CHAPTER 4 10.

Eliminate posters and slogans, they dont help

THE ROLE OF INFORMATION IN PRODUCT AND people to solve problems. Go to work and show
SERVICE QUALITY people how.
11. Eliminate work standards that prescribe a
What is Quality? numerical quota, they disregard quality and put a
Software quality as being on time, within ceiling on production
budget, and meeting user needs. 12. Remove barriers between workers and their right
as conformance to customer specifications to pride in workmanship
13. Institute a vigorous retraining program to keep up
Dimensions of Product Quality with changes and new developments
Performance 14. Create a top-management structure that will push
Features everyday that will push everyday for these points
Reliability
Conformance Jurans Quality Trilogy
Durability Quality Planning
Serviceability Control
Aesthetics Improvement
Perceived Quality
Quality Planning
Dimensions of Service Quality Identify the customers, both external and internal
Tangibles Determine customer needs
Reliability Develop product features that respond to
Responsiveness customer needs
Assurance Establish quality goals that meet the needs of
Empathy customers and suppliers alike, and do so at a
minimum combined cost
Quality Management Develop a process that can produce the needed
The concept that the firm can achieve the desired product features
level of quality in its processes, products and Prove process capability prove that the process
services by following fundamental management can meet the quality goals under operating
practices conditions

Demings Fourteen Points Control

1. Establish the objectives of constant innovation and
improvement
2. Adopt a new philosophy, we cannot accept the old
mistakes and defects
3. Cease dependence on mass inspection, require
statistical evidence that quality is built in
4. End the practice of awarding business on the basis
of price
5. Use statistical methods to find the trouble spots
6. Institute modern methods of training on the job
7. Improve supervision-do what is right for the
company, dont just turn out the required
quantity
8. Drive out fear, so people will feel secure to point
out problems and ask for information
9. Break down barriers between departments and
with suppliers and customers so there will be
open, effective communication
Choose control subjects what to control
Choose units of measurement
Establish measurement
Establish standards of performance
Measure actual performance
Interpret the difference (actual vs standard)
Take action on the difference
Improvement
Prove the need for improvement
Identify specific projects for improvement
Organize to guide the projects
Organize for diagnosis for discovery causes
Diagnose to find the causes
Provide remedies
Prove that the remedies are effective under
operating conditions
Provide for control to hold the gains
Feigenbaums Total Quality Control
Armand Feigenbaum
Total Quality Control all functional areas play a
role and that multifunctional project teams be
formed to see new product development,
production, and distribution through to
completion
Strategic Quality Management
The dimensions of product quality described
earlier are an example of the elements of
strategic quality management
Total Quality Management
The management of the entire firm so that it
excels in all dimensions of products and services
that are important to the customer
Fundamental Beliefs
Quality is defined by the customer
Quality is achieved by management
Quality is a firm-wide responsibility
QUALITY AND COMPETITIVE ADVANTAGE
The Penalties of Poor Quality
Lost Business
Liability Judgments
Losses in Productivity
Cost
Categories of Cost
Failure Costs
Appraisal Costs
Prevention Costs
The Rewards of Good Quality
The rewards that accrue to the firm from
providing good-quality products and services
come in the form of higher sales revenues and
lower costs, which combine to produce
profitability and growth.
HOW THE CBIS IMPROVES PRODUCT AND SERVICES
QUALITY
The firm sells its product and services to its customers.
External Customers - Information services interfaces
with these external customers by means of the
accounting system.
Internal Customers they exist on all organizational
levels and in all functional areas.
The Accounting Information System
- as action take place and transactions occur,
data is entered into the data base, which provides the
source of information relating to quality.
- The MIS has the responsibility for providing
managers throughout the firm with the information in
the form of periodic reports, special reports, and
outputs from mathematical models.
Decision Support Systems
- Managers are able to tailor the computer
outputs to their particular quality-relates problems.
Office Automation Systems
- OA systems provide a communications
capability for persons within the firm, enabling them to
communicate among themselves and with suppliers and
customers in the firms environment.
Expert Systems
- The firm can use artificial intelligence to
capture the knowledge and expertise of its most
capable employees in the form of expert system.
SUPPORT FROM FUNCTIONAL MIS SUBSYSTEM
Marketing Information System (MKIS)
- includes input subsystem that gather data for
the database.
Quality Strategies:
Marketing Research Subsystem
Marketing Intelligence subsystem
Marketing Information System
Two Input Subsystem:
Manufacturing Intelligence subsystem
- obtains information concerning suppliers.
