This document summarizes key concepts from Chapter 3 of the textbook "Information Systems, Organizations, Management, and Strategy". It discusses how organizations and information systems interact, the changing role of IS in organizations, how IS support managerial functions and decision-making, and how IS can be leveraged for competitive advantage at various levels of strategy. Key models discussed include the value chain, value web, and Porter's competitive forces model. The chapter highlights how understanding organizational factors is important for planning and implementing new IS.
Information systems in organizations - Unitedworld School of BusinessArnab Roy Chowdhury
This document discusses how information systems impact organizations and business. It describes how IS flatten organizations and increase flexibility by empowering employees, facilitating communication, and allowing customization. It also discusses how IS support various management functions and decision-making. Finally, it explains how IS can enable different business strategies like lowering costs, differentiation, and changing an organization's scope.
This document discusses how information systems impact organizations and business. It covers how IS support various business functions and strategies. Key points include:
- IS impact organizations by lowering transaction and agency costs, allowing firms to grow without adding management layers.
- IS flatten organizations and increase flexibility by distributing information more widely. They also enable customization and virtual or networked organizations.
- Managers must consider organizational factors like culture, politics and routines when implementing new IS to manage resistance.
- IS support management functions like planning, organizing and decision making, and enable new organizational structures.
This document summarizes key concepts from Chapter 3 of a management information systems textbook. It discusses how organizations use information systems, the changing role of IS in organizations, how managers make decisions and how IS can support them, and how IS relates to business strategy. Specific topics covered include the relationship between organizations and IS, how IS impact organizations and vice versa, managerial roles and decision making, and frameworks for analyzing competitive strategy and the value chain.
Management Information System
1) MIS is a software tool that provides processed information from data to help management make decisions. It provides reports, dashboards, and analyses on topics like market trends, sales, inventory, and stakeholder feedback.
2) There are different types of MIS like regular reports, decision support systems, and executive information systems. MIS has advantages like improved decision making, communication, and ability to adapt to customer needs.
3) Key issues for managers regarding IT include selecting technologies to meet business needs, facilitating adoption of new processes when technologies change work, and ensuring maximum benefit is extracted once implemented. Information systems are transforming businesses through increased digitalization and flexibility.
This document discusses how information systems impact organizations. It explains that information systems and organizations have a complex, two-way relationship where they influence each other. It also describes key features of organizations, such as routines, business processes, organizational politics, culture, environments, and structures. Finally, it discusses how information systems can impact organizations economically by changing costs and transaction costs, allowing organizations to contract in size while growing revenue through outsourcing.
Information Systems, Organizations, and Strategy .pptxUlisesRoldan2
This document provides an overview of chapter 3 from the textbook "Management Information Systems". The chapter discusses how information systems can help organizations achieve competitive advantage. It introduces Porter's competitive forces model and the value chain model for understanding an organization's strategy. Information systems allow companies to pursue generic strategies like lowering costs, differentiation, focusing on niches, and strengthening customer intimacy. The chapter also examines how information technology impacts organizations by changing their structure, transaction costs, and relationships with the environment.
Laudon_MIS13_ch03: Course: Introduction to Business Management (BMI511S)MohammedALSHARAFI14
This document provides an overview of chapter 3 from the textbook "Management Information Systems". The chapter discusses how information systems can help organizations achieve competitive advantage. It introduces Porter's competitive forces model and the value chain model for understanding an organization's strategy. Information systems allow companies to pursue generic strategies like lowering costs, differentiation, focusing on niches, and strengthening customer intimacy. The chapter also examines how information technology impacts organizations by changing their structure, transaction costs, and relationships with the environment.
Information systems in organizations - Unitedworld School of BusinessArnab Roy Chowdhury
This document discusses how information systems impact organizations and business. It describes how IS flatten organizations and increase flexibility by empowering employees, facilitating communication, and allowing customization. It also discusses how IS support various management functions and decision-making. Finally, it explains how IS can enable different business strategies like lowering costs, differentiation, and changing an organization's scope.
This document discusses how information systems impact organizations and business. It covers how IS support various business functions and strategies. Key points include:
- IS impact organizations by lowering transaction and agency costs, allowing firms to grow without adding management layers.
