Professional Documents
Culture Documents
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Executive manager on the upper level of the organizational hierarchy who exerts a strong influence on the firm Long term planning horizon
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Mintzberg's Managerial Roles Different levels of management perform same roles but relative time spent on each differs High-level management focus
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* Environment -- norms and values so the network members can achieve agendas
How Do Executives Think?
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Daniel J. Isenberg, Harvard professor Studied more than one dozen executives over a 2-year period What they think about 1. How to get things done
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More concerned with process than solution Thought processes do not always follow the step-by-step patterns of the systems approach Intuition is used at each step
Unique Information Needs Mintzberg was first to conduct a formal study of executive information needs Studied 5 executives in early 1970s Five basic activities
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Jones & McLeod Study Studied 5 executives in early 1980s Questions 1) How much information reaches the executive ? 2) What was the information value ?
3) What are the information sources ? 4) What media are used to communicate the information ? 5) What use is made of the information ?
Sources of Information
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Some executives went down 7 levels to gather information Sources were internal and external External sources provided the most volume but also the lowest average value
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Ranking of Media by Value Medium Scheduled meetings Unscheduled meetings Tours Social activity Memos Computer reports Noncomputer reports Letters Telephone calls Mode Oral Oral Oral Oral Written Written Written Written Oral Average Value 7.4 6.2 5.3 5.0 4.8 4.7 4.7 4.2 3.7
Oral Written
3.6 3.1
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Most executives information came from environmental sources, but the internal information was valued higher Most of the executives information came in written form, but the oral information was valued higher Executives receive very little information directly from a computer
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Study conducted by John Rockart and Michael Treacy, both of MIT Studied 16 companies in early 1980s Found many computer users Found some executives interested in detail Coined the term executive information system
EIS Features A central purpose A common core of data Two principal methods of use
A support organization
1. Computer use is personal 2. Computer produces only a portion of the executive's information Suggestions to Improve EISs 1. Take an inventory 2. Stimulate high-value sources 3. Take advantage of opportunities 4. Tailor the system to the executive 5. Take advantage of technology
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Typically by a series of menus, keyboarding is minimized Drill down to specific information needed from the overview level
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* Information compression
EIS Implementation Decisions Three Key Questions: 1. Do we need an EIS? 2. Is there application-development software available? 3. Should we purchase prewritten EIS software? Advantages of Prewritten Software 1. Fast 2. Doesn't strain information services 3. Tailored to executives EIS Critical Success Factors Rockart and DeLong 1. Committed/informed executive sponsor 2. Operating sponsor 3. Appropriate information services staff 4. Appropriate information technology (IT) 5. Data management 6. Link to business objectives
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Use will become commonplace Decreasing software prices Will influence MIS/DSS The computer will always play a support role
EIS development
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Computer-based system that can perform all standard accounting tasks for all of the organizational units in an integrated and coordinated fashion System purpose is to collect and disseminate data to all processes of the organization Also called enterprise resource planning (ERP)
Evolution of EntIS
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First ISs in 1960s were TPSs MISs Manufacturing requirements planning (MRP)
MRP II
* Information systems that encompass the flow of material from vendors, through manufacturing,
and to the firms customers Evolution of EntIS (cont.)
* All information about organizational processes is consolidated * Requires large commitment of hardware resources, sophisticated software, database management
systems, and well-trained users
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Fears about Y2K problems Difficulty in achieving enterprisewide systems Recent flurry of corporate mergers
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ERP Software Industry Only limited number of vendors Five largest vendors had combined sales of $10 billion in 1998 Largest vendor is SAP (www.sap.com) Training and consulting are also big expenditures in this area
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Another name for ERP Traditionally ERP focused on internal entities EntIS is evolving outside the firm
EntIS Feasibility ERP is a large investment and must be treated as such Investment entails more than cash outlays
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Benefits are not always economic Many feasibility issues need consideration
Economic Feasibility Concerned with justifying an expenditure by considering both costs and benefits in monetary terms Investment costs for ERP
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Tangible and intangible benefits must be considered Opportunity costs of NOT implementing ERP
Technical Feasibility EntIS must be viewed as technically complex systems resting organizational database management systems EntIS may reside on single computer or be distributed
Operational Feasibility
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Persons in the organization must be willing and able to achieve the change from current IS to an EntIS Is business process standardization desirable?
