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TTTT1113 > chapter 2 (understanding and modeling organizational systems) > Flashcards

chapter 2 (understanding and modeling organizational systems) Flashcards

1
Q

Three Main Forces Interacting to Shape Organizations

A
  • Levels of management
  • Design of organizations
  • Organizational cultures
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2
Q

Organizations are Composed of
Interrelated Subsystems

A

Influenced by organizational cultures and subcultures

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3
Q
  • Influenced by levels of management decision makers that
    cut horizontally across the organizational system
A

– Operations
– Middle management
– Strategic management

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4
Q

Organizations as Systems

A
  • Conceptualized as systems designed to accomplish
    predetermined goals and objectives
  • Composed of smaller, interrelated systems serving
    specialized functions
  • Specialized functions are reintegrated to form an effective
    organizational whole
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5
Q

Interrelatedness and Independence of
Systems

A
  • All systems and subsystems are interrelated and
    interdependent
  • All systems process inputs from their environments
  • All systems are contained by boundaries separating them
    from their environments
  • System feedback for planning and control
  • An ideal system self-corrects or self-regulates itself
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6
Q

Organizational Environments (Community)

A

– Physical location
– Demographic profile (education, income)

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7
Q

Organizational Environments (economic)

A

– Market factors
– Competition

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8
Q

Organizational Environments (political)

A

– State and local government

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9
Q

Organizational Environments (legal)

A

– Federal, state, regional, local laws, and guidelines

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10
Q

Virtual Organizations and Virtual Teams

A
  • A virtual organization has parts of the organization in
    different physical locations
  • Computer networks and communications technology are
    used to bring virtual teams together to work on projects
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11
Q

Benefits of Virtual Organizations and
Teams

A
  • Possibility of reducing costs of physical facilities
  • More rapid response to customer needs
  • Helping virtual employees to fulfill their familial obligations
    to children or aging parents
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12
Q

Taking a Systems Perspective

A
  • Allows system analyst to understand businesses they will
    come into contact with
  • It is important that members of subsystems realize that
    they are interrelated with other subsystems
  • Problems occur when each manager thinks that his/her
    department is the most important
  • Bigger problems may occur when that manager rises
    through the ranks
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13
Q

Enterprise Resource Planning

A
  • Enterprise Resource Planning (ERP) is an integrated
    organizational information system
  • Software that helps the flow of information between the
    functional areas within the organization
  • Recently ERP systems are moving to cloud computing
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14
Q

ERP can affect every aspect of the organization,
including:

A

– Design of employees’ work
– Skills required for job competency
– Strategic positioning of the company

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15
Q

Many issues must be overcome for the ERP installation is
to be declared a success:

A

– User acceptance
– Integration with legacy systems and the supply chain
– Upgrading functionality (and complexity) of ERP
modules
– Reorganizing work life of users and decision makers
– Expanded reach across several organizations
– Strategic repositioning of the company

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16
Q

Depicting Systems Graphically

A
  • Context-level data flow diagrams
  • Entity-relationship model
  • Use case modeling
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17
Q

Context-Level Data Flow Diagrams

A

Focus is on the data flowing into and out of the system
and the processing of the data

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18
Q

Shows the scope of the system:

A

– What is to be included in the system
– The external entities are outside the scope of the
system

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19
Q

Entity-Relationship Model

A
  • Focus is on the entities and their relationships within the
    organizational system
  • Another way to show the scope of a system
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20
Q

Relationships show how the entities are connected
* Three types of relationships:

A

– One-to-one
– One-to-many
– Many-to-many

21
Q

Entities

A
  • Fundamental entity
  • Associative entity
  • Attributive entity
22
Q

Creating Entity-Relationship Diagrams

A
  • List the entities in the organization
  • Choose key entities to narrow the scope of the problem
  • Identify what the primary entity should be
  • Confirm the results of the above through data gathering
23
Q

Use Case Modeling

A
  • Part of the unified modeling language (UML)
  • Describes what a system does without describing how
    the system works
  • A view of the system requirements
  • Analyst works with business experts to develop
    requirements
24
Q

Actor

A

– Refers to a particular role of a user of the system
– Similar to external entities; they exist outside of the
system

25
Q

Use case symbols

A

– An oval indicating the task of the use case

26
Q

Connecting lines

A

– Arrows and lines used to diagram behavioral
relationships

27
Q

Primary actors:

A

▪ Supply data or receive information from the system
▪ Provide details on what the use case should do

28
Q

Supporting actors:

A

▪ Help to keep the system running or provide help
▪ The people who run the help desk, the analysts,
programmers, and so on

