Information technology can provide competitive advantages for organizations by improving efficiency and reducing costs. It allows organizations to better serve customers through mass customization, online services with reduced wait times, and improved communication. While hardware, software and IT infrastructure can be easily copied, an organization's managerial skills in effectively applying IT to business processes can be a source of sustained competitive advantage if they are difficult for competitors to replicate.
This document discusses concepts related to strategic management and competitive advantage. It begins by defining the external environment of an organization and identifying various environmental factors. It then discusses Porter's Five Forces model, which analyzes competitive forces within an industry. Next, it covers strategic groups within industries and how competitive changes occur during different stages of industry evolution. It concludes by briefly discussing the impacts of globalization on industry structure.
Methods and techniques of organization appraisallakhwinder Singh
This document discusses various methods and techniques for organizational appraisal, including value chain analysis, qualitative analysis, quantitative analysis, historical analysis, industry standards, benchmarking, and the balanced scorecard. It provides details on each method, such as how value chain analysis is used to identify a firm's most valuable activities, how quantitative analysis includes financial and non-financial measures, and how the balanced scorecard translates a business's vision into objectives in four key areas: financial, customer, internal processes, and learning and growth. The document aims to outline different approaches for evaluating an organization's internal environment and identifying strengths and weaknesses.
HRD refers to helping employees continuously develop their capabilities to perform current and future roles through training, learning, and developing an organizational culture of collaboration. An organization's culture is shaped by the underlying values and assumptions held by its members, while climate refers to the conscious environment as perceived by employees. HRD climate is influenced by how important human resource development is perceived to be, the level of openness, trust, and collaboration fostered, and how well HRD mechanisms like training and performance reviews are implemented. Developing an optimal HRD climate through supportive policies and practices can facilitate employee learning and development.
The process of strategic choice involves focusing on strategic alternatives through gap analysis, analyzing alternatives based on objective and subjective factors, evaluating alternatives against selection criteria, and making a final choice. Subjective factors considered in strategic choice include perceptions of critical success factors, commitment to past actions, decision styles and risk attitudes, and internal politics. Organizations develop contingency strategies in advance to deal with uncertainties and create strategic plans to implement chosen strategies.
This document discusses the three levels of strategic management - corporate, business, and operational.
The corporate level focuses on the overall plan for the organization and strategic business units. Strategy at this level involves conceptual decisions. The business level determines how each business unit will compete and allocates resources. Operational level strategies improve internal functions like manufacturing and marketing.
Effective strategic management requires coordination across all three levels to improve profitability.
Unit 3 Chapter 3 Strategic alternativesravalhimani
This document outlines various corporate level strategies including growth, stability, and retrenchment strategies. It discusses concentration, diversification, pause/proceed with caution, and turnaround strategies. The document also covers business level strategies like cost leadership, differentiation, and focus strategies. Finally, it discusses building and restructuring the corporation through various routes like start-ups, acquisitions, mergers, and divestments.
This presentation covers one of the process of Strategic Management; Strategic Implementation. There are 2 sub divisions; Functional Implementation and Structural Implementation. This section deals with Structural Implementation in detail.
An HR audit is a comprehensive review of an organization's HR policies, procedures, documentation, and systems. It identifies areas for improvement and ensures regulatory compliance. The audit involves reviewing aspects like hiring, benefits, compensation, performance reviews, and terminations. The purpose is to recognize HR strengths and problems in order to remedy issues and enhance the HR function. Key areas that should be audited include legal compliance, record keeping, compensation, employee relations, and health and safety policies.
This document discusses concepts related to strategic management and competitive advantage. It begins by defining the external environment of an organization and identifying various environmental factors. It then discusses Porter's Five Forces model, which analyzes competitive forces within an industry. Next, it covers strategic groups within industries and how competitive changes occur during different stages of industry evolution. It concludes by briefly discussing the impacts of globalization on industry structure.
Methods and techniques of organization appraisallakhwinder Singh
This document discusses various methods and techniques for organizational appraisal, including value chain analysis, qualitative analysis, quantitative analysis, historical analysis, industry standards, benchmarking, and the balanced scorecard. It provides details on each method, such as how value chain analysis is used to identify a firm's most valuable activities, how quantitative analysis includes financial and non-financial measures, and how the balanced scorecard translates a business's vision into objectives in four key areas: financial, customer, internal processes, and learning and growth. The document aims to outline different approaches for evaluating an organization's internal environment and identifying strengths and weaknesses.
