essentials of management informations systems
اسلاید 1: Information Systems, Organizations, Management, and StrategyChapter 3
اسلاید 2: ObjectivesWhat do managers need to know about organizations in order to build and use information systems successfully? What impact do information systems have on organizations? How do information systems support the activities of managers in organizations?
اسلاید 3: ObjectivesHow can businesses use information systems for competitive advantage? Why is it so difficult to build successful information systems, including systems that promote competitive advantage?
اسلاید 4: Management ChallengesSustainability of competitive advantages Fitting technology to the organization (or vice versa).
اسلاید 5: Organizations and Information SystemsThe two-way relationship between organizations and information technologyFigure 3-1
اسلاید 6: Technical DefinitionStable, formal social structure that takes resources from the environment and processes them to produce outputsBehavioral DefinitionA collection of rights, privileges, obligations, and responsibilities that are delicately balanced over a period of time through conflict and conflict resolutionOrganizations and Information SystemsWhat Is an Organization?
اسلاید 7: Organizations and Information SystemsThe technical microeconomic definition of the organizationFigure 3-2
اسلاید 8: Organizations and Information SystemsThe behavioral view of organizationsFigure 3-3
اسلاید 9: Structural Characteristics of All OrganizationsClear division of laborHierarchyExplicit rules and proceduresImpartial judgmentsTechnical qualifications for positionsMaximum organizational efficiencyOrganizations and Information SystemsCommon Features of Organizations
اسلاید 10: Additional Features of OrganizationsStandard Operating Procedures (SOPs): Precise procedures to cope with all expected situationsOrganizational Politics: Struggle to resolve divergent viewpoints within the organizationOrganizational Culture: Fundamental assumptions about what products the organization should produceOrganizations and Information SystemsCommon Features of Organizations
اسلاید 11: Organizational TypesEntrepreneurial: Start up businessMachine bureaucracy: Midsize manufacturing firmDivisionalized bureaucracy: Fortune 500 firmsProfessional bureaucracy: Law firms, hospitals, school systemsAdhocracy: Consulting firmOrganizations and Information SystemsUnique Features of Organizations
اسلاید 12: Organizations and Information SystemsEnvironments and organizations have a reciprocal relationshipFigure 3-4
اسلاید 13: Organizations and Information SystemsOrganizational type EnvironmentsGoalsPowerConstituenciesFunctionLeadershipTasksTechnologyBusiness processesUnique Features of OrganizationsAll organizations have different:
اسلاید 14: E-Commerce French and German StyleWhat organizational factors explain why France and Germany have had such different experiences adopting e-commerce?Organizations and Information SystemsWindow on Organizations
اسلاید 15: Information Services DepartmentPast: Consisted primarily of programmers, building own software and managing own computing facilitiesToday: A growing proportion of specialists, with department acting as powerful change agent in the organizationThe Changing Role of Information Systems in OrganizationsInformation Technology Infrastructure and Information Technology Services
اسلاید 16: The Changing Role of Information Systems in OrganizationsInformation technology servicesFigure 3-5
اسلاید 17: Economic TheoriesInformation system technology is a factor of production, freely substituted for capital and laborTransaction cost theory: Information technology can help lower the cost of market participationThe Changing Role of Information Systems in OrganizationsHow Information Systems Affect Organizations
اسلاید 18: The Changing Role of Information Systems in OrganizationsThe transaction cost theory of the impact of information technology on the organizationFigure 3-6
اسلاید 19: Economic Theories – The Agency TheoryAgents (employees) need supervisionAs firm grows, agency and coordination costs riseInformation technology reduces agency costs because it becomes easier for managers to oversee more employeesThe Changing Role of Information Systems in OrganizationsHow Information Systems Affect Organizations
اسلاید 20: The Changing Role of Information Systems in OrganizationsThe agency cost theory of the impact of information technology on the organizationFigure 3-7
اسلاید 21: Behavioral TheoriesIT could change hierarchy of decision making by lowering costs of information acquisition and distributionOrganization shape could “flatten” as decision making becomes more decentralizedGrowth of “virtual organizations”Information systems seen as outcome of political competition between subgroupsThe Changing Role of Information Systems in OrganizationsHow Information Systems Affect Organizations
