Week 1 - MGMT 221 Presentation

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MGMT-221 (Week #1)
Introduction to Management
Information Systems
It’s Monday
night and the
Be happy !
start of a new
term! 1-2
 Open class discussion
 Blended Format
 Course Introduction
 Textbooks
 Syllabus Discussion
 Course and Information Access (Review)
 Plagiarism
 Required Assignment Formatting Information
 Chapter 1 Discussion
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In-class Discussion (Week #1)
Think about it:
Identify a problem relating to how the
lack of information jeopardized a
successful outcome. Using today’s
technology how can the failure be
prevented?
Later:
We will open the class for discussion
concerning this question. To participate,
raise your hand when the opportunity
arises or wait for your name to be
called. 4
1-4
Opening
•EagleVision - Introduction
•My phone number: (352) 484-1343
•My E-mail
• Primary: beckeb21@erau.edu
• Backup: kbeckert@centurylink.net
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Blended Format
• EagleVision instructional session weekly 70%
• 30% time applied to online work activities (Discussion

Forums)
• Activities described on Module pages, accessible from

the Canvas course Main menu.
• All online activities are due by the end of the current

module.
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Course Introduction
 This course integrates topics of :
 Information Technology and business advantage

 Computer hardware & software
 Data resource management & Telecommunications
 Business across the Enterprise
 E-commerce
 Business strategies
 IT solutions
 Security and Ethics
 Global management of IT
Course Textbooks
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• Canvas Tour
- Syllabus
- Content
- Resources
• Questions
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Courses
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MGMT 221 – Home Page
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“Start Here” from Home Page
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Modules (left vertical menu)
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Modules (left vertical menu)
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A ct
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M ma t i
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Zoom Introduction
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Some Zoom Controls
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Definition:
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Can happen to anyone !
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Avoidance!
Avoiding Plagiarism
• Keep accurate notes during the research process
• Colors to distinguish between direct quotes and
paraphrasing.
• Write all the source information clearly as you take notes
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Video: Plagiarism!
https://youtu.be/u1t0G7ZnRG8
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Assignment Formatting Basics
• Double-spaced
• 1" margins
• 10-12 pt. Times New Roman or other serif font
• Cover page having Your name, course, Module and
Assignment number (See APA for guidance)
• Use In-text citations to identify sources
• References cited using APA guidelines
• Provide a “References” or “Bibliography” identifying each
cited reference
• Abstracts are optional
• Please note: Any deviation may result in Loss of points.
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Reference or Bibliography List
• Citations for all references used except personal

communication and classical works.
• List in alphabetical order by authors last name, or
first word of the citation.
• Using hanging indent format
• Double space
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IT for Management: On-Demand Strategies for
Performance, Growth, and Sustainability
Eleventh Edition
Turban, Pollard, Wood
Chapter 1
Disruptive IT Impacts Companies,

Competition, and Careers
Learning Objectives (1 of 4)
Copyright ©2018 John Wiley & Sons, Inc. 25

Doing Business in the On-Demand Economy
• On-demand Economy is the economic activity created
by technology companies that fulfill consumer demand
through the immediate provisioning of products and
services.
• Propelled by proliferation of
o Smartphone-connected consumers
o Simple and secure purchase flows
o Location-based services
• Growth of app-driven companies like Airbnb, Uber,
GrubHub, Door-Dash have disrupted several markets.

Doing Business in the On-demand
Economy: Airbnb, Uber
On-demand business models of Airbnb and Uber have been extremely successful.
Uber.com

Airbnb.com

Grubhub.com

Want to do Business in the On-demand Economy?
Key Strategic and Tactical Questions

Doing Business in the On-demand
Economy: Digital Business Models
Digital business
models refer to how
companies engage
their customers
digitally to create
value via websites,
social channels, and
mobile devices.