HRD refers to helping employees continuously develop their capabilities to perform current and future roles through training, learning, and developing an organizational culture of collaboration. An organization's culture is shaped by the underlying values and assumptions held by its members, while climate refers to the conscious environment as perceived by employees. HRD climate is influenced by how important human resource development is perceived to be, the level of openness, trust, and collaboration fostered, and how well HRD mechanisms like training and performance reviews are implemented. Developing an optimal HRD climate through supportive policies and practices can facilitate employee learning and development.
The process of strategic choice involves focusing on strategic alternatives through gap analysis, analyzing alternatives based on objective and subjective factors, evaluating alternatives against selection criteria, and making a final choice. Subjective factors considered in strategic choice include perceptions of critical success factors, commitment to past actions, decision styles and risk attitudes, and internal politics. Organizations develop contingency strategies in advance to deal with uncertainties and create strategic plans to implement chosen strategies.
This document discusses the three levels of strategic management - corporate, business, and operational.
The corporate level focuses on the overall plan for the organization and strategic business units. Strategy at this level involves conceptual decisions. The business level determines how each business unit will compete and allocates resources. Operational level strategies improve internal functions like manufacturing and marketing.
Effective strategic management requires coordination across all three levels to improve profitability.
Unit 3 Chapter 3 Strategic alternativesravalhimani
This document outlines various corporate level strategies including growth, stability, and retrenchment strategies. It discusses concentration, diversification, pause/proceed with caution, and turnaround strategies. The document also covers business level strategies like cost leadership, differentiation, and focus strategies. Finally, it discusses building and restructuring the corporation through various routes like start-ups, acquisitions, mergers, and divestments.
This presentation covers one of the process of Strategic Management; Strategic Implementation. There are 2 sub divisions; Functional Implementation and Structural Implementation. This section deals with Structural Implementation in detail.
An HR audit is a comprehensive review of an organization's HR policies, procedures, documentation, and systems. It identifies areas for improvement and ensures regulatory compliance. The audit involves reviewing aspects like hiring, benefits, compensation, performance reviews, and terminations. The purpose is to recognize HR strengths and problems in order to remedy issues and enhance the HR function. Key areas that should be audited include legal compliance, record keeping, compensation, employee relations, and health and safety policies.
This document discusses organizational design and change. It states that there is no single best organizational structure, and the structure must match the company's strategy. Organizational design involves creating the right structure to implement strategy, while change modifies existing structures that no longer fit strategy. The document outlines different dimensions of organizational structure and contextual factors. It provides steps for developing an organizational design and notes that change affects structures and behaviors. Different structures are described that match various business and corporate strategies like diversification and internationalization.
Human Resource Management vs Personnel Management SIMARAN SHAHEEN
Personnel management deals with recruitment, hiring, staffing, development, and compensation to achieve organizational objectives, focusing on procurement, development, compensation, and other operative functions. Human resource management takes a broader, more strategic approach that involves acquiring, maintaining, developing, utilizing, and coordinating people to optimize their performance and meet organizational needs through continuous processes like planning, selection, training, and appraisal. The key difference is that personnel management views workers as tools to be manipulated, while human resource management sees employees as organizational assets and promotes mutual goals and rewards.
HRD-Concept & Goals, Challenges, Climate, Practices in India, Learning and HRDAshish Hande
The document discusses key concepts in human resource development including definitions of HRD, the need for HRD in organizations, functions and goals of HRD, challenges in HRD, and learning principles and strategies that can maximize training outcomes. It provides an overview of concepts such as the difference between HRD and HRM, objectives and practices of HRD in Indian industries, and theories related to learning styles, transfer of training, and Gagné's domains of learning.
The document discusses human resource information systems (HRIS) and electronic human resource management (e-HRM). It defines HRIS as a system that allows tracking of employee information in databases. It describes the main components and functions of an HRIS including recruitment, compensation, benefits administration, and reporting. The document also outlines some benefits, challenges and types of e-HRM such as operational, relational and transformational e-HRM. It provides examples of how e-recruitment, e-selection, e-performance management, e-learning and e-compensation can be implemented using web-based technologies.
