The organizational structure, managers and activities Ppt - Unitedworld School of Business

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The organizational structure, managers and activities Ppt - Unitedworld School of Business

  1. 1. Management InformationSystems
  2. 2. 1INFORMATIONTECHNOLOGYHardwareSoftwareDatabasesNetworksOther relatedcomponentsare used to buildINFORMATIONSYSTEMSPayrollSystemInventorySystemMarketing SystemCustomer ServiceSystemIS Vs IT
  3. 3. Information SystemResources1 -3Information Systems ResourcesAnd ProductsPeopleResourcesHardwareResourcesSoftwareResourcesDataResourcesNetworkResourcesInformationProducts
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  8. 8. The Role of MIS Executive Systems Planning Data Center Management & Operations Management of Remote Equipment Identification of Opportunities for NewSystems Systems Analysis, Design, and Constructionof New Systems Distributed Systems: The migration ofequipment to user areas and control(selection, purchase, and ownership).Standards sometimes set by IS department1 - 8
  9. 9. The CIOs Responsibilities Understand the business: products,markets & customers Establish credibility of the systemsdepartment: responsiveness to needsand requests Increase the technological maturity of theorganization: "Make it easier to takeadvantage of computer andtelecommunications applications,” Spendmoney, keep up with technology andapplications1 - 9
  10. 10. The CIO’s Create a vision and sell it: Create agoal for the use of IT within theOrganization and sell the goal toothers (The Marketing of IT) Implement a systems architecturethat will support the vision and thecompany in the future. This isperhaps the most difficultresponsibility (the Tech, and theParadigm keep changing).1 - 10
  11. 11. The CIO Understand the Business Environmental Scanning: Find out what ishappening in the market place Concentrate on the lines of the business Sponsor weekly briefings Attend industry meetings with line executives Read industry publications Hold informal listening sessions Become a partner with the line manager1 - 11
  12. 12. The CIO Concentrate on Lines of Business Example: GM sells cars, parts andfinancing. Each is a different line of thebusiness, and each would requireddifferent systems. support current operations use system to influence future ways ofworking1 - 12
  13. 13. Increase TechnologicalMaturityIn a technologically matureorganization both the organizationand the employees are comfortableusing and managing thetechnology.◦ Ease of use◦ use in intended ways◦ have a good attitude to it◦ have control over it1 - 13
  14. 14. Types of IS OrganizationalDesign Centralized – IS applications andresources housed, managed, andcontrolled centrally Decentralized – business units havecomplete control of their own ISresources Federal – attempt to achieve benefits ofboth centralized and decentralized Customized – mixed design in largeenterprises where each divisiondetermines best design for that division1 -14
  15. 15. Organization design dependson How rest of business is organized Type of customer markets,products, and geographical spread Role of IT within the organization Reporting level of most senior ISleader Types of technologies managed byIS organization1 -15
  16. 16. IS Evaluation Criteria Meeting business objectives Responding rapidly and economically tonew needs Expanding business or services Developing an architecture and plan Operating reliable and efficient technologyresources Focusing on the customer Providing quality IS staff Reducing size of backlog Satisfying users Adopting new technologies1 -16
  17. 17. Senior IS Management Issues Improving data and IT planning, especiallylinking IS to the business Gaining business value through IT Facilitating organizational learning aboutand through IT Refining the IS unit’s role and position Guiding systems development by businessmanagers Managing organizational data as an asset Measuring IS effectiveness Integrating information technologies Developing systems personnel 1 -17
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