ORLANDO MATA COTO ADMINISTRACIÓN DE SERVICIOS DE TI TECNOLÓGICO DE COSTA RICA

TAREA #4 1. Organizational development 1.1. Stage 1: network 1.1.1. Innovation and entrepreneurship as a values 1.1.2. Coordinated by agreements 1.1.3. Avoids bureaucratic costs of operating and foments quickly adapt 1.2. Stage 2: directive 1.2.1. Strong management team 1.2.2. Formal communication 1.2.3. Separated by functional activities 1.2.4. The centralization limits to make decisions and the freedom to experiment or innovate 1.3. Stage 3: delegation 1.3.1. Proper application of a decentralized organizational structure 1.3.2. More responsibility to process owners 1.3.3. Challenge when process objectives clash 1.4. Stage 4: coordination 1.4.1. Formal systems in achieving greater coordination 1.4.2. Reviewed and continually improved service management structures 1.4.3. The challenge is the ability to respond to business needs in an agile manner 1.5. Stage 5: collaboration 1.5.1. Stronger collaboration with the business 1.5.2. Flexible relationship management 1.5.3. Vertical flow of functional responsibility and a horizontal flow of product or customer responsibility 1.5.4. Reduces and overcomes functional barriers 1.5.5. Lacks a control structure that allows staff to develop stable expectations of each other 2. Organizational departmentalization 2.1. Organizational hierarchies in terms of functions 2.2. Groups can be oriented in areas or hybrid thereof like

2.2.1. Functional 2.2.1.1. Specialization 2.2.1.2. Common Standards 2.2.1.3. Small size 2.2.2. Product 2.2.2.1. Product focus 2.2.2.2. Strong product knowledge 2.2.3. Market space or customer 2.2.3.1. Service unique to segment 2.2.3.2. Customer service 2.2.3.3. Buyer strength 2.2.3.4. Rapid customer service 2.2.4. Geography 2.2.4.1. On-site services 2.2.4.2. Proximity to customer for delivery and support 2.2.4.3. Organization perceived as local 3. Organizational design 3.1. Design is strategy 3.2. The process design have to be guided by the departmentalization structure 4. Organizational culture 4.1. Set of shared values and norms 4.2. Types of organizational values 4.2.1. Terminal 4.2.1.1. Quality 4.2.1.2. Excellence 4.2.1.3. Reliability 4.2.1.4. Innovativeness 4.2.1.5. Profitability 4.2.2. Instrumental 4.2.2.1. High standards 4.2.2.2. Respecting tradition and authority 4.2.2.3. Acting cautiously and conservatively 4.2.2.4. Being frugal 5. Sourcing strategy 5.1. Basics Concepts 5.1.1. Outsourcing 5.1.1.1. Is the moving of a value-creating activity

5.1.1.2. Is performed inside the organization to outside the organization where it is performed by another company 5.1.2. Services strategy 5.1.2.1. It enhance an organization’s special strengths and core competencies 5.1.3. Services sourcing 5.1.4. Business case 5.1.4.1. Is the primary basis for most sourcing decisions 5.1.4.2. It Include pure cost savings, lower capital investments, investment redirections and long-term cost containment 5.2. Deciding what to source 5.2.1. A business’s strategy formulation is the search for competitive differentiation 5.2.2. If candidates for sourcing are closely related to the business’s competitive or strategic positioning, then care must be taken. 5.3. Sourcing structures 5.3.1. Internal (Type I) 5.3.1.1. Internal staff 5.3.1.2. Typically doesn’t include standardization of service delivery 5.3.1.3. Provides the most control 5.3.1.4. Provides the most limited in terms of scale 5.3.2. Shared Services (Type II) 5.3.2.1. An internal business unit 5.3.2.2. Typically operates its profit and loss 5.3.2.3. Improved standardization 5.3.2.4. Limited in terms of scale 5.3.3. Full service outsourcing 5.3.3.1. Single contract 5.3.3.2. Typically involves significant asset transfer 5.3.3.3. Provides improved scale 5.3.3.4. Limited in terms of best-in-class capabilities 5.3.3.5. Delivery risks are higher than Prime, Consortium or Selective Outsourcing 5.3.4. Prime 5.3.4.1. Single provider with a single service provider 5.3.4.2. The service provider engages multiple providers to do so 5.3.4.3. Complexity is increased 5.3.4.4. Capabilities and risk are improved from Single-Vendor Outsourcing

5.3.5. Consortium 5.3.5.1. A collection of service providers explicitly selected by the service recipient 5.3.5.2. Providers 5.3.5.2.1. Are required to come together 5.3.5.2.2. And present a unified management interface 5.3.5.3. Fulfills a need that cannot be satisfied by any Single-Vendor Outsourcer 5.3.5.4. Provides best-in-class capabilities 5.3.5.5. Risk is introduced in the form of providers forced to collaborate with competitors 5.3.6. Selective outsourcing 5.3.6.1. A collection of service providers explicitly selected and managed by the service recipient 5.3.6.2. The most difficult structure to manage 5.3.6.3. The service recipient is the service integrator the service recipient maintains an Internal or Shared Services structure and combines it with external providers