information systems, organizations, & business processes
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INFORMATION SYSTEMS, ORGANIZATIONS, & BUSINESS PROCESSES
INFORMATION SYSTEMS, ORGANIZATIONS, & BUSINESS PROCESSES
ORGANIZATIONS & INFORMATION TECHNOLOGYORGANIZATIONS & INFORMATION TECHNOLOGY
MEDIATING FACTORS: MEDIATING FACTORS: Environment Environment Culture Culture Structure Structure Standard Procedures Standard Procedures Politics Politics Management Decisions Management Decisions ChanceChance
ORGANIZATIONSORGANIZATIONS INFORMATION INFORMATION TECHNOLOGYTECHNOLOGY
3.3
INFORMATION SYSTEMINFORMATION SYSTEMINFORMATION SYSTEMINFORMATION SYSTEM
INFORMATION INFORMATION
SYSTEMSYSTEM
BUSINESS BUSINESS
CHALLENGECHALLENGE
BUSINESS BUSINESS
SOLUTIONSSOLUTIONS
MANAGEMENTMANAGEMENT
INFORMATIONINFORMATION
TECHNOLOGYTECHNOLOGY
ORGANIZATIONORGANIZATION
3.2
MANAGING CHANGEMANAGING CHANGE
FITTING TECHNOLOGY TO FITTING TECHNOLOGY TO ORGANIZATIONORGANIZATION
LIMITS OF TECHNOLOGYLIMITS OF TECHNOLOGY
MICROECONOMIC DEFINITION OF ORGANIZATION
MICROECONOMIC DEFINITION OF ORGANIZATION
INPUT FROM ENVIRONMENT
OUTPUT TO ENVIRONMENT
PRODUCTIONPROCESS
FEEDBACK
ORGANIZATIONORGANIZATION
3.4
BEHAVIORAL VIEW OF ORGANIZATIONSBEHAVIORAL VIEW OF ORGANIZATIONS
STRUCTURE: HierarchyDivision of labor
Rules, Procedures
PROCESS: Rights/Obligations Privileges/ResponsibilitiesValues
NormsPeople *
EN
VIR
ON
ME
NT
AL
RE
SO
UR
CE
SE
NV
IRO
NM
EN
TA
L R
ES
OU
RC
ES
EN
VIR
ON
ME
NT
AL
OU
TP
UT
SE
NV
IRO
NM
EN
TA
L O
UT
PU
TS
3.5
STRUCTURAL CHARACTERISTICS OF ALL ORGANIZATIONSSTRUCTURAL CHARACTERISTICS OF ALL ORGANIZATIONS
CLEAR DIVISION OF LABOR HIERARCHY EXPLICIT RULES & PROCEDURES IMPARTIAL JUDGMENTS TECHNICAL QUALIFICATIONS MAXIMUM ORGANIZATIONAL EFFICIENCY
*
3.6
ORGANIZATIONAL STRUCTURESORGANIZATIONAL STRUCTURES
ENTREPRENEURIAL: Start up business MACHINE BUREAUCRACY: Mid-sized
manufacturing firm DIVISIONALIZED BUREAUCRACY: Fortune 500 PROFESSIONAL BUREAUCRACY: Law firms,
hospitals ADHOCRACY: Consulting firm
*
3.7
SALIENT FEATURES OF ORGANIZATIONSSALIENT FEATURES OF ORGANIZATIONS
COMMON FEATURES: FORMAL STRUCTURE STANDARD OPERATING PROCEDURES POLITICS CULTURE
*
3.8
SALIENT FEATURES OF ORGANIZATIONSSALIENT FEATURES OF ORGANIZATIONS
UNIQUE FEATURES:
ORGANIZATIONAL TYPE
ENVIRONMENTS, GOALS, POWER
CONSTITUENCIES, FUNCTION
LEADERSHIP, TASKS
TECHNOLOGY
LEVELS
*
3.9
ORGANIZATION & ITS ENVIRONMENTORGANIZATION & ITS ENVIRONMENT
THE FIRM
INFORMATION SYSTEMS
3.10
ORGANIZATION & ITS ENVIRONMENTORGANIZATION & ITS ENVIRONMENT
THE FIRM
INFORMATION SYSTEMS
THE ENVIRONMENT:THE ENVIRONMENT:
RESOURCES & CONSTRAINTS
GOVERNMENTS
COMPETITORS
FINANCIAL INSTITUTIONS
CULTURE
KNOWLEDGE
TECHNOLOGY
3.11
