Why Information Systems ?
Introductory Note
IS 655
The Reasons for Participating in
Decisions about IS
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IS must be managed as a critical resource.
IS enable change in the way people work
together.
IS are part of almost every aspect of business.
IS enable business opportunities and new
strategies.
IS can be used to combat business challenges
from competitors.
Intro Note
2
What If a Manager Doesn’t
Participate
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Fail to make critical decisions on how
Information Systems supporting business goal.
Fail to make critical decisions on how
Information Systems supporting organization
systems.
Intro Note
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Skills of Successful Managers
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Visionary
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Creativity
Curiosity
Confidence
Focus on Business Solution
Flexibility
Intro Note
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Skills of Successful Managers…
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Informational and Interpersonal
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Communication
Information gathering
Interpersonal/Social skills
Intro Note
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Skills of Successful Managers…
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Structural
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Project management
Analytical skills
Organizational skills
Planning skills
Intro Note
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Basic Assumptions
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Assumptions about Management
Assumptions about Business
Assumptions about Information Systems
Intro Note
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Assumptions about
Management
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Tactical Roles
- Planning
- Organizing
- Leading
- Controlling
Intro Note
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Assumptions about
Management …
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Strategic Roles
- Interpersonal
- Informational
- Decisional
Intro Note
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Assumptions about Business
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Functional View
STRATEGIC
TACTICAL
OPERATIONAL
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Intro Note
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Assumptions about Business …
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Process View
VALUE
FIRM INFRASTRUCTURE
HUMAN RESOURCE MANAGEMENT
TECHNOLOGY DEVELOPMENT
PROCUREMENT
INBOUND
LOGISTICS
OPERATIONS
OUTBOUND
LOGISTIC
COST
Intro Note
MARKETING
& SALES
LOGISTIC
SERVICE
MARGIN
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Decision-Making in
an Organization
Intro Note
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Decision-Making Levels
in an Organization
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Executive Level
• Long-term decisions (Strategies)
• Unstructured decisions (Competitions)
Managerial Level
• Decisions covering weeks and months (Tactics)
• Semi-structured decisions (Effectiveness)
Operational Level
• Day-to-day decisions (Operations)
• Structured decisions (Efficiency)
Intro Note
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STRATEGIC
TACTICAL
OPERATIONAL
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VALUE CHAIN
Intro Note
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Value-Added Activities
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Customer-Value-Added Activity (maximize)
a business process that a customer is willing to
pay for
Business-Value-Added Activity (minimize)
• a business process that is essential to managing
an organization
Non-Value-Added Activity (eliminate)
• customer will not pay for; business value will not
be increased
Goals of a business system: effective, efficient,
competitive.
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Intro Note
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BUSINESS DRIVERS
BPR, CRM,
SCM, e-Biz, etc.
Business
Data
BUSINESS
BUSINESS
CONTEXT
CONTEXT
Business
Users
KNOWLEDGE
KNOWLEDGE
PROCESS
PROCESS
INTERFACE
INTERFACE
Database
Database
Information
Information Processing
Processing
Business
Business Rules,
Rules, Procedures
Procedures
Input,
Input, Output
Output
Location,
Location, Security
Security
Hardware
Hardware
Software
Software
Networking
Networking
ERP, Object, Mobile,
Collaborative, etc.
TECHNOLOGY DRIVERS
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Information Systems that Span
Organizational Boundaries
Intro Note
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Information Systems Supporting the
Functional Areas
Intro Note
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Information Systems in Organization
STRATEGIC
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People
EXECUTIVE INFORMATION SYSTEMS
TACTICAL
MANAGEMENT INFORMATION SYSTEMS
OPERATIONAL
TRANSACTION PROCESSING SYSTEMS
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Process
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Some Visions of “Visionary” Business Leaders
2011 Your “Visionary” Manager: “We don’t need the passing fad IS !!!”
2012 Your “Visionary” Manager declares bankruptcy !!!
Intro Note
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