USING COMPUTERS TO

EVALUATE STRATEGIES

Presented by: SAMANTHA L. POLICARPIO

INFORMATION TECHNOLOGY
 It is a technology that combines
computing with high-speed
communication lines that carry data, voice
and video.

 It includes a combination of computer

technology and telecommunications itself.
INFORMATION TECHNOLOGY
STRATEGY
It is a strategy that focuses on
establishing a vision of how
technology can support in
fulfilling the need for
information.
THE PURPOSE OF THE ORGANIZATION
ADOPTED THE INFORMATION
TECHNOLOGY STRATEGY

 The purpose is to do an alignment between

information technology and organization
processes that will be used to determine the
competitive advantage of organization
opportunity, as well as build a cost effective,
developing resources and high competence.
STRATEGIC ROLE OF INFORMATION
TECHNOLOGY
 It is measured from the level of top management
commitment to the implementation and resource
utilization.
 IT in systematic competence building comparative
advantages uniquely owned by the organization,
 selection information technology architecture that will
define cooperative linkages to partners through strategic
linkage device built by information technology,
 network architecture, and

 selection process of the central work of the IT in

facilitating the work organization.
 Empirical facts provide evidence that there is a
relationship between the IT resources and the
performance of the organization.
 The performance of the organization is mediated by the
ability of the organization in developing a line of
resources Information Technology to improve
organizational performance.
 The IT resources of the organization can enable public
managers to increase the prosperity of the community.
 ITcan create value for the organization through
the provision of quality service, cost reduction
through the creation of a more efficient process,
to manage risk that is obtained through the use
of established information, and creating new
reality that is how IT can be used in innovating.
 Organizational performance is an indicator of the level of
achievement that can be achieved and reflects the success of
the leadership.
 Performance is the outcome of the behavior of members of the
organization.
 Another explanation that the performance as an overview of
the level of achievement of the implementation of the tasks in
an organization, in efforts to achieve the goals, objectives,
mission and vision of the organization.
 It provides an evidence that there is a positive and significant
effect of the IT Governance mechanisms on the strategic
alignment and performance of the Organization, that the
strategic alignment as a full mediation in explaining the effect
of IT Governance mechanisms on organizational performance.
 GUIDELINES FOR
EFFECTIVE STRATEGIC
MANAGEMENT
7 IMPORTANT GUIDELINES FOR EFFECTIVE
STRATEGIES AND POLICIES IN MANAGEMENT

 This management tool of strategies and

policies must be planned properly and
without evolving them delegation will not
be fruitful and the section staff cannot be
entrusted with proper guidelines. Koontz
and O’Donnell give the following
guidelines for effective strategies and
policies.
1. THEY SHOULD CONTRIBUTE TO
OBJECTIVES AND PLANS:

If strategy or policy does not

further plan or make enterprise
objectives more sustainable, it
has not done its job.
2. THEY SHOULD BE CONSISTENT

Both policies and strategies

should be consistent in the
sense they should not
contradict each other in
achieving the main goal.
3. THEY SHOULD BE FLEXIBLE:

If goals or plans are

changed the strategies
and policies must also be
changed.
4. POLICIES SHOULD BE
DISTINGUISHED FROM RULES AND
PROCEDURE:
 They should be clearly distinguished with each other in
order to avoid confusion and to reduce the distraction of
managerial functioning. ‘Some policies are rules and not
recognized as such; other so called policies are really
procedures designed to channel action, not thinking.
 The correct separation of these three types of guidelines
is important to good planning, workable delegation of
authority and even good human relations, it can be
accomplished’.
5. POLICIES SHOULD BE IN WRITING:
 For effective communication, policies
must be in writing. It can also fix
responsibility over the staff. ‘If policies
are to be used they should be written.
Putting a policy in writing does not make
it clear, but a policy that cannot but put in
writing is at best an unclear one’.
6. POLICIES SHOULD BE TAUGHT:
 Tounderstand the policies properly it must
be explained and interpreted to the
concerned line of staff. Misinterpretation
or wrong conception of a policy may not
lead to achieve the goals.
7. THEY SHOULD BE REVIEWED:

Policies and strategies

must review before they
become obsolete or
misinterpreted.