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Ch 2.pdf
1.
Copyright © 2018
Pearson Education Ltd. 1 Management Information Systems: Managing the Digital Firm Fifteenth edition Chapter 2 Global E-business and Collaboration
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Pearson Education Ltd. Learning Objectives • 2-1 What are business processes? How are they related to information systems? • 2-2 How do systems serve the different management groups in a business, and how do systems that link the enterprise improve organizational performance? • 2-3 Why are systems for collaboration and social business so important, and what technologies do they use? • 2-4 What is the role of the information systems function in a business? 2
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Pearson Education Ltd. 3 Enterprise Social Networking Helps ABB Innovate and Grow • Problem – Outdated static technology – Geographically dispersed • Solutions – Develop knowledge sharing strategy and goals – Change knowledge and collaboration processes – Change organizational culture – Deploy Inside+, with Yammer, Office 365, and Sharepoint
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Pearson Education Ltd. 4 Enterprise Social Networking Helps ABB Innovate and Grow • ABB uses Inside+ to provide new channels for knowledge acquisition, innovation, and collaboration • Demonstrates IT’s role in helping organizations improve performance and remain competitive • Illustrates the ability of IT systems to support collaboration and teamwork
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Pearson Education Ltd. 5 Enterprise Social Networking Helps ABB Innovate and Grow
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Pearson Education Ltd. 6 Business Processes • Business processes – Flows of material, information, knowledge – Sets of activities, steps – May be tied to functional area or be cross- functional • Businesses: Can be seen as collection of business processes • Business processes may be assets or liabilities
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Pearson Education Ltd. 7 Business Processes • Examples of functional business processes – Manufacturing and production Assembling the product – Sales and marketing Identifying customers – Finance and accounting Creating financial statements – Human resources Hiring employees
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Pearson Education Ltd. Figure 2.1: The Order Fulfillment Process 8
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Pearson Education Ltd. Examples of Functional Business Processes 9
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Pearson Education Ltd. 10 How Information Technology Improves Business Processes • Increasing efficiency of existing processes – Automating steps that were manual • Enabling entirely new processes – Changing flow of information – Replacing sequential steps with parallel steps – Eliminating delays in decision making – Supporting new business models
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Pearson Education Ltd. 11 Systems for Different Management Groups • Transaction processing systems (TPS) – Serve operational managers and staff – Perform and record daily routine transactions necessary to conduct business Examples: sales order entry, payroll, shipping – Allow managers to monitor status of operations and relations with external environment – Serve predefined, structured goals and decision making
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Pearson Education Ltd. Figure 2.2: A Payroll TPS 12
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Pearson Education Ltd. 13 Systems for Different Management Groups • Systems for business intelligence – Data and software tools for organizing and analyzing data – Used to help managers and users make improved decisions • Management information systems (MIS) • Decision support systems ( DSS) • Executive support systems (ESS)
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Pearson Education Ltd. 14 Management Information Systems • Serve middle management • Provide reports on firm’s current performance, based on data from TPS • Provide answers to routine questions with predefined procedure for answering them • Typically have little analytic capability
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Pearson Education Ltd. Figure 2.3: How Management Information Systems Obtain Their Data from the Organization’s TPS 15
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Pearson Education Ltd. Figure 2.4: Sample MIS Report 16
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Pearson Education Ltd. 17 Decision support systems • Serve middle management • Support nonroutine decision making – Example: What is the impact on production schedule if December sales doubled? • May use external information as well TPS / MIS data • Model driven DSS – Voyage-estimating systems • Data driven DSS – Intrawest’s marketing analysis systems
18.
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Pearson Education Ltd. Figure 2.5: Voyage-Estimating Decision- Support System 18
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Pearson Education Ltd. 19 Executive Support Systems • Support senior management • Address nonroutine decisions – Requiring judgment, evaluation, and insight • Incorporate data about external events (e.g., new tax laws or competitors) as well as summarized information from internal MIS and DSS • Example: Digital dashboard with real-time view of firm’s financial performance
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Pearson Education Ltd. 20 Executive Support Systems A digital dashboard
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Pearson Education Ltd. 21 Executive Support Systems A digital dashboard
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Pearson Education Ltd. 22 Executive Support Systems • A digital dashboard
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Pearson Education Ltd. 23 Executive Support Systems • A digital dashboard
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Pearson Education Ltd. 24 Executive Support Systems For example, the chief operating officer (COO) and plant managers at Valero, the world’s largest independent petroleum refiner, use a Refining Dashboard to display real-time data related to plant and equipment reliability, inventory management, safety, and energy consumption. With the displayed information, the COO and his team can review the performance of each Valero refinery in the United States and Canada in terms of how each plant is performing compared to the production plan of the firm.
