8
Maintenance and Management of the
Web site management policies, organizations need to think carefully about the amount of freedom or bureaucratic processes they put in place if they are to manage this strategic resource effectively.
Many organizational Web sites now consist of hundreds and, in some cases, thousands of pages. These sites are often multifunctional and contain information on a vast range of topics. There is no disputing that the Internet, intranets, and extranets have taken on strategic significance within many organizations [1]. Web sites evolve through time; extra functionality is added and information is continually being added and updated. As a result the ongo- ing management of Web sites has become an important issue [2].
This continual evolution of large organizational Web sites has generated a new set of problems. Well-defined management strategies are required to keep the Web site strategy aligned to organizational goals and to keep a check on potential problems arising in content, functionality, and design. Although Web sites typically have steering teams to plan and develop the initial Web site strategy and implementation, management structures are required to oversee the continual development of the system. A meta-management structure is suggested so that the function, content, and design remain aligned to organiza- tional goals.
A meta-management team consisting of representatives from each func- tional unit would need to decide on the frequency of meetings, methods of communicating, and the management of the ongoing strategy of the Web site as part of the overall information systems infrastructure of the organization. It would need to develop policies and procedures and effectively communicate these across the organization. These are important to avoid the uncontrolled evolution of the Web site, some dangers of which include these:
• Duplication of content and functionality;
• Out-of-date and erroneous information content;
• Inappropriate designs that adversely affect organizational image;
• Inappropriate content that adversely affects organizational image, per- haps even resulting in loss of business or legal action;
• Inconsistency in content, style, organization, and navigation;
• Pages with overabundant or oversized graphics that take too much time to load;
• Too much time spent locating and updating content;
• Inefficient use of an organizational resource (e.g., a document manage- ment system);
• Lack of confidence in the Web site as an organizational resource;
• The Web site being hijacked by sectional interests.
Any organization planning to have a Web site must evolve a strategy for effective use of that site. Organizational goals should be clearly spelled out so as to integrate the Web site into organizational information systems, images, and objectives. The major management issues in relation to Web resources can be summarized as follows:
Strategy Content
Staffing Feedback mechanisms and support systems Functionality Traffic management
Design Security issues
Publishing-ownership Project management
Management Structures
Management structures and approaches are a well-documented topic of study in the management discipline [3–5]. A range of organizational forms and associated management structures have been documented that lie between the extremes of bureaucratic and organic. They include the following structures [4]:
• Bureaucratic: characterized by rules and procedures, hierarchical chain of command, division of labor and specialization, emphasis on record keeping, centralized decision making;
• Simple: low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization;
• Matrix: dual lines of authority, combines functional and product departmentalization;
• Team: the use of teams as a central device to coordinate work activities, decentralized decision making to the team level, cross-functional, works within a bureaucratic framework;
• Organic: low horizontal differentiation, adaptable duties, low formali- zation, informal communication, decentralized decision authority.
These organizational structures are managed by equivalent management structures and styles. Even though these styles are usually viewed as organiza- tional in their scope, this need not necessarily be so. A department or branch
could be run along different lines than the rest of the organization and one resource could be managed in a different way than other resources.
The Bureaucratic IS Resource
The information systems (IS) function in organizations is often managed in a bureaucratic manner. According to Weber [6], a perfect bureaucracy possesses a number of characteristics such as rules and procedures and hierarchies of control. The IS function or resource is examined next in light of Weber’s char- acteristics of bureaucracy.
1. Rules and procedures. Information systems are designed with policies and procedures to help clarify the effective use of the system.
2. Hierarchies of control and authority. Additions and developments in organizational information systems require users to raise the issues with user management and, if deemed acceptable, they are then raised with the IS department. Depending on the scale of the project, it may need senior user management and senior IT management approval.
3. Division of labor and expertise. The IT/IS developments are carried out by experts in the field, and as such, there is a dependence on expertise and an adherence to a strict division of labor.
4. Impersonality. The IS department can use language and technical expertise to remain detached from user departments [7].
5. Competence. Changes to the information systems are made on the basis of technical competence and expertise.
6. Record keeping. This makes up a large part of developing, maintain- ing, and managing information systems.
Weber suggested that bureaucracy was the best administrative form for the rational pursuit of organizational goals. However, as previously mentioned, alternative organizational structures and management styles exist. Organiza- tions that require a more entrepreneurial and creative environment have decided on a more organic structure.
Web Site Management Strategies
We know that advantages and disadvantages are associated with bureaucracies [3]. Table 8.1 examines the pluses and minuses of a bureaucratic approach to Web site management.