that will help the host organization evaluate its options for designing the organizational structure that facilitates continuous business improvement. Good IT governance in VLITP focuses on immediate priorities, including a periodic identification and learning lessons to determine both near-term and far reaching strategies for the VLITP. This involves good approach to different stands and compliance issues during the implementation of VLITP.

scholarly journals Analisa Dan Audit Tata Kelola Teknologi Informasi Dengan Cobit 5 Framework P.O.07 Pada Biro Administrasi Umum Universitas Muhammadiyah Palangkaraya

2019 ◽  
Vol 19 (1) ◽  
pp. 153-159
Author(s):  
Ika Safitri Windiarti ◽  
Fitriani Fitriani ◽  
Mita Sari ◽  
Agung Prabowo
Keyword(s):  
Information Technology ◽  
Organizational Structure ◽  
Computer Science ◽  
Staff Member ◽  
It Governance ◽  
Organizational Management ◽  
Educational Background ◽  
Technology Governance ◽  
Information Technology Governance ◽  
Efficiency And Effectiveness

Information technology governance is an integrated part of organizational management that includes leadership, organizational structure and processes that ensure that information technology is utilized as optimal as possible. An institution similar to UMP, especially in the BAU section, it is time to be managed on an IT-based basis in view of the complexity of the work and for the efficiency and effectiveness of the work of employees working at BAU UMP. The purpose of this study is to determine the condition of IT governance in the UMP BAU for now and analyze IT needs for the next 5-10 years by applying the COBIT 5 Framework method. Based on respondent data, for the next 5-10 years, BAU UM Palangkaraya requires at least 6 staff with educational background in IT or Computer Science for each section of 1 staff member. For further research is to work on subdomains PO.08 and PO 09.

scholarly journals Re-Organizing Specialized Agencies of the District-Lever People’s Committees and Downsizing the Cilil Servants

2019 ◽  
Vol 35 (2) ◽  
Author(s):  
Pham Thi Giang
Keyword(s):  
Organizational Structure ◽  
Administrative Reform ◽  
The State ◽  
District Level ◽  
Civil Servants ◽  
Public Organization ◽  
Number Of Solutions ◽  
The Public ◽  
Specific Factors ◽  
Professional People

Abstract: The article focuses on analyzing and arranging the organizational structure of specialized agencies of the district-level People's Committees to be streamlined, reasonable and meet the management requirements. At the same time, this is the basis for determining, arranging appropriate staffing and downsizing the civil servants: taking people who need to be downsized out of the public organization, supplementing qualified and professional people to work in the specialized agencies of the district-level People's Committees. In the state administrative reform practice since 2001, the number of specialized agencies under the district People's Committee has changed in the direction of reducing from 15 agencies to 12 agencies (including specific factors). However, the number of civil servants in the specialized agencies of district-level People's Committees has increased. Thereby, the author offers a number of solutions to reorganize specialized agencies of district-level People's Committees more streamlined and more reasonable and contribute to downsize the civil servants. Keywords: Reorganization, professional agencies, payroll streamlining, district-level People's Committees. References [1] Xem Dự thảo Nghị định ngày 10/4/2018 - Bộ Nội vụ, Quy định tổ chức các cơ quan chuyên môn thuộc UBND huyện, quận, thị xã, thành phố thuộc tỉnh, thành phố trực thuộc Trung ương. https://www.moha.gov.vn. [2] Nguyễn Văn Lượng, Đề tài khoa học cấp bộ “Nghiên cứu cơ sở khoa học xác định vị trí việc làm trong cơ quan chuyên môn thuộc UBND cấp huyện”, mã số: ĐT04/11, H.2016, tr 47, tr 64.

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