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INFS1602
Chapter 1: Information Systems in Global Business Today Most other companies are not fully digital, but are moving close to becoming digital integration with suppliers, customers, and employees.
Chapter 1: Information Systems in Global Business Today Improved decision making o Without accurate information: Managers must use forecasts, best guesses, luck Overproduction, underproduction of goods and services Misallocation of resources Poor response times Poor outcomes raise costs, lose customers o Leads to:
o Example: Verizons Web-based digital dashboard to provide managers with real-time data on customer complaints, network performance, line outages, etc. o Using this information, managers can immediately allocate repair resources to affected areas, inform consumers of repair efforts, and restore service fast Summary of above objectives: o Operational excellence: Improvement of efficiency to attain higher profitability Enabled by technology Serving customers raises revenues and profits Better communication with suppliers lowers costs More accurate data leads to better decisions o New products, services, and business models: o Customer and supplier intimacy:
o Improved decision making When firms achieve one or more of the above business objectives above, chances are they have already achieved a competitive advantage. Competitive advantage o Delivering better performance o Charging less for superior products o Responding to customers and suppliers in real time o All add up to higher sales and higher profits that competitors cannot match. o E.g. Toyota and TPS (Toyota Production System) enjoy a considerable advantage over competitors INFS1602 Information systems are critical to the implementation of TPS High level of efficiency 4
Chapter 1: Information Systems in Global Business Today Survival o Information systems and technologies are necessities of doing business o May be driven by: Industry-level changes The Interdependence Between Organizations and Information Technology E.g. Citibanks introduction of ATMs E.g. Toxic Substances Control Act, Sarbanes-Oxley Act Governmental regulations requiring record-keeping Focuses on organizing work to eliminate waste Making continuous improvements Optimizing customer value.
In contemporary systems there is a growing interdependence between a firms 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.
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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. Three activities in an information system produce the information that organizations need to make decisions, control operations, analyze problems, and create new products or services: o Input: Captures or collects raw data from within the organization or from external environment Converts raw data into meaningful form 6 o Processing: INFS1602
Chapter 1: Information Systems in Global Business Today o Output: Transfers processed information to people or activities that use it Information systems also require Feedback: o Output returned to appropriate members of organization to help evaluate or correct input stage Functions of an Info System:
An information system contains information about an organization and its surrounding environment. Three basic activitiesinput, processing, and outputproduce the information organizations need. Feedback is output returned to appropriate people or activities in the organization to evaluate and refine the input. Environmental actors, such as customers, suppliers, competitors, stockholders, and regulatory agencies, interact with the organization and its information systems. Computer/Computer Program vs. Information System o Electronic computers and related software programs are the technical foundation, the tools and materials, of modern information systems. o Computer programs, or software are sets of operating instructions that direct and control computer processing. o Knowing how computers and computer programs work is important in designing solutions to organizational problems, but computers are only part of an information system and alone cannot produce the information a particular organization needs. o Analogy: houses are built with hammers, nails and wood, but these do not make a house.
INFS1602
Chapter 1: Information Systems in Global Business Today Information Systems Are More Than Computers
Using information systems effectively requires an understanding of the organization, management, and information technology shaping the systems. An information system creates value for the firm as an organizational and management solution to challenges posed by the environment.
Chapter 1: Information Systems in Global Business Today Knowledge workers - Engineers, scientists, or architects, design products or services and create new knowledge for the firm Data workers - - Secretaries or clerks, assist with paperwork at all levels of the firm. Produce the product and deliver the service Production or service workers
Business organizations are hierarchies consisting of three principal levels: senior management, middle management, and operational management. Information systems serve each of these levels. o Experts are employed and trained for separate business functions o Major Business Functions (chapter 5) Specialized tasks performed by business organizations Consist of: - - - - - - - INFS1602 9 Sales and marketing Human resources Finance and accounting Manufacturing and production Unique business processes Unique business culture Organizational politics
Chapter 1: Information Systems in Global Business Today o Most organizations business processes include formal rules that have been developed over a long time for accomplishing tasks. Guide employees in a variety of procedures Others are informal work practices Information systems automate many business processes. Fundamental set of assumptions, values, and ways of doing things, that has been accepted by most of its members. E.g. University culture that professors know more than students Management dimension of information systems o Managers set organizational strategy for responding to business challenges o Recognize challenges, make decisions, formulate action plans to solve organization problems. o Allocate the human and financial resources to coordinate the work and achieve success o In addition, managers must act creatively: Creation of new products and services Occasionally re-creating the organization
Technology dimension of information systems o Computer hardware Physical equipment used for input, processing, and output activities in an information system. Computers of various shapes and sizes, handheld mobile devices; various input, output, and storage devices; and telecommunications devices that link computers together. o Computer Software Consists of the detailed, preprogrammed instructions that control and coordinate the computer hardware components in an information system. o Data management technology (chapter 6) Consists of the software governing the organization of data on physical storage media Consisting of both physical devices and software, links the various pieces of hardware and transfers data from one physical location to another. Computers and communications equipment can be connected in networks for sharing voice, data, images, sound, and video. o Networking and telecommunications technology
