Chapter 7 and Chapter 8

Running head: CHAPTER 7 AND CHAPTER 8 1

Chapter 7 and Chapter 8

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September 26, 2020

CHAPTER 7 AND CHAPTER 8 2
Chapter 7 and Chapter 8
Chapter 7
Several difficulties need to be addressed in an organization, coping with different spots
and contracting, like cultural difficulties at different locations, time zones are different at
different physical locations and virtual organizations, and offshoring means interacting with
external entities that work through a supplier and who are not identified or ever worked with a
director or company previously. While traces can be found of the shift towards team-based
organizational structures dating back to the 1970s, the essence of modern teamwork has changed
considerably. Organizations are becoming more globally dispersed, due in part to the influence
of information technology and fast and simple communications networks, and businesses have
increasingly begun to work in alliances that cover multiple industries. Identity, abilities, and
emotions can be demonstrated in section 7.2, and their relationships with talk and action could be
seen below.
Identity
Based on the position of each person operating in various COPs, identification can be
seen similarly. Individuals could be part of many settings for Police. This can be recognized as
the multitasking component of linear growth. Employees who work with numerous COPs would
have distinct personas due to rapidly changing technology[ CITATION Kim11 \l 1033 ].
Skills
Skills are not necessarily known as professional qualifications. Users need to have the
ability to convince team members to perform tasks in physical and virtual teams. As virtual
teams, people are not personally supervised, and they may not have faced face-to-face obstacles
for supervisors or project leaders to determine or understand better their soft and hard potential
of an individual. To determine soft skills, management positions are often regarded by believing
they have requisite technical skills.
Emotion
Many people who have supported others in physical circumstances can virtually
recognize and enact or do in effect effectively as well. Emotion, like skills, is also something a
person can work on by learning the definition independently. Emotion motivates others,
transmitting positive vibes to the squad, which is practically present in various areas.
Representation is also something that, before the actual results, can show the views of
others[ CITATION Lan17 \l 1033 ].
Chapter 8
Throughout the world, Siemens has diverse market climates. At the time of the case
study, Dana Deasy was the CIO of Siemens of America. Under the Siemens Company, Deasy
would grow and expand e-business in 20 separate companies. Their goal was to establish a
shared roadmap for various businesses and cultures. To address different problems and take
feedback from CIOs in the company, Deasy has created several forums. A vision board was
formed by Deasy to discuss and vote on various policy issues and decisions among different
CIOs of various Siemens Corporation companies. They have a 3-tier structure in which each tier
can negotiate and approving the use of IT with a specific part. A tier is responsible for the
executive positions of each specific strategic management.
Tier 1:
It is the executive panel of the CIO, concentrating on technology-specific concerns,
processes, communications, and programs. These are allowed by the agreement and are
understandable to executives at the CIO level. However, problems involving budget approval or
monetary approval have to be presented to CFOs.
Tier 2:
It is called the quarterly CFO. In particular, new advent innovations are addressed, and
their risks and ROIs are evaluated. It is possible to approve technologies pre-approved in terms
of budget, however, although emerging technology plans are subject to operations and financial
status. These are brought to the next stage for debate with the Council of the President.
Tier 3:
It is the Council of the President. To identify solutions, the latest technology ideas and
any other tactical problems facing various executive levels, such as CIOs, CFOs, are discussed.
New technologies and ventures are addressed based on their strategic market effects and their
financial ROIs.
Therefore, it has been recognized in this Siemens AG case study that CIOs play a crucial
role in the performance of organizations. To share and learn from other skills and knowledge,
each CIO of various companies needs to address their issues, solutions to problems on the
advisory committee[CITATION Lan17 \l 1033 ].

References
Kimble, C. (2011). building effective virtual teams: How to overcome the problems of trust and
identity in virtual teams. Global Business and Organizational Excellence, 30(2), 6-15.
Retrieved from https://arxiv.org/ftp/arxiv/papers/1404/1404.7761.pdf
Langer, A. M. (2017). Information Technology and Organizational Learning. CRC Press.
Retrieved from
https://www.google.co.in/books/edition/Information_Technology_and_Organizationa/mF
k6DwAAQBAJ?
hl=en&gbpv=1&dq=Synergistic+Union+of+IT+and+Organizational+Learning&pg=PT1
79&printsec=frontcover

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Running head: CHAPTER 7 AND CHAPTER 8 1

Chapter 7 and Chapter 8

September 26, 2020

Chapter 7 and Chapter 8

Several difficulties need to be addressed in an organization, coping with different spots

they have requisite technical skills.

others[ CITATION Lan17 \l 1033 ].

executive positions of each specific strategic management.

It is the executive panel of the CIO, concentrating on technology-specific concerns,

monetary approval have to be presented to CFOs.

advisory committee[CITATION Lan17 \l 1033 ].

Retrieved from https://arxiv.org/ftp/arxiv/papers/1404/1404.7761.pdf

Langer, A. M. (2017). Information Technology and Organizational Learning. CRC Press.

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