The Future of ICMT: Trends and Effects on Employees
This paper examines the future of information and communication management technology (ICMT) and its implications for employees and organizations. It argues that growing digital connectedness will bring productivity gains and easier knowledge sharing, while also risking a decline in face-to-face interaction, motivation, and organizational loyalty. The paper further identifies three major ICMT trends shaping organizations: the shift toward green ICT, the rise of e-business and e-commerce, and the digitalization of the financial system. Together, these developments present both significant opportunities and challenges that organizations must navigate strategically.
- Introduction: The Growing Connectedness of Organizations: Rising connectivity driven by U.S. infrastructure plans
- Positive Effects of Increased Connectedness on Employees: Productivity, efficiency, and knowledge-sharing benefits
- Negative Effects and the Risk of Reduced Face-to-Face Interaction: Declining physical interaction and employee loyalty risks
- Major ICMT Trends Facing Organizations: Green ICT, e-commerce, and digital finance trends
- Conclusion: Organizational opportunities from emerging ICMT trends
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What makes this paper effective
- Presents a balanced argument by weighing both the positive and negative consequences of increased digital connectedness rather than taking a one-sided stance.
- Grounds abstract trends in concrete examples, such as the U.S. government's wireless infrastructure plan and the carbon footprint of personal computers.
- Moves logically from the individual employee level to broader organizational and industry-wide trends, giving the analysis a clear scope progression.
Key academic technique demonstrated
The paper demonstrates effective use of cause-and-effect reasoning throughout. Each identified trend or development is followed by a structured analysis of its likely consequences — for example, linking greater internet accessibility to both improved employee efficiency and heightened information security risk. This technique keeps the argument focused and makes each claim traceable to its evidence.
Structure breakdown
The paper is organized into two main analytical sections responding to two distinct questions. The first covers how increased ICMT connectedness will affect employees, divided into positive and negative sub-arguments. The second identifies three organizational trends: green ICT, e-business and e-commerce, and the digitalization of finance. A brief conclusion ties the trends back to organizational opportunity.
Introduction: The Growing Connectedness of Organizations
Much can be said about the future of information and communication management technology (ICMT) and connectedness in the organizational setting. What is rather clear is that the degree of connectedness in organizations will continue to increase over the coming years. This is particularly the case in the U.S., following the government's announcement of a plan to make high-speed wireless infrastructure available to 98% of Americans regardless of where they live and work (White House, 2011). The plan focuses on making more airwaves available so that smartphone users can access the internet easily for work, learning, and personal purposes (White House, 2011). If implemented, the internet will become more accessible and people more connected. In the organizational setting, employees will be better connected not only to their managers and supervisors, but also to one another.
Positive Effects of Increased Connectedness on Employees
This high degree of connectedness will affect employees both positively and negatively. On the positive side, employees are likely to become more productive and efficient. Greater connectedness allows them to easily seek clarifications from their supervisors and share crucial information with each other regardless of geographical location. This ensures that work continues even when a supervisor is not physically present. Moreover, employees can improve their knowledge base and skill sets by linking up virtually with mentors and experienced professionals in their respective fields, and by participating in online training programs.
Negative Effects and the Risk of Reduced Face-to-Face Interaction
On the other hand, a high degree of connectedness could reduce the frequency of face-to-face interactions in the organization, affecting social lives as well as levels of motivation and loyalty. When people interact heavily on virtual platforms, they reduce the time spent interacting physically (Gray, 2012). A supervisor may find it more convenient to send an email than to summon an employee to their office and deliver instructions in person. Virtual interactions may not yield the same relational satisfaction and motivation as physical meetings.
If such tendencies are left unchecked, employees could begin to lose touch with their managers, and this could negatively affect their loyalty and commitment to the organization. To prevent this, employees should take the initiative to ensure that computer-mediated communication does not entirely replace face-to-face communication. Rather, the two should be used to complement each other.
Conclusion
These are the major trends shaping the ICMT sector in the U.S. currently. Organizations have significant opportunities to capitalize on these developments and increase their future profitability.
References
Gray, D. (2012). The Connected Company. Sebastopol, CA: O'Reilly Media Inc.
Saha, B. (2014). Green computing. International Journal of Computer Trends and Technology, 14(2), 46–49.
White House. (2011). Technology. The White House. Retrieved January 21, 2016, from
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