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ITM > midterm > Flashcards

midterm Flashcards

1
Q

Business Challenges

A

– Mounting competition from online retailers
– Take advantage of opportunities provided by new technology

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2
Q

Solution business challenge

A

– system helps stores manage pickup
– AWM Smart Shelf enables retailers to view and track products in real-time; locate products using mobile devices; personalizes shopper experiences
– AWM Frictionless enables low-contact cashierless checkout

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3
Q

New Business Models

A

Online streaming and downloadable video

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4
Q

What’s New in Management
Information Systems

A
  • IT Innovations
  • New Business Models
  • E-commerce Expansion
  • Management Changes
  • Firms and Organizations Change
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5
Q

Management Changes

A

– Managers becoming more mobile
– Managers use social networks, collaboration tools
– Business intelligence applications accelerate

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6
Q

Firms and Organizations Change

A

– More collaborative, less emphasis on hierarchy and structure
– Greater emphasis on competencies and skills
– More accurate decision making based on data
and analysis
– More willingness to interact with consumers (social media)
– Better understanding of the importance of IT

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7
Q

Opportunities: A flattened World

A

– Drastic reduction of costs of operating and transacting
– Competition for jobs, markets, resources, ideas
– Growing interdependence of global economies
– New skills, markets, opportunities

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8
Q

Emerging Digital Firm

A
  • Fully digital firm:
    – Significant business relationships are digitally enabled and mediated
    – Core business processes are accomplished through digital networks
    – Key corporate assets are managed digitally
  • Greater flexibility in organization andmanagement
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9
Q

Strategic Business Objectives of
Information Systems

A
  • Growing interdependence:
    – Ability to use information technology
    – Ability to implement corporate strategies and achieve corporate goals
  • Invest heavily in information systems to achieve six strategic business objectives:
    1. Operational excellence
    2. New products, services, and business models
    3. Customer and supplier intimacy
    4. Improved decision making
    5. Competitive advantage
    6. Survival
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10
Q

Operational Excellence

A
  • Improved efficiency results in higher profits
  • Improve efficiency and productivity
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11
Q

New Products, Services, and
Business Models

A
  • Enable firms to create new products, services, and business models
  • Business model: how a company produces, delivers, and sells its products and services
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12
Q

Customer and Supplier Intimacy

A
  • Customers who are served well become repeat customers who purchase more
  • Close relationships with suppliers result in lower costs
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13
Q

Improved Decision Making

A
  • Real-time data improves ability of managers to make decisions
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14
Q

Competitive Advantage

A
  • Often results from achieving previous business objectives
  • Advantages over competitors
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15
Q

What Is an Information System

A
  • the hardware and software a
  • Information system: interrelated components that manage information to:
    – Support decision making and control
    – Help with analysis, visualization, and product creation
  • Data: streams of raw facts
  • Information: data shaped into meaningful, useful form
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16
Q

Activities in an information system that produce information:

A

– Input
– Processing
– Output
– Feedback

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17
Q

Feedback

A

– Output is returned to appropriate members of organization to help evaluate or correct input stage

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18
Q

Computer/computer program vs. information system

A

– Technical foundation and tools (similar to the material and tools used to build a house)

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19
Q

Dimensions of Information Systems

A
  • Organizations
  • Management
  • Technology
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20
Q

Dimensions of Information Systems:
Organizations

A
  • Hierarchy of authority, responsibility
    – Senior management
    – Middle management
    – Operational management
    – Knowledge workers
    – Data workers
    – Production or service workers
  • Separation of business functions
    – Sales and marketing
    – Human resources
    – Finance and accounting
    – Manufacturing and production
  • Unique business processes
  • Unique business culture
  • Organizational politics
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21
Q

Dimensions of Information Systems:
Management

A
  • Managers set organizational strategy for responding to
    business challenges
  • In addition, managers must act creatively
    – Creation of new products and services
    – Occasionally re-creating the organization
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22
Q