- IS flatten organizations and increase flexibility by distributing information more widely. They also enable customization and virtual or networked organizations.
- Managers must consider organizational factors like culture, politics and routines when implementing new IS to manage resistance.
- IS support management functions like planning, organizing and decision making, and enable new organizational structures.
This document summarizes key concepts from Chapter 3 of a management information systems textbook. It discusses how organizations use information systems, the changing role of IS in organizations, how managers make decisions and how IS can support them, and how IS relates to business strategy. Specific topics covered include the relationship between organizations and IS, how IS impact organizations and vice versa, managerial roles and decision making, and frameworks for analyzing competitive strategy and the value chain.
Management Information System
1) MIS is a software tool that provides processed information from data to help management make decisions. It provides reports, dashboards, and analyses on topics like market trends, sales, inventory, and stakeholder feedback.
2) There are different types of MIS like regular reports, decision support systems, and executive information systems. MIS has advantages like improved decision making, communication, and ability to adapt to customer needs.
3) Key issues for managers regarding IT include selecting technologies to meet business needs, facilitating adoption of new processes when technologies change work, and ensuring maximum benefit is extracted once implemented. Information systems are transforming businesses through increased digitalization and flexibility.
This document discusses how information systems impact organizations. It explains that information systems and organizations have a complex, two-way relationship where they influence each other. It also describes key features of organizations, such as routines, business processes, organizational politics, culture, environments, and structures. Finally, it discusses how information systems can impact organizations economically by changing costs and transaction costs, allowing organizations to contract in size while growing revenue through outsourcing.
Information Systems, Organizations, and Strategy .pptxUlisesRoldan2
This document provides an overview of chapter 3 from the textbook "Management Information Systems". The chapter discusses how information systems can help organizations achieve competitive advantage. It introduces Porter's competitive forces model and the value chain model for understanding an organization's strategy. Information systems allow companies to pursue generic strategies like lowering costs, differentiation, focusing on niches, and strengthening customer intimacy. The chapter also examines how information technology impacts organizations by changing their structure, transaction costs, and relationships with the environment.
Laudon_MIS13_ch03: Course: Introduction to Business Management (BMI511S)MohammedALSHARAFI14
This document provides an overview of chapter 3 from the textbook "Management Information Systems". The chapter discusses how information systems can help organizations achieve competitive advantage. It introduces Porter's competitive forces model and the value chain model for understanding an organization's strategy. Information systems allow companies to pursue generic strategies like lowering costs, differentiation, focusing on niches, and strengthening customer intimacy. The chapter also examines how information technology impacts organizations by changing their structure, transaction costs, and relationships with the environment.
This document discusses the relationship between organizations and information systems. It explains that organizations and information technology influence each other in a complex, two-way relationship. The document outlines several important features of organizations that impact information systems, including routines and business processes, organizational politics and culture, and environmental factors. It also discusses how disruptive technologies and organizational structure affect the use of information systems within companies.
This chapter discusses how information systems impact organizations and business strategy. It covers key topics such as how organizations and information systems influence each other in complex ways, important features of organizations like routines, business processes, politics and culture, and how information systems can provide economic and strategic benefits to organizations. Specifically, it explains how information systems can lower transaction costs and agency costs for firms by reducing the size and complexity of organizations.
This chapter discusses how information systems impact organizations and how they can provide competitive advantage. It covers key topics such as how IT influences transaction costs and agency costs, allowing organizations to contract or grow. Porter's competitive forces model and the value chain model are presented as ways for businesses to use IS for competitive advantage through strategies like low-cost leadership and customer intimacy. Organizational features like culture, politics, and resistance to change are also discussed as factors that mediate the relationship between organizations and information systems.
Management Information Systems (MIS) are integrated systems that provide information to support decision-making and operations management in organizations. An MIS captures, processes, stores, and disseminates data to support decision-making at all levels of management. It uses a systems approach and focuses on meeting the information needs of managers. Characteristics of an effective MIS include being management-oriented, need-based, integrated, and future-oriented. An MIS helps improve decision-making, coordination, efficiency, and strategic planning.
