Intro Flashcards
the difference between an information system and information technology
Information technology is the computer and communication hardware and software that make information systems possible. An information system is the combination of the information technology, with organisational infrastructure and trained people, that allows organisations to collect, process, store and provide as output the information needed to complete business processes
an example of an information system that the university would operate
The online student records system that collects, processes, stores and reports the results achieved by each student
Digital disruption
the term used to describe the way in which digital technologies are having impact across all industries and sectors
Riemer and Johnston (2013) have classified the possible focii of disruption as disruptions to:
individual life practices, work practices, business practices, industry structures, societal systems
Information technology and information systems diagram
Photo in favourites 5th March
The TOP framework
Technology
Organisations
People
Technology
Technology supports the performance of diverse business tasks. Available technologies and their use change over time. For example, with the emergence of personal productivity tools people now tailor their use of technology to immediate functional needs. As business requirements and technology change, end-user usage alters. Some technological features or creations are maintained and embedded in business organisational systems, as others are abandoned and forgotten.
Communications technologies
Communication technologies connect areas within organisations to ensure the integration of tasks and the development of shared understandings. The knowledge created as a result reflects the objec- tives of the organisation and creates examples of best practice, where people coordinate information technology and the business processes that result in a product or service.
Technology and the evolution of organisations
Organisations evolve, in part to embrace and exploit technologies. Routine and repetitive low- order skill-based work has been automated and computer competency is now an assumed, critical job skill. Organisational models, structures, cultures, communication networks and problem solving approaches have evolved to support the human capacity to request, organise and use infor- mation to create knowledge and innovate.
Communication technologies and the evolution of organisations
Communication technologies have also enabled people to communicate beyond organisational structural and hierarchical boundaries and beyond traditional geographical limitations. The concept of an organisational boundary has changed. The notion of the organisation now encompasses industries where cooperating partners using interorganisational information systems to enable integration across entire supply chains, from raw product producers to retail outlets.
People
Finally, people complete the thinking work; they handle exceptions, provide services, communi- cate and solve problems.
A philosophy of end user computing has emerged
For some applications in business it is now easier to train end-users to complete their own computing tasks than to employ information technology specialists and train them in the functional objectives of the organisation.
I.T. as an amplifier
IT tends to be an amplifier. If good organisational processes are in place to begin with, and the IT is implemented in a well-planned way, then the introduction of appropriate IT systems can enhance those processes, resulting in more efficient and effective people and structures. If bad processes are in place, or if the IT is implemented badly, the introduction of IT exacerbates existing failings and inefficiencies and results in lower staff morale and effectiveness.
Steve jobs
Steven Paul “Steve” Jobs (February 24, 1955 – October 5, 2011) was an American entrepre- neur and inventor, who was the co-founder, chairman, and CEO of Apple Inc. Through Apple, he was widely recognized as a charismatic pioneer of the personal computer revolution.
Daniel singer
Daniel Singer “Dan” Bricklin (born 16 July 1951), often referred to as “The Father of the Spreadsheet”, is the American co-creator of the VisiCalc spreadsheet program.
Bill gates
William Henry “Bill” Gates III (born October 28, 1955) is the former chief executive and current chairman of Microsoft, the world’s largest personal-computer software company. Microsoft launched its first retail version of Microsoft Windows on November 20, 1985.
Sir Timothy
Sir Timothy John Berners-Lee, computer scientist, best known as the inventor of the World Wide Web, an easy and conven- ient way of distributing information across the interne
Mark Zuckerberg
Mark Elliot Zuckerberg (born May 14, 1984) is an American computer programmer and internet entrepreneur. He is best known as a co-founder of the social networking website Facebook.
Google offers online pro- ductivity software including email (Gmail), a cloud storage service (Google Drive), an office suite (Google Docs) and a social networking service (Google+). Cloud computing is the delivery of computing as a service rather than a product, whereby shared resources, software, and information are provided to computers and other devices as a utility (like the electricity grid) over a network (typically the Internet)
Individual life practices example
Mobile connectivity disrupts established work-life boundaries
Work practices example
Narrating work via microblogging in the workplace changes what counts as (valuable) work
Business practices example
Workplace social media disrupts the way information travels in the organisation and induces shifts in power relationships
Industry structures example
Digitisation of media content and user-generated content
disrupts traditional value chains of content production and delivery
Societal systems example
Social media participation disrupts traditional practices of public opinion making
Business organisational structure
Business organisational structure refers to the interrelated components (subsystems) of a business and the way these components are related to each other. Depending on the goals of the and approach to management, a number of structures can be used. The structure adopted directly affects the flow of data and information within the organisation and deter- mines how business information systems are viewed and what kinds of business information systems are to be used.
3 types of structures
Traditional
Project
Team/multi dimensional
Traditional/hierarchical.