Dimensions of Information Systems:
Information Technology

A
  • Computer hardware and software
  • Data management technology
  • Networking and telecommunications technology
    – Networks, the Internet, intranets and extranets, World Wide Web
  • IT infrastructure: provides platform that system is built on
23
Q

Business Perspective on Information Systems

A
  • Information system is instrument for creating value
  • Investments in information technology should result in
    – Productivity increases
    – Revenue increases
    – Superior long-term strategic positioning
24
Q

Business information value chain

A

– Raw data acquired and transformed through stages that add value to that information
– Value of information system leads to better decisions, greater efficiency, and higher profits

25
Q

Complementary Assets

A

– Examples of organizational assets
 Appropriate business model
 Efficient business processes
– Examples of managerial assets
 Incentives for management innovation
 Teamwork and collaborative work environments
– Examples of social assets
 The Internet and telecommunications infrastructure
 Technology standards

26
Q

Technical Approach

A
  • Emphasizes mathematically based models
  • Computer science, management science, operations
    research
27
Q

Behavioral Approach

A
  • Behavioral issues
  • Psychology, economics, sociology
28
Q

Management information systems of Sociotechnical Systems

A

Combine computer science, management science,
operations research, and practical orientation with
behavioral issues

29
Q

Four main factors of Sociotechnical Systems

A

– Suppliers of hardware and software
– Business firms
– Managers and employees
– Firm’s environmen

30
Q

Sociotechnical view

A

– Optimal organizational performance achieved by jointly optimizing both social and technical systems used in production
– Avoid purely technological approach

31
Q

Problem Transforms Sharp
Corporation

A

– Hierarchical top-down processes
– New competitors
– Lack of collaboration and idea sharing

32
Q

Solution Transforms Sharp
Corporation

A

– Develop knowledge-sharing strategy and goals
– Redesign knowledge-sharing and collaboration processes
– Change organizational culture
– Implement Microsoft Yammer collaboration software

33
Q
  • Business processes
A

– Flows of material, information, knowledge
– Logically related set of tasks that define how specific
business tasks are performed
– May be tied to functional area or be cross-functional

34
Q

Examples of functional business processes

A

– Manufacturing and production
 Assembling the product
– Sales and marketing
 Identifying customers
– Finance and accounting
 Creating financial statements
– Human resources
 Hiring employees

35
Q

How Information Technology Improves
Business Processes

A
  • Increasing efficiency of existing processes
  • Enabling entirely new processes
36
Q

Systems for Different Management
Groups

A
  • Transaction processing systems
    – Serve operational managers and staff
    – Perform and record daily routine transactions
    – Monitor status of operations and relations
    – Serve predefined, structured goals and decision making
  • Systems for business intelligence
    – Data and software tools for organizing and analyzing
    – Make improveddecisions
  • Management information systems
  • Decision support systems
  • Executive support systems
37
Q

Management Information Systems (MIS)

A
  • Serve middle management
  • Provide reports on firm’s current performance, based on data from TPS (Transaction Processing System)
  • Provide answers to routine questions with predefined procedure for answering them
  • Typically have little analytic capability
38
Q

Decision Support Systems (DSS)

A
  • Serve middle management
  • Support nonroutine decision making
  • May use external information as well as TP S / M I S data
  • Model driven DS S (Decision Support System)
    – Voyage-estimating systems
  • Data driven DS S
    – Intrawest’s marketing analysis systems
39
Q

Executive Support Systems (ESS)

A
  • Support senior management
  • Address nonroutine decisions
    – Requiring judgment, evaluation, and insight
  • Incorporate data about external events, summarized information from internal M I S and DS S
40
Q

Enterprise Applications

A
  • Systems for linking the enterprise
  • Span functional areas
  • Execute business processes across the firm
  • Include all levels of management
  • Four major applications
    – Enterprise systems
    – Supply chain management systems
    – Customer relationship management systems
    – Knowledge management systems
41
Q

Enterprise Systems (ERP)

