2 hours agoBrandel Boyd
Brandel Boyd_ DB Post _ Week Eight
Current State of Information Management
Managing information and maximizing technology will be incredibly important to me as an appointed public administrator. As noted by Schwab (1016), we are on the brink of a technological revolution; “the response to it must be integrated and comprehensive, involving all stakeholders of the global polity, from the public and private sectors to academia and civil society” (para. 1). Orton-Jones (2017, para. 1) agrees in stating that innovative technology is positioned to vastly change the public sector by lowering costs while also managing to upgrade services. Schwab (1016) goes further to share that technology has enabled people to increase efficiency and pleasure—something that public administrators should strive to do as well. Therefore, it makes sense that as a public administrator, it would also be necessary that I too make efficient use of technology. Valacich & Schneider (2018) indicate that the growing competitive nature of the global community is forcing governments and companies (both public and private alike) to use technology to do things “better, faster, and cheaper” (p. 4). This in turn also creates societal pressures says Valacich & Schneider (2018).
The actions I will take to maximize my effectiveness in managing information to improve public service include innovative and strategic approaches. To begin, Magana (2017) discusses the concept of disruptive innovation. Essentially, disruptive innovation moves to advance an institution by the use of technology without reinventing the wheel. This method shoots for methods that are easy to understand, manage, access, and feasibly be adopted by the institution’s employees (Magana, 2017). I feel as though this form of innovation is vital to ensuring that technology advancements that are suggested are also actually used. In order to accomplish this, Klugman (2018) offers insight to policy-makers stating that ideas and technologies should first be examined for effective use by other innovation-oriented companies; regardless of public vs. private stature. Klugman (2018) also offers that innovators and investors should be at the center of these innovations by means of allowing them the freedom to compete and create wealth (para. 19); we should be looking to enable rather than obstruct service (para. 18); and aside from the innovators and investors, Klugman shares that the citizens as well should be the focus for all final goals as their trust is vital in making public innovation transformation successful. Lastly, information should be managed strategically. White (2007) mentions four broad techniques for this; “(1) information resource management (IRM), which is a comprehensive approach to managing an agency’s information, technology, processes, and people; (2) the role of the public agency Chief Information Officer, who is often tasked with overseeing IRM activities; (3) enterprise architectures (EAs), which are blueprints of how information facilitates the mission of an agency; and (4) knowledge management (KM), which is the recognition that agencies are composed of people who have valuable knowledge about the past, present, and future of the agency” (p. 238).
Varghese (2019) indicates that many public sector agencies are stuck using outdated equipment that doesn’t do the agency any favors—even though it could be more cost-effective to upgrade technology (as it increases efficiency and can lower other costs as well); getting the budget approved to upgrade the technology can be very hard to do. I will stay current on emerging technologies that may have potential for improving public sector services by consistently researching innovations in technology that serve the purposes of what I hope to achieve in public administration well; and also by researching the associated cost that comes with those technologies via cost/benefit analysis. Throughout this course, I have had the pleasure of speaking in depth with many of my IT department colleagues within public administration. Their insight has proved very useful in ensuring that technology within my institution is on par with what it should be, provided our very limited budget. They have achieved this by researching technology innovations often, and conducing cost/benefits analyses. My institution is also a data-driven institution (Satyam & Keleher, 2018); meaning they make decisions involving IT adoption based on data that indicates that said technology will be useful to our institution. Lastly, and quite possibly most importantly, I will listen to my citizens and my public service employees, and research specific technologies that assist in serving those two stakeholders the most!
The principles that will guide me in sifting through data and analyzing information that can help me do my work include a strong ethical stance, a Code of Ethical Conduct, and a biblical sense of covenant. Valacich & Schneider (2018) place great importance on ethical practices with technology, and for good reason. As technology advances, new concerns are arising with how to best handle matters of personal privacy and ownership of intellectual property. To this end, I will abide by Matthew 7:12 (“whatever you desire for men to do to you, you shall also do to them”) for items that are not already in writing. However, my goal would be to have a strict Code of Ethical Conduct for technology use to make such ethical dilemmas easier to handle and more consistent among all technology users. Similar to this will be well-formulated policies and procedures (Valacich & Schneider, 2018) that remove the guess-work from technology use. As noted by my IT colleague in week 1 of the term, technology policies and procedures can help keep all technology users safe from cyber-attack and possible litigation, it also increases the efficient use of technology and creates a system that can easily respond when misuse does occur. Chan (2019) shares that this will also help with maintaining trust from those whom we serve; as without their trust, they seek services elsewhere and fewer are able to benefit. Lastly, this is all made easier by creating policies and procedures, along with codes of conduct that are bound with a sense of biblical covenant from the beginning. Fischer & Schultz (2016, p. 53) share that “a covenantal approach to organizational behavior and leadership can facilitate organizational flexibility and adaptability to foster further innovation by engendering empowerment and deeper, more meaningful engagement among leadership and followers.” Fischer (2017, p. 2) indicates that a covenantal approach will accentuate a philosophy of empowerment, mutual care, and mutual accountability; servant leadership; participative decision-making; a non-centralized structure; and a culture of spirituality in the workplace.