Doing Business in the On-Demand Economy:
Terminology
• Business Model - How an enterprise generates revenue
or sustains itself.
• Digital Business Model - How a business makes money
via digital technology.
• Customer Experience (CX) – Deals with building the
digital infrastructure allowing customers:
a. To do whatever they want to do
b. Through whatever channel they choose to do it
c. When they choose to do it
Doing Business in the On-demand Economy:
Digital Business Models
• Why develop digital business models?
o Deliver an incredible customer experience
o Turn a profit
o Increase market share
o Engage their employees
• How does the customer experience (CX) measure up?
o There is a strong relationship between the quality of a firm’s
CX and brand loyalty.
• Increases interest
• Increases revenue

Top IT Management Issues
1. Technology Alignment 6. IT Cost Reduction & Controls
with the Business
7. Speed of IT Delivery & IT Time
2. Security, Cybersecurity, to Market
& Privacy
8. Business Strategic Planning
3. Innovation
9. Business Productivity & Efficiency
4. IT Agility & Flexibility
5. Business Cost Reduction
& Controls
Comparison of Top 10 Management Priorities

(Adapted from Kappelman, McLean, Johnson, and
Gerhart 2017)

Business Objectives
1. Product Development
• IT helps businesses respond quickly to changing customer
demands
2. Stakeholder Integration
• Companies use their investor relations websites to
communicate with:
• Shareholders
• Company research analysts
• Other companies and individuals active in the market

Business Objectives
3. Process Improvement
• An ERP system replaces legacy systems including:
• Finance
• Human Resources
• Manufacturing
• Sales and Service etc.
• Increases efficiency and cost-effectiveness of internal business
processes between functional units.

Business Objectives (cont’d)
4. Cost Efficiencies
• IT allows companies to reduce transaction and
implementation costs
5. Competitive Advantage
• Companies can use agile development, prototyping, and other
Information Systems (IS) methodologies to bring a product to
market in a more efficient manner.

Business Objectives (cont’d)
6. Globalization
• Companies can outsource some corporate functions, such as
HR and finance, to offshore companies
• Use Information and Communication Technology (ICT) to stay
in contact with its global employees, customers and suppliers
24/7

Video: On-Demand Economy
https://youtu.be/rgTjKM4C9Dg

Business Process Improvement: Terminology
• Business Process is a series of steps by which an organization
coordinates and organizes tasks to get work done.
• Process is comprised of the activities that convert inputs into
outputs by doing work.
• Deliverables are outputs created through work toward a desired
benefit or expected performance improvement.
• Performance is a result of processes where maximizing efficiency
over one’s competitors is critical to success.

Business Process Improvement: Components of a
Business Process: (Inputs  Activities  Deliverables)
Raw Work that Products,

INPUTS
ACTIVITIES
DELIVERABLES
materials, transforms services,
data, input & plans, or
knowledge, acts on actions
expertise data and
knowledge

Business Process Improvement:
Characteristics
• Business Process Characteristics
o Formal Processes or Standard Operating Procedures (SOP):
documented and have well-established steps.
o Informal Processes: typically undocumented, undefined, or
are knowledge-intensive.
o Processes can range from:
• Slow
• Rigid or resistant to change
• Fast moving
• Adaptive, responds to change.

Business Process Improvement: BPR
• Process Improvement
o Continuous examination to determine whether processes are
still necessary or operating at peak efficiency
• Needed to eliminate wasted steps
• Referred to as Business Process Reengineering (BPR).
• Digital technology enhances processes by:
• Automating manual procedures
• Expanding data flows to reach more functions and parallel
sequential activities
• Creating innovative business processes to create new
models.
1. Develop
Vision &
Objectives
8. Perform 2. Understand
Continuous Existing
Improvement Processes
3. Identify
7. Evaluate
New Process
Eight Phases of Business Process Reengineering Process for
Redesign
6. Make New
4. Identify
Process
Change Levers
Operational
5. Implement
New Process

