Organization Theory

• 1. GROUP4ORGANIZATION THEORYINFORMATION & PROCESS CONTROLGROUP MEMBERSam Lin/ Sophin Khoo/ Sonia Wu /David Toppin Josh Liu/ Stacy Chiang/ Katty Huang

2. AGENDAGroup4Textbook Introduction Information Technology Evolution Operations Information for Decision Making & Control The level and Focus of Control System Strategic Approach1 Strategic Approach2 E-Business Design IT Impact On Organization DesignCase Harras CasinoCase Coca-cola AGENDATextbook(CASE) Harras Casino(CASE) Coca-cola 3. Group4TextbookPresented By Sophin Sonia 4. INTRODUCTIONGroup4 How IT is used for decision making and control of the organization How IT affects organization design , interorganizational relationships and performance.AGENDATextbook(CASE) Harras Casino(CASE) Coca-cola 5. Information Technology EvolutionAGENDATextbook(CASE) Harras CasinoGroup4(CASE) Coca-cola 6. OperationsGroup4Transaction processing systems(TPS) DefinitionTo automate the organization routine day to day business transaction. To effectively and efficiently process and record any data that is a result of a transaction. Data Warehousing Building a data base to access data directly Data Mining The process of analyzing data from different perspectives and summarize it into useful information AGENDATextbook(CASE) Harras Casino(CASE) Coca-cola 7. Information for D-M & ControlAGENDATextbook(CASE) Harras CasinoGroup4(CASE) Coca-cola 8. Information for D-M & ControlGroup4For Decision Making Management Information Systems(MIS) A computer-based system provides information and support for managerial decision making Information reporting system Provide mid-level managers with reports that summarize data and support decision making.AGENDATextbook(CASE) Harras Casino(CASE) Coca-cola 9. Information for D-M & ControlGroup4For Decision Making Decision Support Systems(DSS) Provides specific benefits to managers at all levels of the organization. Help managers choose the alternatives best outcomes.AGENDATextbook(CASE) Harras Casino(CASE) Coca-cola 10. Information for D-M & ControlGroup4For Decision Making Executive Information Systems(EIS) Provide highest levels of management to make decision. Top managers could quickly and easily get information based on EIS application.AGENDATextbook(CASE) Harras Casino(CASE) Coca-cola 11. Information for D-M & ControlGroup4For Control Feedback control modelAGENDATextbook(CASE) Harras Casino(CASE) Coca-cola 12. Information for D-M & ControlGroup4For Control Management Control System SubsystemContent and FrequencyBudget, financial reportsFinancial, resource expenditures, profit and loss; monthlyStatistical reportsNonfinancial outputs, weekly of monthly, often computer-basedRewards systemEvaluation of managers based on department goals and performance, set rewards, yearlyQuality control systemParticipation, benchmarking guidelines, six sigma goals; continuousAGENDATextbook(CASE) Harras Casino(CASE) Coca-cola 13. Level & Focus of Control SystemGroup4Organization Level: The balanced Scorecard Measurements and statistical reports with a concern for market , customers and employees Focusing on how well resources and human capital are being managed for the companys future. Strategy map: A cause-effect control technique Department Level: Behavior v.s. outcome control How people do their jobs Outcomes people produce AGENDATextbook(CASE) Harras Casino(CASE) Coca-cola 14. Strategy Approach 1Group4Strengthening Employee Coordination and Efficiency Intranets: Private company web site information system Knowledge Management : Process of capturing , developing , sharing, and effectively using organizational knowledge Social Networking provides a peer to peer communication channel , shares all sorts of ideas and opinions (facebook, twitter) Enterprise Resource Planningpulls together variable types of information to see how decision and integrates the business process across the entire firm. (CASE) (CASE)AGENDATextbookHarras CasinoCoca-cola 15. Strategy Approach 2Group4Strengthening Coordination with External PartnersExtranet An external communications system that uses the internet and is shared by two or more organizations.AGENDATextbook(CASE) Harras Casino(CASE) Coca-cola 16. Strategy Approach 2Group4Strengthening Coordination with External PartnersThe Integrated Enterprise Information Linkages Horizontal RelationshipsAGENDATextbook(CASE) Harras Casino(CASE) Coca-cola 17. Strategy Approach 2Group4Strengthening Coordination with External PartnersCustomer Relationship Share company news directly with customers. Online community :Facebook, Twitter, company website Company blog , CEO also have a blogAGENDATextbook(CASE) Harras Casino(CASE) Coca-cola 18. Strategy Approach 2Group4Strengthening Coordination with External PartnersCustomer Relationship Example: The Former Minister of Economic- Chii Ming YingAGENDATextbook(CASE) Harras