In order to share this knowledge effectively, strong education and training, and innovations in other technologies can help. To begin, as iterated by both my IT colleagues, and Hinton (2018); educating and training technology users on how to best use the technology and how its use if useful to them, is vital in ensuring efficient use of said technology. That is the first step. Otherwise, new innovations in technology can also make sharing this information much easier. For example, cloud computing (Valacich & Schneider, 2018) allows users to create and revise documents of different sorts, and make it easily accessible to other users via the Web (i.e. OneDrive); making the document(s) easy to access from different locations, and easier to share among groups thereby increasing collaboration. Another innovation is that of social media. Valacich & Schneider (2018) indicate that communication and cooperation are both enhanced by the ease of social media use.
Based on sentiments from the first discussion board post, on how my organization currently manages information, it became evidently clear that my institution places emphasis on information security, and the fact that we have very limited resources. Within the public sector specifically, limited resources is very common, and on top of that, we are also highly regulated (Baker, 2018). Therefore, it is recommended that we improve information management by harnessing information by using inventive information management tools; as noted by Baker, 2018 (para. 5), “These systems create a ‘really powerful loop’ from the moment of citizen engagement to the analysis that provides valuable insights.” For public administrators, Baker (2018) emphasizes putting citizens first; we need to specifically harness innovative technology that best serves the citizens’ interests. This technology should also then, enhance collaboration by our stakeholders. For my institution specifically, this would mean creating a platform that allows our students to provide feedback easily, and often. Lastly, I believe it is crucial that all systems within the organization, be designed with an idea of biblical covenant. As noted previously, trust is a major factor in technology use and stakeholder responsiveness to the public services that we provide; “covenant relationships are based upon and require a deep sense of trust among all engaged parties” (Fischer, 2017, p. 6). With a covenant, my institution would lead with a sense of accountability to our stakeholders in a way that moves to serve them; as public administrators should do.
Baker, C. (2018). The secret to successful public sector transformation: Information management. IT World Canada. https://www.itworldcanada.com/article/the-secret-to successful-public-sector-transformation-information-management/409551
Chan, B. (2019). The smart city is enabled and sustained by trust. Governance, Society. https://meetingoftheminds.org/the-smart-city-is-enabled-and-sustained-by-trust-30051
Fischer, K.J. (2017). The power of the covenant idea for leadership, reform, and ethical behavior. The Journal of Value-Based Leadership, 10(2), 1-19. http://dx.doi.org/10.22543/0733.102.1193
Fischer, K.J. & Schultz, J. (2016). How does a covenantal approach to developing organizational leadership affect innovation? Journal of Leadership Studies, 10(1), 53-54. https://doi-org.ezproxy.liberty.edu/10.1002/jls.21444
Hinton, S. (2018). How the fourth industrial revolution is impacting the future of work. Forbes. https://www.forbes.com/sites/theyec/2018/10/19/how-the-fourth-industrial-revolution-is-impacting-the-future-of-work/#7616016c65a7
Klugman, I. (2018). Why governments need to respond to the Fourth Industrial Revolution. World Economic Forum. https://www.weforum.org/agenda/2018/09/shift-happens-why-governments-need-to-respond-to-the-fourth-industrial-revolution/
Magana, S. (2017). Disruptive classroom technologies. Thousand Oaks, CA: Corwin.
Orton-Jones, C. (2017). The future of government is digital. Raconteur. https://www.raconteur.net/technology/the-future-of-government-is-digital
Satyam, A. & Keleher, H. (2018). How will the Fourth Industrial Revolution transform how we govern? Cisco. https://blogs.cisco.com/government/how-will-the-fourth-industrial-revolution-transform-how-we-govern
Schwab, K. (2016). The Fourth Industrial Revolution: what it means, how to respond. World Economic Forum. https://www.weforum.org/agenda/2016/01/the-fourth-industrial-revolution-what-it-means-and-how-to-respond/
Valacich, J. & Schneider, C. (2018). Information systems today: Managing in the digital world (8th ed.). New York, NY: Pearson.
Varghese, R. (2019). America’s cities are running on software from the ’80s. Bloomberg Businessweek. https://www.bloomberg.com/news/articles/2019-02-28/america-s-cities-are-running-on-software-from-the-80s
White, J. (2007). Managing information in the public sector. M.E. Sharpe
Writer please reply to classmate’s post by agree or disagree and why
2 hours agoBrandel Boyd