29
Q

A Use Case Always Provides Three
Things

A
  • An actor that initiates an event
  • The event that triggers a use case
  • The use case that performs the actions triggered by the
    event
30
Q

Use Case Relations
Behavioral relationships

A

– Communicates
▪ Used to connect an actor to a use case
– Includes
▪ Describes the situation in which a use case
contains behavior that is common to more than
one use case
– Extends
▪ Describes the situation in which one use case
possesses the behavior that allows the new case
to handle a variation or exception from the basic
use case
– Generalizes
▪ Implies that one thing is more typical than the other
thing

31
Q

scope

A
  • System scope defines its boundaries
    -Actors are always outside of scope
    -Communication lines are the boundaries and define the
    scope
32
Q

System scope defines its boundaries:

A

– What is in or outside the system
– Project has a budget that helps to define scope
– Project has a start and an end time

33
Q

Developing Use Case Diagrams

A
  • Review the business specifications and identify the actors
    involved
  • Identify the high-level events and develop the primary
    use cases that describe those events and how the actors
    initiate them
  • Review each primary use case to determine the possible
    variations of flow through the use case
  • The context-level data flow diagram could act as a
    starting point for creating a use case
34
Q

Three main areas of developing the use case scenarios:

A

– Use case identifiers and initiators
– Steps performed
– Conditions, assumptions, and questions

35
Q

Use Case Header Area

A
  • Has a name and a unique ID
  • Include application area
  • List actors
  • Include stakeholders
  • Include the level
  • Has a brief description of the use case
36
Q

Use case levels describe how global or detailed the use
case description is:

A

– White (like clouds): enterprise level
– Kite: business unit or department level
– Blue (sea level): user goals
– Indigo (or fish): functional or subfunctional
– Black (or clam): most detailed

37
Q

Alternative Scenarios

A
  • Extensions or exceptions to the main use case
  • Number with an integer, decimal point, integer
  • Steps that may or may not always be used
38
Q

Use Case Footer Area

A
  • Preconditions—need to be met before use case can be
    performed
  • Postconditions or the state of the system after the use
    case has finished
  • Assumptions
  • Minimal guarantee
  • Success guarantee
  • Outstanding issues
  • Optional priority and risk
39
Q

Four Steps Used to Create Use Cases

A
  • Use agile stories, problem definition objectives, user
    requirements, or a features list
  • Ask about the tasks that must be done
  • Determine if there are any iterative or looping actions
  • The use case ends when the customer goal is complete
40
Q

Why Use Case Diagrams Are Helpful

A
  • Identify all the actors in the problem domain
  • Actions that need to be completed are also clearly shown
    on the use case diagram
  • The use case scenario is also worthwhile
  • Simplicity and lack of technical detail
41
Q

Reasons for Writing Use
Cases

A
  • Use cases effectively communicate systems requirements because
    the diagrams are kept simple.
  • Use cases allow people to tell stories.
  • Use case stories make sense to nontechnical people.
  • Use cases do not depend on a special language.
  • Use cases can describe most functional requirements (such as
    interactions between actors and applications).
  • Use cases can describe nonfunctional requirements (such as
    performance and maintainability) through the use of stereotypes.
  • Use cases help analysts define boundaries.
  • Use cases can be traceable, allowing analysts to identify links
    between use cases and other design and documentation tools.
42
Q

Management in Organizations
Exists on Three Horizontal Levels

A

3) Operational control
2) managerial planning and control
1) strategic management.

43
Q

Operations Control

A

*Make decisions using predetermined rules that have
predictable outcomes
* Oversee the operating details of the organization

44
Q

Managerial Planning and Control

A
  • Make short-term planning and control decisions about
    resources and organizational objectives
  • Decisions may be partly operational and partly strategic
45
Q

Strategic Management

A
  • Look outward from the organization to the future
  • Make decisions that will guide middle and operations
    managers
  • Work in highly uncertain decision-making environment
  • Faced with semistructured problems
  • Define the organization as a whole
46
Q

Managerial Levels

A
  • Different organization structure
  • Leadership style
  • Technological considerations
  • Organization culture
  • Human interaction
  • All carry implications for the analysis and design of
    information systems
47
Q

Collaborative Design

A
  • External and internal stakeholders follow processes to
    share in designing a system to meet their goals
  • Giving power to those who possess a technical or
    strategic expertise
48
Q

Organizational Culture

A
  • Organizations have cultures and subcultures
  • Learn from verbal and nonverbal symbolism
49
Q

Technology Impact on Culture

A
  • Technology is changing the culture of organizations and
    teams
  • Slack is an employer-sanctioned social media platform,
    or workplace-messaging app
  • Public and private channels
  • Direct or group messages

TTTT1113 (6 decks)

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