اسلاید 22: The Changing Role of Information Systems in OrganizationsOrganizational resistance and the mutually adjusting relationship between technology and the organizationFigure 3-8
اسلاید 23: The Internet is capable of dramatically reducing transaction and agency costsBusinesses are rapidly rebuilding some key business processes based on Internet technologyInternet technology becoming a key component of IT infrastructureThe Changing Role of Information Systems in OrganizationsThe Internet and Organizations
اسلاید 24: Classical Model: Five Functions of ManagersPlanningOrganizingCoordinatingDecidingControllingManagers, Decision Making, and Information SystemsThe Role of Managers in Organizations
اسلاید 25: Behavioral Models: Five Attributes of ManagersPerform much work at non-stop paceFragmented activitiesPrefer speculation, hearsay, current and ad-hoc informationPrefer oral communicationMaintain diverse web of contacts as informal information system. Managers, Decision Making, and Information SystemsThe Role of Managers in Organizations
اسلاید 26: Managerial Role CategoriesInterpersonal: Figurehead, leader, liaisonInformational: Nerve center, disseminator, spokespersonDecisional: Entrepreneur, disturbance handler, resource allocator, negotiatorManagers, Decision Making, and Information SystemsThe Role of Managers in Organizations
اسلاید 27: Decision Making Classified by Organizational LevelStrategic: determines long-term objectives, resources, policiesManagement control: monitors effective usage of resources, performanceOperational control: determines how to perform tasks and ways to distribute informationManagers, Decision Making, and Information SystemsManagers and Decision Making
اسلاید 28: Decisions are classified as:Unstructured: Nonroutine, decision maker provides judgment, evaluation, and insights into problem definition, no agreed-upon procedure for decision makingStructured: Repetitive, routine, handled using a definite procedureManagers, Decision Making, and Information SystemsManagers and Decision Making
اسلاید 29: Managers, Decision Making, and Information SystemsInformation systems and levels of decision makingFigure 3-9
اسلاید 30: Stages of Decision MakingIntelligence: Collect information, identify problem Design: Conceive alternative solution to a problem Choice: Select among the alternative solutions Implementation: Put decision into effect and provide report on the progress of solutionManagers, Decision Making, and Information SystemsManagers and Decision Making
اسلاید 31: Managers, Decision Making, and Information SystemsThe decision-making processFigure 3-10
اسلاید 32: Models of Decision MakingRational model: people engage in consistent, rational decision making. Individuals rank all alternatives and select the one that most contributes to their goalCritics point out that individuals can’t rank all possible alternatives; tend to select first viable alternativeBuilt-in biases, frame of reference, distort decision makingManagers, Decision Making, and Information SystemsManagers and Decision Making
اسلاید 33: Models of Decision MakingCognitive style: Describes underlying personality dispositions toward decision makingSystematic decision makersIntuitive decision makersManagers, Decision Making, and Information SystemsManagers and Decision Making
اسلاید 34: Models of Decision MakingOrganizational modelsBureaucratic modelsPolitical models“Garbage can” modelManagers, Decision Making, and Information SystemsManagers and Decision Making
اسلاید 35: Why War Games Can’t AlwaysSimulate the BattlefieldHow useful are war games in simulating combat scenarios and predicting outcomes?How would the models of decision making described here explain how they are designed and performed? Managers, Decision Making, and Information SystemsWindow on Management
اسلاید 36: Organizational Factors in Planning New SystemsOrganization’s environmentStructure of organizationOrganization’s culture and politicsType of organization and leadership stylePrinciple interest groups and attitudes of workersKinds of tasks, decisions, processes system will assistManagers, Decision Making, and Information SystemsImplications for the Design and Understanding of Information Systems
اسلاید 37: Optimal Information Systems:Flexible; provide many options for handling and evaluating dataSupport a variety of styles, skills, knowledge; keep track of many alternativesSensitive to organization’s bureaucratic and political requirementsManagers, Decision Making, and Information SystemsImplications for the Design and Understanding of Information Systems
اسلاید 38: Computer system at any level of an organization Changes goals, operations, products, services, or environmental relationshipsHelps organization gain a competitive advantageInformation Systems and Business StrategyWhat Is a Strategic Information System?
