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Information Systems, Organizations, Management, and Strategy
Information Systems, Organizations, Management, and Strategy
Information Systems, Organizations, Management, and Strategy
INFORMATION
SYSTEMS,
ORGANIZATIONS,
MANAGEMENT,
AND STRATEGY
3.1
3.3
3.4
ORGANIZATIONS
3.5
MEDIATING FACTORS:
Environment
Culture
Structure
Standard Procedures
Politics
Management
Decisions
Chance
INFORMATION
TECHNOLOGY
Figure 3-1
2003 by Prentice Hall
Organization:
Stable, formal structure
Takes resources from environment and
processes them to produce outputs
3.6
Figure 3-2
3.7
3.8
3.9
Figure 3-3
3.10
3.12
3.13
Organizational Politics:
Divergent viewpoints leads to political
struggle, competition, and conflict
Hamper organizational change
3.14
3.16
Organizational Structures
3.17
Figure 3-4
3.18
Ultimate goal
Different groups and constituencies
Nature of leadership
Tasks and technology
3.19
3.20
Figure 3-5
3.21
Includes specialists:
Programmers: Highly trained, write
software
3.22
Specialists (cont.):
Information system managers: Leaders of
various specialists
3.23
Economic theories
Information technology is a factor of
production, like capital and labor
3.24
3.25
3.26
Figure 3-6
3.27
3.28
Figure 3-7
Behavioral theories:
Information technology could change hierarchy of decision
making
Lower cost of information acquisition
Broadens the distribution of information
3.29
Virtual organization:
Task force networked organizations
Uses networks to link people, assets, and ideas to
create and distribute products and services without
being limited to physical locations
3.30
3.31
Figure 3-8
Managerial roles
Expectation of activities that managers
should perform in an organization
3.33
Categories
Interpersonal: Managers act as figureheads
and leaders
3.34
3.35
3.37
TYPE OF
DECISION
STRUCTURED
KNOWLEDGE
ELECTRONIC
SCHEDULING
OAS
SEMISTRUCTURED
PRODUCTION
COST OVERRUNS
MIS
BUDGET
PREPARATION
PROJECT
SCHEDULING
DSS
KWS
3.38
STRATEGIC
ACCOUNTS
RECEIVABLE
TPS
UNSTRUCTURED
MANAGEMENT
PRODUCT DESIGN
Figure 3-9
FACILITY
LOCATION
ESS
NEW PRODUCTS
NEW MARKETS
3.39
Decision-Making Process
3.40
Figure 3-10
3.41
3.42
3.43
3.44
3.45
3.46
3.48
3.49
Digital firms
Manage the supply chain by building
efficient customer sense and response
systems
Participate in value webs to deliver new
products and services
3.50
3.51
Primary Activities:
Directly related to the production and
distribution of a firms products or services
Support Activities:
3.52
Figure 3-11
3.53
Value Web:
Customer-driven network of independent
firms
Uses information technology to coordinate
value chains for collectively producing a
product or service
3.54
Figure 3-12
3.55
Product Differentiation:
Competitive strategy
Creates brand loyalty by developing new
and unique products and services
Products and services not easily duplicated
by competitors
3.56
Focused Differentiation:
Competitive strategy
Enables development of new market niches
for specialized products or services
Helps businesses compete better than
competitors in the target areas
3.57
3.58
Switching costs:
Expense incurred by a customer or
company in terms of time and expenditure
of resources when changing from one
supplier or system to another
3.59
3.60
Figure 3-13
3.61
Figure 3-14
Core Competency:
Activity at which a firm excels as a worldclass leader
Information system encouraging the
sharing of knowledge across business
units enhances competency
3.62
Information partnership:
Cooperative alliance formed between two
or more corporations for sharing
information to gain strategic advantage
Help firms gain access to new customers,
creating new opportunities for crossselling and targeting products
3.63
3.64
3.65
Figure 3-15
3.66
Figure 3-16
Network Economics:
Model of strategic systems at the industry level
Based on the concept of a network
Adding another participant entails zero
marginal costs but can create much larger
marginal gain
3.67
3.68
Chapter
INFORMATION
SYSTEMS,
ORGANIZATIONS,
MANAGEMENT,
AND STRATEGY
3.69