Strategic Management CP

ing and implementation of IT in military organizations based on the overall strategic goals has different organizational competencies to those of civilian organizations (Bouwman, 2005). The paper undertakes to demonstrate clearly the difference of planning for and implementation of information technology in civilian and military organizations. Additionally, it performs an evaluation based on the varied overall strategic goals of civilian and military organizations, planning and implementation of information technology.Flattening of information in an organization entails reassigning the authority and functions of one or more middle management layers, either upward or downward. Planning for and implementation of information technology requires the involvement of stakeholders at various management levels. According to Bouwman (2005), flattening an organization improves the flow of information from those who have it to those in the position to act on it. Additionally, reduction of the number of management layers equally increases the accuracy of information by limiting the chances of either deliberate or accidental distortion. However, it should be noted that flattening focuses on the function of middle management that include the aggregation, filtering and transmission of information. It is perhaps with respect to these functions that the advances in information technology suggest flattening as being desirable, given that information technology facilitates this work and may allow for the automation of much of it.In this regard, leadership roles in the planning and implementation of IT in civilian and military organizations are different. In civilian organizations, spans of control run from twenty or thirty to hundreds of subordinates. In these organizations, superiors do not have to control their subordinates in any way since they cannot teaching their subordinates necessary skills (Anderson, Banker, Menon amp. Romero, 2011). Further, in civilian organizations,