The traditional (hierarchical) organisational structure is built on the division of responsibilities according to individual business functions. These business functional areas are usually organised into departments such as marketing, production, accounting, research and development, and so on. The traditional organisational structure is hierarchical, since it can be viewed as a series of levels (layers) like an inverted tree, with those at higher levels having more power and authority
Line position and staff position - traditional
The positions or departments that are directly associated with the making, packing or shipping of goods are called line positions. A production supervisor who reports to a deputy general manager of production is an example of a line position. Other positions may not be directly involved with the formal chain of command but may assist a department or area. These are staff positions, such as a legal counsel reporting to the general manager.
Modernised organisational structures
The focus of organisational thinking during the first 15 years of the 21st century has moved to the concept of the ‘agile organisation’.
Agile enterprises thrive when structured in non-hierarchical ways. As such, alternate organisational structures have emerged: project, team and multidimensional.
Agile organisation
An agile organisation is quick to respond to changes in the marketplace or environment. The ‘agile or entrepreneurial organisation’ focuses on customer satisfaction and the delivery of exemplary service which calls for customized rather than standardised offerings. A highly agile organisation reacts successfully to the emergence of new technologies and innovates as a response to external threats to business or recognised opportunities.
Business environment
The business environment is everything external to a business that can affect its functioning, includ- ing competitors, suppliers, customers, regulatory agencies, and social and economic conditions;
Business
The business consists of the business processes that exist and compete in the business environment to achieve agreed purposes and produce agreed products and/or services;
Business process
A business process is a related set of steps or activities that use people, information, and other resources to create value for the internal and external customers of the business;
Information system
An information system is a combination of information technology, organisational infrastruc- ture and trained people organised to collect, process, store and provide as output the information needed to complete one or more business processes
Information technology
Information technology is the computer and communication hardware and software that make information systems possible.
I.T. Example
Computer and Communication Hardware and Software
I.S. Example
Organisational Infrastructure
People
Business processes example
Steps
Activities
Business environment example
Social conditions Customers Competitors Suppliers Regulatory Agencies Economic conditions
The project organisational structure
The project organisational structure is based on allocating the responsibilities and resources to the main products or services in an organisation. For example, in a manufacturing firm that produces numerous types of products, each type is produced by a separate unit. Traditional functions such as marketing, accounting and production are positioned within these main units.
Project structure is often temporary. When the project is complete, the project members go on to new teams formed for the completion of some other project. This is particularly true for businesses in the networked economy, in which changes and business reorganisations are a part of life.
Team organisational structure
The team organisational structure is centred on work teams or groups. In some cases, these teams are small; in other instances, they can be very large. Typically, a team has a team leader who reports to an upper-level manager in the organisation. Depending on the tasks being performed, the team can be either temporary or permanent.
multi-dimensional organisational structure
A multi-dimensional organisational structure (Figure 1.4) may incorporate several structures at the same time. It is a hybrid organisational structure aiming to take full advantage of each individual organisational structure. For example, an organisation might have both traditional functional areas and major project units. It is not uncommon to find this kind of organisational structure in multina- tional corporations such as Microsoft, BHP Billiton and Telstra.
Multi-dimensional pros
The popularity of the multi-dimensional organisational structure is due to its ability to simultaneously stress both traditional corporate areas and important product lines. It can create an effective balance between control and autonomy within an organisation and facilitate communication within the organisation.
Knowledge Economy
In the 21st century the term ‘information society’ was widely replaced by the term ‘knowledge economy’. On the one hand, the replacement of the word ‘information’ with the word ‘knowledge’ refers to an increasing focus on the incorporation of information into our understanding of the world around us. On the other hand, the use of the term ‘knowledge’ does overstate the level at which most people are performing in their everyday working lives.
To support business operations in the knowledge economy, two important work functions emerged:
Business analytics
Knowledge Management
Business analytics
The task of applying various technologies and algorithms to extract, from large business data repositories (sometimes called “big data”), insights that
Descriptive analytics
Predictive analytics
Prescriptive analytics
Knowledge management
The process of capturing, developing, sharing, and effectively using organisational knowledge (including the knowledge generated through the practice of business analytics). Knowledge management refers to a multi-disciplined approach to achieving organisa- tional objectives by making the best use of knowledge.
Information society/Knowledge economy
Either term can be used to refer to the current state of advanced societies such as in North America, Europe, Japan and Australia, where most people spend most of their working day dealing with data, information or knowledge, rather than making goods or growing food.
Figures 1.2-1.4
Photos in favourites 5 March (last day of the first month with Sam of being official)
Descriptive analytics
build understanding of current business activity
Predictive analytics
predict future business performance
Prescriptive analytics
prescribe the optimum decision to take at the present time
Multi dimensional cons
A disadvantage of this structure, however, is the multiple lines of authority that are created within the organisation that may lead to conflict if not handled adequately.