Management Information System (MIS) provides information to support decision-making and management in an organization. The goals of an MIS include enhancing communication, delivering information efficiently, supporting data collection and analysis, and aiding strategic objectives. An MIS contains interconnected sub-systems that capture, store, process, and distribute data, information and knowledge across different levels and functions of a business. It integrates transaction processing systems, office automation systems, decision support systems and other applications to provide timely, relevant information to management.
Information technology (IT) is vital for organizations to manage and make decisions. IT involves acquiring, processing, maintaining and distributing high-quality information. New technologies are impacting organizations and society through growing human-machine interactions. Effective IT provides the right information to the right people to help the organization gain competitive advantages through better customer service. Information systems follow a systematic development process involving investigation, analysis, design, implementation and maintenance to collect and transform data into useful information for decision-makers.
1) Information systems affect nearly all business careers as firms increasingly rely on technology to gain competitive advantages. Accounting, finance, marketing, operations and management roles now require technical skills.
2) Common skills needed across careers include understanding how IT helps achieve objectives like efficiency and new products, working with databases, analyzing information, and addressing legal/ethical issues.
3) Specific careers also require skills in the technologies used, like enterprise systems for financial reporting, marketing databases, or production management software.
This chapter discusses the relationship between organizations and information systems. It covers key topics such as:
- Organizations are complex systems influenced by factors like structure, culture, politics and the environment. They use routines and business processes to function.
- Information systems can help analyze competitors and value chains to develop strategies. They also allow firms to leverage synergies, competencies and network-based strategies.
- The relationship between organizations and information technology is two-way, with each influencing the other. Information systems impact organizations through changes in costs, quality of information, and economics of information.
This document discusses the relationship between organizations and information systems. It explains that organizations and information systems influence each other in a two-way relationship. Key points about organizations that information systems must account for include their structure, business processes, politics, culture and environment. The document also discusses several models for how organizations can develop competitive strategies using information systems, including Porter's competitive forces model, the value chain model, synergies, core competencies and network economics. It provides examples of how information systems can help companies address competitive threats and take advantage of new opportunities.
This document discusses how information systems can help organizations achieve competitive advantage. It describes Michael Porter's competitive forces model, which identifies five competitive forces that shape a firm: traditional competitors, new entrants, substitutes, customers, and suppliers. The document also outlines four generic strategies enabled by information technology: low-cost leadership, product differentiation, focus on a market niche, and strengthening customer/supplier intimacy. Finally, it provides examples of how firms like Walmart, Google, Nike and Apple have used these strategies to gain a competitive edge.
This document discusses how business intelligence and analytics support decision making. It describes the types of decisions managers make and how information systems can help. It explains how tools like business intelligence, business analytics, predictive analytics, and location analytics provide insights for decisions. Finally, it discusses how different roles in an organization use business intelligence and analytics to support decisions at all levels, from operational to strategic.
This document discusses the role of information systems in business and management. It covers how information systems have transformed organizations by enabling globalization, the rise of the information economy, changes to the business enterprise, and the emergence of the digital firm. The challenges of building and using information systems are also examined, including designing competitive systems, understanding global requirements, and ensuring user control and ethical use of systems. Information systems are defined and their functions explained, demonstrating how they support business processes and decision making.
This document provides an overview of key concepts about how information systems impact organizations and business strategy from Chapter 3 of the textbook. It discusses how information systems and organizations influence each other in complex ways, and how factors like organizational structure, culture, routines, and environments shape how information systems are used strategically. The document also summarizes how information technology can reduce transaction costs and allow firms to contract work through outsourcing rather than growing in size.
Lesson 5: Information Systems PresentationKereen Tatham
This document discusses information systems and their role in organizations. It defines an information system as a set of components that collect, process, and disseminate data to meet organizational objectives. Information systems support decision making at different management levels - operational, tactical, and strategic. Transaction processing systems handle basic business transactions, management information systems provide routine reports, and decision support systems aid complex problem solving. The document also outlines security, privacy, and ethical issues with information systems, and how systems are used in key business functions like finance, marketing, and human resources.
The document discusses learning objectives and foundational concepts for an introductory information systems course, including defining what a system and information system are, explaining why information systems are important for business, and providing examples of how businesses use information systems.