ORGANIZATIONAL LEVELS & SUPPORT SYSTEMSORGANIZATIONAL LEVELS & SUPPORT SYSTEMS
INDIVIDUAL GROUP DEPARTMENT ORGANIZATION INTERORGANIZATION ORGANIZATIONAL NETWORK
*
3.12
ORGANIZATIONAL LEVELS & SUPPORT SYSTEMSORGANIZATIONAL LEVELS & SUPPORT SYSTEMS
INDIVIDUAL: ACTIVITY: Job, task SUPPORT: Client database, DSS
GROUP: ACTIVITY: Project SUPPORT: Product scheduling, access to
TPS, external sources, dynamic info needs, group DSS
*3.13
ORGANIZATIONAL LEVELS & SUPPORT SYSTEMSORGANIZATIONAL LEVELS & SUPPORT SYSTEMS
DEPARTMENT: ACTIVITY: Major function SUPPORT: Accounts payable; payroll;
marketing; MIS; TPS
DIVISION: ACTIVITY: Major product, service SUPPORT: Systems to support functions;
MIS; TPS; on-line
*3.14
ORGANIZATIONAL LEVELS & SUPPORT SYSTEMSORGANIZATIONAL LEVELS & SUPPORT SYSTEMS
ORGANIZATION: ACTIVITY: Multiple products, services, goals SUPPORT: Integrated on-line, interactive
financial & planning systems; MIS; ESS
*
3.15
ORGANIZATIONAL LEVELS & SUPPORT SYSTEMSORGANIZATIONAL LEVELS & SUPPORT SYSTEMS
INTERORGANIZATION: ACTIVITY: Alliance; competition; exchange;
contact SUPPORT: Communication systems;
intelligence, observation, monitoring systems
*
3.16
ORGANIZATIONAL LEVELS & SUPPORT SYSTEMSORGANIZATIONAL LEVELS & SUPPORT SYSTEMS
ORGANIZATIONAL NETWORK: ACTIVITY: Sector of economy; related
products, services; interdependencies SUPPORT: Informal communication systems;
industry / sector-level formal reporting systems
*
3.17
WORK GROUPS, PROBLEMS, SUPPORTWORK GROUPS, PROBLEMS, SUPPORT
TYPES:
HIERARCHICAL
INTERDEPARTMENTAL COMMITTEES
PROJECT TEAMS
COMMITTEES
TASK FORCES
PEER GROUPS / SOCIAL NETWORKS
*
3.18
WORK GROUPS, PROBLEMS, SUPPORTWORK GROUPS, PROBLEMS, SUPPORT
PROBLEMS:
MAKING ARRANGEMENTS
ATTENDING MEETINGS
LONG AGENDAS
COST OF MEETINGS
BETWEEN-MEETING ACTIVITIES
*
3.19
WORK GROUPS, PROBLEMS, SUPPORTWORK GROUPS, PROBLEMS, SUPPORT
SUPPORT:
HIERARCHICAL: Video conferencing; e-mail
INTERDEPARTMENTAL COMMITTEES: Electronic messaging
*
3.20
WORK GROUPS, PROBLEMS, SUPPORTWORK GROUPS, PROBLEMS, SUPPORT
SUPPORT:
PROJECT TEAMS: Scheduling software; Meeting support tools; Documents; Intranet
COMMITTEES: e-bulletin boards; Video conferencing; e-mail; Computer conferencing
*
3.21
WORK GROUPS, PROBLEMS, SUPPORTWORK GROUPS, PROBLEMS, SUPPORT
SUPPORT:
TASK FORCES: Graphics display; Info utility; Documents; Meeting support tools
PEAR GROUPS / SOCIAL NETWORKS: Telephone; e-mail; Correspondence
*
3.22
THE COMPUTER PACKAGETHE COMPUTER PACKAGE
ORGANIZATION: Senior Management; Major end users
INFORMATION SYSTEMS DEPARTMENT Technology: Hardware; Software Information Systems Specialists
*
3.23
THE COMPUTER PACKAGETHE COMPUTER PACKAGE
