Académique Documents
Professionnel Documents
Culture Documents
Anil Tatti
aniltatti [at] simca [dot] ac [dot] in Send mail will reply within 24 hours Walk In Any time You are Welcome If holiday- make it up in next week / available time slot Copy Fail
Chapter 1
Information Systems
Why Do People Need Information?
Individuals - Entertainment and enlightenment Businesses - Decision making, problem solving and control
Chapter 1
Information
Data that have meaning within a context Data in relationships Data after manipulation
Chapter 1
Chapter 1
Chapter 1
Chapter 1
Allows human thought to be translated into efficient processing of large amounts of data
Chapter 1
11
Chapter 1
13
Knowledge Workers
Managers and non-managers Employers seek computer-literate professionals who know how to use information technology.
Chapter 1
14
Consumer Privacy
Organizations collect (and sometimes sell) huge amounts of data on individuals.
Employee Privacy
IT supports remote monitoring of employees, violating privacy and creating stress.
Chapter 1
15
Freedom of Speech
IT increases opportunities for pornography, hate speech, intellectual property crime, an d other intrusions; prevention may abridge free speech.
IT Professionalism
No mandatory or enforced code of ethics for IT professionals--unlike other professions.
Social Inequality
Less than 20% of the worlds population have ever used a PC; less than 3% have Internet access.
Chapter 1
16
Chapter 1
18
Chapter 1
20
Inhuman working conditions and poor industrial relations Over-specialisation and restrictive work practices Bureaucratic organisational structures long chains of command Inward- looking organisational structures Closed Systems run out of steam when not conscious of environmental influences
Chapter 1
21
Project Focussed Multi-disciplinary teams Team members have more than one boss Project team disbanded when project completes New project team for new project Gives team members an insight into the workings of other departments Leadership training ground Allows people with ideas to carry them forward May cause blurring of communication lines
Chapter 1
22
Business Trends
Changing business environment Specialization Management by Methodology and Franchises Mergers Decentralization and Small Business Temporary Workers Internationalization Service-Oriented Business Re-engineering Recession
Need for faster responses and flexibility MIS reflecting these requirements -
Chapter 1
25
Mergers
Larger companies Need for control and information Economies of scale
Chapter 1
26
Chapter 1
27
Chapter 1
28
Key-indicator report
Summarizes the previous days critical activities Typically available at the beginning of each day
Demand report
Gives certain information at a managers request
Exception report
Automatically produced when a situation is unusual or requires management action
Chapter 1
29
Chapter 1
30
Chapter 1
31
Chapter 1
32
Chapter 1
33
2ND Qtr 1999 1st Qtr 1999 4th Qtr 1998 3rd Qtr 1998
Chapter 1
34
Uses internal data stored in the computer system End users can develop custom reports Requires formal requests from users
Chapter 1
35
Chapter 1
36
Functional Aspects
MIS is an integrated collection of functional information systems, each supporting particular functional areas.
Schematic
Chapter 1
37
Internet
Business transactions
Accounting MIS
Marketing MIS
Etc.
Extranet
Figure 9.3
Chapter 1
38
Introduction
What is MIS?
Is a system which gives us the Right information To the right person At the right place At the right time In the right form At the right cost
Chapter 1
40
Role
Why is it necessary Increased Business and Management complexities Who is a Good Manager One who minimizes / eliminates the elements of risk & uncertainty. Response Simulator Enables a decision maker to give either a reactive or proactive response May be futuristic.
Chapter 1
41
Characteristics- Sub Systems Characteristics Marketing Sales Forecasting , Sales Planning, Customer & Sales Analysis. Manufacturing Production Planning, scheduling, cost control analysis. Logistics Planning & Control of purchasing, inventories, distribution Personnel Planning Personnel requirements , Analyzing performance, salary administration. Chapter 1 42
Characteristics.
