 has a clear strategic vision.
· Adoption of the principle of participation in work.
· Reliance on technology and talented human resources
· Develop rules for motivation, promotion
and accountability.
Several requirements for organizations
seeking excellence (Nicole, 2005:2) identified:
· Establish and adhere to high
standards of performance.
· A clear and understandable
strategic vision by all.
· Rapid response to environmental
variables.
· Continuing education culture.
· Effective information systems
The requirements of outstanding
performance (Daft, 2007: 40) pointed, which can be summarized as follows:
· Ability to diagnose organizational problems.
· Continuous assessment.
· Restructuring the Organization.
· Shared culture and support for innovation processes.
· Flexibility in dealing with environmental variables
PERFORMANCE INDICATORS
The following are the most
important performance indicators:
Strategy
The strategy is the starting
point for the process of environmental analysis and assessment. It refers to
the organization’s definition of its long-term goals and objectives and the
allocation of the resources necessary to achieve these goals and objectives set
by the senior management, it is also the way the organization chooses to manage its
various product lines and manage its business units with a drive to maximize
value. Therefore, the organization’s strategy contributes mainly to determining
the type of business that the organization wishes to practice and thus how
resources are allocated to accomplish these tasks. (Hull & Jones 65: 2008),
that the strategy represents the message to management to recognize emergency
operations and then intervene in a timely manner and eliminate and reinforce
the poor emergency strategies and adopt them as a result of their impact on the
organizational structure. Some studies explained the strategy as one of the windows
that reflect the prospects of the organization’s work to be achievable and
measured in the light of environmental variables and based on the scenario
system that is directly related to analyzing the business environment and
building the competitive position.
Leadership
Leadership refers to capacity
and seeks to translate the strategic vision into a viable reality to reflect
the aspirations of strategic leaders that have a direct impact on the workings
of the Organization. Organizations lacking active leadership cannot continue
their work (Weiskittel, 2006: 1) and to influence individuals, but to deal with
the human element and elevate their vision to higher levels and raise their
performance to higher standards and build their personality beyond their normal
limits.
In another interpretation it is
the process of influencing others to reach a common understanding and agreement
about the work to be performed and how to achieve it effectively. It
facilitates individual and collective efforts to achieve common goals that
contribute to the effectiveness and success of the Organization. The efficient
leadership of the Organization is one of the most important elements of
success. And the basis of its work and practice within a clear and objective work
strategy (Robbins & Judge, 2009: 302).
Culture
Organizational culture is one of
the determining factors in determining the degree of harmony between an
organization and its employees by focusing on a set of values and trends that
reflect the way things are accomplished and the nature of the relationship
between the organization and its environment (Berry, 2004: 2) Which affect the
nature of the work of individuals within the organization (Kranakis, 2004: 493),these beliefs are of great
value and must be instilled in the minds of the Organization’s members as
fundamental principles governing the behavior of individuals working within the
organization (Tsui et al., 2006: 350). It contributes to the formulation and
composition of personality patterns through the dissemination of knowledge and
concepts leading to recognition with environmental data and interaction with
them on the other hand and the importance of organizational culture in
organizations in the following aspects (Jubouri, 2008: 9):
Organizational culture is a guide for
management and staff to be followed and guided.
B. An intellectual framework that guides members of one organization and
organizes their work and relations.
C. Is a special feature of the organization from other organizations, and it is
a source of pride and pride for its employees, especially if they emphasize
certain values such as innovation, excellence, leadership and overcoming
competitors
D. Strong culture facilitates the task of management and employees, so they do
not need formal procedures to confirm the desired behavior.