Industrial Engineering Subsystem
 - IEs study the firms processes for the purpose
of setting standards for production workers to meet.
Examples of CBIS Support for Product and Service
Quality
Package Tracking
Automobile Assembly
Prison Design
ESTABLISHING A TQM PROGRAM IN THE FIRM
A TOP-DOWN APPROACH
1. DECIDE TO PURSUE TQM
When Top-level management decides that the
firm will practice TQM, the decision is based on a
careful analysis of the trade-offs.
2. ESTABLISH A QUALITY CULTURE
If a firm is to achieve quality products and
services, it is necessary that everyone in the
firm should do their part.
In order for this company wide effort to be
achieved, management must provide a quality
culture.
TWO STEP OF QUALITY CULTURE THAT TOP-
MANAGEMENT MUST TAKE
FIRST- management makes it clear to everyone in
the firm that they are committed to achieving
quality.
Second- Management makes the resources
available that are needed in every organizational
level to meet the quality expectations.
3. ESTABLISH TOP MANAGEMENT OVERSIGHT
Recognizing the importance of TQM and the
need for coordination, the CEO assigns
responsibility to a single executive or to a group
of executives, perhaps working as a committee.
JOSEPH JURAN: the usual approach is to
establish a quality planning council that
formulates and coordinates quality activity
company-wide.
QUALITY PLANNING COUNCIL
Responsibilities of the council:
Establishing corporate quality policies.
Establishing corporate quality goals, and
reviewing quality goal as functional areas.
Establishing corporate quality strategies, and
reviewing functional area strategies.
Reviewing quality performance against goals
and strategies.
Revising the managerial rating system to
include performance toward quality goals.
TQM TWO IMPORTANT POINTS:
When quality management is practiced within a
firm, it does not stand out as a separate effort,
but is woven into everything that the firm does.
Information systems do not alone bear the
responsibility to achieve quality information
products and services. The other functional areas
are responsible for achieving similar levels of
quality in their areas for user- developed systems.
ACHIEVING QUALITY MANAGEMENT IN INFORMATION
SERVICES
1. Identifying IS Customers
MIS Steering Committee:
Represents users on a firm wide basis
Evaluating requests for information
support
Allocating necessary funds
In firms where IS has not had a customers
orientation, systems are built to perform tasks that
IS determines to be necessary.
IS must implement a formal system to identify
those person and groups within the firm that have
information needs.
Depending on the size of the firm, the survey can
be administered in person, over the telephone, or
through the mail.
2. Define Customer Quality needs
Define Product Quality Needs
Goodyear Tire & Rubber Company used a
set of fifteen product dimensions that was
a composite of three external sources plus
internal input.
There is considerable agreement between
the two groups but only two of the
dimensions showed a statistically
significance difference, the Fast
Response and Has Programmer
Documentation
 The users placed more importance on
response time than did IS, and IS placed
more importance on documentation.
Dimensions of product quality could include:
Accuracy
Trusted outputs
User friendliness
Works according to specifications
Fast response time
Relevance
Satisfies all needs
No downtime
On-Time delivery
Ease of change
Define Service Quality Needs
Users can also be surveyed concerning
their feelings about the quality of IS
service.
The dimensions such as these become
the standards of systems support that
information specialist follow as they
carry out their duties:
Reliable
Responsive
Knowledgeable
Courteous
Sincere
Professional appearance
3. Establish Quality Metrics
Metrics of Information Product Quality
One or more metrics can be established for
each dimension, stated in either a
quantitative or subjective form.
A quantitative metric could be based on a
value established by the user, such as No
more than % percent backorders.
A subjective metric could be based on
descriptions provided by the user, such as
excellent, good, or poor.
Establish Quality Metrics
Metrics of Information Service Quality
The quality of information product, user also
evaluate the quality of service provided by
the IS personnel.
4. Define IS Quality Strategy
Once the customer and their needs have been
identified and a way of measuring degree of
satisfaction has been agreed upon, IS can
pursue a set of strategies designed to put the
quality systems in place.
The two basic strategies are recruiting and
training of the IS staff and the incorporation of
human factors considerations into the system
development process.
Recruiting and Training
Basic Competencies that are Expected of IS Job
Applicants
Concern for effectiveness
Initiative
Enthusiasm for work
Self-Confidence
Concern with impact
Interpersonal astuteness
Conceptual thinking
Analytical thinking
Effective communication
Flexibility
User-Oriented System Development
User Factor Stages are the special steps that
can be added to the system development life
cycle to take into account special needs of the
user.
