Page 356 - Using MIS

324 Chapter 8 Social Media Information Systems

Figure 8-13
Redesigning Enterprises for
Social Media
Source: Stephen VanHorn/Fotolia

Think about your role as a manager in 2025. Say your team has 10 people, three of
whom report to you; two report to other managers, and five work for different companies.
Your company uses OpenGizmo 2025 with integrated mobile video, augmented by Google/
Facebook’s Whammo++ Star, all of which have many features that enable employees and
teams to instantly publish their ideas in blogs, wikis, videos, and whatever other means
have become available. Your employees no longer are assigned computers at work; a liberal,
yet secure, BYOD policy enables them to use their own devices, often in their own, unique
way. Of course, your employees have their own accounts on whatever Facebook, Twitter,
LinkedIn, foursquare, and other social networking sites have become popular, and they
regularly contribute to them.
How do you manage this team? If “management” means to plan, organize, and control,
how can you accomplish any of these functions in this emergent network of employees? If
you and your organization follow the lead of tech-savvy companies such as Intel, you’ll know
you cannot close the door on your employees’ SM lives, nor will you want to. Instead, you’ll
harness the power of the social behavior of your employees and partners to advance your
strategy.
In the context of CRM, the vendor might lose control of the customer relationship.
Customers use all the vendor’s touch points they can find to craft their own relationships.
Emergence in the context of management means loss of control of employees. Employees craft