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Changing business processes, organizational structure, operating procedures, and so forth are interrelated, as shown by the classic Scott-Morton framework (see Online File W14) Major changes in business processes and/or in technology move organizations out of equilibrium, creating changes in structure, strategy, and in people and their roles When the magnitude of the changes is signi cant, the changes may be resisted by employees Change is a learning process that need to be properly managed Management scholars have developed guidelines for how to introduce change into organizations (eg, see Mintzberg and Westley, 1992, and Anderson, 2001) and how to diffuse innovations into organizations (eg, see Rogers, 1983) The faster the speed of change, the more dif cult and stressful it is to manage it Moving to e-business is very rapid, and so are many redesign projects.

form, book, behavior, or location indicates that this is somehow central to the activity being performed and that we should take care to understand what it is and the role it plays. A scenario that might be generated by potential users of a library catalog service is given below:

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The classic change management approaches, such as use of benchmarking (Clarke and Manton, 1997), were adapted for IT changes For example, Burn and Ash (2001) developed a model for introducing e-business changes in an ERP environment Of the many topics related to organization transformation and change management, we will deal here only with two: changing organizational structures, and empowerment of employees The related topics are also important but are outside the scope of this textbook A major issue in organization transformation, including transformation to e-business, is the change in organizational structure One common potential change is to a networked organization Many experts have advocated the concept of networked organizations (eg, see Majcharzak and Wang, 1996) The term networked organizations refers to organizational structures that resemble computer networks and are supported by information systems This structure is promising, but it is dif cult to implement (See Online File W9.

16) The tendency in recent years has been for organizations to become somewhat atter in terms of management layers, and managerial roles and organizational processes have been changing to follow this trend Although the basic hierarchical structure is still most common, many organizations use temporary and/or permanent teams that are assigned to speci c processes For the use of teams as they related to business process and work redesign, see Choudrie et al (2002) and Launonen and Kess (2002) Team-based structure requires empowerment of employees Empowerment is the vesting of decision-making or approval authority in employees in situations in which such authority was traditionally a managerial prerogative Empowered employees are allowed to make operational and managerial decisions Empowerment frequently accompanies redesign efforts As a philosophy and set of behavioral practices, empowerment means allowing self-managing autonomous teams (eg, see Hinks, 2002) or individuals to be in.

$ echo $PATH /usr/kerberos/bin:/usr/lib/ccache:/usr/local/bin:/bin:/usr/bin:/home /rich/bin:/home/rich/test $ myprog The factorial of 5 is 120. $

Ros Blackburn To me, the outside world is a confusing mass of sights and sounds. It is totally baffling and incomprehensible. Try watching a soap opera on television with no volume. The characters actions immediately become sudden and unpredictable since the meaning behind them is no longer clear. ... This is how the world appears to me most of the time. I am unable to read into people s behaviour or read the intentions behind it and am therefore not able to predict their actions. It comes across as very threatening and frightening most of the time.

where the {Xn }N are independent complex Gaussian RVs with common mean n=1 E[Xn ] = X and common variance XX = 1 E{|Xn Xn |2 }. In particular, for 2 Rayleigh fading, S is a central chi-square variate with two degrees of freedom (N = 1), X = 0, and XX = /2. For the Rician case, S is a noncentral chi square variate with two degrees of freedom (N = 1), X = K /(K + 1), and

ARTICLE 8. EXPENSES Each Party shall bear all of its own expenses incurred in connection with the preparation and negotiation of the Proposal, the Prime Contract, and the Subcontracting Agreement. ARTICLE 9. DISPUTE RESOLUTION

What information needs to be available What data is required to perform a task How is this data to be transformed by the system Data is one of the categories of

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