Conduct a market analysis
The systems analyst examines the
users perceptions and feelings
about the computer-related tasks
that they perform.
This purpose is to identify general
features that a new system should
possess and the political problems
that might be encountered in its
development.
 Conduct a product acceptance analysis
Mockups of the new system are
presented to users who meet in
groups to react to the new design.
The mock ups are not computer
based prototypes but, rather,
videotapes of the system in
operation, storyboards or paper
form.
The mockups concentrate on the
user inter-face.
Conduct a task analysis
Task Analysis is a study of the
users feelings about a current task
so that the new system can be
designed to accommodate those
feelings.
Conduct prototype tests
A computer-based prototype is
used to test the users reaction to a
proposed system design.
Conduct operational system test
When the operational system is not
identical to the prototype, special
test are conducted to measure the
users learning time and
performance time.
5. Implement IS Quality Programs
The time required for the implementation varies
with the firm.
In firms building their systems from scratch, one
or more years may be required.
6. Monitor IS Quality Performance
The CIO and other IS managers monitor the
performance of the unit and the information
specialist.
Inputs are solicited from users, and
information is generated internally.
User Inputs
A set of questionnaires can serve as a vehicle
for a user feedback.
It includes product and service dimensions.
Can be designed to measure quality of
operational systems.
Internally Generated Information
The CIO and other IS managers devie a set of
reports that is shared with their staffs.
Project leaders review the reports with the
members of the project teams, and the
manager of computer operations post
graphs.
IS can provide the same types of information
to managers in other functional areas so that
they can monitor their quality programs.
CHAPTER 5
ETHICAL IMPLICATIONS OF INFORMATION
TECHNOLOGY
MORALS, ETHICS AND LAW
Morals: A traditions of belief about right and wrong.
Social institution with a history and a list of rules. As we
grow and mature physically and mentally, we learn the
rules that our society expects us to follow. These rules
of conduct are our morals.
Ethics
The word ethics is derived from the Greek root
ethos meaning character. Ethics is a guiding beliefs,
standards or ideals that pervades an individual or a
group or community of people.
Unlike morals, ethics can vary considerably
from one community to another. We see this variability
in the computer field in the form of pirated software
software that is illegally copied and then used or sold.
Laws
It is a formal rules of conduct that a sovereign
authority, such as government, imposes on its subjects
or citizens. There were very few laws governing
computer rules. The legal environment of computer use
is much better defined today, but still far from ideal.
Computer criminals have been prosecuted under such
federal statutes as those prohibiting wire fraud, mail
fraud and theft of government property.
Putting Morals, Ethics and Laws in Perspective
Computer use in business is guided by moral
and ethical values of managers, information specialists
and users as well as applicable laws. Laws are the
easiest to interpret because they exist in writing. Ethics
are not so precisely defined and are not even agreed
upon by all members of a society.
Ethics in U.S. Business
U.S. business ethics are based on three
fundamental beliefs.
1. Protestant Ethic Early to bed early to rise makes a
man healthy, wealthy and wise. Known as the
Protestant ethic encourages hard work for the purpose
of making money.
2. Free Enterprise Ethic based on the theory in such
economists as Adam Smith, who preached laissez-faire
capitalism or the freedom of business to function free
of government intervention.
3. Survival of the Fittest it is inevitable that some
firms will be winners and some will be losers. Society
sets limits on business operations in the forms of laws
but the owner and employees are left with considerable
freedom.
Needs for Ethics Culture
A widely held opinion in business is that a firm
reflects the personality of its leader. If the firm is to be
ethical, then top-level management must be ethical in
everything that it does and says. Top-level management
leads by example. This behavior is the ethics culture.
How the Ethical Culture Is Imposed
The task of top-level management is to see to it
that is concept of ethics permeates the organization,
filtering down through the ranks to touch every
employee. The executives achieve this implementation
in a three-tied fashion in the form of a corporate credo,
ethics program, and tailored corporate codes.
Corporate Credo
is a succinct statement of the values that the
firm seeks to uphold. The purpose of the credo is to
inform person and organization, both inside and outside
the firm set of the ethical value.
Ethics Program
Is a system that consist of multiple activities
designed to provide employees with direction in
carrying out the corporate credo. A typical activity is the
orientation session that is held for new employee.
Tailored Corporate Codes
Many firms have devised their own corporate
code of ethics. Sometimes there are adaptation of
codes for the particular industry. Letter in the chapter
we will study the codes of ethics for the information
system profession.
