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E1模擬題參考答案（三）

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Requirement (1)

CR7’s management team has decided to establish its own central IS department. There are several advantages to this approach.

Expectations and past service levels

M013’s central services were recognised as being good quality. In order not to disappoint CR7’s IS users at a time when they are adjusting to many other changes, the provision through a central department of a quality IS service makes sense, so long as overall costs are contained (the service in the past was apparently considered to be relatively expensive).

Concentration of IS skills

A central IS department represents a visible source of expertise and reference for the whole of CR7. CR7 would be guaranteed a critical mass of specialist knowledge and understanding of technology and systems on the market. This in-house knowledge would be invaluable when identifying the most appropriate solutions for the fledgling business as it attempts to 'go it alone' following its departure from M013.

It is unclear whether, under the terms of the buy-out, the company would 'inherit' existing IT equipment and systems or not. If a major purchasing programme is necessary, equipment requirements could be coordinated centrally by the IS department. This would reduce the possibility of acquiring inappropriate hardware and systems and there would be an opportunity to negotiate lower prices through coordinated bulk purchasing.

Employment of specialists

A central department would be able to afford to employ specialists in particular aspects of IS who could act as a resource for the benefit of all ten of CR7’s operating units. This expertise would not be available if each of CR7’s operating units made its own arrangements for IS, as the costs of employing specialists would be prohibitive.

Focus on corporate goals

A central IS department should gain a mature understanding of the ethos of CR7 as a whole and have a soundly based view of corporate priorities. In terms of future IS development, there would be a clearer focus on CR7’s overall goals and strategic needs. If the IS service were outsourced then the service provider may have little interest in these considerations. Alternatively, if the service was devolved there may be harmful departmentalism amongst the ten units and a lack of organisational goal congruence.

More effective management of units

Responsibility for some central services such as cleaning services and grounds maintenance has been devolved to CR7’s units to organise for themselves. If IS services were also devolved then these units would also be required to take on the problem of effectively managing IT and IS provision. By centralising the IS function CR7 has freed its managers to concentrate on managing their units so enabling them to better cope with the role to which they were appointed. (This might be seen as consistent with the management philosophy of 'sticking to your knitting').

Offers future flexibility

By establishing a central IS department, CR7 is keeping its options open. If the newly formed department proves to be ineffective or uneconomic then CR7 can either devolve services to units or outsource them to specialist IS providers. Had CR7 decided to contract out the service then in future it would prove very difficult to take it back in-house.

Foster a corporate identity

The strategic perspective and neutrality of an in-house IS department is important in helping reinforce a corporate identity at a time when CR7 may not yet have fully developed a cohesive paradigm and shared cultural identity. The IS department would contribute more directly than an outsourced or devolved service towards establishing a positive organisational culture by strengthening shared values and goodwill.