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Organizations,Management,andtheNetworkedEnterprise

I.InformationSystemsinGlobalBusinessToday

1.Howareinformationsystemstransformingbusinessandwhatistheirrelationshiptoglobalization?

E-mail,onlineconferencing,andcellphoneshavebecomeessentialtoolsforconductingbusiness.Informationsystemsarethefoundationoffast-pacedsupplychains.TheInternetallowsmanybusinessestobuy,sell,advertise,andsolicitcustomerfeedbackonline.Organizationsaretryingtobecomemorecompetitiveandefficientbydigitallyenablingtheircorebusinessprocessesandevolvingintodigitalfirms.TheInternethasstimulatedglobalizationbydramaticallyreducingthecostsofproducing,buying,andsellinggoodsonaglobalscale.Newinformationsystemtrendsincludetheemergingmobiledigitalplatform,onlinesoftwareasaservice,andcloudcomputing.

2.Whyareinformationsystemssoessentialforrunningandmanagingabusinesstoday?

Informationsystemsareafoundationforconductingbusinesstoday.Inmanyindustries,survivalandtheabilitytoachievestrategicbusinessgoalsaredifficultwithoutextensiveuseofinformationtechnology.Businessestodayuseinformationsystemstoachievesixmajorobjectives:

operationalexcellence;

newproducts,services,andbusinessmodels;

customer/supplierintimacy;

improveddecisionmaking;

competitiveadvantage;

andday-to-daysurvival.

3.Whatexactlyisaninformationsystem?

Howdoesitwork?

Whatareitsmanagement,organization,andtechnologycomponents?

Fromatechnicalperspective,aninformationsystemcollects,stores,anddisseminatesinformationfromanorganization’senvironmentandinternaloperationstosupportorganizationalfunctionsanddecisionmaking,communication,coordination,control,analysis,andvisualization.Informationsystemstransformrawdataintousefulinformationthroughthreebasicactivities:

input,processing,andoutput.

Fromabusinessperspective,aninformationsystemprovidesasolutiontoaproblemorchallengefacingafirmandrepresentsacombinationofmanagement,organization,andtechnologyelements.Themanagementdimensionofinformationsystemsinvolvesissuessuchasleadership,strategy,andmanagementbehavior.Thetechnologydimensionconsistsofcomputerhardware,software,datamanagementtechnology,andnetworking/telecommunicationstechnology（includingtheInternet）.Theorganizationdimensionofinformationsystemsinvolvesissuessuchastheorganization’shierarchy,functionalspecialties,businessprocesses,culture,andpoliticalinterestgroups.

4.Whatarecomplementaryassets?

Whyarecomplementaryassetsessentialforensuringthatinformationsystemsprovidegenuinevalueforanorganization?

Inordertoobtainmeaningfulvaluefrominformationsystems,organizationsmustsupporttheirtechnologyinvestmentswithappropriatecomplementaryinvestmentsinorganizationsandmanagement.Thesecomplementaryassetsincludenewbusinessmodelsandbusinessprocesses,supportiveorganizationalcultureandmanagementbehavior,appropriatetechnologystandards,regulations,andlaws.Newinformationtechnologyinvestmentsareunlikelytoproducehighreturnsunlessbusinessesmaketheappropriatemanagerialandorganizationalchangestosupportthetechnology.

5.Whatacademicdisciplinesareusedtostudyinformationsystems?

Howdoeseachcontributetoanunderstandingofinformationsystems?

Whatisasociotechnicalsystemsperspective?

Thestudyofinformationsystemsdealswithissuesandinsightscontributedfromtechnicalandbehavioraldisciplines.Thedisciplinesthatcontributetothetechnicalapproachfocusingonformalmodelsandcapabilitiesofsystemsarecomputerscience,managementscience,andoperationsresearch.Thedisciplinescontributingtothebehavioralapproachfocusingonthedesign,implementation,management,andbusinessimpactofsystemsarepsychology,sociology,andeconomics.Asociotechnicalviewofsystemsconsidersbothtechnicalandsocialfeaturesofsystemsandsolutionsthatrepresentthebestfitbetweenthem.

II.GlobalE-businessandCollaboration

1.Whatarebusinessprocesses?

Howaretheyrelatedtoinformationsystems?

Abusinessprocessisalogicallyrelatedsetofactivitiesthatdefineshowspecificbusinesstasksareperformed,anditrepresentsauniquewayinwhichanorganizationcoordinateswork,information,andknowledge.Managersneedtopayattentiontobusinessprocessesbecausetheydeterminehowwelltheorganizationcanexecuteitsbusiness,andtheymaybeasourceofstrategicadvantage.Therearebusinessprocessesspecifictoeachofthemajorbusinessfunctions,butmanybusinessprocessesarecross-functional.Informationsystemsautomatepartsofbusinessprocesses,andtheycanhelporganizationsredesignandstreamlinetheseprocesses.

2.Howdosystemsservethedifferentmanagementgroupsinabusiness?

Systemsservingoperationalmanagementaretransactionprocessingsystems（TPS）,suchaspayrollororderprocessing,thattracktheflowofthedailyroutinetransactionsnecessarytoconductbusiness.Managementinformationsystems（MIS）producereportsservingmiddlemanagementbycondensinginformationfromTPS,andthesearenothighlyanalytical.Decision-supportsystems（DSS）supportmanagementdecisionsthatareuniqueandrapidlychangingusingadvancedanalyticalmodels.Allofthesetypesofsystemsprovidebusinessintelligencethathelpsmanagersandenterpriseemployeesmakemoreinformeddecisions.Thesesystemsforbusinessintelligenceservemultiplelevelsofmanagement,andincludeexecutivesupportsystems（ESS）forseniormanagementthatprovidedataintheformofgraphs,charts,anddashboardsdeliveredviaportalsusingmanysourcesofinternalandexternalinformation.

3.Howdosystemsthatlinktheenterpriseimproveorganizationalperformance?

Enterpriseapplicationsaredesignedtocoordinatemultiplefunctionsandbusinessprocesses.

Enterprisesystemsintegratethekeyinternalbusinessprocessesofafirmintoasinglesoftwaresystemtoimprovecoordinationanddecisionmaking.Supplychainmanagementsystemshelpthefirmmanageitsrelationshipwithsupplierstooptimizetheplanning,sourcing,manufacturing,anddeliveryofproductsandservices.Customerrelationshipmanagement（CRM）systemscoordinatethebusinessprocessessurroundingthefirm’scustomers.Knowledgemanagementsystemsenablefirmstooptimizethecreation,sharing,anddistributionofknowledge.IntranetsandextranetsareprivatecorporatenetworksbasedonInternettechnologythatassembleinformationfromdisparatesystems.Extranetsmakeportionsofprivatecorporateintranetsavailabletooutsiders.

4.Whyaresystemsforcollaborationandteamworksoimportantandwhattechnologiesdotheyuse?

Collaborationisworkingwithotherstoachievesharedandexplicitgoals.Collaborationandteamworkhavebecomeincreasinglyimportantinbusinessbecauseofglobalization,thedecentralizationofdecisionmaking,andgrowthinjobswhereinteractionistheprimaryvalue-addingactivity.Collaborationisbelievedtoenhanceinnovation,productivity,quality,andcustomerservice.Effectivecollaborationtodayrequiresasupportiveorganizationalcultureaswellasinformationsystemsandtoolsforcollaborativework.Collaborationtoolsincludee-mailandinstantmessaging,wikis,videoconferencingsystems,virtualworlds,socialnetworkingsystems,cellphones,andInternetcollaborationplatformssuchasGoogleApps/Sites,MicrosoftSharePoint,andLotusNotes.

5.Whatistheroleoftheinformationsystemsfunctioninabusiness?

Theinformationsystemsdepartmentistheformalorganizationalunitresponsibleforinformationtechnologyservices.Itisresponsibleformaintainingthehardware,software,datastorage,andnetworksthatcomprisethefirm’sITinfrastructure.Thedepartmentconsistsofspecialists,suchasprogrammers,systemsanalysts,projectleaders,andinformationsystemsmanagers,andisoftenheadedbyaCIO.

III.InformationSystems,Organizations,andStrategy

1.Whichfeaturesoforganizationsdomanagersneedtoknowabouttobuildanduseinformationsystemssuccessfully?

Whatistheimpactofinformationsystemsonorganizations?

Allmodernorganizationsarehierarchical,specialized,andimpartial,usingexplicitroutinestomaximizeefficiency.Allorganizationshavetheirownculturesandpoliticsarisingfromdifferencesininterestgroups,andtheyareaffectedbytheirsurroundingenvironment.Organizationsdifferingoals,groupsserved,socialroles,leadershipstyles,incentives,typesoftasksperformed,andtypeofstructure.Thesefeatureshelpexplaindifferencesinorganizations’useofinformationsystems.

Informationsystemsandtheorganizationsinwhichtheyareusedinteractwithandinfluenceeachother.Theintroductionofanewinformationsystemwillaffectorganizationalstructure,goals,workdesign,values,competitionbetweeninterestgroups,decisionmaking,andday-to-daybehavior.Atthesametime,informationsystemsmustbedesignedtoservetheneedsofimportantorganizationalgroupsandwillbeshapedbytheorganization’sstructure,businessprocesses,goals,culture,politics,andmanagement.Informationtechnologycanreducetransactionandagencycosts,andsuchchangeshavebeenaccentuatedinorganizationsusingtheInternet.Newsystemsdisruptestablishedpatternsofworkandpowerrelationships,sothereisoftenconsiderableresistancetothemwhentheyareintroduced.

2.HowdoesPorter’scompetitiveforcesmodelhelpcompaniesdevelopcompetitivestrategiesusinginformationsystems?

InPorter’scompetitiveforcesmodel,th