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Why Information Systems ?The Reasons for Participating in Decisions about ISWhat If a Manager Doesn’t ParticipateSkills of Successful ManagersSkills of Successful Managers…Slide 6Basic AssumptionsAssumptions about ManagementAssumptions about Management …Assumptions about BusinessAssumptions about Business …Decision-Making in an OrganizationDecision-Making Levels in an OrganizationPowerPoint PresentationValue-Added ActivitiesSlide 16Information Systems that Span Organizational BoundariesInformation Systems Supporting the Functional AreasSlide 19Slide 20Why Information Systems ? Introductory NoteIS 655Intro NoteThe Reasons for Participating in Decisions about IS•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.2Intro NoteWhat If a Manager Doesn’t Participate•Fail to make critical decisions on how Information Systems supporting business goal.•Fail to make critical decisions on how Information Systems supporting organization systems.3Skills of Successful Managers•Visionary•Creativity•Curiosity•Confidence•Focus on Business Solution•FlexibilityIntro Note4Skills of Successful Managers…•Informational and Interpersonal•Communication•Information gathering•Interpersonal/Social skillsIntro Note5Skills of Successful Managers…•Structural•Project management•Analytical skills•Organizational skills•Planning skillsIntro Note6Basic Assumptions•Assumptions about Management•Assumptions about Business•Assumptions about Information SystemsIntro Note7Assumptions about Management•Tactical Roles- Planning- Organizing- Leading- ControllingIntro Note8Assumptions about Management …•Strategic Roles- Interpersonal- Informational- DecisionalIntro Note9Assumptions about Business•Functional ViewIntro Note10STRATEGICOPERATIONALACCOUNT I NGF I NANCEHUMAN RESPRODUCTIONSALESOTHERSTACTICALAssumptions about Business …•Process ViewIntro Note11FIRM INFRASTRUCTUREINBOUNDLOGISTICSOPERATIONS OUTBOUNDLOGISTICMARKETING& SALESLOGISTICSERVICEHUMAN RESOURCE MANAGEMENTTECHNOLOGY DEVELOPMENTPROCUREMENTVALUECOSTMARGIN12Decision-Making in an OrganizationIntro Note13Decision-Making Levels in an Organization•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 NoteIntro Note14STRATEGICOPERATIONALACCOUNT I NGF I NANCEHUMAN RESPRODUCTIONSALESOTHERSTACTICALVALUE CHAIN15Value-Added Activities• 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.Intro Note16KNOWLEDGEDatabasePROCESSInformation ProcessingBusiness Rules, ProceduresINTERFACEInput, OutputLocation, SecurityBUSINESS CONTEXTHardware Software NetworkingTECHNOLOGY DRIVERSERP, Object, Mobile,Collaborative, etc.BUSINESS DRIVERSBPR, CRM,SCM, e-Biz, etc.KNOWLEDGEDatabasePROCESSInformation ProcessingBusiness Rules, ProceduresINTERFACEInput, OutputLocation, SecurityBusiness DataBusiness UsersHardware Software NetworkingBUSINESS CONTEXTInformation Systems that Span Organizational BoundariesIntro Note17Information Systems Supporting the Functional AreasIntro Note18EXECUTIVE INFORMATION SYSTEMSMANAGEMENT INFORMATION SYSTEMSTRANSACTION PROCESSING SYSTEMSACCOUNT I NGF I NANCEHUMAN RESPRODUCTIONSALESOTHERSTACTICAL Information Systems in OrganizationSTRATEGICOPERATIONALPeopleIT Process19Some Visions of “Visionary” Business Leaders2011 Your “Visionary” Manager: “We don’t need the passing fad IS !!!”2012 Your “Visionary” Manager declares bankruptcy !!!Intro


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CSUN IS 655 - Introductory Note

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