Make a case study for this article using this format.

1. Introduction

• Identify the key problems and issues in the case study
• Formulate and include a thesis statement, summarizing the outcome of your analysis in 1-2 sentences.

2. Background

• Set the scene: background information, relevant facts, and most important issues.
• Demonstrate that you have researched the problems in this case study.

3. Evaluation of the Case

• Outline the various pieces of the case study that you are focusing on.
• Evaluate these pieces by discussing what is working and what is not working
• State why these parts of the case study are or are not working well.

4. Propose Solution / Change

• Provide specific and realistic solution(s) or changes needed.
• Explain why this solution was chosen
• Support this solution with solid evidence, such as:
  • Concepts from class (text readings, discussions, lectures)
  • Outside research
  • Personal experience (anecdotes)

5. Recommendations

• Determine and discuss specific strategies for accomplishing the proposed solution
• If applicable, recommend further action to resolve some of the issues
• What should be done and who should do it.

This is the article: SPERRY VAN NESS: HARNESSING TECHNOLOGY FOR BUSINESS SUCCESS The information supports the notion that the efficient use of technology actually should be categorized as a control problem. Control is making things happen at Sperry Van Ness in a way they were planned to happen. Going one step further, the process of controlling is the action that management takes to control. Ideally, this process at Sperry Van Ness, as within any company, would include a determination of company plans, standards, and objectives so steps can be taken to eliminate company characteristics that caused deviation from these factors.

In theory, Sperry Van Ness management should view controlling activities within the company as a subsystem of the organizations overall management system. For management to achieve organizational control, the controlling subsystem requires a portion of the people, money, and other resources available within the company.

The process portion of the controlling subsystem at Sperry Van Ness involves three steps:

1. Measuring the performance levels of various selling units

2. Comparing these performance levels to predetermined performance standards for these units

3. Taking any corrective action necessary to make sure that planned performance levels are consistent with actual performance levels

Based on information in the Challenge Case, one area in which management should emphasize standards is in the arena of desired profitability. Management is initiating a new set of processes to ensure Sperry Van Ness and its real estate advisors in the field are working with the same information.

As the company gathers more information and considers potential corrective actions, management must be certain the action is aimed at organizational problems rather than at symptoms of problems. For Sperry Van Nesss management to be successful in controlling, they have to be aware not only of the intricacies of the control process itself, but also of how to deal with people as they relate to the control process. With regard to people and control, managers must consider the amount of power they hold over organization members.

The total amount of power that Sperry Van Ness management possesses comes from the positions they hold and from their personal relationships with other organization members. For example, the top managers already have more position power than any other managers in the organization. Therefore, to increase their total power, they would have to develop their personal power. Top management might attempt to expand personal power by developing:

1. A sense of obligation in other organization members toward top managers

2. The belief in other organization members that top management has a high level of task-related expertise

3. A sense of identification that other organization members have with top management

4. The perception in organization members that they are dependent on top management

Information at Sperry Van Ness can be defined as conclusions derived from the analysis of data relating to the way in which the company operates. The case implies that managers at Sperry Van Ness will be better able to make sound decisions, including better control decisions, because of the successful data handling achieved by its information system. One important factor in evaluating the overall worth of Sperry Van Nesss information handling system would be the overall impact of the system on the value of information that company managers would receive. A manager such as Kevin Maggiacomo must see that investing in technology at a reasonable cost can enhance the value of information he receives and improve the appropriateness of decisions. That is, investments in improving information system components can enhance the appropriateness, quality, timeliness, and quantity of information that Maggiacomo can use to make decisions. Maggiacomo must believe and act on the notion that the benefits of making investments in technology will significantly improve his decisions.

For a company such as Sperry Van Ness to get maximum benefit from computer assistance, management must appropriately build each main ingredient of its IS. The IS the organizational network established to provide managers with information that helps them make job-related decisions. Such a system would normally necessitate the use of several IS personnel who would help determine information needs at the company, help determine and collect appropriate Sperry Van Ness data, summarize and analyze these data, transmit analyzed data to appropriate Sperry Van Ness managers, and generally help managers in interpreting received IS information.

To make sure managers get appropriate information, Sperry Van Nesss IS personnel must appreciate how different managers need different kinds of information. As an example, a top manager would normally need information that summarizes trends in consumer tastes, competitor moves, and summary reports for productivity and costs related to various organizational units. Middle managers would need information that focuses more on specific operating units within the company, such as all specifics regarding the performance of a specific office. More lower-level managers would normally need information about sales goals.

Assume that Maggiacomo has just decided to establish a new IS. Sperry Van Ness, like any other company, would probably gain significantly by carefully planning the way in which its IS would be established. For example, perhaps the answers to the following questions, such as those that arise during the planning stage of Sperry Van Nesss IS, would be useful: Is an appropriate computer-based system being acquired and integrated? Does the company need new IS personnel, or will present personnel require further training to operate the new IS? Will managers need additional training to operate the new IS?

About the design and implementation stages of Sperry Van Nesss new IS, Maggiacomo should seek answers to such questions as: How do we design the new IS based on managerial decision making? How can we ensure the new IS as designed and implemented will actually exist and be functional?

Maggiacomo as well as IS personnel should continually try to improve the new IS. All users of the IS should be aware of the symptoms of an inadequate IS and should constantly attempt to pinpoint and eliminate corresponding weaknesses. Suggestions for improving the new IS could include (1) building additional cooperation between IS managers, IS personnel, and line managers; (2) stressing that the purpose of the IS is to provide managers with decision-related information; (3) using costbenefit analysis to evaluate IS activities; and (4) ensuring that the IS operates in a people conscious manner.

Answer the following discussion questions:

1. List three decisions an improved IS could help Sperry Van Ness president and CEO Kevin Maggiacomo make. For each decision, describe the data that must be in the database to provide such help.

2. The main steps of the controlling process are measuring performance, comparing performance to standards, and taking corrective action. Discuss the possible role of an IS at Sperry Van Ness in each of these steps.

3. In addition to commercial real estate, some of Sperry Van Nesss chief competitors also handle residential real estate. Because of this additional area of operation, do you think Sperry Van Nesss IS should differ from that of its competitors? Why?