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Information Systems, Organizations, Management, and Strategy
Information Systems, Organizations, Management, and Strategy
INFORMATION SYSTEMS,
ORGANIZATIONS, MANAGEMENT,
AND STRATEGY
3.1
OBJECTIVES
3.2
OBJECTIVES
3.3
MANAGEMENT CHALLENGES
3.4
Standard
Procedures
Politics
INFORMATION
ORGANIZATIONS
Management Decisions
Chance
TECHNOLOGY
Figure 3-1
3.5
Organization:
3.6
Figure 3-2
3.7
3.8
Delicately balanced
Conflict resolution
3.9
Figure 3-3
3.10
3.11
Hierarchy
Impartial judgments
2003 by Prentice Hall
3.12
Technical qualifications
3.13
Organizational Politics:
3.14
3.15
Organizational Structures
Figure 3-4
3.18
3.19
Ultimate goal
Nature of leadership
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
Figure 3-6
3.26
3.27
3.28
Figure 3-7
2003 by Prentice Hall
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
3.32
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
OPERATIONAL
KNOWLEDGE
MANAGEMENT
ELECTRONIC
PRODUCTION
SCHEDULING
COST OVERRUNS
STRATEGIC
ACCOUNTS
RECEIVABLE
TPS
OAS
SEMI-
MIS
BUDGET
STRUCTURED
PREPARATION
PROJECT
DSS
SCHEDULING
FACILITY
LOCATION
KWS
UNSTRUCTURED
PRODUCT DESIGN
ESS
NEW PRODUCTS
NEW MARKETS
3.38
Figure 3-9
3.39
Decision-Making Process
3.40
3.41
3.42
3.43
3.44
3.45
3.46
3.47
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:
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