why information systems ? introductory note is 655
TRANSCRIPT
Why Information Systems ?
Introductory Note
IS 655
Intro Note
The Reasons for Participating in Decisions about IS
• IS must be managed as a critical resource.• IS enable change in the way people work
together.• IS are part of almost every aspect of business.• IS enable business opportunities and new
strategies.• IS can be used to combat business challenges
from competitors.
2
Intro Note
What If a Manager Doesn’t Participate
• Fail to make critical decisions on how Information Systems supporting business goal.
• Fail to make critical decisions on how Information Systems supporting organization systems.
3
Skills of Successful Managers
• Visionary• Creativity• Curiosity• Confidence• Focus on Business Solution• Flexibility
Intro Note 4
Skills of Successful Managers…
• Informational and Interpersonal• Communication• Information gathering• Interpersonal/Social skills
Intro Note 5
Skills of Successful Managers…
• Structural• Project management• Analytical skills• Organizational skills• Planning skills
Intro Note 6
Basic Assumptions
• Assumptions about Management• Assumptions about Business• Assumptions about Information Systems
Intro Note 7
Assumptions about Management
• Tactical Roles
- Planning
- Organizing
- Leading
- Controlling
Intro Note 8
Assumptions about Management …
• Strategic Roles
- Interpersonal
- Informational
- Decisional
Intro Note 9
Assumptions about Business
• Functional View
Intro Note 10
STRATEGIC
OPERATIONAL
ACCOUNT I NG
F I NANCE
HUMAN RES
PRODUCTION
SALES
OTHERS
TACTICAL
Assumptions about Business …
• Process View
Intro Note 11
FIRM INFRASTRUCTURE
INBOUNDLOGISTICS
OPERATIONS OUTBOUNDLOGISTIC
MARKETING& SALESLOGISTIC
SERVICE
HUMAN RESOURCE MANAGEMENT
TECHNOLOGY DEVELOPMENT
PROCUREMENT
VALUE
COST MARGIN
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Decision-Making in an Organization
Intro Note
13
Decision-Making Levels in an Organization
• Executive Level• Long-term decisions (Strategies)• Unstructured decisions (Competitions)
• Managerial Level• Decisions covering weeks and months (Tactics)• Semi-structured decisions (Effectiveness)
• Operational Level• Day-to-day decisions (Operations)• Structured decisions (Efficiency)
Intro Note
Intro Note 14
STRATEGIC
OPERATIONAL
ACCOUNT I NG
F I NANCE
HUMAN RES
PRODUCTION
SALES
OTHERS
TACTICAL
VALUE CHAIN
15
Value-Added Activities
• Customer-Value-Added Activity (maximize)• a business process that a customer is willing to
pay for• Business-Value-Added Activity (minimize)
• a business process that is essential to managing an organization
• Non-Value-Added Activity (eliminate)• customer will not pay for; business value will not
be increased• Goals of a business system: effective, efficient,
competitive.
Intro Note
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KNOWLEDGE
Database
PROCESS
Information ProcessingBusiness Rules, Procedures
INTERFACE
Input, OutputLocation, Security
BUSINESS CONTEXT
Hardware Software Networking
TECHNOLOGY DRIVERS
ERP, Object, Mobile,Collaborative, etc.
BUSINESS DRIVERS
BPR, CRM,SCM, e-Biz, etc.
KNOWLEDGE
Database
PROCESS
Information ProcessingBusiness Rules, Procedures
INTERFACE
Input, OutputLocation, Security
Business Data
Business Users
Hardware Software Networking
BUSINESS CONTEXT
Information Systems that Span Organizational Boundaries
Intro Note 17
Information Systems Supporting the Functional Areas
Intro Note 18
EXECUTIVE INFORMATION SYSTEMS
MANAGEMENT INFORMATION SYSTEMS
TRANSACTION PROCESSING SYSTEMS
ACCOUNT I NG
F I NANCE
HUMAN RES
PRODUCTION
SALES
OTHERS
TACTICAL
Information Systems in Organization
STRATEGIC
OPERATIONAL
People IT Process19
Some Visions of “Visionary” Business Leaders
2011 Your “Visionary” Manager: “We don’t need the passing fad IS !!!”2012 Your “Visionary” Manager declares bankruptcy !!!
Intro Note 20