TICI Case Study

2512 Words 11 Pages
Register to read the introduction… Operative goals consist of maintaining current customers and acquiring new customers by providing affordable insurance to meet the needs of the customer. Market goals play a substantial role in the desired market share or standing of the organization. Reorganization of the IT department will assist with increasing the market goals of TICI. Additional training of management and employees in the new IT policies and procedures will be essential to employee development. Productivity should increase, as “cost for unit of production” will become more apparent and easier to quantify to upper management with an IT department that functions more cohesively. Another important condition of operative goals is that internal flexibility must exist within the structural design of the …show more content…
Because TICI is smaller than many of it larger competitors, there is more flexibility in departmental redesigning. It is suggested that TICI adopts a hybrid organizational structure that retains its functional components, but incorporates a horizontal structure of the IT department at the level of the regional offices (Daft, 2010, p.105-106, 122-123). Then the regional offices would report directly to a Chief Information Officer (CIO) that through the vertical channels at the level of the COO and CFO reports to the CEO. The horizontal organizational structure of the IT department should maintain the level of formalized organizational structure and the span of hierarchy of authority, while allowing decentralization of decision-making, increased horizontal information sharing, and communication. The focus the reorganization of TICI to a hybrid structure is to maintain vertical control through stability, efficiency, and reliability, while allowing horizontal coordination through innovation, flexibility, and learning (Daft, 2010, p. 125). Following the organizational change; upper management can use the balanced scorecard (Daft, 2010, p.77-78) to follow the effectiveness of the reorganization of the IT

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