اسلاید 39: Business Competitive StrategiesBecome the low-cost producerDifferentiate product or serviceChange scope of competition by enlarging or narrowing marketInformation Systems and Business StrategyBusiness-Level Strategy and the Value Chain Model
اسلاید 40: Value Chain ModelFirm seen as series or “chain” of activities that add a margin of value to firm’s products or servicesHighlights activities in business where competitive strategies are best appliedPrimary or support activitiesFirm’s value chain linked to value chains of other partnersInformation Systems and Business StrategyBusiness-Level Strategy and the Value Chain Model
اسلاید 41: Information Systems and Business StrategyThe firm value chain and the industry value chainFigure 3-11
اسلاید 42: Value WebValue chain extended by Internet technology that connects all the firm’s suppliers, partners, and customersCollection of independent firms using IT to coordinate value chains to collectively produce a product or serviceMore customer-driven, less linear than value chainFlexible, adaptive to changes in supply and demandInformation Systems and Business StrategyBusiness-Level Strategy and the Value Chain Model
اسلاید 43: Information Systems and Business StrategyThe value webFigure 3-12
اسلاید 44: Product DifferentiationStrategy for creating brand loyalty by developing new and unique products and services not easily duplicated by competitorsInformation systems used to create new information technology-based products and servicesExamples: ATMs, computerized reservation servicesInformation Systems and Business StrategyBusiness-Level Strategy and the Value Chain Model
اسلاید 45: Focused DifferentiationStrategy for developing new market niches for specialized products and servicesInformation systems used to produce data for sales and marketing; analyze customer behaviorExamples: One-to-one and customized marketingInformation Systems and Business StrategyBusiness-Level Strategy and the Value Chain Model
اسلاید 46: Efficient Customer Response SystemsLinks consumer behavior back to distribution, production, and supply chainsInformation systems used to link customer’s value chain to firm’s value chainReduce inventory costs; deliver product or service more quickly to customerInformation Systems and Business StrategyBusiness-Level Strategy and the Value Chain Model
اسلاید 47: Switching CostsCost of switching to competitive product; higher switching costs discourage customers going to competitorsInformation systems offer convenience, ease of use, raise switching costsStockless inventory systemsInformation Systems and Business StrategyBusiness-Level Strategy and the Value Chain Model
اسلاید 48: Information Systems and Business StrategyStockless inventory compared to traditional and just-in-time supply methodsFigure 3-13
اسلاید 49: Information Systems and Business StrategyBusiness-level strategyFigure 3-14
اسلاید 50: At firm level, information technology can:Promote synergies between business units, pool resources Tie together operations of disparate business unitsImprove core competenciesInformation Systems and Business StrategyFirm-Level Strategy and Information Technology
اسلاید 51: Industry-Level Strategies:Information partnershipsCompetitive forces model; e.g., developing industry standardsNetwork economics: cost of adding new participant negligible, but adds great marginal gainInformation Systems and Business StrategyIndustry-Level Strategy and Information Technology
اسلاید 52: Information Systems and Business StrategyPorter’s competitive forces modelFigure 3-15
اسلاید 53: Impact of Internet on Competitive ForcesReduces barriers to entry Enables new substitute products and servicesShifts bargaining power to customerRaises firm’s bargaining power over suppliersSuppliers benefit from reduced barriers to entry and from elimination of intermediariesWidens geographic market, increases number of competitors, reduces differentiation among competitorsInformation Systems and Business StrategyIndustry-Level Strategy and Information Technology
اسلاید 54: Information Systems and Business StrategyThe new competitive forces modelFigure 3-16
اسلاید 55: Strategic TransitionsA movement from one level of sociotechnical system to anotherOften required when adopting strategic systems that demand changes in the social and technical elements of an organizationInformation Systems and Business StrategyUsing Systems for Competitive Advantage: Management Issues
اسلاید 56: Analyze GM by using the value chain and competitive forces models.Describe the relationship between GM’s organization and its information technology infrastructure. What management, organization, and technology factors influenced this relationship?Chapter 3 Case StudyHow Much Can New Information Systems Help GM?
اسلاید 57: Evaluate the current business strategy of GM in response to its competitive environment. What is the role of information systems in that strategy? How do they provide value for GM?How successful have GM’s strategy and use of information systems been in addressing the company’s problems? What kind of problems can they solve? What are some of the problems that they cannot address?Chapter 3 Case StudyHow Much Can New Information Systems Help GM?
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