Unit 3_ Information Systems Organization and Strategy.pptx.pdfDurgaThapa14
This document discusses information systems organization and strategy. It covers how organizations and information systems influence each other, and how the interaction between technology and organizations is complex and mediated by factors like structure, processes, politics, culture and environment. It defines organizations technically as entities that take resources and produce outputs, and behaviorally as balances of rights and responsibilities. The technical view focuses on inputs and outputs while the behavioral view emphasizes relationships and structures. The document also discusses organizational routines, politics, culture, environments, structure, and how information systems can impact organizations economically and in terms of structure and behavior by flattening hierarchies and enabling virtual organizations. It introduces models for using IS to achieve competitive advantage, including Porter's competitive forces model and the business value chain
Information Systems, Organizations, Management and StrategyMostafa Ewees
- The document discusses the strategic use of information technology in organizations to gain competitive advantage at different levels - business, firm, and industry.
- IT is widely used strategically to differentiate products/services, focus on market niches, lower costs, and lock in customers. Value chain analysis and data mining are approaches to apply IT strategically.
- Managing strategic transitions when adopting new IT is important and requires addressing changes to social and technical aspects of the organization. Key questions for managers include assessing industry forces and technology opportunities.
The document discusses various topics related to organizations and information systems including:
- Definitions of organizations from technical and behavioral perspectives
- Structural characteristics of organizations like division of labor and standard operating procedures
- Changing roles of information systems in organizations and how they lead to automation and virtual organizations
- Decision making processes at different levels and models like rational, political, and "garbage can"
- Use of information technology for competitive advantage at business, firm, and industry levels through strategies
- Importance of managing strategic transitions when adopting new information systems technologies
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
This document discusses the relationship between organizations and information systems. It explains that organizations and information technology influence each other in a complex, two-way relationship. The document outlines several important features of organizations that impact information systems, including routines and business processes, organizational politics and culture, and environmental factors. It also discusses how disruptive technologies and organizational structure affect the use of information systems within companies.
This chapter discusses how information systems impact organizations and business strategy. It covers key topics such as how organizations and information systems influence each other in complex ways, important features of organizations like routines, business processes, politics and culture, and how information systems can provide economic and strategic benefits to organizations. Specifically, it explains how information systems can lower transaction costs and agency costs for firms by reducing the size and complexity of organizations.
This chapter discusses how information systems impact organizations and how they can provide competitive advantage. It covers key topics such as how IT influences transaction costs and agency costs, allowing organizations to contract or grow. Porter's competitive forces model and the value chain model are presented as ways for businesses to use IS for competitive advantage through strategies like low-cost leadership and customer intimacy. Organizational features like culture, politics, and resistance to change are also discussed as factors that mediate the relationship between organizations and information systems.
Management Information Systems (MIS) are integrated systems that provide information to support decision-making and operations management in organizations. An MIS captures, processes, stores, and disseminates data to support decision-making at all levels of management. It uses a systems approach and focuses on meeting the information needs of managers. Characteristics of an effective MIS include being management-oriented, need-based, integrated, and future-oriented. An MIS helps improve decision-making, coordination, efficiency, and strategic planning.
Management Information System (MIS) provides information to support decision-making and management in an organization. The goals of an MIS include enhancing communication, delivering information efficiently, supporting data collection and analysis, and aiding strategic objectives. An MIS contains interconnected sub-systems that capture, store, process, and distribute data, information and knowledge across different levels and functions of a business. It integrates transaction processing systems, office automation systems, decision support systems and other applications to provide timely, relevant information to management.
Information technology (IT) is vital for organizations to manage and make decisions. IT involves acquiring, processing, maintaining and distributing high-quality information. New technologies are impacting organizations and society through growing human-machine interactions. Effective IT provides the right information to the right people to help the organization gain competitive advantages through better customer service. Information systems follow a systematic development process involving investigation, analysis, design, implementation and maintenance to collect and transform data into useful information for decision-makers.
1) Information systems affect nearly all business careers as firms increasingly rely on technology to gain competitive advantages. Accounting, finance, marketing, operations and management roles now require technical skills.
2) Common skills needed across careers include understanding how IT helps achieve objectives like efficiency and new products, working with databases, analyzing information, and addressing legal/ethical issues.