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Chapter 1: Information Systems in Global Business Today o Network Links two or more computers to share data or resources, such as a printer. Worlds largest and most widely used network A global network of networks that uses universal standards to connect millions of different networks with more than 1.4 billions users in over 230 countries around the world. o Intranets Internal corporate networks Links different systems and networks within the firm Private intranets extended to authorized users outside the organization Used to coordinate their activities with other firms for making purchases, collaborating on design, and other interorganizational work. o World Wide Web Service provided by the Internet that uses universally accepted standards for storing, retrieving, formatting, and displaying information in a page format on the Internet. o Information Technology (IT) infrastructure Provides platform, or foundation, on which the firm can build its specific information systems. Firm must carefully design and manage its information technology infrastructure so that it has the set of technology services it needs for the work it wants to accomplish with information systems. Example: Dimensions of UPS tracking system o Organizational: Procedures for tracking packages and managing inventory and provide information Satisfy the needs of managers and workers Trained in both package delivery procedures and pickup and how to use package-tracking system so that they can work efficiently and effectively. o Management: INFS1602 11 Monitor service levels and costs Promoting companys strategy of combining low cost and superior service. o The Internet
o Extranets
Chapter 1: Information Systems in Global Business Today o Technology: Handheld computers, bar-code scanners, wired and wireless communications networks, desktop computers, UPS central computer, storage technology for the package delivery data, UPS in-house package tacking software, etc.
Business information value chain o Raw data acquired and transformed through stages that add value to that information o Value of information system determined in part by extent to which it leads to better decisions, greater efficiency, and higher profits Business perspective: o Calls attention to organizational and managerial nature of information systems An information system represents an organizational and management solution, based on IT, to a challenge or problem posed by the environment.
From a business perspective, information systems are part of a series of value-adding activities for acquiring, transforming, and distributing information that managers can use to improve decision making, enhance organizational performance, and, ultimately, increase firm profitability. INFS1602 12
o Although, on average, investments in information technology produce returns far above those returned by other investments, there is considerable variation across firms. Some invest a great deal and receive a great deal (2nd quadrant); others invest an equal amount and receive few returns (4th quadrant). o Investing in information technology does not guarantee good returns o Considerable variation in the returns firms receive from systems investments o Factors: Adopting the right business model Investing in complementary assets (organizational and management capital)
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Chapter 1: Information Systems in Global Business Today Complementary assets: o Assets required to derive value from a primary investment o Firms supporting technology investments with investment in complementary assets receive superior returns E.g.: invest in technology and the people to make it work properly o These investments in organization and management are also known as organizational and management capital o Complementary assets include: Organizational investments, e.g. Efficiency & Effectiveness Appropriate business model Efficient business processes Decentralization of authority Highly distributed decision rights Strong information system (IS) development team Strong senior management support for change Incentive systems that monitor and reward for individual innovation Teamwork and collaborative work environments Training programs Management culture that values flexibility and knowledge The Internet and telecommunications infrastructure Technology standards Educational systems
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The study of information systems deals with issues and insights contributed from technical and behavioral disciplines. Major disciplines that contribute problems, issues and solutions in the study of information systems. Field can be divided into technical and behavioral approaches. Information systems are sociotechnical systems.
Technical
approach
Emphasizes
mathematically
based
models
to
study
information
systems,
as
well
as
the
physical
technology
and
formal
capabilities
of
these
systems.
Disciplines
that
contribute
to
the
technical
approach:
o Computer
science
Concerned
with
establishing
theories
of
computability,
methods
of
computation,
and
methods
of
efficient
data
storage
and
access.
o Management
science
Emphasizes
the
development
of
models
for
decision-making
and
management
practices.
Focuses
on
mathematical
techniques
for
optimizing
selected
parameters
of
organizations,
such
as
transportation,
inventory
control,
and
transaction
costs.
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o Operations
research
Behavioral
approach
Behavioral
issues
that
arise
in
the
development
and
long-term
maintenance
of
information
systems.
o Strategic
business
integration,
design,
implementation,
utilization,
and
management
o Cannot
be
explored
usefully
with
the
models
in
the
technical
approach.
o Does
not
ignore
technology
but
concentrates
on
changes
in
attitudes,
management
and
organizational
policy,
and
behavior
o Information
systems
technology
is
often
stimulus
for
behavioral
problem
or
issue.
Different
ways
to
study
information
systems:
o Psychology
how
human
decision
makers
perceive
and
use
formal
information
o Economics
understanding
the
production
of
digital
goods,
dynamics
of
digital
markets,
and
how
new
information
systems
change
the
control
and
cost
structures
within
the
firm.
o Sociology
how
groups
and
organizations
shape
the
development
and
long-term
maintenance
of
information
systems
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In a sociotechnical perspective, the performance of a system is optimized when both the technology and the organization mutually adjust to one another until a satisfactory fit is obtained.
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