Finance & Accounting Financial analysis, cost analysis, capital requirements, planning, income measurement. Information Processing Information system planning , Cost Benefit analysis. Top Management Strategic Planning, resource allocation.
Chapter 1
43
Processing
Graphics; simulations, interactive Interactive; simulations, analysis
Information Outputs
Projections; response to Queries Special reports; decision analysis; response to Queries
Users
Senior Managers Professionals; Staff Managers
MIS
Middle Managers
KWS
Modeling, simulations
Models, Graphics
OAS
Documents, schedules
Clerical Workers
TPS
Transactions; events
Chapter 1
44
MIS Requirements
Unified system Should support / facilitate decisions Should be compatible with the organisations structure & culture Should be cost effective / beneficial Should be responsive to changes around & within the organisation. Should be speedy & accurate Should provide validated & valid information Should be Management & not Manipulated Information system.
Chapter 1
45
Approaches
Technical Approach Based on Mathematical & normative models Relies heavily on physical technology CS , MS, OR Behavioral Approach Behavioral impact / response of people Political Science, Psychology, Sociology & organisational Behavior. Socio-Technical Approach Borrows from both the above approaches.
Chapter 1
46
What is Strategy?
Strategy Definitions
Strategy A plan Early 1990s definition:
A well coordinated set of objectives, policies, and plans aimed at securing a long-term competitive advantage. A vision for the organization that is implemented. a careful plan or method the art of devising or employing plans toward a goal the art and science of military command exercised to meet the enemy in combat under advantageous Chapter 1 47 circumstances
Websters Dictionary
Strategy Speeding Up
Sustainable Competitive Advantage defensible market position (CQFDS), unique core competence long-term barriers to competition, non-competitive profits (>0) Temporary (Non-Sustainable) Competitive Advantage Sustainable Strategic Advantage long-term, dominant strategy, strategic systems, strategic structural changes Temporary Strategic Advantage
Strategic Advantage
Chapter 1
48
Outwardly Strategic
aimed at direct competition beat competitors
new services new knowledge that leads to new services
Chapter 1
49
Chapter 1
50
An organizations goals and objectives are determined by its competitive strategy. In turn, an organizations competitive strategy determines every information systems
Structures Features Functions
51
Q2 What Five Forces Determine Industry Structure? You can use Porters Five Forces Model to assess an industry structure based on these five questions:
How much bargaining power do customers have? How much of a threat do substitution products or services pose? How much bargaining power do suppliers have? How great is the threat of new competitors entering the marketplace? How great is the rivalry among existing firms?
The intensity of each force determines the characteristics of the industry, how profitable it is, and how sustainable that profitability will be. An organization develops its competitive strategy based on how it intends to respond to these forces.
52
53
54
Q3 What is Competitive Strategy A company can choose one of four competitive strategies to help it respond to the structure of its industry. Be the cost leader across its industry Wal-Mart is the lowest cost leader in the retail industry. Differentiate its products from others across its industry Apple Computer competes on how much better its computers are than PCs. Be the cost leader in an industry segment Southwest Airlines is the cost leader in certain portions of the airline industry. Differentiate its product in an industry segment Apples iPhone competes by being different than other cell phones.
55
56
Each competitive strategy requires a system whose benefits outweigh the risks and provide value to the customer.
Value is defined as the amount of money a customer is willing to spend on a product, service, or resource. The difference between the value that an activity generates and the cost of the activity is the margin. A value chain is a network of value-creating activities and is divided into primary activities and support activities.
57
58
Support Activities in the value chain indirectly enhance production of products and services.
Firm infrastructure includes general management, finance, accounting, legal, and government affairs (if necessary). Human Resources recruits, compensates, evaluates and trains employees. Technology Development includes research and development for new processes or techniques. Procurement finds suppliers and vendors for raw materials, creates contracts, and negotiates prices of raw materials.
