3.1 CHAPTER 3. INFORMATION SYSTEMS, ORGANIZATIONS, & MANAGEMENT: BUSINESS PROCESSES & ENTERPRISE...
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Transcript of 3.1 CHAPTER 3. INFORMATION SYSTEMS, ORGANIZATIONS, & MANAGEMENT: BUSINESS PROCESSES & ENTERPRISE...
3.3.11
CHAPTER 3. INFORMATION CHAPTER 3. INFORMATION SYSTEMS, ORGANIZATIONS, SYSTEMS, ORGANIZATIONS, & MANAGEMENT:& MANAGEMENT:
BUSINESS BUSINESS PROCESSES & PROCESSES & ENTERPRISE ENTERPRISE SYSTEMSSYSTEMS
3.3.22
LEARNING OBJECTIVESLEARNING OBJECTIVES
• IDENTIFY CHARACTERISTICS OF IDENTIFY CHARACTERISTICS OF ORGANIZATIONSORGANIZATIONS
• RELATE INFO SYSTEMS TO RELATE INFO SYSTEMS TO ORGANIZATIONSORGANIZATIONS
• ASSESS ORGANIZATIONAL & ASSESS ORGANIZATIONAL & INFORMATION TECHNOLOGYINFORMATION TECHNOLOGY
**
3.3.33
LEARNING OBJECTIVESLEARNING OBJECTIVES
• COMPARE THEORIES OF COMPARE THEORIES OF ORGANIZATIONSORGANIZATIONS
• DESCRIBE DECISION PROCESSESDESCRIBE DECISION PROCESSES
• ASSESS IMPLICATIONS OF SYSTEM ASSESS IMPLICATIONS OF SYSTEM DESIGN & IMPLEMENTATIONDESIGN & IMPLEMENTATION
**
3.3.44
MANAGEMENT CHALLENGESMANAGEMENT CHALLENGES
• DIFFICULTIES OF MANAGING DIFFICULTIES OF MANAGING CHANGECHANGE
• FITTING TECHNOLOGY & FITTING TECHNOLOGY & ORGANIZATIONORGANIZATION
**
3.3.55
VP VP VP
CEO ORGANIZATIONORGANIZATION
TECHNICAL DEFINITION:TECHNICAL DEFINITION:
STABLE, FORMAL STRUCTURESTABLE, FORMAL STRUCTURE
• TAKES RESOURCES FROM TAKES RESOURCES FROM ENVIRONMENTENVIRONMENT
• PROCESSES THEMPROCESSES THEM
• TO PRODUCE OUTPUTSTO PRODUCE OUTPUTS
**
3.3.66
ORGANIZATIONORGANIZATION
BEHAVIORAL DEFINITION:BEHAVIORAL DEFINITION:
COLLECTION OFCOLLECTION OF
• RIGHTS, PRIVILEGES, RIGHTS, PRIVILEGES, OBLIGATIONS, RESPONSIBILITIESOBLIGATIONS, RESPONSIBILITIES
• DELICATELY BALANCEDDELICATELY BALANCED
• CONFLICT RESOLUTIONCONFLICT RESOLUTION
**
3.3.77
MEDIATING FACTORS:MEDIATING FACTORS: Environment Environment CultureCultureStructure Structure Standard Procedures Standard Procedures Politics Politics Management Decisions Management Decisions ChanceChance
ORGANIZATIONS & ORGANIZATIONS & INFORMATION TECHNOLOGYINFORMATION TECHNOLOGY
ORGANIZATIONSORGANIZATIONS INFORMATION INFORMATION TECHNOLOGYTECHNOLOGY
3.3.88
EN
VIR
ON
ME
NT
AL
RE
SO
UR
CE
SE
NV
IRO
NM
EN
TA
L R
ES
OU
RC
ES
EN
VIR
ON
ME
NT
AL
OU
TP
UT
SE
NV
IRO
NM
EN
TA
L O
UT
PU
TS
FORMAL ORGANIZATIONFORMAL ORGANIZATION
STRUCTURE:STRUCTURE: HierarchyHierarchyDivision of Division of
laborlabor Rules, ProceduresRules, Procedures
PROCESS:PROCESS: Rights/Rights/ObligationsObligations Privileges/ResponsibilitiesPrivileges/Responsibilities ValuesValues
NormsNormsPeoplePeople
3.3.99
STRUCTURAL CHARACTERISTICS OF STRUCTURAL CHARACTERISTICS OF ALL ORGANIZATIONSALL ORGANIZATIONS
• CLEAR DIVISION OF LABORCLEAR DIVISION OF LABOR• HIERARCHYHIERARCHY• EXPLICIT RULES & PROCEDURESEXPLICIT RULES & PROCEDURES• IMPARTIAL JUDGMENTSIMPARTIAL JUDGMENTS• TECHNICAL QUALIFICATIONSTECHNICAL QUALIFICATIONS• MAXIMUM ORGANIZATIONAL MAXIMUM ORGANIZATIONAL
EFFICIENCYEFFICIENCY
**
3.3.1010
COMMON FEATURES OF COMMON FEATURES OF ORGANIZATIONSORGANIZATIONS
• FORMAL STRUCTUREFORMAL STRUCTURE
• STANDARD OPERATING STANDARD OPERATING PROCEDURESPROCEDURES
• POLITICSPOLITICS