This document discusses different approaches to strategic human resource management (SHRM). It defines SHRM and outlines five key approaches: traditional, strategy implementation, strategy formulation, best practices, and best fit. For each approach, it provides an overview of the focus and assumptions, as well as advantages/criticisms. The traditional approach views HR as separate from business strategy. The other four seek to align HR with organizational goals and strategy in different ways.
This document provides an introduction to business analytics. It defines business analytics as combining data, information technology, statistical analysis, quantitative methods, and computer-based models to provide decision makers with information and scenarios to make well-researched decisions. The document discusses the evolution of business analytics and its significance and uses, including making data-driven decisions and improving profitability. It also outlines some challenges of business analytics and describes the scopes of descriptive analysis, predictive analysis, and prescriptive analysis.
During the growth of a competitive global environment, there is considerable pressure on most organisations to make their operational, tactical, and strategic process more efficient and effective.
An information system (IS) is a group of components which can increase the competitiveness and gain better information for decision making. Consequently, many organisations decide to implement IS in order to improve the effectiveness and efficiency of their organisations
Information systems have become a major function area of business administration. The systems, nowadays, plays a vital role in the e-business and e-commerce operations, enterprise collaboration and management, and strategic success of the business
The document discusses the key factors that shape a company's strategies. It identifies six main factors: 1) the macro environment, 2) industry analysis, 3) competitor analysis, 4) structural analysis within industries, 5) internal organizational analysis, 6) environmental scanning, and 7) forecasting the environment. Each of these factors represents external forces and internal conditions that influence a company's strategic decision making.
Strategic formulation in Strategic managementYamini Kahaliya
This presentation is on Strategy formulation(of subject strategic management) and it covers following points :-
Define strategy formulation
Need of strategy formulation
Steps of strategy formulation
Problems in strategy formulation
Levels of strategy
Human resource management deals with managing an organization's workforce. It involves planning, organizing, and overseeing functions like recruiting, training, performance evaluations, and compensation. The document provides definitions and concepts of HRM, discusses its functions and objectives, and traces its evolution from treating labor as a commodity to recognizing employees as valuable assets. It also outlines the scope and importance of HRM policies for organizations.
Outsourcing is when a firm contracts an independent contractor to perform certain tasks or activities. Common outsourced activities include IT, HR, manufacturing, and R&D. HR outsourcing involves an outside party performing some or all HR functions. While outsourcing can reduce costs and preserve culture, it can also result in loss of control and institutional knowledge. Managers generally outsource interactions and information gathering but not decision making. The type of outsourcing relationship depends on factors like asset specificity and uncertainty. HR outsourcing commonly includes payroll, benefits, workforce administration, and talent services like recruiting and training. Trust, confidentiality, commitment and flexibility are important factors in outsourcing relationships.
A virtual organization is a temporary network of independent organizations that use technology to coordinate work to achieve a common goal. It has no physical presence and relies on electronic communication. Key features include small partners, extensive IT use, shared ownership, flexibility, and geographically dispersed members. Successful virtual organizations require clear communication, performance standards, coordination between members, and support mechanisms for remote work.
The document discusses strategic intent and the balanced scorecard approach to strategic management. It defines strategic intent as the purpose and direction an organization aims to achieve. Key elements of strategic intent include vision, mission, goals, and objectives. These elements form a hierarchy with the vision at the top as the long-term goal, followed by the mission which articulates how the vision will be achieved, then specific goals and objectives with metrics to evaluate performance. The balanced scorecard framework translates strategic intent into objectives and measures across financial, customer, internal process, and learning/growth perspectives.
This document discusses how information systems can provide strategic advantages for businesses. It outlines different competitive strategies like cost leadership, differentiation, innovation, and growth. It also explains the strategic role of information systems in developing products and services that give competitive advantages. Finally, it describes how information systems can be used in business to improve operations, promote innovation, lock in customers and suppliers, create switching costs, and raise barriers to entry.