INFORMATION SPECIALISTS: Managers Systems analysts Systems designers Systems programmers Applications programmers Maintenance programmers Database administrator
*
3.24
WHAT SOME SPECIALISTS DOWHAT SOME SPECIALISTS DO
PROGRAMMERS: Write software SYSTEMS ANALYSTS: Translate business
problems into solutions IS MANAGERS: Department leaders END USERS: Department reps for whom
applications are developed
*
3.25
SYSTEM DEVELOPMENT PROCESSSYSTEM DEVELOPMENT PROCESS
EXTERNALEXTERNAL Uncertainties UncertaintiesOpportunitiesOpportunities
INTERNALINTERNALValuesValuesNormsNormsInterestsInterests
SYSTEM DEVELOPMENTSYSTEM DEVELOPMENT Adoption Adoption Utilization Utilization Management Management
3.26
HOW INFO SYSTEMS AFFECT ORGANIZATIONSHOW INFO SYSTEMS AFFECT ORGANIZATIONS MICROECONOMIC THEORY: Info
technology is a factor of production, like capital & labor
TRANSACTION COST THEORY: Firms attempt to minimize transaction costs internally & externally
*
VP VP VP
CEO
3.27
HOW INFO SYSTEMS AFFECT ORGANIZATIONSHOW INFO SYSTEMS AFFECT ORGANIZATIONS
VP VP VP
CEO
AGENCY THEORY: Firm is nexus of contracts among agents who make decisions; IS shrink number of agents & reduce cost
BEHAVIORAL THEORIES: Concepts from Sociology, Psychology, Political Science; Organizations & Information Technology mutually influence each other
*
3.28
HOW INFO SYSTEMS AFFECT ORGANIZATIONSHOW INFO SYSTEMS AFFECT ORGANIZATIONS DECISION & CONTROL THEORY: Decision
s are made under conditions of risk & uncertainty; centralization & hierarchy reduce uncertainty
SOCIOLOGICAL THEORY: Bureaucracy, SOPs help stabilize organizations, but slow ability to change
*
VP VP VP
CEO
3.29
HOW INFO SYSTEMS AFFECT ORGANIZATIONSHOW INFO SYSTEMS AFFECT ORGANIZATIONS POSTINDUSTRIAL THEORY: Flatter
organizations; dominated by knowledge workers; decentralized decision making
CULTURAL THEORY: Info technology must fit organization’s culture to be accepted
*
VP VP VP
CEO
3.30
HOW INFO SYSTEMS AFFECT ORGANIZATIONSHOW INFO SYSTEMS AFFECT ORGANIZATIONS POLITICAL THEORY: Info systems are
outcome of political competition for policies, procedures, resources
*
VP VP VP
CEO
3.31
IMPLEMENTING CHANGEIMPLEMENTING CHANGE
Source: Leavitt, Handbook of Organization (1965)
TASKTASK
PEOPLEPEOPLETECHNOLOGYTECHNOLOGY
STRUCTURESTRUCTURE
RESISTANCERESISTANCE
MUTUALMUTUALADJUSTMENTADJUSTMENT
3.32
HOW WEB AFFECTS ORGANIZATIONSHOW WEB AFFECTS ORGANIZATIONS
MORE INFO, ANYWHERE, ANYTIME MORE SCOPE, DEPTH, RANGE OF
KNOWLEDGE: Global encyclopedia LOWERS COST, RAISES QUALITY OF
INFO DISTRIBUTION: Enhances attention span of vendors, customers, employees
*
3.33
3. INFORMATION SYSTEMS, ORGANIZATIONS, & BUSINESS PROCESSES
3. INFORMATION SYSTEMS, ORGANIZATIONS, & BUSINESS PROCESSES
3.34
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