Information and Communication Technology Driven Process Reengineering for Content Monitoring

Author(s):  
Lucija Gjurkovikj ◽  
Toni Malinovski

When organizations analyze and significantly change their business processes with latest information and communication technology (ICT) in mind, they can reduce process time and cost, as well as increase efficiency and output quality. This study elaborates an ICT-enabled reengineering project in the Agency for audio and audiovisual media services in the Republic of Macedonia for the program monitoring process. It aims to investigate the motivation to use ICT as a way to shape the process redesign and find associations among ICT adaptation, process reengineering, organizational growth and efficiency. Hence, the new process structure can help the agency deliver greater public value while meeting its strategic goals to protect citizens' interests in the area of audio and audiovisual media services. It provides an example of a case study that surpasses standard industrial report to an article that contains valuable information that companies, especially in the public sector, can use in replicating experiences while undertaking similar BPR initiatives.

2021 ◽  
Vol 1 (1) ◽  
pp. 199-206
Author(s):  
Maja Briški ◽  
Bojan Verbič

Abstract Regarding the situation related to Covid-19, the National Assembly of the Republic of Slovenia in the spring of 2020 wanted to change the way of participation in the sessions of the National Assembly and its working bodies by means of information and communication technology. The main purpose and gole was that even in the case of physical absence of some of MPs, the National Assembly could still perform its constitutionally determined role. With a view of remote participation (debate and voting), the rules of procedure had to be amended first. The article deals with legal dilemmas when changing the rules of procedure and with subsequent technical realisation.


Author(s):  
Lerina Aversano ◽  
Gerardo Canfora ◽  
Andrea De Lucia

Business Process Reengineering (BPR) is defined as “the fundamental rethinking and radical redesign of business processes to achieve significant improvements of the performances, such as cost, quality, service, and speed” (Hammer & Champy, 1993). Most BPR projects aim at converting business organisations from hierarchical centralised structures to networked decentralised business units cooperating with one another. This conversion is assuming a strategic relevance as the Internet is changing radically business processes, not only because they are purposely reengineered, but also because the Internet and the information and communication technology, offer more convenient means of fulfilling their requirement.


2017 ◽  
Vol 2 (1) ◽  
Author(s):  
Febri Nova Lenti

E-commerce B2B-B2C is a kind of E-commerce with forms of interaction Bussiness to Bussiness (B2B) and Bussiness to Customer (B2C) where there is interaction between producers (company, home industries, providers of goods and services) with distributors and retailers, which followed by distributors and retailers to consumers based on electronic media that is connected to the internet. The system is engineered using Affiliate System where the activity in these systems sell products or services of another person without having to buy or have products or services. The affiliate system uses a system of revenue sharing or commission in accordance with the agreement. How affiliate system can support B2B-B2C interactions as well as the application of information and communication technology appropriate to support business processes will be explorated in this research. Results to be obtained from this research is an E-commerce system that provides ease of process to support an information system of selling based on mobile and web from providers of goods and services to retailer and from the retailer to the consumer.Keywords:E -Commerce, Business Process, B2B, B2C, Afiliate, provider of goods, retailers, consumers


2011 ◽  
pp. 1573-1592
Author(s):  
Klara Antlova

The objective of this chapter is to emphasize issues connected with adoption of information and communication technology (ICT) as a strategic tool contributing to further organizational growth. This understanding is based on the results of a qualitative analysis of a group of small and medium-sized enterprises (SMEs). Gradual development of a group of 30 organizations has been monitored over the last fifteen years during their co-operation with the Technical University of Liberec. These organizations have hosted one-year student placements where students, as part of their Bachelor’s degree course, undertake a long term work experience enabling them to integrate the practical and theoretical aspects of their course. The research focused on SME management’s approach to ICT, its utilization for competitive advantage and its relation to and defining of business strategy. Other aspects of the study looked at the effect of ICT on organizational performance, knowledge and skills of the employees, training and organizational culture. The results indicate that successful and growing companies have gradually established business, information and knowledge strategies and make strategic use of ICT.