A

Also called Enterprise Resource Planning (ER P) systems
* Integrate data from key business processes into single system
* Speed communication of information throughout firm
* Enable greater flexibility in responding to customer requests, greater accuracy in order fulfillment
* Enable managers to assemble overall view of operations

42
Q

Supply Chain Management (SC M)
Systems

A
  • Manage relationships with suppliers, purchasing firms, distributors, and logistics companies
  • Manage shared information about orders, production, inventory
    levels
  • Move correct amount of product from source to destination as quickly as possible, lowest cost
  • Type of interorganizational system: Automating flow of information across organizational boundaries
43
Q

Customer Relationship Management
(CR M) Systems

A
  • Help manage relationship with customers
  • Coordinate business processes that deal with customers in sales,
    marketing, and customer service
  • Goals:
    – Optimize revenue
    – Improve customer satisfaction
    – Increase customer retention
    – Identify and retain most profitable customers
    – Increase sales
44
Q
  • Transaction processing systems
A

– Serve operational managers and staff
– Perform and record daily routine transactions
– Monitor status of operations and relations
– Serve predefined, structured goals and decision making

45
Q

Knowledge Management Systems
(KMS)

A
  • Manage processes for capturing and applying knowledge
    and expertise
  • Collect relevant knowledge and make it available wherever
    needed in the enterprise to improve business processes
    and management decisions
  • Link firm to external sources of knowledge
46
Q

Intranets and Extranets

A
  • Technology platforms that increase integration and expedite the flow of information
  • Intranets:
    – Internal networks based on Internet standards
    – Often are private access area in company’s website
  • Extranets:
    – Company websites accessible only to authorized vendors and suppliers
    – Facilitate collaboration
47
Q

E-business, E-commerce, and
E-government

A
  • E-business
    – Use of digital technology and Internet to drive major business processes
  • E-commerce
    – Subset of e-business
    – Buying and selling goods and services through Internet
  • E-government
    – Using Internet technology to deliver information and services to citizens, employees, and businesses
48
Q

What is Social Business?

A

– Use of social networking platforms to engage employees, customers, and
suppliers
* Aims to deepen interactions and expedite information
sharing
* “Conversations” to strengthen bonds with customers
* Requires information transparency
* Seen as way to drive operational efficiency, spur innovation, accelerate decision making

49
Q

Business Benefits of Collaboration
and Teamwork

A
  • Investment can return large
    rewards
  • Productivity: Sharing knowledge and resolving problems
  • Quality: Faster resolution of quality issues
  • Innovation: More ideas for products and services
  • Customer service: Complaints handled more rapidly
  • Financial performance: Generated by improvements in factors above
50
Q

Collaborative Culture and
Business Processes

A
  • “Command and control” organizations
    – No value placed on teamwork or lower level participation in decisions
  • Collaborative business culture
    – Senior managers rely on teams of employees
    – Policies, products, designs, processes, and systems rely on teams
    – The managers purpose is to build teams
51
Q

Tools and Technologies for
Collaboration and Social Business

A
  • E-mail and instant messaging (I M)
  • Wikis
  • Virtual worlds
  • Collaboration and social business platforms
52
Q

Evaluating and Selecting Collaboration and Social Software Tools

A

Time/space matrix
* Six steps in evaluating software tools
– Identify your firm’s collaboration challenges
– Identify what kinds of solutions are available
– Analyze available products’ cost and benefits
– Evaluate security risks
– Consult users for implementation and training issues
– Evaluate product vendors

53
Q

The Information Systems Department

A
  • Often headed by chief information officer (CI O)
    – Other senior positions include chief security officer (CS O), chief knowledge officer (CK O), chief privacy officer (CP O), chief data officer (CD O)
  • Programmers
  • Systems analysts
  • Information systems managers
  • End users
54
Q

Information Systems
Function

A
  • I T governance
    – Strategies and policies for using I T in the organization
    – Decision rights
    – Accountability
    – Organization of information systems function
     Centralized, decentralized, and so on

ITM (3 decks)

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