This document discusses organizational development (OD) consulting and the consultant-client relationship. It outlines the roles and responsibilities of consultants, including providing information and recommendations to clients, solving problems, making diagnoses, and assisting with implementation. The document also discusses areas of issues that can arise in the relationship, such as defining responsibilities, building trust, and ensuring ethical standards. Finally, it provides tips for consultants on building effective relationships with clients and achieving positive outcomes.
The document discusses various security and ethical challenges related to management information systems. It covers topics such as hacking, cyber theft, unauthorized computer use at work, software piracy, computer viruses, privacy issues, health issues related to computer use, and theories of corporate social responsibility. It also provides details on security measures like encryption, firewalls, denial of service defenses, email monitoring, virus defenses, security codes, backup files, biometric security, fault tolerant systems, and disaster recovery.
This document discusses behavioural implementation and the roles and skills of strategic leaders. It describes how strategic leaders guide organizations towards success through their individual behaviors and as part of groups. The document outlines the structure of strategic leaders at the corporate, business, functional, and operational levels. It also identifies key skills of strategic leaders like anticipating, challenging assumptions, interpreting information, deciding, learning, and aligning stakeholders. The roles of the CEO and board of directors in determining strategy and monitoring performance are discussed. Finally, the document covers types of power and how leadership styles impact strategic implementation.
This document discusses organizational values and their impact on strategy. It defines values as fundamental beliefs that guide behavior and decision making. Organizational values shape company culture and govern employee conduct. Values also influence strategy formation by aligning objectives, policies and procedures with the company's mission and vision. The case study of Nike demonstrates how the company's values of innovation, fashion, and promoting young talent guided strategic decisions around product design and celebrity endorsements that boosted sales and brand recognition.
Gap analysis involves comparing actual performance to desired performance in order to identify gaps and determine steps to improve current performance. It is a formal process of assessing what a company is currently doing versus where it wants to go in the future. Gap analysis can be used in any area of a business, such as sales, finance, operations, quality, and more, to identify gaps between the actual and desired state and determine how to bridge those gaps to help a company reach its full potential.
organisational change: its forces, factor affecting and its typessangeeta saini
This presentation discusses organizational change, including the forces driving change, factors affecting change, and types of change. The forces for organizational change include external factors like government regulations, technology, customer requirements and competition. Internal forces include deficiencies in management structure, changes in managerial and operative staff, and resource constraints. Factors affecting change include psychological, personal, and social factors of employees. The types of organizational change discussed are reactive, planned/proactive, organizational level, individual level, developmental, transitional, and strategic changes.
An information system consists of interrelated components that collect, process, store, and disseminate information to support decision making in an organization. It is important to distinguish between a computer system, which is the physical equipment, computer programs, which provide instructions, and an information system, which has both technical and organizational dimensions. Data are raw facts, while information is data that have been processed into a useful form. Information systems facilitate functions like supply chain management and customer relationship management through technologies like the Internet.
Businesses are increasingly relying on remote work and technologies like voice over IP to replace
traditional office roles like receptionists. This allows companies to reduce costs while improving customer
service. Organizations are also collecting huge amounts of data that is doubling every 18 months,
increasing demand for skilled data analysts. As a result, the changing business environment is leading
companies to outsource more work and use freelancers, reducing the need for internal managers while
allowing knowledge workers more autonomy. When implementing new technologies, companies must
consider employee skills, provide training, plan for turnover, and ensure the technology can scale and
adapt to remain effective.
This document discusses organizational design and change. It states that there is no single best organizational structure, and the structure must match the company's strategy. Organizational design involves creating the right structure to implement strategy, while change modifies existing structures that no longer fit strategy. The document outlines different dimensions of organizational structure and contextual factors. It provides steps for developing an organizational design and notes that change affects structures and behaviors. Different structures are described that match various business and corporate strategies like diversification and internationalization.
Human Resource Management vs Personnel Management SIMARAN SHAHEEN
Personnel management deals with recruitment, hiring, staffing, development, and compensation to achieve organizational objectives, focusing on procurement, development, compensation, and other operative functions. Human resource management takes a broader, more strategic approach that involves acquiring, maintaining, developing, utilizing, and coordinating people to optimize their performance and meet organizational needs through continuous processes like planning, selection, training, and appraisal. The key difference is that personnel management views workers as tools to be manipulated, while human resource management sees employees as organizational assets and promotes mutual goals and rewards.
