INFORMATION SYSTEMS, ORGANIZATIONS, & BUSINESS PROCESSES.

INFORMATION SYSTEMS, ORGANIZATIONS, & BUSINESS PROCESSES

INFORMATION SYSTEMS, ORGANIZATIONS, & BUSINESS PROCESSES

ORGANIZATIONS & INFORMATION TECHNOLOGYORGANIZATIONS & INFORMATION TECHNOLOGY

MEDIATING FACTORS: MEDIATING FACTORS: Environment Environment Culture Culture Structure Structure Standard Procedures Standard Procedures Politics Politics Management Decisions Management Decisions ChanceChance

ORGANIZATIONSORGANIZATIONS INFORMATION INFORMATION TECHNOLOGYTECHNOLOGY

3.3

INFORMATION SYSTEMINFORMATION SYSTEMINFORMATION SYSTEMINFORMATION SYSTEM

INFORMATION INFORMATION

SYSTEMSYSTEM

BUSINESS BUSINESS

CHALLENGECHALLENGE

BUSINESS BUSINESS

SOLUTIONSSOLUTIONS

MANAGEMENTMANAGEMENT

INFORMATIONINFORMATION

TECHNOLOGYTECHNOLOGY

ORGANIZATIONORGANIZATION

3.2

MANAGING CHANGEMANAGING CHANGE

FITTING TECHNOLOGY TO FITTING TECHNOLOGY TO ORGANIZATIONORGANIZATION

LIMITS OF TECHNOLOGYLIMITS OF TECHNOLOGY

MICROECONOMIC DEFINITION OF ORGANIZATION

MICROECONOMIC DEFINITION OF ORGANIZATION

INPUT FROM ENVIRONMENT

OUTPUT TO ENVIRONMENT

PRODUCTIONPROCESS

FEEDBACK

ORGANIZATIONORGANIZATION

3.4

BEHAVIORAL VIEW OF ORGANIZATIONSBEHAVIORAL VIEW OF ORGANIZATIONS

STRUCTURE: HierarchyDivision of labor

Rules, Procedures

PROCESS: Rights/Obligations Privileges/ResponsibilitiesValues

NormsPeople *

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

3.5

STRUCTURAL CHARACTERISTICS OF ALL ORGANIZATIONSSTRUCTURAL CHARACTERISTICS OF ALL ORGANIZATIONS

CLEAR DIVISION OF LABOR HIERARCHY EXPLICIT RULES & PROCEDURES IMPARTIAL JUDGMENTS TECHNICAL QUALIFICATIONS MAXIMUM ORGANIZATIONAL EFFICIENCY

*

3.6

ORGANIZATIONAL STRUCTURESORGANIZATIONAL STRUCTURES

ENTREPRENEURIAL: Start up business MACHINE BUREAUCRACY: Mid-sized

manufacturing firm DIVISIONALIZED BUREAUCRACY: Fortune 500 PROFESSIONAL BUREAUCRACY: Law firms,

hospitals ADHOCRACY: Consulting firm

*

3.7

SALIENT FEATURES OF ORGANIZATIONSSALIENT FEATURES OF ORGANIZATIONS

COMMON FEATURES: FORMAL STRUCTURE STANDARD OPERATING PROCEDURES POLITICS CULTURE

*

3.8

SALIENT FEATURES OF ORGANIZATIONSSALIENT FEATURES OF ORGANIZATIONS

UNIQUE FEATURES:

ORGANIZATIONAL TYPE

ENVIRONMENTS, GOALS, POWER

CONSTITUENCIES, FUNCTION

LEADERSHIP, TASKS

TECHNOLOGY

LEVELS

*

3.9

ORGANIZATION & ITS ENVIRONMENTORGANIZATION & ITS ENVIRONMENT

THE FIRM

INFORMATION SYSTEMS

3.10

ORGANIZATION & ITS ENVIRONMENTORGANIZATION & ITS ENVIRONMENT

THE FIRM

INFORMATION SYSTEMS

THE ENVIRONMENT:THE ENVIRONMENT:

RESOURCES & CONSTRAINTS

GOVERNMENTS

COMPETITORS

FINANCIAL INSTITUTIONS

CULTURE

KNOWLEDGE

TECHNOLOGY

3.11

ORGANIZATIONAL LEVELS & SUPPORT SYSTEMSORGANIZATIONAL LEVELS & SUPPORT SYSTEMS

INDIVIDUAL GROUP DEPARTMENT ORGANIZATION INTERORGANIZATION ORGANIZATIONAL NETWORK

*

3.12


INDIVIDUAL: ACTIVITY: Job, task SUPPORT: Client database, DSS

GROUP: ACTIVITY: Project SUPPORT: Product scheduling, access to

TPS, external sources, dynamic info needs, group DSS

*3.13


DEPARTMENT: ACTIVITY: Major function SUPPORT: Accounts payable; payroll;

marketing; MIS; TPS

DIVISION: ACTIVITY: Major product, service SUPPORT: Systems to support functions;

MIS; TPS; on-line

*3.14


ORGANIZATION: ACTIVITY: Multiple products, services, goals SUPPORT: Integrated on-line, interactive

financial & planning systems; MIS; ESS

*

3.15


INTERORGANIZATION: ACTIVITY: Alliance; competition; exchange;

contact SUPPORT: Communication systems;

intelligence, observation, monitoring systems

*

3.16


ORGANIZATIONAL NETWORK: ACTIVITY: Sector of economy; related

products, services; interdependencies SUPPORT: Informal communication systems;

industry / sector-level formal reporting systems

*

3.17

WORK GROUPS, PROBLEMS, SUPPORTWORK GROUPS, PROBLEMS, SUPPORT

TYPES:

