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The Chief Information Officer:
Managing by Influence or Authority
Author: Richard Paton
Publication Date: 2018
This case provides a rich context to examine the relationship between
line and staff functions within an organization. It centers on the not so perfect transition of the role of IT support to the CIO concept in a federal government department. It raises some of the tensions of a centralization process and its potential conflict with decentralized program elements, resistant to losing control and fearing a loss of service. The case, as it evolves into what might be called the middle of such a process, leaves the user with the possibility of how to correct
initial missteps and how to develop strategies for organizational change.
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