Casino(CASE) Coca-cola 19. E-Business Organization DesignAGENDATextbook(CASE) Harras CasinoGroup4(CASE) Coca-cola 20. IT Impact On Organization Design Group4Smaller OrganizationsDecentralized Organizational Structures Improved Horizontal Coordination Improved Interorganizational RelationshipsEnhanced Network Structures AGENDATextbook(CASE) Harras Casino(CASE) Coca-cola 21. Harras Casino CASE Presented By DavidGroup4 22. Harras Casino NotesGroup4CEO Phil Satre invested in the development of the intellectual and technological capabilities needed to assemble and analyze data about casino customers.The goal was to provide good service to them and thus encourage their loyalty to the companys brand.AGENDATextbook(CASE) Harras Casino(CASE) Coca-cola 23. Enhance Customer Loyal With Total GoldGroup4Incentives for regular customers to visit Harrahs. Earned credits for free hotel rooms, dinners show tickets and gift certificates while they playedTotal Gold wasnt good for keeping customers but was for tracking millions of individual transactions. IT systems assembled a vast amount of data on customer preferences.AGENDATextbook(CASE) Harras Casino(CASE) Coca-cola 24. Slicing and Dicing The DataGroup4The data base showed the total gold card holders were spending only 36% of their annual gaming budgets at Harrahs.Need to slice and dice the data finely to develop effective marketing programs and differentiate the brand. 26% of the gamblers who visited Harrahs generated 82% of the revenue. Did not stay in the hotel but visited the casino on the way home from work or on a weekend out. Data showed customers that were happy with the Harrahs experience increased their spending by 10% per year. AGENDATextbook(CASE) Harras Casino(CASE) Coca-cola 25. Breaking The RulesGroup4Businesses usually insist that you treat customers equally. Harrahs thought that approach was wrong. Human nature wants people to aspire to higher levels so there are three tiers: Gold, Platinum and Diamond cardholders based on their annual theoretical value. PlatinumGoldSet up triggers in the data base and analyzed the customers responses to those triggers.AGENDATextbook(CASE) Harras Casino(CASE) Coca-cola 26. Hitting the Customer Service JackpotGroup4An absolute focus on customer satisfaction was the purpose of deep data mining and decision science marketing. Our data told us that our customers want friendly and helpful attention in addition to fast service.Maintain competitive advantage by using human capital and technology systems to get to know customers better. Other Casinos lure tourists with pirate ships or mini manhattans. Harras just keep refining and drilling into their data and making sure their regular customers are more than satisfied.AGENDATextbook(CASE) Harras Casino(CASE) Coca-cola 27. Coca Cola CASE Group4Presented By SamSophin 28. Strengthen Employee Coordination Group4 seniorNewcomerAGENDATextbook(CASE) Harras Casino(CASE) Coca-cola 29. Strengthen Employee Coordination Group4AGENDATextbook(CASE) Harras Casino(CASE) Coca-cola 30. Information TechnologyGroup4Data warehousing system Enterprise Data Warehouse (EDW)AGENDATextbook(CASE) Harras Casino(CASE) Coca-cola 31. Strengthen Employee Coordination Group4 IntranetsI connectAGENDATextbook(CASE) Harras Casino(CASE) Coca-cola 32. Strengthen Employee Coordination Group4 IntranetsI connectAGENDATextbook(CASE) Harras Casino(CASE) Coca-cola 33. Strengthen Employee Coordination Group4 Social NetworkingFacebookAGENDATextbook(CASE) Harras Casino(CASE) Coca-cola 34. Strengthen Employee Coordination Group4 Social NetworkingFacebook Christmas PostAGENDATextbook(CASE) Harras Casino(CASE) Coca-cola 35. Strengthen Employee Coordination Group4 Social NetworkingTwitterAGENDATextbook(CASE) Harras Casino(CASE) Coca-cola 36. Strengthen Employee Coordination Group4 ERP SYSTEM SAP R/3AGENDATextbook(CASE) Harras Casino(CASE) Coca-cola 37. ConclusionGroup4After introducing lots of IT, we know that there are exactly lots of companies using it.There is no best information technology for every organization. However, there should be a most suitable in different hierarchies/departments/companies.Presented BySam Lin/ Sophin Khoo/ Sonia Wu/David Toppin 38. GROUP4ORGANIZATION THEORYQ & A Thank You For Your Attention ! GROUP MEMBERSam Lin/ Sophin Khoo/ Sonia Wu/David Toppin Josh Liu/ Stacy Chiang/ Katty Huang 39. Strengthen Employee Coordination Group4 Intranets Employee RefreshmentAGENDATextbook(CASE) Harras Casino(CASE) Coca-cola 40. E-Business Organization DesignGroup4Separate Business In-House Division Integrated Design AGENDATextbook(CASE) Harras Casino(CASE) Coca-cola 41. E-Business Organization DesignAGENDATextbook(CASE) Harras CasinoGroup4(CASE) Coca-cola 42. Information for D-M & ControlGroup4For Control Executive DashboardAGENDATextbook(CASE) Harras Casino(CASE) Coca-cola