Market
In
line with the phenomenal technological developments in the world of
communications and information and the multiplicity of transactions, the
influence of the markets has expanded in the business economy, making the
financial markets occupy a large place in economic activity. The market is
generally seen as the mechanism of convergence of supply forces to provide cash
to customers either in cash or in form or securities on the one hand and to
exchange certain benefits in a timely fashion. Markets represent an integrated
framework that brings together the dealers in the securities (sellers and
buyers) for the purpose of completing transactions in regular terms. There is
no specific place for this market to complete transactions, The markets are the
main building blocks of any financial system in the country because it is the
mechanism of mediating between the investment and savings sectors that are
working to re-inject investments in the financing structure of the projects to
provide the necessary funds to re-expand production and to renew its movement
in line with the development To a level in the economy.
Analysis of the importance of strategic planning
Here
an important question arises who needs a strategic plan for information
systems?
As
shown in the figure, all the administrative levels in the organization need IS
strategic plan, for the following reasons:
Top management ensures that the core
capabilities and strategic direction supported by the information systems are
provided.Middle and operational management are keen
to provide technological tools and information that help in decision-makingCustomer relationship management is able to
achieve sales support and follow-up and achieve customer satisfaction.Management of information systems is able
to meet the expectations of managers of information technologies and systems in
support of decisions at different levels in the organization.The company’s internal information systems
department works better through:
Identify the strategic
information the company needs.Define the scope of work and
expectations of information systems projects.Building collective consensus
supporting information system priorities.Better use of e-commerce
technology.Reduce the efforts and
expenditures of inefficient information systems.
Figure (1) Developing the strategic plan for information systems and their
relation to the general strategic plan for the development of work and
performance
What
are the disadvantages of organizations not using the information systems
strategy?
The answer are:
Systems investments do not support the
organization’s objectives.Loss of control over IT / IS, often leading
individuals to achieve conflicting goals through IT / IS.Systems are not integrated and this can
also lead to duplication of effort, resulting in inaccurate data and
non-interconnected sources of information.Lack of a means to prioritize projects /
resources information systems and change plans continuously resulting in
reduced productivity, etc.There are no mechanisms to determine
optimum levels of resources or the best way to supply systems.Poor information management is either
unavailable as inconsistent, inaccurate or too slow.Misunderstanding between users and IT
professionals leading to yelling and dissatisfaction.Technology strategy is interrelated and
restricts options.Infrastructure investments are insufficientAll projects are evaluated on a financial
basis onlyProblems arising from IS / IT investments
can become a source of conflict between parts of the organization.Concentration of justification for
investments can result in benefits which are in fact negative effects in the
macro environment of the business.
CONCLUSIONS
IT is a key
tool in strengthening the organizational structure when integrated into a clear
strategy, facilitating and stimulating the implementation of the Organization’s
activities in a better manner, and its role is important in reducing
uncertainty as a result of the method and procedures used and enhanced by
technical applications
In this paper,
a number of important and relevant elements were discussed in the success of IT
integration across all FAO activities, including: the relationship between the
organization’s strategy and the IT strategy, the key elements of IT success,
the key elements of its failure, the factors to be successfully integrated into the activities of the Organization.
From analysis
and studies, we conclude the following:
Administrations in all organizations must
realize the importance of strategic information systems for their significant
role in achieving outstanding performance. Departments are keen to develop their
performance to achieve outstanding results that make them within a sustainable
competitive path through the provision of effective strategic information
systems.The strategic information provided by the
strategic information systems has a significant impact on the success of the
decisions necessary to perform outstanding work.The statistical results showed that there
is a significant effect on the dimensions of the strategic information systems
in the outstanding performance, which indicates that the strategic information
systems have a significant impact on the outstanding performance.
RECOMMENDATIONS
Intensifying the cognitive effort with
contemporary cognitive and conceptual developments such as the topics of the
strategic information systems Factors that influence operations and are the
primary source of sustainable competitive advantage.In order to achieve the goal of excellence,
the information systems development departments should keep abreast of
technological developments as well as their great role in achieving full
coordination between different administrative levels. The
need for administrations to recognize the importance of outstanding performance
to ensure the promotion of opportunities for competitive progress and to
improve their role in