Putting the Credos, Programs, and Codes In
Perspective
Patrick Murphy, a marketing professor at the
University of Notre Dame, believes that a good way to
put these example of ethics culture in perspective is to
equate them to the Christian religion. The corporate
credo is like the Ten Commandments, the ethics
program are like church service, and the codes are like
the bible. Corporate management uses these vehicles to
impose the ethics culture that the firm and its employee
are expected to follow in their dealings with each other
and the elements in their firm environment.
ETHICS AND INFORMATION SERVICES
Computer Ethics
The analysis of the nature and social impact of
computer technology, and the corresponding
formulation and justification of policies for the ethical
use of such technology.
Two Main Activities:
The CIO must
Be alert to and aware of how the computer is
affecting society, and
Must do something about it by formulating policies
to ensure that the technology is used in a right
way.
Reasons for Importance of Computer Ethics
Logical Malleability
Transformation Factor
Invisibility Factors
LOGICAL MALLEABILITY
- The ability to program the computer to do
practically anything you want it to do.
TRANSFORMATION FACTOR
- Reason for computer ethics is based on the
fact that computers can drastically change the way
we do things.
INVISIBILITY FACTOR
- Society views the computer as a BLACK BOX.
- all of the computers internal operations are
hidden from view.
The Invisibility Factor
Invisible Programming Values
Invisible Complex Calculations
Invisible Abuse
INVISIBLE PROGRAMMING VALUES
- Those routines that the programmer codes
into the program that may or may not produce the
processing that the user desires.
INVISIBLE COMPLEX CALCULATIONS
- Programs that are so complex that users do
not understand them.
- Programs are usually complex mathematical
models or applications of artificial intelligence.
INVISIBLE ABUSE
- Includes intentional acts that cross legal as
well as ethical boundaries.
SOCIAL RIGHTS AND THE COMPUTER
Rights to the Computers
Right to Computer Access.
Right to Computer Skills.
Right to Computer Specialists.
Right to Computer Decision Making.
Rights to the Information
Richard O. Masons PAPA, represents the societys four
basic rights in terms of information.
Privacy, Accuracy, Property, and Accessibility.
Four Basic Rights to Information
1. RIGHT TO PRIVACY
2. RIGHT TO ACCURACY
3. RIGHT TO PROPERTY
4. RIGHT TO ACCESSIBILITY
The Social Contract of Information Services
SOCIAL CONTRACT
- Ensures the computer will be used for social
good.
INFORMATION SERVICES
- Enters into the contract with individuals and
groups that use its information output, or are
affected by it.
The Contract Stipulates that:
The computer will not be used to unduly invade a
persons privacy.
Every measures will be taken to ensure the
accuracy of computer processing.
The sanctity of intellectual property will be
protected.
The computer will be made accessible to society
so that its members can avoid the indignities of
information illiteracy and deprivation.
CODES OF ETHICS
1. ACM Association for Computing Machinery.
2. DPMA Data Processing Management
Association.
3. ICCP Institute for Certification of Computer
Professionals.
4. ITAA Information Technology Association of
America.
Acm Code of professional conduct
An ACM member shall act at all times with integrity.
An ACM member should strive to increase the
members competence and the competence and
prestige of the profession.
An ACM member shall accept responsibility for the
members work.
An ACM member shall act with professional
responsibility.
Dpma code of ethics
Its mission is to advocate effective, responsible
management of information to the benefit of its
members, employers, and the business
community.
Standards of Conduct
The firms management,
Fellow DPMA members and profession,
Society, and
His/her employer.
Iccp code of ethics
Recognizes the obligations of its members to the
profession, the members employers, and the
members clients.
Its code embodied in a Code of Conduct, meant
to be relatively permanent, that deals with such
issues as social responsibility and conflict of
interest.
Itaa code of ethics
Its code consists of Basic Principles that address
judgement, communication, and quality service in
dealing with clients.
The sri model
The SRI Model is unique in that is not restricted to
computer professionals operating in a business
environment.
The SRI Model is a simple listing of subjects,
environments, and objects.
Incorporation of masons papa
An inspection of the four objects in the SRI Model
reveals that they are centered on property and
services.
Putting ethics codes in perspective
The degree to which computer ethics is
achieved in the firm will depend largely on the ethical
beliefs of the information specialists and the
effectiveness with which the CIO can implement an
ethics program.
Ethics and Information Specialists
Many researchers have studied the ethical beliefs
of information specialists.