HIERARCHICAL

INTERDEPARTMENTAL COMMITTEES

PROJECT TEAMS

COMMITTEES

TASK FORCES

PEER GROUPS / SOCIAL NETWORKS

*

3.18


PROBLEMS:

MAKING ARRANGEMENTS

ATTENDING MEETINGS

LONG AGENDAS

COST OF MEETINGS

BETWEEN-MEETING ACTIVITIES

*

3.19


SUPPORT:

HIERARCHICAL: Video conferencing; e-mail

INTERDEPARTMENTAL COMMITTEES: Electronic messaging

*

3.20


SUPPORT:

PROJECT TEAMS: Scheduling software; Meeting support tools; Documents; Intranet

COMMITTEES: e-bulletin boards; Video conferencing; e-mail; Computer conferencing

*

3.21


SUPPORT:

TASK FORCES: Graphics display; Info utility; Documents; Meeting support tools

PEAR GROUPS / SOCIAL NETWORKS: Telephone; e-mail; Correspondence

*

3.22

THE COMPUTER PACKAGETHE COMPUTER PACKAGE

ORGANIZATION: Senior Management; Major end users

INFORMATION SYSTEMS DEPARTMENT Technology: Hardware; Software Information Systems Specialists

*

3.23

THE COMPUTER PACKAGETHE COMPUTER PACKAGE

INFORMATION SPECIALISTS: Managers Systems analysts Systems designers Systems programmers Applications programmers Maintenance programmers Database administrator

*

3.24

WHAT SOME SPECIALISTS DOWHAT SOME SPECIALISTS DO

PROGRAMMERS: Write software SYSTEMS ANALYSTS: Translate business

problems into solutions IS MANAGERS: Department leaders END USERS: Department reps for whom

applications are developed

*

3.25

SYSTEM DEVELOPMENT PROCESSSYSTEM DEVELOPMENT PROCESS

EXTERNALEXTERNAL Uncertainties UncertaintiesOpportunitiesOpportunities

INTERNALINTERNALValuesValuesNormsNormsInterestsInterests

SYSTEM DEVELOPMENTSYSTEM DEVELOPMENT Adoption Adoption Utilization Utilization Management Management

3.26

HOW INFO SYSTEMS AFFECT ORGANIZATIONSHOW INFO SYSTEMS AFFECT ORGANIZATIONS MICROECONOMIC THEORY: Info

technology is a factor of production, like capital & labor

TRANSACTION COST THEORY: Firms attempt to minimize transaction costs internally & externally

*

VP VP VP

CEO

3.27

HOW INFO SYSTEMS AFFECT ORGANIZATIONSHOW INFO SYSTEMS AFFECT ORGANIZATIONS

VP VP VP

CEO

AGENCY THEORY: Firm is nexus of contracts among agents who make decisions; IS shrink number of agents & reduce cost

BEHAVIORAL THEORIES: Concepts from Sociology, Psychology, Political Science; Organizations & Information Technology mutually influence each other

*

3.28

HOW INFO SYSTEMS AFFECT ORGANIZATIONSHOW INFO SYSTEMS AFFECT ORGANIZATIONS DECISION & CONTROL THEORY: Decision

s are made under conditions of risk & uncertainty; centralization & hierarchy reduce uncertainty

SOCIOLOGICAL THEORY: Bureaucracy, SOPs help stabilize organizations, but slow ability to change

*

VP VP VP

CEO

3.29

HOW INFO SYSTEMS AFFECT ORGANIZATIONSHOW INFO SYSTEMS AFFECT ORGANIZATIONS POSTINDUSTRIAL THEORY: Flatter

organizations; dominated by knowledge workers; decentralized decision making

CULTURAL THEORY: Info technology must fit organization’s culture to be accepted

*

VP VP VP

CEO

3.30

HOW INFO SYSTEMS AFFECT ORGANIZATIONSHOW INFO SYSTEMS AFFECT ORGANIZATIONS POLITICAL THEORY: Info systems are

outcome of political competition for policies, procedures, resources

*

VP VP VP

CEO

3.31

IMPLEMENTING CHANGEIMPLEMENTING CHANGE

Source: Leavitt, Handbook of Organization (1965)

TASKTASK

PEOPLEPEOPLETECHNOLOGYTECHNOLOGY

STRUCTURESTRUCTURE

RESISTANCERESISTANCE

MUTUALMUTUALADJUSTMENTADJUSTMENT

3.32

HOW WEB AFFECTS ORGANIZATIONSHOW WEB AFFECTS ORGANIZATIONS

MORE INFO, ANYWHERE, ANYTIME MORE SCOPE, DEPTH, RANGE OF

KNOWLEDGE: Global encyclopedia LOWERS COST, RAISES QUALITY OF

INFO DISTRIBUTION: Enhances attention span of vendors, customers, employees

*

3.33

3. INFORMATION SYSTEMS, ORGANIZATIONS, & BUSINESS PROCESSES

3. INFORMATION SYSTEMS, ORGANIZATIONS, & BUSINESS PROCESSES

3.34