The aim of this Term Paper is to show ways of communication between IT-Personnel and Business Units employees and how to optimize it. To do so, this thesis is structured in 5 chapters. Chapter one gives an overview over the general situation and the growing importance of smooth communication between Business Unit and IT Department. The next chapter deals with the special relationship between the two departments and gives a review of historical events. The third one examines ways to improve intercultural communication to overcome the hurdles and thus enable an efficient cooperation.
The formal position of the IT department in a specific company plays an important role. This ensures that the IT department is not a foreign object, which is forced out. The quantitative and qualitative size of the IT Personnel determines the speed at which new orders can be processed. This ensures satisfaction on both sides. A survey among CIOs for the management of IT budget by the specialist department revealed that in 2013 48.1% were negative vote. Another factor is the qualification of each party. As the uncertainty avoidance index has shown, through the teaching of basic knowledge about the activities and backgrounds of the different areas can reduce fears to say or do something wrong
Table of Contents
1 Introduction
1.1 General approach
1.2 Objective and structure
2 Causes of difficult relationships
2.1 General
2.2 Historical View
2.3 Characteristics and behaviour of the participants
2.4 Personal feelings and fears
3 Ways to optimize communication
3.1 Factors for the interaction between Business Units Employees and IT Personnel
3.2 Regular personal exchange between the participants
3.3 Define fixed point of contact
3.4 Creation of transparency
3.5 Showing IT’s value
4 Conclusion and Outlook
Objectives and Core Themes
The primary objective of this term paper is to analyze and propose strategies for optimizing communication between business unit employees and IT personnel. The work investigates the cultural and behavioral barriers hindering effective collaboration in modern corporate environments and suggests structural improvements to enhance mutual understanding and efficiency.
- Analysis of the historical and behavioral causes of friction between business and IT units.
- Examination of personal fears and cultural predispositions influencing workplace interactions.
- Development of organizational strategies, such as fixed points of contact and improved transparency, to foster collaboration.
- Evaluation of internal marketing and reporting methods to better demonstrate IT’s strategic value.
- Focus on intercultural competence as a tool for overcoming communication hurdles.
Excerpt from the Book
2.3 Characteristics and behaviour of the participants
The typical computer scientist is characterized by an unusually high degree of pragmatism and introversion. In addition, computer scientists are certain characteristics such as high degree of abstraction, logical thinking ability and precisely descriptions ascribed.
In the Business Units the topic of IT encounters little interest through to disgust. They are often overwhelmed with information such as new developments in IT. This in turn frustrates the CIOs.
Both parties have in common, that everyone wants to be solely responsible for his area of work and take decisions. The units would also be involved in decisions that affect their own area of work.
There are differences in the goals of the parties. While the Business Units have good comprehensibility and ease of use for the employees in focus, to the IT department a formal correctness is important.
Thus, Business Units employees do not want to admit growing business process knowledge of IT professionals. This is due to the fact that one’s work thus no longer appears unique and valuable because it can be done by others as well.
Summary of Chapters
1 Introduction: This chapter highlights the interdependence between business units and IT departments, noting how miscommunication leads to increased costs and reduced innovation.
2 Causes of difficult relationships: This section explores the historical, behavioral, and psychological factors, including fear of job loss and different professional goals, that drive conflict between the two groups.
3 Ways to optimize communication: This chapter offers practical solutions to bridge the gap, including regular meetings, designated contact persons, and transparent processes for request management.
4 Conclusion and Outlook: The final chapter synthesizes the findings and emphasizes the need for companies to create structural conditions that facilitate ongoing, constructive exchange.
Keywords
Communication, IT Personnel, Business Units, Intercultural Competence, Shadow-IT, Conflict Management, Transparency, Digitalization, Collaboration, Organizational Culture, Uncertainty Avoidance, Process Optimization, Strategic IT Value
Frequently Asked Questions
What is the core focus of this term paper?
The paper examines the communication challenges between business department staff and IT personnel, focusing on cultural and behavioral differences that impede effective cooperation.
What are the central themes discussed in the work?
Key themes include the impact of digitalization, psychological barriers like fear of change, behavioral differences between professional groups, and organizational strategies to align IT and business interests.
What is the primary objective of the author?
The goal is to identify concrete ways to optimize interaction, reduce friction, and foster a more collaborative and transparent working relationship between IT and business units.
Which scientific approach is utilized?
The author uses a descriptive and analytical approach, combining literature reviews, secondary data analysis (such as budget and survey data), and cultural theories to explain workplace dynamics.
What topics are covered in the main body?
The main body covers the identification of problem causes—such as "Shadow-IT" and differing personality traits—followed by actionable recommendations like establishing fixed contact points and implementing performance transparency.
Which keywords best characterize this work?
Key terms include Communication, IT Personnel, Business Units, Intercultural Competence, Transparency, and Organizational Culture.
How does the author define the role of "Shadow-IT" in the communication breakdown?
The author views Shadow-IT as a symptom of dependence and frustration, where business units bypass the central IT department due to poor communication and slow service delivery.
What role does the "Uncertainty Avoidance Index" play in the author's argument?
It is used to explain why certain organizational cultures, specifically in Germany, are more reluctant to change and how this reluctance affects the adoption of new IT systems.
Why is IT's value often misunderstood by business units according to the paper?
IT's value is difficult to quantify because it does not directly impact sales figures, leading to a perception limited only to costs and implementation speed.
- Quote paper
- Malik Dakdaki (Author), 2015, Optimizing the Communication between Business Units Employees and IT-Personnel, Munich, GRIN Verlag, https://www.grin.com/document/369317