Gaining Competitive Advantage: Components
More info

Business Process Improvement: Terminology
• Agility
o Ability to respond quickly to market changes
• Responsiveness
o How well can IT’s capacity be scaled up or down as needed.
• Flexibility
o Ability to quickly integrate new business functions
reconfiguring software or applications.
Agility, Responsiveness and Flexibility are tightly interrelated and

fully dependent on an organization’s IT infrastructure and
architecture.
Video: Competitive Advantage
https://youtu.be/Qxwt3-DNo_s

Business Process Improvement: IT
Consumerization
• IT Consumerization
o Migration of consumer technology into enterprise IT
environments.
o Migration caused by personally owned IT becoming a capable
and cost-effective solution for expensive enterprise
equivalents.

Software Support for BPM
• Process Management
o Consists of methods, tools, and technology to support and
continuously improve business processes also known as
Business Process Management (BPM).
o BPM software is used to map processes performed manually,

by computers, or to design new processes.
o BPM requires buy-in from

• A broad cross section of the business
• The right technology selection
• Highly effective change management to be successful.

IT Innovation and Disruption: Intro
SMAC Model
• Social-Mobile-Analytics-Cloud (SMAC) Model
o SMAC (social, mobile, analytics and cloud) is the concept that
the convergence of these four technologies is currently driving
business innovation.
• Social – FB, Twitter, Instagram, Snapchat
• Mobile – include wearable devices
• Analytics – data collection and analysis
• Cloud computing – enables a quick response to business changes
o SMAC is the basis for an ecosystem that enables a business to
transition from e-business to digital business.

IT Innovation and Disruption: Intro
SMAC Model
• Social-Mobile-Analytics-Cloud (SMAC) Model
o Social channels – continuous connection to cloud resources
o Handheld and wearable devices and their users are on the
edge of the cloud.
o Huge data centers accessible via the Internet provides 24/7
access to storage, apps, and services.
o The SMAC integration creates the technical and services
infrastructure needed by digital business.

IT Innovation and Disruption: Social-
Mobile-Analytics-Cloud (SMAC)
Model of the integration of

cloud, mobile, and social
technologies.
1. The cloud forms the core.
2. Mobile devices are the
endpoints.
3. Social networks create the
connection.

IT Innovation and Disruption: SMAC
Influence
• Social-Mobile-Analytics-Cloud (SMAC)
o Powerful social influences impact advertising and marketing.
o Consumer devices go digital and offer new services.
o eBay’s move to cloud technology improves sellers’ and buyers’
experiences

What is Social, Mobile, Analytics & Cloud?

The Social part of SMAC

The Mobile part of SMAC

The Analytics part of SMAC

The Cloud part of SMAC

IT Innovation and Disruption: Mega
Trends
Mega Trends
Forces that shape or create the future of business, the
economy, and society.
• Connectivity
• Mega Trends needs to connect across multiple
channels and platforms

Trends
• Cloud Services
• Any computing resource provided over the
Internet on demand, rather than run
applications from software stored on company-
owned server or computer.
• Digital resources no longer dependent on
buying/owning that resource.

Trends (cont’d)
• Big Data and Data Analytics
o Commonly defined as high-volume, mostly text data
o 80-90% consists of Unstructured data, having no predictable
format
o Requires Multiple channels and sources
o Machine-generated data from sensors and mobile devices
o Collects social media content from clicks, tweets, blogs
o Enables Clickstream data from Internet searches
• A clickstream is a record containing data about a website user's
clicks provided on a computer display screen via a mouse or
touchpad.

Trends (cont’d)
• Digitization
o Process of transforming any kind of activity or information into
a digital format
o Can be (and usually are) collected, stored, searched, and
analyzed electronically—and efficiently.
• Banks digitizing mortgage application/decision process cut costs
per new mortgage by 70%
• Telecomm company created self-serve, prepaid service to order and
activate phones
• Shoe retailer using in-store inventory system to know immediately if
item was in stock

Trends (cont’d)
• Machine-to-machine (M2M) Technology
• Enables sensor-embedded products to share reliable real
time data via radio signals
• Internet of Things (IoT)
• Refers to a set of capabilities enabled when physical
things are connected to the internet via sensors
• M2M and IoT
• Widely used to automate businesses ranging from
transportation to healthcare and most things in-between.

