صفحه 1:
1 Chapter Eight
Information Technology and
Control
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© 2004
صفحه 2:
Evolution of Organizational
Applications of Information
Technology
TOP 3. Strategic Weapon
(strategy, plans, INTERNAL EXTERNAL
non-programmed) “Knowledge + Extranets
Management + E-Commerce
* Intranets * Integrated
+ Enterprise resourcéénterprise
planning
2. Business Resource
* Management Information
systems
* Decision Support Systems
+ Executive information
Operations systems
Transaction + Management cont
processing systemBalanced Scoré
Data warehousing
FIRST-LINE
(operational ۳
programmed)
Thomson Learning
© 2004
Direction of
Information
systems System
rd Evolution
8-2
صفحه 3:
A Simplified Feedback Control
Model
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© 2004 83
صفحه 4:
Major Perspectives of the
Balanced Scorecard
=
ferhal Business Processes
ps the chain of internal
activities and
processes add value for
customers and
shareholders?
Examples of measures:
Jer-rate
[llment, cost-per-order
ملا
84
Financial
Do actions contribute to
improving financial
performance?
Examples of measures:
profits,
urn on investment
Mission
Strategy
Goals
Learning and Growth
le we learning and
changing?
Examples of measures:
continuous process
improvement, employee
retention, new product
introductions
© 2004
‘Customers:
How well do we serve our
customers?
Examples of measures:
customer satisfaction,
customer loyalty
صفحه 5:
۳5 Example of ERP Network
Thomson Learning
© 2004
صفحه 6:
Two Approaches to
Knowledge Management
Perso person
Develop networks for
linking people so that
tacit knowledge can
be shared
Invest moderately in
information technology,
with a goal of facilitating
conversations and the ex-
change of tacit knowledge
8-6
Knowledge
Management
Strategy
Technology }
omson Learning
© 2004
Peopl documents
Develop an electronic
document system that
codifies, stores,
disseminates, and allows
reuse of knowledge
technology, with a goal of
connecting people with
Reusable, codified knowledge
Invest heavily in information {
Th
‘in Your ite or aging Kw” Harare ness
صفحه 7:
Electronic Data Interchange for
۳۹ International Transactions
Thomson Learning
© 2004
صفحه 8:
Key Characteristics of Traditional vs.
Emerging Interorganizational
Relationships
Relationships
Interactive, electronic
relationship
Electronic ordering, invoicing
payments
Direct access to manufactufe
real-time information exchan
Electronic access to produc]
information, consumer ratir|g
customer service data
8-8
raditional interorganizationdEmerging Interorganizationa|
Relationships
Arm's-length relationship
Use of telephone, mail, som
EDI for ordering, invoicing,
payments
Limited communication ۳1۷
manufacturer
Mix of phone response, mai
hard copy information
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© 2004
1
Suppliers
Customers
Source: Hated op Chores V Calan gad Bruce A Pasternack,
ات
‘Second Quarter 1380, 10.1