Chapter 2: Business Processes and Decision Making Flashcards

1
Q

Business process (aka business system)

A

a series of activities, tasks, or steps designed to produce a product or service. A business process is best thought of as a system

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2
Q

An inventory management system

A

supports the inventory process by collecting information

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3
Q

An inventory database

A

might keep track of what the customers have ordered (quantity ordered) and what is currently in inventory (quantity on hand)

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4
Q

reorder point.

A

When a good in stock hits this point, the inventory management system advises the manager that it is time to order new supplies.

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5
Q

purchase order (PO)

A

which lists the items ordered and the quantity desired

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6
Q

purchase order (PO) List

A

This purchase order is sent to the supplier.

The supplier receives the purchase order and then ships the appropriate goods along with the shipping invoice to the restaurant.

The shipped goods are first checked to make sure the restaurant received what was ordered.

The newly received goods are then placed in inventory and the inventory database is updated with the quantity received.

The supplier is then paid for the goods the supplier has shipped.

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7
Q

A business process consists of

A

1) activities,
2) resources,
3) facilities, and
4) information.

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8
Q

Activities

A

can consist of purely manual actions (people following procedures), automated or controlled procedures used by computers (hardware directed by software), or, as is often the case, a combination of manual and automated procedures.

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9
Q

Reources

A

are items of value. A case of milk is a resource, a person working is a resource, and the customer’s cash is a resource. In Figure 2-1, both suppliers and customers are considered resources because they have value in this process. They are not considered activities because they are external and, therefore, not under the restaurant’s direction and control.

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10
Q

Facilities

A

are structures used within the business process. Resources can be stored within facilities. Examples of facilities include factories, pieces of equipment, trucks, filing cabinets, and the like. In the case of digital resources, facilities might include inventories and databases

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11
Q

Information

A

the fourth element of a business process. Activities use information to determine how to transform the inputs received into the outputs produced. Because this book is about information systems, and understanding the nature of information and ways of defining it are crucial, information created in processes will be our focus.

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12
Q

Business Process Modelling Notation (BPMN)

software industry standards organization called the Object Management Group (OMG) created this

A

BPMN provides four graphical elements that can be used to document a process

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13
Q

Information definition

A

Very hard to have one specific one

most common definition is that information is knowledge derived from data, whereas data is defined as recorded facts or figures.

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14
Q

Another definition of information

A

information is processed data or, sometimes, information is data processed by summing, ordering, averaging, grouping, comparing, or other similar operations.

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15
Q

characteristics of good information.

A

1) Accurate
2) Timely
3) Relevant
- To context
- To subject
4) Just barely sufficient
5) Worth its cost

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16
Q

1) Accurate information

A

Information that is factual and verifiable

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17
Q

information system (IS)

A

Function can develop a bad reputation in the organization if the system is known to produce inaccurate information. In such a case, the IS becomes a waste of time and money as users develop workarounds to avoid the inaccurate data.

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18
Q

2) timely information

A

produced in time for its intended use.

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19
Q

Relevant information

A

both to the context and to the subject

20
Q

Sufficient

A

Adequate information to perform the task

21
Q

Just barely so

A

Information that meets the purpose for which it is generated, but barely so

22
Q

worth its cost

A

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

23
Q

Any time there is a physical flow,

A

there is the potential to capture a flow of information.

24
Q

business process management (BPM)

A

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

25
Q

total quality management (TQM)

A

Method focussed on improving quality

26
Q

Six signma

A

Method focussed on improving quality (motorola)

27
Q

Lean production

A

Focused on using resources as efficiently as possible

28
Q

Automated system

A

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

29
Q

Manual system

A

Done by people without the use of automated processing

30
Q

information systems support decision making by

A

providing the information—the raw material—for many decisions.

31
Q

decisions occur at three levels in organizations:

A

1) operational
2) Managerial
3) Strategic

32
Q

1) operational decisions

A

concern day-to-day activities. Typical operational decisions include the following, for example: How many widgets should we order from vendor A? Should we extend credit to vendor B? Which invoices should we pay today?

33
Q

transaction processing systems (TPS).

A

Information systems that support operational decision making

34
Q

Managerial decisions

A

concern the allocation and utilization of resources.

Examples of typical managerial decisions include the following: How much should we budget for computer hardware and programs for department A next year? How many engineers should we assign to project B? How many square metres of warehouse space do we need for the coming year?

35
Q

Information systems that support managerial decision making are called

A

management information systems (MIS)

36
Q

management information systems (MIS)

A

Information systems that help businesses achieve their goals and objectives

37
Q

Strategic decisions

A

concern broader organizational issues. Examples of typical decisions at the strategic level include the following: Should we start a new product line? Should we open a centralized warehouse in Calgary? Should we acquire company A?

38
Q

Note that, in general, the decision time frame increases as we move from operational to managerial to strategic decisions

A

Operational decisions normally involve actions in the short term: What should we do today or this week? Managerial decisions involve longer time frames: What is an appropriate goal for the next quarter or year? Strategic decisions involve the long term; their consequences may not be realized for years.

39
Q

Structured decision

A

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

A formula for computing the reorder quantity of an item in inventory is an example of a structured decision process

40
Q

Unstructured decision

A

one for which there is no agreed-upon decision making method. Predicting the future direction of the economy or the stock market is a common example.

The prediction method varies from person to person; it is neither standardized nor broadly accepted

41
Q

Again, keep in mind that the terms structured and unstructured refer to the decision making process, not to the underlying subject.

A

IMPORTANT

42
Q

intelligence gathering

A

the decision makers determine what is to be decided, what the criteria for the decision will be, and what data are available

43
Q

Alternatives formulation

A

is the stage in which decision makers lay out various alternatives. They analyze the alternatives and select one during the choice step, and then they implement the decision in the implementation step.

44
Q

Choice

A

Analyze alternatives and select one

45
Q

Implementation

A

Decision makers implement the alternative they have selected

46
Q

Review

A

Final step in decision making process

Makers evaluate results of their decision and if necessary repeat the process to correct or adapt the decision