HRD-Concept & Goals, Challenges, Climate, Practices in India, Learning and HRDAshish Hande
The document discusses key concepts in human resource development including definitions of HRD, the need for HRD in organizations, functions and goals of HRD, challenges in HRD, and learning principles and strategies that can maximize training outcomes. It provides an overview of concepts such as the difference between HRD and HRM, objectives and practices of HRD in Indian industries, and theories related to learning styles, transfer of training, and Gagné's domains of learning.
The document discusses human resource information systems (HRIS) and electronic human resource management (e-HRM). It defines HRIS as a system that allows tracking of employee information in databases. It describes the main components and functions of an HRIS including recruitment, compensation, benefits administration, and reporting. The document also outlines some benefits, challenges and types of e-HRM such as operational, relational and transformational e-HRM. It provides examples of how e-recruitment, e-selection, e-performance management, e-learning and e-compensation can be implemented using web-based technologies.
This document discusses different approaches to strategic human resource management (SHRM). It defines SHRM and outlines five key approaches: traditional, strategy implementation, strategy formulation, best practices, and best fit. For each approach, it provides an overview of the focus and assumptions, as well as advantages/criticisms. The traditional approach views HR as separate from business strategy. The other four seek to align HR with organizational goals and strategy in different ways.
This document provides an introduction to business analytics. It defines business analytics as combining data, information technology, statistical analysis, quantitative methods, and computer-based models to provide decision makers with information and scenarios to make well-researched decisions. The document discusses the evolution of business analytics and its significance and uses, including making data-driven decisions and improving profitability. It also outlines some challenges of business analytics and describes the scopes of descriptive analysis, predictive analysis, and prescriptive analysis.
During the growth of a competitive global environment, there is considerable pressure on most organisations to make their operational, tactical, and strategic process more efficient and effective.
An information system (IS) is a group of components which can increase the competitiveness and gain better information for decision making. Consequently, many organisations decide to implement IS in order to improve the effectiveness and efficiency of their organisations
Information systems have become a major function area of business administration. The systems, nowadays, plays a vital role in the e-business and e-commerce operations, enterprise collaboration and management, and strategic success of the business
The document discusses the key factors that shape a company's strategies. It identifies six main factors: 1) the macro environment, 2) industry analysis, 3) competitor analysis, 4) structural analysis within industries, 5) internal organizational analysis, 6) environmental scanning, and 7) forecasting the environment. Each of these factors represents external forces and internal conditions that influence a company's strategic decision making.
Strategic formulation in Strategic managementYamini Kahaliya
This presentation is on Strategy formulation(of subject strategic management) and it covers following points :-
Define strategy formulation
Need of strategy formulation
Steps of strategy formulation
Problems in strategy formulation
Levels of strategy
Human resource management deals with managing an organization's workforce. It involves planning, organizing, and overseeing functions like recruiting, training, performance evaluations, and compensation. The document provides definitions and concepts of HRM, discusses its functions and objectives, and traces its evolution from treating labor as a commodity to recognizing employees as valuable assets. It also outlines the scope and importance of HRM policies for organizations.
Outsourcing is when a firm contracts an independent contractor to perform certain tasks or activities. Common outsourced activities include IT, HR, manufacturing, and R&D. HR outsourcing involves an outside party performing some or all HR functions. While outsourcing can reduce costs and preserve culture, it can also result in loss of control and institutional knowledge. Managers generally outsource interactions and information gathering but not decision making. The type of outsourcing relationship depends on factors like asset specificity and uncertainty. HR outsourcing commonly includes payroll, benefits, workforce administration, and talent services like recruiting and training. Trust, confidentiality, commitment and flexibility are important factors in outsourcing relationships.
A virtual organization is a temporary network of independent organizations that use technology to coordinate work to achieve a common goal. It has no physical presence and relies on electronic communication. Key features include small partners, extensive IT use, shared ownership, flexibility, and geographically dispersed members. Successful virtual organizations require clear communication, performance standards, coordination between members, and support mechanisms for remote work.