3) Specific careers also require skills in the technologies used, like enterprise systems for financial reporting, marketing databases, or production management software.
This chapter discusses the relationship between organizations and information systems. It covers key topics such as:
- Organizations are complex systems influenced by factors like structure, culture, politics and the environment. They use routines and business processes to function.
- Information systems can help analyze competitors and value chains to develop strategies. They also allow firms to leverage synergies, competencies and network-based strategies.
- The relationship between organizations and information technology is two-way, with each influencing the other. Information systems impact organizations through changes in costs, quality of information, and economics of information.
This document discusses the relationship between organizations and information systems. It explains that organizations and information systems influence each other in a two-way relationship. Key points about organizations that information systems must account for include their structure, business processes, politics, culture and environment. The document also discusses several models for how organizations can develop competitive strategies using information systems, including Porter's competitive forces model, the value chain model, synergies, core competencies and network economics. It provides examples of how information systems can help companies address competitive threats and take advantage of new opportunities.
This document discusses how information systems can help organizations achieve competitive advantage. It describes Michael Porter's competitive forces model, which identifies five competitive forces that shape a firm: traditional competitors, new entrants, substitutes, customers, and suppliers. The document also outlines four generic strategies enabled by information technology: low-cost leadership, product differentiation, focus on a market niche, and strengthening customer/supplier intimacy. Finally, it provides examples of how firms like Walmart, Google, Nike and Apple have used these strategies to gain a competitive edge.
This document discusses how business intelligence and analytics support decision making. It describes the types of decisions managers make and how information systems can help. It explains how tools like business intelligence, business analytics, predictive analytics, and location analytics provide insights for decisions. Finally, it discusses how different roles in an organization use business intelligence and analytics to support decisions at all levels, from operational to strategic.
This document discusses the role of information systems in business and management. It covers how information systems have transformed organizations by enabling globalization, the rise of the information economy, changes to the business enterprise, and the emergence of the digital firm. The challenges of building and using information systems are also examined, including designing competitive systems, understanding global requirements, and ensuring user control and ethical use of systems. Information systems are defined and their functions explained, demonstrating how they support business processes and decision making.
This document provides an overview of key concepts about how information systems impact organizations and business strategy from Chapter 3 of the textbook. It discusses how information systems and organizations influence each other in complex ways, and how factors like organizational structure, culture, routines, and environments shape how information systems are used strategically. The document also summarizes how information technology can reduce transaction costs and allow firms to contract work through outsourcing rather than growing in size.
Lesson 5: Information Systems PresentationKereen Tatham
This document discusses information systems and their role in organizations. It defines an information system as a set of components that collect, process, and disseminate data to meet organizational objectives. Information systems support decision making at different management levels - operational, tactical, and strategic. Transaction processing systems handle basic business transactions, management information systems provide routine reports, and decision support systems aid complex problem solving. The document also outlines security, privacy, and ethical issues with information systems, and how systems are used in key business functions like finance, marketing, and human resources.
The document discusses learning objectives and foundational concepts for an introductory information systems course, including defining what a system and information system are, explaining why information systems are important for business, and providing examples of how businesses use information systems.
Unit 3_ Information Systems Organization and Strategy.pptx.pdfDurgaThapa14
This document discusses information systems organization and strategy. It covers how organizations and information systems influence each other, and how the interaction between technology and organizations is complex and mediated by factors like structure, processes, politics, culture and environment. It defines organizations technically as entities that take resources and produce outputs, and behaviorally as balances of rights and responsibilities. The technical view focuses on inputs and outputs while the behavioral view emphasizes relationships and structures. The document also discusses organizational routines, politics, culture, environments, structure, and how information systems can impact organizations economically and in terms of structure and behavior by flattening hierarchies and enabling virtual organizations. It introduces models for using IS to achieve competitive advantage, including Porter's competitive forces model and the business value chain
Information Systems, Organizations, Management and StrategyMostafa Ewees
- The document discusses the strategic use of information technology in organizations to gain competitive advantage at different levels - business, firm, and industry.
- IT is widely used strategically to differentiate products/services, focus on market niches, lower costs, and lock in customers. Value chain analysis and data mining are approaches to apply IT strategically.
