This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
MIS MIS BBA (Hons) Morn & Eve 6BBA (Hons) Morn & Eve 6thth (Module 2)(Module 2)Management, Management, Organizations, Decision Organizations, Decision Making, Strategy and Making, Strategy and ISIS
Course Lecturer: Farhan MirCourse Lecturer: Farhan Mir
Management & Decision MakingIT FundamentalsTransaction Processing and Reports SystemDSSKnowledge-Based SystemsSystem DevelopmentMIS in the Fundamental Areas of Business (Will be covered through case studies)Contemporary Issues & Trends (You will cover it through your research work and Presentations/ Seminars)
Once we have seen how IS Once we have seen how IS could enhance the could enhance the effectiveness of effectiveness of
Organizational Functions Organizational Functions (Overall Performance) now we (Overall Performance) now we could explain their pivotal role could explain their pivotal role in Organizations & Strategy in Organizations & Strategy
Organizations StructureStructure CultureCulture PoliticsPolitics Environment Environment LeadershipLeadership Nature of Business (Routine Vs Non-Routine)Nature of Business (Routine Vs Non-Routine) New trends in organizations (Globalization)New trends in organizations (Globalization)
Organization and Organization and Behavioral AspectsBehavioral Aspects People (always bring Psychological issues)
AttitudeAttitude PersonalitiesPersonalities MotivationMotivation ResistanceResistance The biggest problem area for/ in ISThe biggest problem area for/ in IS Skills & abilities (Learning/ Training)Skills & abilities (Learning/ Training) Career DevelopmentCareer Development
Transformation of Transformation of OrganizationsOrganizations
Flattening (Need for Agility)Decentralization (More focus on Behavioral Approaches)Flexibility Location Independence (Globalization Pressures)Low Transaction CostEmpowerment (Employee needs to respond quickly)Collaborative Work (More teams are emerging)Overall Performance (Effectiveness)
Managers & Decision Managers & Decision MakingMakingDecision Making
The process by which managers respond to The process by which managers respond to opportunities and threats by analyzing options, opportunities and threats by analyzing options, and making decisions about goals and courses of and making decisions about goals and courses of action.action.
Decisions in response to opportunities—occurs when managers respond to ways to improve organizational performance.
Decisions in response to threats—occurs when managers are impacted by adverse events to the organization.
Decisions are classified as:Unstructured: Non-routine, decision maker provides judgment, evaluation, and insights into problem definition, no agreed-upon procedure for decision making
Structured: Repetitive, routine, handled using a definite procedure
Realities facing Managers Realities facing Managers and Decision Makingand Decision Making
Managers perform high-volume, high speed work involving a large number of topics.Managers are often under stress.Managers often take shortcuts.Satisficing (sounds like?) nature of decision making Political motivations may impact decisions.Decisions should be transparent. (need for open communication)
Where IS Lies in Where IS Lies in Organizations?Organizations?
Traditional Roles (Past)A Separate Department having little A Separate Department having little influence in overall Organizational postureinfluence in overall Organizational posture
It was used to provide information onlyIt was used to provide information only
“Operational Role”
Current & Future StatusLinking all Departments (at heart of Linking all Departments (at heart of organizational operations)organizational operations)
Progressively involved in planning and Progressively involved in planning and Objective settingObjective setting
Used as a business-creator/ initiator Used as a business-creator/ initiator (Strategic Role)(Strategic Role)
But Information Systems But Information Systems in organizations also act in organizations also act as an “Enabling” & as an “Enabling” & “Filtering Tool”“Filtering Tool”
Transformation of Transformation of OrganizationsOrganizations
Flattening (Need for Agility)Decentralization (More focus on Behavioral Approaches)Flexibility Location Independence (Globalization Pressures)Low Transaction CostEmpowerment (Employee needs to respond quickly)Collaborative Work (More teams are emerging)Overall Performance (Effectiveness)
Strategies Used With the Strategies Used With the Competitive Forces ModelCompetitive Forces Model
Product differentiation involves developing new and unique products and services not easily duplicated by competitors
low-cost producer (provide same value but at a lower cost than competitors)
Focused differentiation involves
Narrowing the market by developing niches for Narrowing the market by developing niches for specialized products or services where a business specialized products or services where a business can compete better than its rivalscan compete better than its rivals
Use of customer data (data mining, credit card Use of customer data (data mining, credit card
transactions, Internet behaviortransactions, Internet behavior))
Examples of Systems for Each Examples of Systems for Each StrategyStrategy
Product differentiationLevi Strauss’ s Personal Pair (Levi Strauss’ s Personal Pair (mass mass customizationcustomization or or one-to-one marketing) one-to-one marketing)
Firms face a continuing stream of IT-based Firms face a continuing stream of IT-based opportunities to achieve strategic opportunities to achieve strategic advantages advantages
Challenges
Some firms face big hurdles in Some firms face big hurdles in implementing contemporary systems; implementing contemporary systems; resistance to change.resistance to change.
Once an advantage is achieved, there are Once an advantage is achieved, there are difficulties in sustaining the advantage.difficulties in sustaining the advantage.
Organizations often cannot change fast Organizations often cannot change fast enough to accommodate new technologies enough to accommodate new technologies (Kodak).(Kodak).