Cross functional information system


Cross functional information system


Clambake Company is a cross-functional information system of the third era of information systems, succeeding the calculations systems and functional systems. Cross-functional systems is made to integrate all activities of the entire business process, so they derive the term 'cross' consisting of different departmental boundaries (O'brien, J. A. (2006). Transformation to a cross-functional system from a functional one can be problematic at times, because it contains the coordination of activities along multiple departments, with the users changing the way that they work. 

There is no clear line of authority, and fierce peer competition can often lead to interdepartmental a rivalry that hinders the development of the new system. In new information, system there is three levels, first is conceptual level (Enterprise Architecture), second is logical level (Information Architecture) and last is physical level (Computing and Network Architecture) (Robey, D., Khoo, H. M., & Powers, C. (2000).


For Clambake Company Enterprise Architecture consist of organizational hierarchy, business function and process, business objects and events, cross-functional workflow models. Information Architecture consist of enterprises wise data model, meta data repository, server and client level business level logic, enforcements of common data definition. Computer and Networking Architecture consist of Networks protocols, operating system and middleware such as API, ODBC, CORBA, COM/DCOM. It also consists of data storage devices and physical database segments (Davenport, T. H., & Short, J. E. (2003).


The advantage of the new system is that integrate the system of HR functions and payroll activities thus aligning all activities, thus saving the times. The new system also proves to be economical for the enterprises thus reducing the labour workforce. The slight problem with the new system is that it need advance training to the existing employee, which need some time and money in the process. Change is always difficult so the risk involve in every change is also involved in this change also. Overall, the system is beneficial and profitable for the organisation.

 References

Davenport, T. H., & Short, J. E. (2003). Information technology and business process redesign. Operations management: critical perspectives on business and management1, 1-27.
O'brien, J. A. (2006). MANAGEMENT INFORMATION SYSTEMS W/E-TUTOR &. McGraw-Hill.
Ryals, L., & Knox, S. (2001). Cross-functional issues in the implementation of relationship marketing through customer relationship management. European Management Journal19(5), 534-542.
Robey, D., Khoo, H. M., & Powers, C. (2000). Situated learning in cross-functional virtual teams. Professional Communication, IEEE Transactions on,43(1), 51-66.

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