- Managing strategic transitions when adopting new IT is important and requires addressing changes to social and technical aspects of the organization. Key questions for managers include assessing industry forces and technology opportunities.
The document discusses various topics related to organizations and information systems including:
- Definitions of organizations from technical and behavioral perspectives
- Structural characteristics of organizations like division of labor and standard operating procedures
- Changing roles of information systems in organizations and how they lead to automation and virtual organizations
- Decision making processes at different levels and models like rational, political, and "garbage can"
- Use of information technology for competitive advantage at business, firm, and industry levels through strategies
- Importance of managing strategic transitions when adopting new information systems technologies
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
A team is a group of individuals, all working together for a common purpose. This Ppt derives a detail information on team building process and ats type with effective example by Tuckmans Model. it also describes about team issues and effective team work. Unclear Roles and Responsibilities of teams as well as individuals.
2. Objectives
1. What do managers need to know about
organizations in order to build and use
information systems successfully?
2. What impact do information systems have on
organizations?
3. How do information systems support the
activities of managers in organizations?
3. Objectives
4. How can businesses use information systems for
competitive advantage?
5. Why is it so difficult to build successful
information systems, including systems that
promote competitive advantage?
5. Organizations and Information Systems
The two-way relationship between organizations and information technology
Figure 3-1
6. Technical Definition
• Stable, formal social structure that takes resources
from the environment and processes them to
produce outputs
Behavioral Definition
• A collection of rights, privileges, obligations, and
responsibilities that are delicately balanced over a
period of time through conflict and conflict
resolution
Organizations and Information Systems
What Is an Organization?
9. Structural Characteristics of All Organizations
• Clear division of labor
• Hierarchy
• Explicit rules and procedures
• Impartial judgments
• Technical qualifications for positions
• Maximum organizational efficiency
Organizations and Information Systems
Common Features of Organizations
10. Additional Features of Organizations
• Standard Operating Procedures (SOPs): Precise
procedures to cope with all expected situations
• Organizational Politics: Struggle to resolve divergent
viewpoints within the organization
• Organizational Culture: Fundamental assumptions
about what products the organization should produce
Organizations and Information Systems
Common Features of Organizations
11. Organizational Types
• Entrepreneurial: Start up business
• Machine bureaucracy: Midsize manufacturing
firm
• Divisionalized bureaucracy: Fortune 500 firms
• Professional bureaucracy: Law firms, hospitals,
school systems
• Adhocracy: Consulting firm
Organizations and Information Systems
Unique Features of Organizations
13. Organizations and Information Systems
Organizational type
Environments
Goals
Power
Constituencies
Function
Leadership
Tasks
Technology
Business processes
Unique Features of Organizations
All organizations have different:
14. E-Commerce French and German Style
What organizational factors explain why France
and Germany have had such different experiences
adopting e-commerce?
Organizations and Information Systems
Window on Organizations
15. Information Services Department
Past: Consisted primarily of programmers, building
own software and managing own computing
facilities
Today: A growing proportion of specialists, with
department acting as powerful change agent in the
organization
The Changing Role of Information Systems in Organizations
Information Technology Infrastructure and Information Technology Services
16. The Changing Role of Information Systems in Organizations
Information technology services
Figure 3-5
17. Economic Theories
• Information system technology is a factor of
production, freely substituted for capital and labor
• Transaction cost theory: Information technology
can help lower the cost of market participation
The Changing Role of Information Systems in Organizations
How Information Systems Affect Organizations
18. The Changing Role of Information Systems in Organizations
The transaction cost theory of the impact of
information technology on the organization
Figure 3-6
19. Economic Theories – The Agency Theory
• Agents (employees) need supervision
• As firm grows, agency and coordination costs rise
• Information technology reduces agency costs
because it becomes easier for managers to oversee
more employees
The Changing Role of Information Systems in Organizations
How Information Systems Affect Organizations
20. The Changing Role of Information Systems in Organizations
The agency cost theory of the impact of
information technology on the organization
Figure 3-7
21. Behavioral Theories
• IT could change hierarchy of decision making by
lowering costs of information acquisition and
distribution
• Organization shape could “flatten” as decision making
becomes more decentralized
• Growth of “virtual organizations”
• Information systems seen as outcome of political
competition between subgroups
The Changing Role of Information Systems in Organizations
How Information Systems Affect Organizations
22. The Changing Role of Information Systems in Organizations
Organizational resistance and the mutually adjusting relationship
between technology and the organization
Figure 3-8
23. • The Internet is capable of dramatically reducing
transaction and agency costs
• Businesses are rapidly rebuilding some key business
processes based on Internet technology
• Internet technology becoming a key component of IT
infrastructure
The Changing Role of Information Systems in Organizations
The Internet and Organizations
24. Classical Model:
Five Functions of Managers
• Planning
• Organizing
• Coordinating
• Deciding
• Controlling
Managers, Decision Making, and Information Systems
The Role of Managers in Organizations
25. Behavioral Models:
Five Attributes of Managers
• Perform much work at non-stop pace
• Fragmented activities
• Prefer speculation, hearsay, current and ad-hoc
information
• Prefer oral communication
• Maintain diverse web of contacts as informal
information system.