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Pearson Education Ltd. 25 Enterprise Applications • Systems for linking the enterprise • Span functional areas • Execute business processes across the firm • Include all levels of management • Four major applications Enterprise systems (ES) Supply chain management systems (SCM) Customer relationship management systems (CMS) Knowledge management systems (KMS)
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Pearson Education Ltd. Figure 2.6: Enterprise Application Architecture 26
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Pearson Education Ltd. 27 Enterprise Systems • Collect data from different firm functions and store data in single central data repository • Resolve problems of fragmented data • Enable: – Coordination of daily activities – Efficient response to customer orders (production, inventory) – Decision making by managers about daily operations and longer-term planning
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Pearson Education Ltd. 28 Supply Chain Management (SCM) Systems • Manage firm’s relationships with suppliers • Share information about: – Orders, production, inventory levels, delivery of products and services • Goal: – Right amount of products to destination with least amount of time and lowest cost
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Pearson Education Ltd. 29 Customer Relationship Management (CRM) Systems • Provide information to coordinate all of the business processes that deal with customers – Sales – Marketing – Customer service • Helps firms identify, attract, and retain most profitable customers
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Pearson Education Ltd. 30 Knowledge Management Systems (KMS) • Support processes for capturing and applying knowledge and expertise – How to create, produce, and deliver products and services • Collect internal knowledge and experience within firm and make it available to employees • Link to external sources of knowledge
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Pearson Education Ltd. 31 Intranets and Extranets • Also used to increase integration and expedite the flow of information • Intranets Internal company websites accessible only by employees • Extranets Company websites accessible externally only to vendors and suppliers Often used to coordinate supply chain
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Pearson Education Ltd. 32 E-business, E-commerce, and E-government • E-business Use of digital technology and Internet to drive major business processes • E-commerce Subset of e-business Buying and selling goods and services through Internet • E-government Using Internet technology to deliver information and services to citizens, employees, and businesses
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Pearson Education Ltd. 33 What Is Collaboration? • Collaboration Short lived or long term Informal or formal (teams) • Growing importance of collaboration Changing nature of work Growth of professional work—“interaction jobs” Changing organization of the firm Changing scope of the firm Emphasis on innovation Changing culture of work
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Pearson Education Ltd. 34 What Is Social Business? • Social business – Use of social networking platforms (internal and external) to engage employees, customers, and suppliers • Aims to deepen interactions and expedite information sharing • “Conversations” • Requires information transparency – Driving the exchange of information without intervention from executives or others
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Pearson Education Ltd. 35 Business Benefits of Collaboration and Teamwork • Investments in collaboration technology can bring organization improvements, returning high ROI • Benefits – Productivity – Quality – Innovation – Customer service – Financial performance Profitability, sales, sales growth
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Pearson Education Ltd. 36 Business Benefits of Collaboration and Teamwork •
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Pearson Education Ltd. Figure 2.7: Requirements for Collaboration 33
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Pearson Education Ltd. 38 Building a Collaborative Culture and Business Processes • “Command and control” organizations – No value placed on teamwork or lower-level participation in decisions • Collaborative business culture – Senior managers rely on teams of employees – Policies, products, designs, processes, and systems rely on teams – The managers purpose is to build teams
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Pearson Education Ltd. 39 Tools and Technologies for Collaboration and Social Business • E-mail and instant messaging (IM) • Wikis • Virtual worlds • Collaboration and social business platforms Virtual meeting systems (telepresence) Cloud collaboration services (Google Drive, Google Docs, etc.) Microsoft SharePoint and IBM Notes Enterprise social networking tools
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Pearson Education Ltd. 40 Checklist for Managers: Evaluating and Selecting Collaboration and Social Software Tools • Time/space matrix • Six steps in evaluating software tools Identify your firm’s collaboration challenges Identify what kinds of solutions are available Analyze available products’ cost and benefits Evaluate security risks Consult users for implementation and training issues Evaluate product vendors
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Pearson Education Ltd. Figure 2.8: The Time/Space Collaboration and Social Tool Matrix
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Pearson Education Ltd. 42 The Information Systems Department • Often headed by chief information officer (CIO) – Other senior positions include chief security officer (CSO), chief knowledge officer (CKO), chief privacy officer (CPO), chief data officer (CDO) • Programmers • Systems analysts • Information systems managers • End users
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Pearson Education Ltd. 43 Organizing the Information Systems Function • IT governance – Strategies and policies for using IT in the organization – Decision rights – Accountability – Organization of information systems function Centralized, decentralized, and so on
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Pearson Education Ltd. 44 Interactive Session: Organizations • Class discussion – Describe the problem faced by Plan International. What management, organization, and technology factors contributed to this problem? – Describe the system solution to this problem. Describe the types of systems used for the solution. – Why is human resources so important at Plan International? – How did these systems improve operational efficiency? – How did these systems improve decision making? Give examples of two decisions improved by Plan’s new systems. ( Report Every Student have different Case)
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