2020 ◽  
Vol 25 (6) ◽  
pp. 4721-4745
Author(s):  
Jawaher Alghamdi ◽  
Charlotte Holland

Abstract This paper provides a comparative analysis of policies, strategies and programmes for Information and Communication Technology (ICT) integration in primary and post-primary education, that were active in the Kingdom of Saudi Arabia (KSA) and in the Republic of Ireland in 2016. The analysis showed that while KSA was a relative newcomer to the integration of ICT in education, it was responsive in seeking to enhance the quality of education and support transitions to the knowledge economy through a range of initiatives, including: reform of the curriculum, provision of teacher professional development in ICT integration, and supply of computer technologies and infrastructure. However, as in the Irish context, the framing of the ICT in education’ policies, strategies and programmes needed to be strengthened through participatory partnerships with key stakeholders that endured throughout the life-cycle of ICT policy implementation in primary and post-primary settings. Furthermore, the review showed a need for governments in both jurisdictions to make better provision for financial and human resourcing to fully operationalize the teacher training and supports necessary for effective integration by teachers of ICT in primary and post-primary settings. Finally, the evaluation protocols within ICT in education’ policies, strategies and programmes in both countries needed to be re-casted to make evidence of their enactment publicly available in a timely manner. Moreover, the resultant evaluation reports further needed to be detailed at a level that made visible the national progress on ICT integration in schools, and the corresponding impact on learners’ ICT skills and broader competencies.


Author(s):  
Jan L.G. Dietz

We live in a time in which more and more organisations need to become innovative, competitive, and flexible enterprises, in order to survive. This does not only hold for commercial companies, but also for organisations with a public function. A prerequisite for being an innovative, competitive and flexible organisation, is that the business processes are efficient, easy to manage and easy to change, and that they are effectively supported by information systems. To enable this, all hope is placed in technology, particularly modern information and communication technology (ICT). However, this hope turns out to be vain if one does not dispose of the right expertise.


Author(s):  
Klara Antlova

The objective of this chapter is to emphasize issues connected with adoption of information and communication technology (ICT) as a strategic tool contributing to further organizational growth. This understanding is based on the results of a qualitative analysis of a group of small and medium-sized enterprises (SMEs). Gradual development of a group of 30 organizations has been monitored over the last fifteen years during their co-operation with the Technical University of Liberec. These organizations have hosted one-year student placements where students, as part of their Bachelor’s degree course, undertake a long term work experience enabling them to integrate the practical and theoretical aspects of their course. The research focused on SME management’s approach to ICT, its utilization for competitive advantage and its relation to and defining of business strategy. Other aspects of the study looked at the effect of ICT on organizational performance, knowledge and skills of the employees, training and organizational culture. The results indicate that successful and growing companies have gradually established business, information and knowledge strategies and make strategic use of ICT.


2013 ◽  
Vol 11 (4) ◽  
pp. 871-882
Author(s):  
Roman Lavtar

Today, the information and communication technology (ICT) is vital for a successful and on-going operation and as support in the decision-making process of an organization. ICT used to serve merely as a data processing support and later as a management information system but it is nowadays becoming understood as a strategic information system, which is no longer separated from an organization’s business strategy. The new functionality requires that an organization does not treat ICT in its business plan separately. Such a role requires a change of business processes, different organizational approaches and a skilled workforce. Knowledge in an organization has been a competitive advantage and not an asset for quite some time now, therefore ICT must also be observed and applied in the light of creating the organizational knowledge. However, there is a risk of the role of ICT being overestimated, both in current operations as well as in the introduction of changes in an organization. The article studies the impact of ICT on the operations of an organization in the context of creating organizational knowledge and introducing changes. Moreover, it points out the traps which the management is exposed to whilst introducing such changes.


2020 ◽  
Vol 7 (2) ◽  
pp. 334
Author(s):  
Alfian Alfian ◽  
Yumi Novita Dewi ◽  
Firstianty Wahyuhening Fibriany ◽  
Harsih Rianto ◽  
Adika May Sari

Implementing Information Technology and Archiving (PSTIK) is a field that has the main task of helping the head of service in leading and carrying out the task of managing information and communication technology. PSTIK is currently not computerized and only relies on whatsapp or telephone connections to address hardware, software or internet network issues called Ticketing Helpdesk. This application allows that at the time of the approval and processing process there is no error in communication at the DPMPTS of the DKI Jakarta Provincial Government. With this Ticketing Helpdesk information system, it is expected to be able to assist operational activities so as to support business processes in the PSTIK sector to be better than the previous system


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