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Information Systems in Global Business Today: © 2007 by Prentice Hall
Information Systems in Global Business Today: © 2007 by Prentice Hall
Information Systems
in Global Business
Today
LEARNING OBJECTIVES
Smart Systems and Smart Ways of Working Help Toyota Become Number One
Figure 1-1
1.6 © 2007 by Prentice Hall
Management Information Systems
Chapter 1 Information Systems in Global Business Today
There is a growing interdependence between a firm’s information systems and its business
capabilities. Changes in strategy, rules, and business processes increasingly require
changes in hardware, software, databases, and telecommunications. Often, what the
organization would like to do depends on what its systems will permit it to do.
Figure 1-2
1.8 © 2007 by Prentice Hall
Management Information Systems
Chapter 1 Information Systems in Global Business Today
• Organizational assets
– Supportive organizational culture that values efficiency and effectiveness
– Appropriate business model
– Decentralized authority
– Distributed decision-making rights
– Strong IS development team
• Managerial assets
– Strong senior management support for technology investment and change
– Incentives for management innovation
– Teamwork and collaborative work environment
– Training programs to enhance management decision skills
– Management culture that values flexibility and knowledge-based decision
-making
Raw data from a supermarket checkout counter can be processed and organized to produce
meaningful information, such as the total unit sales of dish detergent or the total sales
revenue from dish detergent for a specific store or sales territory.
Figure 1-3
1.12 © 2007 by Prentice Hall
Management Information Systems
Chapter 1 Information Systems in Global Business Today
Figure 1-5
1.13 © 2007 by Prentice Hall
Management Information Systems
Chapter 1 Information Systems in Global Business Today
• Technical approach
• Behavioral approach
• Approach of this text: Sociotechnical
systems