• CULTURECULTURE
**
3.3.1111
UNIQUE FEATURES OF UNIQUE FEATURES OF ORGANIZATIONSORGANIZATIONS
• ORGANIZATIONAL TYPES ORGANIZATIONAL TYPES
• ENVIRONMENTS, GOALS, POWERENVIRONMENTS, GOALS, POWER
• CONSTITUENCIES, FUNCTIONCONSTITUENCIES, FUNCTION
• LEADERSHIP, TASKSLEADERSHIP, TASKS
• TECHNOLOGYTECHNOLOGY
• BUSINESS PROCESSESBUSINESS PROCESSES
**
3.3.1212
ORGANIZATION & ITS ENVIRONMENTORGANIZATION & ITS ENVIRONMENT
THE FIRM
INFORMATION SYSTEMSINFORMATION SYSTEMS
THE ENVIRONMENT:THE ENVIRONMENT:
RESOURCES & CONSTRAINTS
GOVERNMENTS
COMPETITORS
FINANCIAL INSTITUTIONS
CULTURE
KNOWLEDGE
TECHNOLOGY
3.3.1313
ORGANIZATIONAL STRUCTURESORGANIZATIONAL STRUCTURES
• ENTREPRENEURIAL:ENTREPRENEURIAL: Startup business Startup business• MACHINE BUREAUCRACY: Mid-sized MACHINE BUREAUCRACY: Mid-sized
manufacturing firmmanufacturing firm• DIVISIONALIZED BUREAUCRACY:DIVISIONALIZED BUREAUCRACY:
Fortune 500Fortune 500• PROFESSIONAL BUREAUCRACY:PROFESSIONAL BUREAUCRACY: Law Law
firms, hospitalsfirms, hospitals• ADHOCRACY:ADHOCRACY: Consulting firm Consulting firm
**
3.3.1414
INFORMATION SYSTEMS INFORMATION SYSTEMS DEPARTMENTDEPARTMENT
• PROGRAMMERS:PROGRAMMERS: Write software Write software
• SYSTEMS ANALYSTS:SYSTEMS ANALYSTS: Translate Translate business problems into solutionsbusiness problems into solutions
• IS MANAGERS:IS MANAGERS: Department leaders Department leaders
• END USERS:END USERS: Department reps for Department reps for whom applications are whom applications are developed developed
**
3.3.1515
THE ORGANIZATIONTHE ORGANIZATION SENIOR MANAGEMENT MAJOR END-USERS (DIVISIONS)
INFORMATION SYSTEMS DEPARTMENT
IT Infrastructure:
HardwareSoftwareData Networks
Information System Specialists:
CIOManagersSystem AnalystsSystem DevelopersProgrammersNetwork SpecialistsDatabase AdministratorClerical
3.3.1616
HOW INFO SYSTEMS AFFECT HOW INFO SYSTEMS AFFECT ORGANIZATIONSORGANIZATIONS
• MICROECONOMIC MODEL:MICROECONOMIC MODEL: Info Info technology is a factor of production, technology is a factor of production, like capital & laborlike capital & labor
• TRANSACTION COST THEORY:TRANSACTION COST THEORY: Firms attempt to minimize Firms attempt to minimize transaction costs internally & transaction costs internally & externallyexternally
**
3.3.1717
HOW INFO SYSTEMS AFFECT HOW INFO SYSTEMS AFFECT ORGANIZATIONSORGANIZATIONS
• AGENCY THEORY:AGENCY THEORY: Firm is nexus of Firm is nexus of contracts among self-interested parties contracts among self-interested parties requiring supervisionrequiring supervision
• BEHAVIORAL THEORIES:BEHAVIORAL THEORIES: Info systems Info systems could change hierarchy of decision could change hierarchy of decision making; reduce need for middle making; reduce need for middle management & clerical support; management & clerical support; distribute informationdistribute information
**
3.3.1818
IMPLEMENTING CHANGEIMPLEMENTING CHANGE
Source: Leavitt, Handbook of Organization (1965)
TASKTASK
PEOPLEPEOPLETECHNOLOGYTECHNOLOGY
STRUCTURESTRUCTURE
RESISTANCERESISTANCE
MUTUALMUTUALADJUSTMENTADJUSTMENT
3.3.1919
INTERNET & ORGANIZATIONSINTERNET & ORGANIZATIONS
• E-mail communicationE-mail communication
• Electronic handbooks published & Electronic handbooks published & revisedrevised
