Chapter 3 - Information Systems, Organizations and Strategy

1.  The features of organizations that managers need to know in order to build and use information systems successfully and the impact it has on organizations.

As every modern organization differs in goals, groups served, social roles, leadership styles, incentives, types of tasks performed and type of structure.  Knowing those differences helps explain the difference in way in which organizations use information systems.  As an organization and an information system become intertwined they inherently influence each other.  Ultimately the information system must serve the organization.

2.  Porter's Competitive Forces Model

In Porter's competitive forces model the strategic position of the firm and it's strategies are determined by competition with it traditional direct competitors, but they are also greatly affected by new market entrants, substitute products and services, suppliers and customers and customers.  

3.  Value Chain and Web Models

The value chain model highlights specific activities in the business where competitive strategies and information systems will have the greatest impact.  The model views the firm as a series of primary and support activities that add value to a firm's products or services.  A company's value chain can be linked to the value chain of its suppliers, distributors, and customers.  A value chain consists of information systems that enhance competitiveness by promoting the use of standards and industry wide consortia.

4.  Information systems help businesses use synergies, core competencies and network based strategies to achieve competitive advantage.

As firms consist of multiple business units, information systems help achieve additional efficiencies or enhance services by tying together the operations of disparate business units.  Because IS promote the sharing of knowledge across business units they help corporations leverage their core competencies.  Virtual based company strategy uses networks to link to other firms so that a company can use the capabilities of other companies to build market and distribute products and services.

5.  Challenges posed by strategic information systems.

The implementation of strategic information systems typically requires extensive organizational change and a transition from one societechnical level to another.  The strategies are called strategic transitions and are commonly difficult and hard to execute.  Not all strategic systems are profitable and are often not worth the difficulty associated with implementing them. 

 

Chapter 2 - Global E-business and Collaboration

1.  Business processes and how they relate to information systems.

A business process is a logically related set of activities that defines how specific business tasks are performed, and it represents a unique way in which an organization coordinates work, information and knowledge.  It is crucial that managers pay attention to business processes because it determines how business should be carried out.  Every major business function has a process that belongs to it and many of these processes are cross functional.

2.  Systems serve the different management groups in a business.

Transaction processing systems are referred to as TPS and they help operational management process payroll and orders as well as track the daily routines necessary to conduct business.  Management information systems (MIS) produce reports to help serve middle management functions by condensing TPS.  Decision support systems (DSS) support the unique and ever-changing decision making needs of businesses.  Each of these systems provides business intelligence that helps managers and enterprise employees make informed decisions.

3. Systems that link the enterprise improve organizational performance.

Customer relationship management (CRM) systems coordinate the business processes surrounding a firm's customers.  The knowledge management systems enable firms to enhance the creation, sharing and distribution of knowledge.

4.  Systems for collaboration and teamwork are important.

Collaboration and teamwork has become an integral part of the business world because of globalization, the decentralization of decision making and growth in jobs where job interaction is the primary value adding activity.  Collaboration tools include email, instant messaging, wikis, videoconferencing systems, virtual worlds, social networking, cell phones and internet collaboration platforms like Google Apps/Sites, Microsoft SharePoint and Lotus Notes.

5.  The role information systems play in business.

Typically the information systems department is business unit that is responsible for information technology services.  It maintains the hardware, software, data storage and networks that comprise a company's IT infrastructure.  The information systems department includes specialists, such as programmers, system's analysts, project leaders and information systems managers.

Chapter 1 - Information Systems in Global Business Today

1.New information systems are modernizing businesses.

Breakthroughs in technology such as the iPhone, iPad, Blackberry, etc. have pushed businesses even further into the future of technology.  The business community uses these new forms of technology so frequently that many businesses depend on their benefits in order to be successful.  Organizations are constantly striving to be more competitive and efficient and by digitally enabling their primary work processes; this gives them the opportunity to touch more customers and operate on a global scale.  The new trends in information systems include online software as a service, cloud computing and emerging mobile digital platform.

2. Information systems are essential for running and managing a business today.


The survival of your business in some industries is grim without a heavy reliance on information technology.  There are six major objectives of business operational excellence, new products, services, and business models: customer/supplier intimacy; improved decision making: competitive advantage and day to day survival.


3.  Defining what an information system is in terms of technical and business perspectives.

From a technical standpoint, an information system collects, stores and disseminates information from an organizations environment and internal operations to support organizational functions and decision making, communication, control, analysis, and visualization.  In the business world information systems provide a solution to a problem or challenge facing a firm and represent a combination of management, organization and technology elements.


4.  Defining what complementary assets are and how they're used in business.


In order to get meaningful value from information systems, organizations must support their technology investments with appropriate complementary investments in organizations and management.  The complementary investments/assets include new business model and business processes, supportive organizational culture and management behavior, appropriate technology standards, regulations and laws.


5.  Academic disciplines used in information systems.


Computer science, management science and operations research are the disciplines that contribute to the technical aspect of information systems.  The disciplines contributing to the behavioral approach focusing on the design, implementation, management and business impact of systems are psychology, sociology and economics.