The document discusses strategic intent and the balanced scorecard approach to strategic management. It defines strategic intent as the purpose and direction an organization aims to achieve. Key elements of strategic intent include vision, mission, goals, and objectives. These elements form a hierarchy with the vision at the top as the long-term goal, followed by the mission which articulates how the vision will be achieved, then specific goals and objectives with metrics to evaluate performance. The balanced scorecard framework translates strategic intent into objectives and measures across financial, customer, internal process, and learning/growth perspectives.
This document discusses how information systems can provide strategic advantages for businesses. It outlines different competitive strategies like cost leadership, differentiation, innovation, and growth. It also explains the strategic role of information systems in developing products and services that give competitive advantages. Finally, it describes how information systems can be used in business to improve operations, promote innovation, lock in customers and suppliers, create switching costs, and raise barriers to entry.
This document discusses organizational development (OD) consulting and the consultant-client relationship. It outlines the roles and responsibilities of consultants, including providing information and recommendations to clients, solving problems, making diagnoses, and assisting with implementation. The document also discusses areas of issues that can arise in the relationship, such as defining responsibilities, building trust, and ensuring ethical standards. Finally, it provides tips for consultants on building effective relationships with clients and achieving positive outcomes.
The document discusses various security and ethical challenges related to management information systems. It covers topics such as hacking, cyber theft, unauthorized computer use at work, software piracy, computer viruses, privacy issues, health issues related to computer use, and theories of corporate social responsibility. It also provides details on security measures like encryption, firewalls, denial of service defenses, email monitoring, virus defenses, security codes, backup files, biometric security, fault tolerant systems, and disaster recovery.
This document discusses behavioural implementation and the roles and skills of strategic leaders. It describes how strategic leaders guide organizations towards success through their individual behaviors and as part of groups. The document outlines the structure of strategic leaders at the corporate, business, functional, and operational levels. It also identifies key skills of strategic leaders like anticipating, challenging assumptions, interpreting information, deciding, learning, and aligning stakeholders. The roles of the CEO and board of directors in determining strategy and monitoring performance are discussed. Finally, the document covers types of power and how leadership styles impact strategic implementation.
This document discusses organizational values and their impact on strategy. It defines values as fundamental beliefs that guide behavior and decision making. Organizational values shape company culture and govern employee conduct. Values also influence strategy formation by aligning objectives, policies and procedures with the company's mission and vision. The case study of Nike demonstrates how the company's values of innovation, fashion, and promoting young talent guided strategic decisions around product design and celebrity endorsements that boosted sales and brand recognition.
Gap analysis involves comparing actual performance to desired performance in order to identify gaps and determine steps to improve current performance. It is a formal process of assessing what a company is currently doing versus where it wants to go in the future. Gap analysis can be used in any area of a business, such as sales, finance, operations, quality, and more, to identify gaps between the actual and desired state and determine how to bridge those gaps to help a company reach its full potential.
organisational change: its forces, factor affecting and its typessangeeta saini
This presentation discusses organizational change, including the forces driving change, factors affecting change, and types of change. The forces for organizational change include external factors like government regulations, technology, customer requirements and competition. Internal forces include deficiencies in management structure, changes in managerial and operative staff, and resource constraints. Factors affecting change include psychological, personal, and social factors of employees. The types of organizational change discussed are reactive, planned/proactive, organizational level, individual level, developmental, transitional, and strategic changes.
An information system consists of interrelated components that collect, process, store, and disseminate information to support decision making in an organization. It is important to distinguish between a computer system, which is the physical equipment, computer programs, which provide instructions, and an information system, which has both technical and organizational dimensions. Data are raw facts, while information is data that have been processed into a useful form. Information systems facilitate functions like supply chain management and customer relationship management through technologies like the Internet.
Businesses are increasingly relying on remote work and technologies like voice over IP to replace
traditional office roles like receptionists. This allows companies to reduce costs while improving customer
service. Organizations are also collecting huge amounts of data that is doubling every 18 months,
increasing demand for skilled data analysts. As a result, the changing business environment is leading
companies to outsource more work and use freelancers, reducing the need for internal managers while
allowing knowledge workers more autonomy. When implementing new technologies, companies must
consider employee skills, provide training, plan for turnover, and ensure the technology can scale and
adapt to remain effective.