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EntIS Champion Person or group who serves as driving force behind the organizations change to EntIS Variety of people can be EntIS champion Lead the organization to a fundamental revamping of core business processes
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Particular attention must be paid to software vendors, training, and cutover Takes months
* Average is about two years * Due to complexity and legacy systems developed years earlier
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Choice of vendor is important Underlying business concepts in vendors system should be major criteria After major ERP pieces are in place, firm may want to consider bolt-on systems
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Cannot be an afterthought Must be part of the initial design Requires users to understand business processes beyond their normal jobs ERP vendors provide training services
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SAPs user support group Composed of SAP employees, customers, vendors of products that work with SAP Purpose is NOT to sell SAP
Immediate
Phased
* Segments related to various business processes are implemented in sequence of importance * Most viable method
* EntIS and original system operate together for a period of time until EntIS is proven to work * Often too costly
Ease of use
* Web browsers are a viable interface for EntIS * Users dont have to learn a new interface * WWW can provide a portal for an ERP vendors applications * Organization can be given location in an electronic mall provided by vendor * Benefits entities outside the boundaries of the organization
EntIS and the Web (cont.)
Customer concerns
* EntIS are large and complex * Challenge to EntIS firms is to standardize sales processes * Organizations may choose to only allow business-to-business transactions to interface with their
EntIS Future of EntIS
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EntIS industry is currently growing at a rate exceeding 30% per year Two directions
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Two-year implementation efforts are just too long Accelerated ERP model
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Summary EntIS
EntIS history
EntIS considerations
EntIS future
Specialists
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Information Specialists Most located in the information services unit There is a trend to locate specialists throughout the firm Actual organization chart depends on the needs of the firm
Information Resources
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Most are located in information services Most that are centrally located are CIOs responsibility Those located in functional areas are the responsibility of the area manager
Model of an IRIS
Input subsystems
Output subsystems
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Describes functions involved in special research projects within the firm Performed by systems analysts interacting with users
Information Resources Intelligence Subsystem Describes functions involved in gathering information from elements in the firms environment
* Government
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Can be top-level executive who participates on executive and MIS steering committee Contributes to strategic planning for firm and IS functions Primary source of leadership for:
* Achieving and maintaining information quality * Keeping information resources secure * Planning for contingencies * Keeping information costs under control
Achieving Quality Products and Services 1) Identify IS customers
6) Monitor IS quality
Security Objectives
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Access Control
Identification
Authentication
Authorization
* Level of use
Contingency Planning
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* Redundancy * Diversity
* Mobility
* Reciprocal agreement * Hot site * Cold site * Empty shell
Vital Records Plan
Electronic vaulting
Remote journaling
* Transmission of transaction data as the transactions occur * Used to update remote database in batch form later
Database shadowing
Cost-Reduction Strategies
Consolidation
* Reduces number of separate locations for information resources * Easiest to achieve in terms of information resources * More difficult by end-user computing needs
Cost-Reduction Strategies [cont.]
Downsizing
* Migrating
to smaller platforms
* Advantage of cost reduction * Advantage of increased productivity with PCs located in user areas * Risk of lost security
Cost-Reduction Strategies [cont.]
Outsourcing
* Data entry and simple processing (editing, formatting) * Contract programming * Facilities management (FM) * Systems integration (SI) * Support for maintenance, service, or disaster recovery
Objectives of Outsourcing
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Manage costs better Reduce Contain Predict Obtain relief from systems maintenance so as to concentrate on new system development Acquire needed expertise
Information Management in Three Pacific Rim Countries Countries were U.S., Korea, and Mexico Centralization versus decentralization
Proactive CIO Strategy 1) CIO must emphasize quality management of the IS resource 2) Achieve strong user ties 3) Strengthen executive ties 4) Assemble an IS management team 5) Assemble staff competent in leading-edge technologies and methodologies 6) Build an IRIS The Future of the CIO
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CIO Roles
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Information resources located in IS are the responsibility of the CIO IRIS is used to manage information resources within an organization CIO must:
* Promote quality information products and services * Ensure security of IS * Prepare for disasters
Summary [cont.]
* Consolidation
* Downsizing * Outsourcing