Master data management and business process effectiveness

Technology and Management Functions

The objective of this work is to provide examples, based on experiences in the workplace, of how management at a company expects technology to improve business. This work will discuss how a company's current technology is meeting or not meeting business needs.

Today's technology and management functions cannot be viewed as separate functions because technology is the primary tool used by managers to deploy, implement, instruct, teach, and lead their teams in the business environment. This makes technology knowledge a key skill area for members of management in businesses today. Technology when used effectively can drive the business to new growth and expansion as well as allowing the business to attain never levels of excellence and profitability however, in contrast when technology is ill-used all the business process are impacted and at every level of business.

LINKAGE BETWEEN Business FUNCTIONS and PROCESSES

The work of Jonathan Wu (2005) entitled: "Master Data: The Linkage Between Business Functions and Businesses Processes" relates that "Organizations that have created effective master data management programs have achieved a wide range of benefits that include: (1) improved and accurate reporting; (2) the ability to monitor and analyze activities throughout the business processes; (3) a single and comprehensive view of customers; (4) products and supplies; and (5) reduced errors and expenses. (Wu, 2005)Master data programs that are effective "contain process and technology discipline to define, manage and share master data across the enterprise." (Wu, 2005) Wu relates aw well that the ability to "analyze data across business functions and business processes is depending upon linking data from disparate systems, applications and external sources. This ability to effectively link data from disparate sources is dependent upon master day. Master data is the controlling set of data values for reference data, which is a category of data that describes and defines transactions." (Wu, 2005)

III. INFORMATION Management as a Business FUNCTION

The work of Nancy K. Dwyer entitled: "Information Management as a Business Function" relates that many organizations primary product is 'information' and "even in manufacturing companies, many of the employees produce information which allows their factories to build and ship their products." (2005) the Business Information Model (BIM) is used by many companies to define the major business functions of the company and is a model that is divided into primary functions which include:

1) the functions needed to develop and deliver the products or services of the company; and 2) Support functions, which are the functions that are needed by companies to support the primary functions execution.

The following figure shows the Business Information Model.

Business Information Model

Source: Dwyer (2005)

Marilyn Chalupa, in a 'Book Review' of Regan and O'Connor's work entitled: "End-User Information Systems: Implementing Individual and Work Group Technologies" (2002) states that Regan and O'Connor's work 'expands the emphasis on training the ultimate users of systems to include not only how to plan for initial roll-out training..." But as well in relation to the Help Desk. The work of Regan and O'Connor emphasizes the use of technology in an effective manner requires more than "keeping pace with the newest and best solutions." (Chalupa, 2002) it is also related by Regan and O'Connor that it is a necessary issue of accounting that new technologies deliver "usable, relevant return on investment figures..." As cost justification "is often required when planning for new systems." (Chalupa, 2002)

IV. SUMMARY of BENEFITS LINKED to TECHNOLOGY-SAVVY Management

In order to completely understand the necessity of technology systems in business management processes one must consider the various departments such as the marketing department, direct sales, accounting, and customer support and warranties. Integrated systems in a business will put product and service information in the hands of all managers organization-wide. When this is accomplished resulting are business processes and functions that are streamlined, quickly accessible, and relatively error-free and offering quick and satisfactory customer service. Management that has the capacity to access all company information across departments will also be able to track employees, tasks and projects. When technology is enabled to track costs by department, employee, project, task, and then by hour on each project filtered into an invoice, illustrating cost-savings for accounting purposes is relatively easily done because the information technology deployed in the company, following proper roll-out, training, and education offers the potential for great cutting of expenses within the organization or business.