These studies typically employ conflict of
scenarios, which are descriptions of certain acts
that the subject evaluates as being ethical or
unethical.
1. The SRI Studies ( Stanford Research Institute )
2. The Susan Athey Study of High- Tech Students
3. The Paradice Study of IS and Non-IS Students
Managerial Implications of the Paradice Study
Ethics Obligations
MIS entry-level personnel are generally
responsible
Responsibilities of MIS staff may need to be
clearly delineated to other functional areas.
Contribution of MIS personnel should be
explicitly recognized.
MIS entry-level personnel may feel conflicts
regarding the amount of work that should be
performed .
Ethics Opportunities
System loopholes may be sought, but exploitation
of them is unacceptable.
MIS management may need to emphasize to staff
that keeping unauthorized software is a crime.
All entry-level staff overwhelming reject any
behavior that is disruptive.
Very few MIS entry-level staff would take
advantage of their privileged access to systems
Ethical Intent
MIS management needs to clearly state policies
regarding personal use of corporate facilities.
MIS entry-level personnel may use corporate
resources for personal profit.
MIS entry-level personnel may not realize
implication of unauthorized software copying.
Destructive behavior is unacceptable, nuisance
behavior is questionable. Corporate policies
need to be clear.
Putting the Ethical Beliefs of Information Specialists in
Perspective
As Paradice points out, upper-level
undergraduates are just a step away from becoming
practicing professionals.
The studies of college students indicate a need
for ethics training as they embark on their IS careers.
This training can be a part of the corporate
ethics culture that we described earlier.
Ethics and the CIO
The CIO is Influenced by a Hierarchy of Factors
Perceptions of the CIOs Ethics
1. Taking Advantage of Opportunities
Unethically
2. Ethics Breeds Success
3. Firms and Managers Have Social Responsibilities
4. Managers Back up Their Ethics Beliefs with Action
The information specialists believed that top
management in their firms had communicated their lack
of tolerance for unethical behavior and would take
against any one violating those standards.
An Action Plan for Achieving an Ethical Computer
Operation
Parkers Ten-Step Action Plan
1. Formulate a code of conduct.
2. Establish rules of procedure relating to such issues as
personal use of computer services and
proprietary rights to computer programs and
data.
3. Make clear the sanctions that will be taken against
to Act offenders
4. Recognize ethical behavior.
5. Focus attention on ethics by means of such programs
as training sessions and required reading.
6. Promote computer crime laws by keeping employees
informed.
7. Keep a formal record that establishes accountability
of each information.
The Information Services Standards of Conduct
Parkers first code step consists of establishing
a code of conduct especially for information services.
An Information Services Code of Conduct
Specifically, employees must:
1. Conduct all activities in a manner that
precludes any form of dishonesty.
2. Avoid any act that compromises their
integrity
3. Avoid any act that may create a dangerous
situation.
4. Not use alcohol or illegal drugs while at work
and not report to work while under the
influence of alcohol or illegal drugs or in
any other condition that is unfit for work.
5.Maintain courteous and professional
relations with users, associates, and
supervisor
6. Adhere to the no solicitation rule and any
other employment policy.
7.Protect the confidentiality of sensitive
information about the organizations
competitive position , trade secrets, or assets.
8.Exercise sound business practice in the
management of such company resources as
personnel, computer use, outside services,
travel and entertainment.
Putting Computer Ethics in Perspective
These problems exist in such forms as invasion
of privacy and software policy.
Parkers ten step action plan seems very
reasonable for any CIO to follow.
There are considerable opportunity for CIOs to
formalize their ethical beliefs in the manner that Parker
suggests.

A Personal Ethics Guideline

John McLeod, chairman of the ethics
committee for the Society for Computer Simulation and
a member of the 1987 SRI workshop, put together a list
of questions to help determine whether an action that
you take is ethical.

Seven Questions That Determine the Ethics of an

Action
1. Is it honorable?
Is there anyone from whom you would like to hide
the action.?
2. Is it honest?
Does it violate any agreement, actual or implied, or
otherwise betray a trust?
3. Does it avoid the possibility of a conflict of
interest?
Are there other considerations that might bias
your judgment?
4. Is it within your area of competence?
Is it possible that your best effort will not be
adequate?
5. Is it fair?
Is it detrimental to the legitimate interests of
others?
6. Is it considerate?
Will it violate confidentiality or privacy, or
otherwise harm anyone or anything?
7. Is it conservative?
Does it unnecessarily squander time or other
valuable resources?