59
60
Each activity in a value chain links to other activities in the value chain. Linkages are the interactions across the value activities. Understanding a companys linkages helps it succeed in designing or redesigning its business process.
Rather than automating or improving existing functional systems, Porter contends companies should create new, more efficient business processes that integrate the activities of the entire value chain.
61
Each company has many business processes which are networks of activities that generate value by transforming inputs into outputs. You determine the cost of each business process by adding the cost of inputs plus the cost of activities used in the process. You determine the margin of each business process by subtracting the cost of the activity from the value of the output.
62
63
Each network of activity transforms input resources into output resources. Bicycle parts are transformed into a bicycle through a network of activities, both primary and support. A companys resources, like inventory parts, equipment, or cash, flow between or among all the activities used to produce a product. Facilities, like buildings or banks, store resources used in the companys network of activities.
64
The key to a companys competitive advantage is to increase the margin of its products by adding value, reducing costs, or both. Business process redesign helps a business streamline its activities in order to increase its margins. The most difficult part of process redesign is associated with employee resistance.
65
66
Q6 How Does Competitive Strategy Determine Business Processes and Structure of Information Systems?
Each business must first analyze its industry and choose a competitive strategy. Will it be a low-cost provider or differentiate its products from competitors? Then it must design its business processes to span valuegenerating activities. Once those decisions have been made, a business can structure an information system that supports its business processes.
67
Q6 How Does Competitive Strategy Determine Business Processes and Structure of Information Systems?
Fig 3-10 Business Process & Information System for Bike Rental
68
There are two ways businesses can respond to the five competitive forces.
They can gain a competitive advantage via their products and services. They can gain a competitive advantage by developing superior business processes.
69
Information systems can help create a competitive advantage by being part of the product or by providing support to the product.
70
Q7 How Do Information Systems Provide Competitive Advantages? A company can gain a competitive advantage by using business processes to
Lock in customers via high switching costs, making it too expensive for the customer to switch to a competitor. Lock in suppliers via easy-to-use connections, discouraging them from changing to another business. Create entry barriers for new competitors, thereby raising the costs to enter the market. Establish alliances with other organizations and set standards, reducing purchase costs and providing benefits for everyone. Reduce costs which in turn reduces prices and increases profitability.
71
ABC, Inc, an actual company, used information systems to create a competitive advantages by
Investing heavily in information technology from the beginning and Leading the shipping industry in application of information systems.
The following slide shows some of the Web pages ABC, Inc uses within its information system.
72
Fig3-13 ABC, Inc Web Page to Select recipient from customer records
73
Fig 3-14 ABC, Inc Web page to select contact from customer records
74
75
76
Q7 How Do Information Systems Provide Competitive Advantages? ABCs competitive advantage continued
Raising barriers for new competitors to enter the market. They will have to provide similar services to customers. Reducing the costs associated with data input and information output.
77
Relationship
Chapter 1
78
Summary
Strategic Information System Applications Cost leadership Differentiation Growth Alliances Innovation Improve internal efficiency Customer-oriented approaches
Chapter 1
79
Chapter 1
80
Strategic Use
Out perform rivals Product differentiation Focussed differentiation Right linkages to customers & suppliers Low cost Product Precise development of strategies, planning , forecasting & monitoring. Problem Solving / Decision making
Chapter 1
81
Coordinate activities globally Think Globally, act Locally Competitive Advantage More Flexible & Responsive Flexibility
Chapter 1
82
Chapter 1
83
Organizational Change
Organizational change deals with how organizations plan for, implement and handle change. Overcoming resistance to change can be the hardest part of bringing information systems into a business. Too many computer systems and new technologies have failed because managers and employees were not prepared for change. A change model identifies the phases of change and the best way to implement it: Unfreezing is the process of removing old habits and creating a climate receptive to change Moving is the process of learning new work methods, behaviors and systems Refreezing involves reinforcing changes to make the new Chapter accepted and part of the 84 process second nature,1 job