• Interactive training classesInteractive training classes
• Employees review, update personal Employees review, update personal datadata
**
3.3.2020Sales &
Marketing
Accounting
Finance
Manufacturing
Human Resources
ENTERPRISE SYSTEMENTERPRISE SYSTEM
Business ProcessesBusiness Processes
Enterprise-wide Enterprise-wide Business ProcessesBusiness Processes
Vendors Customers
3.3.2121
ROLE OF MANAGERSROLE OF MANAGERS
• CLASSICAL:CLASSICAL: Describe functions- Describe functions- plan, organize, coordinate, decide, plan, organize, coordinate, decide, controlcontrol
• BEHAVIORAL:BEHAVIORAL: Based on Based on observations of managers on the jobobservations of managers on the job
**
3.3.2222
INFO SYSTEMS, LEVELS, DECISIONSINFO SYSTEMS, LEVELS, DECISIONS
TPS
OAS MIS
KWS
DSS
ESS
ORGANIZATIONAL LEVELTYPE OFDECISION OPERATIONAL KNOWLEDGE MANAGEMENT STRATEGIC
STRUCTURED ACCOUNTS RECEIVABLE
ELECTRONIC PRODUCTIONSCHEDULING COST OVERRUNS
SEMI- BUDGETSTRUCTURED PREPARATION
PROJECTSCHEDULING
FACILITYLOCATION
UNSTRUCTURED PRODUCT DESIGN NEW PRODUCTSNEW MARKETS
3.3.2323
STAGES OF DECISION MAKINGSTAGES OF DECISION MAKING
• INTELLIGENCE:INTELLIGENCE: Collect Collect information; information; identify problemidentify problem
• DESIGN:DESIGN: Conceive alternatives; select Conceive alternatives; select criteriacriteria
• CHOICE:CHOICE: Use criteria to evaluate Use criteria to evaluate alternatives; select alternatives; select
• IMPLEMENTATION:IMPLEMENTATION: Put decision into Put decision into effect; allocate resources; controleffect; allocate resources; control
**
SOURCE: Simon, The New Science of Management Decision (1960)
3.3.2424
• RATIONAL:RATIONAL: Comprehensive Comprehensive rationality; evaluate all rationality; evaluate all alternativesalternatives
• SYSTEMATIC:SYSTEMATIC: Structured, formal Structured, formal methodmethod
• INTUITIVE:INTUITIVE: Trial & error, unstructured, Trial & error, unstructured, multiple approachmultiple approach
**
INDIVIDUAL MODELS OF INDIVIDUAL MODELS OF DECISION MAKINGDECISION MAKING
3.3.2525
• BUREAUCRATIC:BUREAUCRATIC: Follow Follow standard operating procedures (SOP)standard operating procedures (SOP)
• POLITICAL:POLITICAL: Key groups compete and Key groups compete and bargainbargain
• ““GARBAGE CAN”:GARBAGE CAN”: Organizations not Organizations not rational; solutions accidentalrational; solutions accidental
**
ORGANIZATIONAL ORGANIZATIONAL MODELS OF DECISION MODELS OF DECISION
MAKINGMAKING
3.3.2626
IMPLICATIONS FOR DESIGN & IMPLICATIONS FOR DESIGN & UNDERSTANDING INFO SYSTEMSUNDERSTANDING INFO SYSTEMS
ENVIRONMENTENVIRONMENT
STRUCTURESTRUCTURE
CULTURECULTURE
POLITICSPOLITICS**
3.3.2727
Connect to the INTERNETConnect to the INTERNETLaudon/Laudon Web site:
http://www.prenhall.com/laudon
Additional Internet Resources related to this chapter:http://spot.colorado.edu/~isoadm/http://tools.org/EI/ICEIMT
http://www.brint.com/http://www.santafe.edu/http://www.reengineering.com/http://bprc.warwick.ac.uk/www-site/bpr2indx.htmlhttp://www.cio.com/forums/erphttp://www.eil.utoronto.ca/eil.htmlhttp://www.erpsupersite.com
© 2001 Laudon & Laudon, Essentials of Management Information Systems 4/e