1. Reading notes for chapter 3 in the textbook. Read Section 3.1 leisurely. It is on the organizations and the information systems. You are probably familiar with the organization theory .Pay attention to the technical and behavioral definitions of organizations as well as bureaucracy, structural characteristics of organizations, standard operating procedures and organizational culture. Section 3.2 is on the changing role of information systems in the organization and is interesting to read how information systems leads to automation, decreases transaction costs and lays foundations for virtual organizations. Note the definitions of end users and CIO. Section 3.3 is on decision-making, perhaps another familiar topic for you. Pay attention to strategic decision making, structured and unstructured decisions, rational model of decision making .It would be interesting to read individual models of decision-making and organizational models of decision-making.

2. Reading notes for chapter 3 in the textbook - Continued Section 3.4 is on the strategic use of information technology to gain competitive advantage. Strategic use of information technology may be at the business-level, firm level or industry level. Pay attention to how information technology is used at each level, especially strategies employed at each level. Strategic transition and its management is crucial for successfully steering the organization into new technology. Pay attention to the fact the information technology is widely used in every type of organization to be competitive, to keep pace with competition, to meet the legal requirements, and to improve the production. Hence, strategic use of information technology results in significant competitive advantages. This section deserves careful attention.

3. Chapter 3: Information Systems, Organizations, Management and Strategy

4. organizations Information Technology Mediating Factors Environment Culture Structure Standard procedures Business process Politics Management Decisions Chance Organizations And Information Technology

5. Structure Hierarchy division of labor Rules,procedures Business processes Process Rights/obligations Privileges/responsibilities Values Norms People Environmental resources Environmental outputs FORMAL ORGANIZATION

8. ORGANIZATIONAL STRUCTURES

9. ORGANIZATIONAL STRUCTURES

11. Information Systems department The Formal organizational unit that is responsible for the information systems function in the organization. Programmers Highly trained technical specialists who write computer software instructions. Systems analysts Specialists who translate business problems and requirements into information requirements and systems,acting as liaison between the information systems department and the rest of the organization. Information systems managers Leaders of the various specialists in the information systems department. Chief information officer(CIO) Senior manager in charge of the information systems function in the firm. End users Representatives of departments outside the information systems group for whom applications are developed.

12. THE ORGANIZATION Senior management Major end users(divisions) Information Systems department IT Infrastructure Hardware Software Data storage Networks Information Systems Specialists CIO Managers Systems analysts Systems designers Programmers Network specialists Database administrator Clerical

13. Microeconomic model of thee firm Model of the firm that views information technology as a factor of production that can be freely substituted for capital and labor. Transaction cost theory Economic theory stating that firms grow larger because they can conduct market place transactions internally more cheaply than they can with external firms in the marketplace. Agency theory Economic theory that views the firm as a nexus of contracts among self-interested individuals who must be supervised and managed. Virtual organization Organization using networks to link people,assets and ideas to create and distribute products and services without being limited to traditional organizational boundaries or physical location. How Information Systems Affect the Organizations

14. TASK TECHNOLOGY STRUCTURE PEOPLE Organizational Components and Change

15. Classical model of management Traditional description of management that focused on its formal functions of planning, organizing, coordinating, deciding and controlling. Behavioral models Descriptions of management based on behavioral scientists observations of what managers actually do in their jobs. Managers and Decision-Making

16. Managerial roles Expectations of the activities that managers should perform in an organization. Interpersonal roles Mintzberg’s classification for managerial roles where managers act as figureheads and leaders for the organization. Informational roles Mintzberg’s classification for managerial roles where managers act as the nerve centers of their organizations,receiving and disseminating critical information. Decision roles Mintzberg’s classification for managerial roles where managers initiate activities,handle disturbances,allocate resources and negotiate conflicts. Managerial Roles in Behavioral Model

17. The Process of Decision-Making Strategic decision making Determining the long-term objectives, resources and policies of an organization. Management control Monitoring how efficiently or effectively resources are utilized and how well operational units are performing. Operational control Deciding how to carry out specific tasks specified by upper and middle management and establishing criteria for completion and resource allocation. Knowledge-level decision making Evaluating new ideas for products, services, ways to communicate new knowledge, and ways to distribute information throughout the organization.

18. Unstructured decisions Non-routine decisions in which the decision maker must provide judgement, evaluation, and insights into the problem definition; there is no agreed-upon procedure for making such decisions. Structured decisions Decisions that are repetitive, routine, and have a definite procedure for handling them. Types of Decisions

19. Type of decision Structured Semi- structured U n-structured Organizational level Operational knowledge management Strategic TPS Office systems KWS MIS DSS ESS

20. Cognitive style Underlying personality dispositions toward the treatment of information, selection of alternatives, and evaluation of consequences. Systematic decision makers cognitive style that describes people who approach a problem by structuring it in terms of some formal method. Intuitive decision makers Cognitive style that describes people who approach a problem with multiple methods in an unstructured manner, using trail and error to find a solution. Organizational models of decision making Models of decision making that take into account the structural and political characteristics of an organization. Individual Models of Decision-Making

21. Bureaucratic models of decision making Models of decision making where decisions are shaped by the organization’s standard operating procedures(SOPs). Political models of decision making Models of decision making where decisions result from competition and bargaining among the organization’s interest groups and key leaders. “ Garbage can” model Model of decision making that states that organizations are not rational and that decisions are solutions that become attached to problems for accidental reasons. Organizational Models of Decision-Making

30. STRATEGY LEVELS AND INFORMATION TECHNOLOGY (IT) - ANOTHER FRAMEWORK STRATEGIES MODELS IT TECHNIQUES INDUSTRY cooperation vs. competition Competitive forces electronic transactions licensing Network economics communications networks standards Inter-organizational systems information partnership FIRM Synergy Core competency knowledge systems Core competencies organizational systems BUSINESS Low Cost producer Value chain analysis data mining Differentiation of products/services IT-based products / services Scope of competition (global vs. niche) Inter-organizational systems supply chain management efficient customer response

36. Business Level Strategy

39. COMPETITIVE FORCES MODEL THE FIRM TRADITIONAL COMPETITION NEW MARKET ENTRANTS Bargaining power of SUPPLIERS Bargaining power of CUSTOMERS SUBSTITUTE PRODUCTS & SERVICES