Technology integration
TECHNOLOGY INTEGRATION
Student’s name: Unit 1: Critical Concepts and Competencies for the IT Professional
Tutor:
Institution: Kaplan University
Date of submission:
Table of Contents
Introduction
3
Current Infrustructure
3
Types of Networks
3
Types of business software
4
Benefits of an integrated Network
6
Conclusion
6
Bibliography
6
Introduction
As you all know by now we recently acquired the online widget retailer Widgets – R – Us. The payoff from joining with them is that it puts us into the position to become the world’s leading widget supplier, The acquisition of a retailer aspect to our already successful manufacturing company is a positive move and puts us ahead, especially after the recent bankruptcy of We Sell U Widgets thus management revolution through integration of these two ventures is no longer in doubt but a necessity.
1. Current infrastructure.
Widgets R Us or Widgets USA are both not in a technological position to handle the type of expansion we are considering undertaking. Our individual hardware and software needs as a company we are enlisting your help and advice to put us into a position to move forward. Integrating our business support systems managed by the IT department and operations support systems handled by the network team will boost the operational capacity and efficiency and thus better synchronizing of the technology backbone.
2. Network Types.
We have 3 different network types manly (Internet, intranet, extranet).
· Internet
This is the world-wide network of computers accessible to anyone who knows their Internet Protocol also called the ip address. All you need to access the Internet is your ip address and a computer. IP address is a unique set of numbers that defines the computer's location (e.g. 100.3.9.1) .The Internet is now global and can be accessed by anyone who can get access from an Internet service provider.
· Intranet
This network that is not available to the world outside of the Intranet it’s a personal network owned by the organization. The Intranet network is connected to the Internet then the Intranet will be hidden behind a firewall and thus if it allows access from the Internet it becomes an Extranet. The firewall helps in controlling access in between the Intranet and Internet and to permit access and control traffic to the Intranet and allow only the people who are members of our organization to gain access. The company mostly uses t for printing purposes to the central networked printers.
· Extranet
An Extranet is an Intranet that’s partially accessible to people authorized but outside the organizations intranet. The actual server, the computer that serves up the web pages, will reside behind a firewall that protects any intrusion. Access levels can be changed for different individuals and groups and this is done through access usernames and passwords.
3. Types of business software
· ERP (Enterprise Resource Planning) SYSTEMS ...
201311 High performers in IT: Defined by Digital. Accenture High Performance ...Francisco Calzado
This document summarizes the key findings from Accenture's fourth research report on high performance IT organizations.
The report found that high performers in IT view digital technologies as central to their strategic direction and use digital tools to drive excellence across innovation, agility, and execution. High performers also place a strong emphasis on customers - their top priorities relate to improving the customer experience. Additionally, high performers explore a wide range of business scenarios and understand their organization's context when planning IT strategies.
Enhancing customer experience through Digital TransformationYASH Technologies
Is digital transformation only about digitizing existing services? It is much more than just that. Read more to understand the importance of digital core in today's era.
Becoming Customer Centric: A Business and IT RoadmapPlus Consulting
The rapid rise of global competition, combined with the adoption of Internet-based communications and cloud processing power, has created a state of hypercompetition across most industries. The antidote? Become customer centric. Here's a brief business and IT roadmap to make it happen.
IT Training In Ambala Cantt! Batra Computer Centregroversimrans
Are you in search of IT Training in Ambala Cantt. Now your search ends here...Batra Computer centre provides you the best IT Training in Ambala Cantt.....Read More
Building Next-Gen Enterprise Using Digital TransformationNIIT Technologies
This paper encapsulates the importance of Digital Strategy in building a brand and providing the fuel to fire growth in enterprise businesses. Gone are the days when online channels were used as mere travel booking tools. As we move into an era of the hyper connected world, businesses can no longer see technology in isolation. High expectations of ‘digitally aware’ travelers and the large amount of information available pose a unique challenge. Enterprises need to analyze if they have really been able to derive maximum potential from this digital surge, and turn it into a competitive advantage in their favor.