Managers, Decision Making, and Information Systems
The Role of Managers in Organizations
26. Managerial Role Categories
• Interpersonal: Figurehead, leader, liaison
• Informational: Nerve center, disseminator,
spokesperson
• Decisional: Entrepreneur, disturbance handler,
resource allocator, negotiator
Managers, Decision Making, and Information Systems
The Role of Managers in Organizations
27. Decision Making
Classified by Organizational Level
• Strategic: determines long-term objectives, resources,
policies
• Management control: monitors effective usage of
resources, performance
• Operational control: determines how to perform tasks
and ways to distribute information
Managers, Decision Making, and Information Systems
Managers and Decision Making
28. Decisions are classified as:
• Unstructured: Nonroutine, decision maker
provides judgment, evaluation, and insights into
problem definition, no agreed-upon procedure
for decision making
• Structured: Repetitive, routine, handled using a
definite procedure
Managers, Decision Making, and Information Systems
Managers and Decision Making
29. Managers, Decision Making, and Information Systems
Information systems and levels of decision making
Figure 3-9
30. Stages of Decision Making
• Intelligence: Collect information, identify
problem
• Design: Conceive alternative solution to a
problem
• Choice: Select among the alternative solutions
• Implementation: Put decision into effect and
provide report on the progress of solution
Managers, Decision Making, and Information Systems
Managers and Decision Making
32. Models of Decision Making
• Rational model: people engage in consistent, rational
decision making. Individuals rank all alternatives and
select the one that most contributes to their goal
• Critics point out that individuals can’t rank all possible
alternatives; tend to select first viable alternative
• Built-in biases, frame of reference, distort decision
making
Managers, Decision Making, and Information Systems
Managers and Decision Making
33. Models of Decision Making
• Cognitive style: Describes underlying
personality dispositions toward decision making
• Systematic decision makers
• Intuitive decision makers
Managers, Decision Making, and Information Systems
Managers and Decision Making
34. Models of Decision Making
• Organizational models
• Bureaucratic models
• Political models
• “Garbage can” model
Managers, Decision Making, and Information Systems
Managers and Decision Making
35. Why War Games Can’t Always
Simulate the Battlefield
• How useful are war games in simulating combat
scenarios and predicting outcomes?
• How would the models of decision making
described here explain how they are designed
and performed?
Managers, Decision Making, and Information Systems
Window on Management
36. Organizational Factors in Planning
New Systems
• Organization’s environment
• Structure of organization
• Organization’s culture and politics
• Type of organization and leadership style
• Principle interest groups and attitudes of workers
• Kinds of tasks, decisions, processes system will assist
Managers, Decision Making, and Information Systems
Implications for the Design and Understanding of Information Systems
37. Optimal Information Systems:
• Flexible; provide many options for handling and
evaluating data
• Support a variety of styles, skills, knowledge;
keep track of many alternatives
• Sensitive to organization’s bureaucratic and
political requirements
Managers, Decision Making, and Information Systems
Implications for the Design and Understanding of Information Systems
38. • Computer system at any level of an organization
• Changes goals, operations, products, services, or
environmental relationships
• Helps organization gain a competitive advantage
Information Systems and Business Strategy
What Is a Strategic Information System?
