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Date/Time August 19, 2019 at 4:58 AM (UTC/GMT)

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1. What could account for differences in the uses of information systems in different organizations?
Your Answer:
What could account for differences in the uses of information systems in different organizations?

Every organization has its own culture and politics. Organizations differ in structure,
standard operating procedures, goals, the group served, social roles, leadership styles,
incentives, surrounding environments, type of tasks they perform, and management
decisions. Thus, each organization is unique and will make use of technology in different
ways to express its worldview, and to maintain its competitive advantage.

2. Discuss the concept of the reciprocal relationship that organizations have with their environments.
Your Answer:
Discuss the concept of the reciprocal relationship that organizations have with their environments.

Organizations are open to, and dependent on, the social and physical environment that
surrounds them. Without financial and human resources – people willing to work reliably
and consistently for a set wage or revenue from customers – organizations could not
exist. Organizations must respond to legislative and other requirements imposed by
governments, as well as the actions of customers and competitors. On the other hand,
organizations can influence their environments. They can form alliances with others to
influence the political process, and they advertise to influence customer acceptance of
their products.

3. List at least five mediating factors affecting the two-way relationship between organizations and information
technology. Which two factors are, in your opinion, least amendable to management influence? Support your answer.
Your Answer:
List at least five mediating factors affecting the two-way relationship between organizations and information
technology. Which two factors are, in your opinion, least amendable to management influence? Support
your answer.

The mediating factors are environment, culture, structure, standard procedures,

business processes, politics, management decision, and change.

4. List the five organizational structures and give an example of each.

Your Answer:
List the five organizational structures and give an example of each.

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8/19/2019 Your Results for "Essay"

Entrepreneurial structure – small start-up business

Machine bureaucracy – midsized manufacturing firm
Divisionalized bureaucracy – Fortune 500 firms such as General Motors
Professional bureaucracy – law firms and school systems
Adhocracy—consulting firms such as the Rand Corporation

5. Define Porter's value chain competitive forces models and include in your answer how these models are used by
organizations to obtain competitive advantages.
Your Answer:
Define Porter's value chain competitive forces models and include in your answer how these models are
used by organizations to obtain competitive advantages.

Value chain model highlights the primary or support activities that add a margin of value
to a firm's products or services where information systems best can be applied to
achieve a competitive advantage. Primary activities are those activities that are most
directly related to the production and distribution of a firm's products or services.
Support activities are activities that make the delivery of a firm's primary activities
possible. They consist of the organization's infrastructure, human resources, technology,
and procurement. Organizations have competitive advantage when they provide more
value to their customers or when they provide the same value to customers at a lower
price.

Competitive forces model is used to describe interaction of external influences,

specifically threats and opportunities that affect an organization's strategy and ability to
compete. Competitive advantages can be achieved by enhancing the firm's ability to deal
with customers, suppliers, substitute products and services, and new entrants to its
market, which in turn may change the balance of power between a firm and other
competitors in the industry in the firm's favor.

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