Management Strategies & Issues
STRATEGIES FOR MANAGERS IN YOUR ORGANIZATION

You understand the components of GIS; You've developed a plan for GIS implementation.  Now, you have to prepare for its affect on your organization.   

INTRODUCTION...

For organizations that utilized a single department's capabilities of providing data, a GIS can become the driving force that ties your organization together.  

Where as in the past departments worked autonomously, GIS utilizes the information and capabilities of each department, combining these resources to develop a more detailed and reliable information than ever before.  But increased capability 

carries with it greater management challenges...
 
KEY ISSUES...

An important role for any manager is to build a bridge between policy makers, their goals, and the technical staff. 

...increased capability comes carries with it greater management challenges...

In the context of a GIS, managers must have a strategic approach for implementing GIS.  
And the implementation should reflect the importance of existing organizational elements.
 

 MANAGEMENT STRATEGIES...
Unify Your Organization
ELICIT INTEREST, UNDERSTANDING, AND SUPPORT FOR A GIS FROM YOUR ORGANIZATION'S VARIOUS DEPARTMENTS.  IT IS MANAGEMENT THAT ULTIMATELY IS RESPONSIBLE FOR SUCCESSFUL IMPLEMENTATION.
  Know Your Environment
EACH DEPARTMENT IS LIKELY TO HAVE A DIFFERENT APPROACH TO MANAGING THEIR INFORMATION.  BECAUSE A GIS COMBINES ALL INFORMATION, MANAGERS MUST WORK CLOSELY WITH EXISTING INFORMATION STRUCTURES.  
 
KNOWING YOUR ORGANIZATIONS NEEDS, CONSTRAINTS AND OPERATING ENVIRONMENT IS IMPORTANT WHEN ENHANCING THE MANAGEMENT OF INFORMATION FOR YOUR ORGANIZATION.
Expect and Prepare for Change
GIS WILL CHANGE YOUR ORGANIZATION'S STRUCTURE.  BE OPEN TO NEW RELATIONSHIPS AND STRUCTURES.  ALSO, BE PREPARED FOR CONFLICT AS TENSIONS BETWEEN DEPARTMENTS CAN QUICKLY DEVELOP.
 
CREATE AN ENVIRONMENT OF TRUST AND OPENNESS, ENCOURAGING THE DIFFERENT GROUPS TO WORK TOGETHER, NOT AGAINST THE COMMON GOAL.
Delegate Authority
ENCOURAGE THE FLOW OF INFORMATION BY GIVING DEPARTMENTS THE AUTHORITY TO MANAGE THEIR OWN INFORMATION SYSTEMS BASED ON THE UNIT OF WORK AND THE ACTUAL FLOW OF INFORMATION.
Know Who's Who -- Basic Organization
UNDERSTAND THE DIFFERENT PERSPECTIVES AND RESPONSIBILITIES FOR YOUR ORGANIZATION:
  • EXECUTIVES -- high-level, visible, but distanced from operations.  Executives have a broad vision.
  • SERVICE PROVIDERS -- service oriented, no influence over users and managers, familiar with all departments.
  • DEPARTMENT HEADS -- responsible for the day-to-day operations, maintain budgets, and have a lack of organization-wide perspective.

THE GIS MANAGEMENT MUST BE ABLE TO ORGANIZE, DEVELOP, AND NURTURE THE RELATIONSHIPS BETWEEN THESE BASIC LEVELS OF AN ORGANIZATION.
Keep the Primary Applications in Focus
MAKE SURE THAT THE ORGANIZATION'S PRIMARY APPLICATION DRIVES THE GIS.  THE NEEDS ASSESSMENT WILL HAVE CLEARLY IDENTIFIED THE PRIORITY APPLICATION.
Follow Your Development Plan
A GOOD DEVELOPMENT / IMPLEMENTATION PLAN ESTABLISHES A CLEAR SET OF TASKS AND RESPONSIBILITIES.  BREAKING THESE DOWN INTO IDENTIFIABLE AND MANAGEABLE STEPS WILL KEEP YOUR GIS ON COURSE.  
 
THE PLAN ALSO WORKS AS A PERFORMANCE INDICATOR THAT CAN BE USED TO TRIUMPH YOUR PROCESS OR INFORM YOU OF FAILURES TO CORRECT.
 

[ RETURN TO STRATEGIES ]

 

Last Updated on April 28, 2000

 
 
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