39. Business Competitive Strategies
• Become the low-cost producer
• Differentiate product or service
• Change scope of competition by enlarging
or narrowing market
Information Systems and Business Strategy
Business-Level Strategy and the Value Chain Model
40. Value Chain Model
• Firm seen as series or “chain” of activities that add a
margin of value to firm’s products or services
• Highlights activities in business where competitive
strategies are best applied
• Primary or support activities
• Firm’s value chain linked to value chains of other
partners
Information Systems and Business Strategy
Business-Level Strategy and the Value Chain Model
41. Information Systems and Business Strategy
The firm value chain and the industry value chain
Figure 3-11
42. Value Web
• Value chain extended by Internet technology that
connects all the firm’s suppliers, partners, and customers
• Collection of independent firms using IT to coordinate
value chains to collectively produce a product or service
• More customer-driven, less linear than value chain
• Flexible, adaptive to changes in supply and demand
Information Systems and Business Strategy
Business-Level Strategy and the Value Chain Model
44. Product Differentiation
• Strategy for creating brand loyalty by
developing new and unique products and
services not easily duplicated by competitors
• Information systems used to create new
information technology-based products and
services
• Examples: ATMs, computerized reservation
services
Information Systems and Business Strategy
Business-Level Strategy and the Value Chain Model
45. Focused Differentiation
• Strategy for developing new market niches for
specialized products and services
• Information systems used to produce data for
sales and marketing; analyze customer behavior
• Examples: One-to-one and customized
marketing
Information Systems and Business Strategy
Business-Level Strategy and the Value Chain Model
46. Efficient Customer Response Systems
• Links consumer behavior back to distribution,
production, and supply chains
• Information systems used to link customer’s
value chain to firm’s value chain
• Reduce inventory costs; deliver product or
service more quickly to customer
Information Systems and Business Strategy
Business-Level Strategy and the Value Chain Model
47. Switching Costs
• Cost of switching to competitive product; higher
switching costs discourage customers going to
competitors
• Information systems offer convenience, ease of
use, raise switching costs
• Stockless inventory systems
Information Systems and Business Strategy
Business-Level Strategy and the Value Chain Model
48. Information Systems and Business Strategy
Stockless inventory compared to traditional and just-in-time supply methods
Figure 3-13
50. At firm level, information technology can:
• Promote synergies between business units,
pool resources
• Tie together operations of disparate
business units
• Improve core competencies
Information Systems and Business Strategy
Firm-Level Strategy and Information Technology
51. Industry-Level Strategies:
• Information partnerships
• Competitive forces model; e.g., developing
industry standards
• Network economics: cost of adding new
participant negligible, but adds great marginal
gain
Information Systems and Business Strategy
Industry-Level Strategy and Information Technology
53. Impact of Internet on Competitive Forces
• Reduces barriers to entry
• Enables new substitute products and services
• Shifts bargaining power to customer
• Raises firm’s bargaining power over suppliers
• Suppliers benefit from reduced barriers to entry and
from elimination of intermediaries
• Widens geographic market, increases number of
competitors, reduces differentiation among competitors
Information Systems and Business Strategy
Industry-Level Strategy and Information Technology
55. Strategic Transitions
• A movement from one level of
sociotechnical system to another
• Often required when adopting strategic
systems that demand changes in the social
and technical elements of an organization
Information Systems and Business Strategy
Using Systems for Competitive Advantage: Management Issues
56. 1. Analyze GM by using the value chain and
competitive forces models.
2. Describe the relationship between GM’s
organization and its information technology
infrastructure. What management, organization,
and technology factors influenced this
relationship?
Chapter 3 Case Study
How Much Can New Information Systems Help GM?
57. 3. Evaluate the current business strategy of GM in response
to its competitive environment. What is the role of
information systems in that strategy? How do they
provide value for GM?
4. How successful have GM’s strategy and use of
information systems been in addressing the company’s
problems? What kind of problems can they solve? What
are some of the problems that they cannot address?
Chapter 3 Case Study
How Much Can New Information Systems Help GM?