IT Innovation and Disruption: Lessons
Learned
Companies using technology as a genuine competitive
differentiator can reap these benefits:
1. Exploit the power of software
2. Develop, deliver, disrupt—quickly!
3. Boost speed and efficiency with Automated
Programming Interfaces (APIs)
4. Leverage third-party innovation
5. Maximize returns with smarter IT investments


IT and You: On-Demand Workers
Profile of U.S. On-Demand Workers (45 million)
• Expected their financial situation to improve over the
coming year—28.8 million
• Under 35 years of age—23 million
• Live in urban areas—18.45 million
• 63% of the workforce are motivated to work in the on-
demand economy to earn supplemental income
o From pizza delivery to rapid medical equipment delivery

IT and You: IT as a Career
• IT job growth is estimated at 12% from 2014 to 2024,
faster than the average for all other occupations.
o About 488,500 new jobs.
• The median annual wage for computer and IT
occupations was $81,430 in May 2015, higher than the
median annual wage of $36,200 for all other
occupations
• Unemployment of IT workers – low

IT and You: IT as a Career
• IT Managers
o Play a vital role in the implementation and administration of
digital technology.
o Plan, coordinate, and direct research on the computer-related
activities of firms.
• Chief Technology Officers (CTOs)
o Evaluates the newest and most innovative technologies
o Determines how technology can be applied for competitive
advantage.
o Primary advisor to the CEO and Board of Directors

IT and You: IT as a Career (1 of 2)
• IT Project Managers
o Develops requirements, budgets, and schedules information
technology projects.
o Coordinates projects from development through
implementation.
o Can participate in project maintenance following
implementation

IT and You: IT as a Career (2 of 2)
• Data Scientists (demand is high)
o Manage and analyze massive sets of data for
• Target marketing
• Trend analysis
• Creation of individually tailored products and services.
o Big data (BD) gathered from tweets, sensors, and IoT
o BD provides insights into customer interests and preferences
o BD enables creation of new products and services
o Companies able to respond to changes in usage patterns as
they occur.

Be IT knowledgeable
• Understand how using IT:
o Improves organizational performance
o Benefits organizational growth
o Facilitates teamwork
o Improves individual productivity
o Understanding of how businesses can use IT to enhance the customer
experience
o Offer input into the development and use of IT
o Find emerging technologies to make radical improvement in business
processes
o Foster entrepreneurial tendencies to start your own on-demand business

Did you think about it?
Identify a problem relating to how the
lack of information jeopardized a
successful outcome. Using today’s
technology how can the failure be
prevented?
Now is your chance:

To participate, raise your hand when the
opportunity arises or wait for your
name to be called.
Questions?

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1

• 30% time applied to online work activities (Discussion

• Activities described on Module pages, accessible from

• All online activities are due by the end of the current

 Information Technology and business advantage

• Citations for all references used except personal

Disruptive IT Impacts Companies,

Copyright ©2018 John Wiley & Sons, Inc. 25

Copyright ©2018 John Wiley & Sons, Inc. 26

Copyright ©2018 John Wiley & Sons, Inc. 28

Copyright ©2018 John Wiley & Sons, Inc. 29

Copyright ©2018 John Wiley & Sons, Inc. 30

Key Strategic and Tactical Questions

Copyright ©2018 John Wiley & Sons, Inc. 31

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Copyright ©2018 John Wiley & Sons, Inc. 34

Comparison of Top 10 Management Priorities

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Raw Work that Products,

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Agility, Responsiveness and Flexibility are tightly interrelated and

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o BPM software is used to map processes performed manually,

o BPM requires buy-in from

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Model of the integration of

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Now is your chance: