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BUSN 237 > Chapter 2 - Business Processes > Flashcards

Chapter 2 - Business Processes Flashcards

1
Q

what is a business process

A

set of activities that are necessary to complete a response to a stimulus applied to an organization

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2
Q

what is an example of stimulus

A

customer orders products

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3
Q

what is an example of set of activities

A

employee picks the products from inventory

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4
Q

what is an example of a response

A

products are delivered to customer

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5
Q

response is

A

the actions that the organization takes as a result of the stimulus

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6
Q

a business process is a network of

A

activities
resources
facilities
information

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7
Q

a business process is best thought of as a system and is sometimes referred to as a

A

business system

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8
Q

is managing inventory a business process?

A

yes

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9
Q

is purchasing an important activity in the inventory management process

A

yes

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10
Q

(T/F) understanding, modelling, and redesigning business processes are a big part of what business analysts do

A

true

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11
Q

system analysis and design

A

modelling and design activities

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12
Q

what is the goal of system analysis and design

A

to develop an understanding of how an organization works

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13
Q

activities

A

transform resources and info of one type into resources and info of another type

e.g. payment activity transforms quantity received and shipping invoice info into a supplier payment; the payment activity has rules and procedures that it follows for doing this

can consist of purely manual actions (people following procedures), automated or controlled procedures used by computers a combination of manual and automated procedures

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14
Q

resources

A

items of value

e.g. case of milk, person working, customer’s cash
both suppliers and customers - since they both have value and are NOT under direction and control

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15
Q

facilities

A

structures used within the business process
resources can be stored within facilities
facilities might include factories, pieces of equipment, trucks, filing cabinets, inventories, databases

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16
Q

information

A

activities use info to determine how to transform the inputs received into outputs produced

knowledge derived from data, where the term data is defined as recorded facts or figures

data presented in a meaningful context
data processed by operations
a difference that makes a difference

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17
Q

according to software industry standards organization called the Object Management Group (OMG) created a standard set of terms and graphical notations for documenting business process called

A

Business Process Modeling Notation (BPMN)

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18
Q

information is

A

knowledge derived from data

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19
Q

data is

A

recorded facts or figures

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20
Q

individual wage is _____

average wage is derived from the individual wages so average wage is _____

A

individual wage is data

average wage is information

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21
Q

information is data presented

A

in a meaningful context

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22
Q

information is processed data; that is,

A

information is processed by performing operations

we do something to data to produce information

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23
Q

information defined by Gregory Bateson

A

the difference that makes a difference

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24
Q

(T/F) new info, even if it doesn’t make a difference to your decision is still information

A

false - it does not make a difference so it is not info

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25
Q

characteristics of good information

A

accurate information - correct and complete that have been processed correctly

timely

relevant to

  • context
  • subject

just barely sufficient

worth its cost

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26
Q

accurate info

A

info that is factual and verifiable

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27
Q

(T/F) IS becomes a waste of time and money as users develop workarounds to avoid inaccurate data?

A

true

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28
Q

(T/F) over time, info may lose its level of accuracy and can sometimes create serious problems

A

true

29
Q

timely information

A

info that is produced in time for its intended use

30
Q

(T/F) in some cases, developing systems that provide info in near real-time is much more difficult and expensive than producing info a few hours later

A

true

31
Q

relevant information

A

relevant to SUBJECT and CONTEXT

32
Q

sufficient information

A

adequate information to perform the task but just barely

33
Q

(T/F) the higher you rise in management, the more info you will be given and the more info you will need to dissect

A

false - the more info you will need to ignore

34
Q

worth its cost

A

when an appropriate relationship exists between the cost of information and its value

35
Q

(T/F) any time a good is moved or a service is provided, data and info are always created

A

TRUE

moving something from one place to another creates new information about the location of that thing

during the move, the thing may change ownership (data) or may itself be modified (data)

36
Q

(T/F) any time there is a physical flow, there is the potential to capture a flow of info

A

true

37
Q

(T/F) we always collect info when we have the potential to do so

A

false - only when we need to collect

38
Q

(T/F) the business process generates info by bringing together important items of data in a context

A

true

39
Q

business process management

A

the process of generating information that will be useful for management and strategy decisions

a field of management that promotes the development of effective and efficient processes through continuous improvement and innovation

40
Q

(T/F) Often innovation in business processes are developed by integrating information technology into a business process

A

true

41
Q

total quality management

A

a business process improvement method focused on improving quality

42
Q

six sigma

A

a business process improvement method developed by Motorola that focuses on developing QUALITY

43
Q

lean production

A

a manufacturing method focused on using resources as EFFICIENTLY as possible

44
Q

(T/F) Well-run organizations do not constantly seek better ways of providing goods and services to their customers

A

FALSE - they constantly seek

45
Q

(T/F) information about the business process is always the starting point for understanding what can and should be changed

A

true

46
Q

(T/F) the more you are able to understand business processes, the WORSE you will be able to successfully manage the process

A

false

47
Q

the outermost components, hardware and people are ______

A

actors - they take actions

48
Q

the software and procedures are both ______

A

a set of instructions

49
Q

data’s role in IS

A

forms the bridge between computer side and human side

50
Q

an activity in a business process being handled by an automated system means that

A

work formerly done by people who followed procedures has been changes so that computers now do that work by following instructions in software

51
Q

automated system

A

an information system in which the hardware and software components do most of the work

52
Q

manual system

A

an information system in which the activity of processing information is done by people, without the use of automated processing

53
Q

decisions occur at three levels

A 
operational: day-to-day (short term)
managerial
strategic (long term)
54
Q

transactional processing systems (TPS)

A

an information system that supports operation decision making

55
Q

managerial decisions

A

decisions that concern the allocation and use of resources

56
Q

management information systems

A

IS that help businesses achieve their goals and objectives

57
Q

strategic decisions

A

decisions that concern broader-scope, organizational issues

58
Q

2 decisions making processes

A

structured

unstructured

59
Q

structured decision

A

a type of decision for which there is a formalized and accepted method for making the decision

standard method

60
Q

unstructured decision

A

a type of decision for which there is no agreed-on-decision-making method

61
Q

operational level tend to be

A

structured

62
Q

managerial level tend to be

A

structured and unstructured

63
Q

strategic level tend to be

A

unstructured

64
Q

typical steps in decision-making process

A

intelligence gathering
formulation of alternatives
choice implementation
review

65
Q

intelligence gathering

A

the first step in the decision-making process in which decision makers determine what is to be decided, what the criteria for selection will be, and what data are available

66
Q

alternatives formulation

A

a step in the decision-making process in which decision makers lay out various alternatives

67
Q

implementation

A

a step in the decision-making process in which decision makers implement the alternatives they have selected

68
Q

review

A

the final step in the decision-making process, in which decision makers evaluate results of their decision and, if necessary, repeat the process to correct or adapt the decision

BUSN 237 (5 decks)

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