Get your free whitepaper at https://ap.pn/2M6sDs4
New customer expectations across all facets of engagement are challenging how traditional contact centers operate. Pressure is building to optimize customer experience, improve agent productivity, and deliver on strategic business initiatives.
But, the market conditions are changing and organizations have to be prepared to embrace:
-- The growing complexity and number of communication channels
-- New and evolving regulatory compliance requirements
-- Disruptive technologies, including Artificial Intelligence (AI) and Robotic Process Automation (RPA)
Forward thinking leaders are leveraging technology to transform their operations into Intelligent Contact Centers™, redefining the customer experience—and business value they bring to the organization.
Download the whitepaper for insight into how organizations are building next generation contact center applications. https://ap.pn/2M6sDs4
Digital transformation and how it affects project managementNarendran K
This presentation on Digital Transformation and How it affects Project Management Practice was presented by me on 11th May 2017 at the PMI Bangalore Chapter Foot Prints Session.
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This document provides a summary of key topics related to Management Information Systems (MIS). It discusses the importance of information systems for businesses and defines different types of systems, including Transaction Processing Systems, Knowledge Work Systems, Management Information Systems, and Decision Support Systems. It also outlines some of the challenges of implementing effective information systems, such as realizing digital transformation and addressing globalization.
1) The document discusses a plan by a sales and marketing manager at a fictional company called Acme Corp to address declining revenue and rising costs. The three-step plan involves (1) capturing more customer data, (2) rationalizing resources across the value chain, and (3) assembling collaborative solutions.
2) Underlying any technology adopted to enable this plan are seven key computational capabilities, like storage/retrieval, searching/sorting, and learning, which are powered by algorithms. These algorithms extract value from large, diverse datasets and support collaboration.
3) Mobile devices provide access to vast information through algorithms even while small in size, empowering collaboration beyond physical limits.
Increasing Business Productivity in Connected Enterprises and an Always-On Di...Cognizant
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Report on strategic rules of Information System for changing the bases of com...Md. Khukan Miah
Achieving advantages requires broad IS management and user dialogue plus imagination. The process is complicated by the fact that many IS products are strategic though the potential benefits are very subjective and not easily verified. Often a strict ROI focus by senior management may turn attention toward narrow, well-defined targets as opposed to broader strategic opportunities that are harder to analyze.
Digital Transformation in marketing has shown what it can do for businesses like Uber & Amazon.Digital Transformation is the implementation of digital technologies to assets, processes & products to improve efficiency.
BIM Term Paper Proposal on Applications of ICT on Office Management santo BD
BIM Term Paper Proposal
Topics is "Applications of ICT on Office Management and organization Development"
Broader objective of the study :
? ? Main objective of this study- ICT applications how to help office management and
to develop organization.
Specific objectives: The specific objective of the study will be:
• Identify the ICT applications using for office management.
• To identify impact on employment productivity of using ICT applications.
• Cost benefit analysis of using ICT applications in the organization.
Bangladesh Institute of Management (BIM), Dhaka
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Similar to Role Of IT In Strategic management (20)
Powering Customer Experience through Hyperautomation.pdf
Role Of IT In Strategic management
1. SUBMITTED BY
RAMAPRIYA
NITHEESH
SRIRAM
ASHWIN
GANESH
RAHUL
2. Introduction:
It is a branch of engineering dealing with the use of
computers and telecommunications equipment to
store, retrieve, transmit and manipulate data.
Information Technology is defined as "the study,
design, development, application, implementation,
support or management of computer-based
information systems”.
3. COMPETITIVE ADVANTAGE:
Information technology can create competitive advantage for
an organization and improve its competitive position in the
market
Organizations can achieve sustainable competitive advantage
using information technology in an appropriate way to answer
business requirements. Organizations have to know how to
apply this technology in their own organizational processes and
activities.
This awareness is vital to the organizational success. Evidences
indicate that implementation of successful business strategies
using information technology has led to the improvement of
organizational efficiency and effectiveness
4. IT has changed the structures and organizational
processes. This technology has caused organizations to
become small, decreased the number of staffs and
organizational level, extended inside and outside
organizational communication and also decreased
communication costs
The difference among organizations in profitability and
optimum performance is more due to the difference in
managerial skills rather than a difference at the level of
information technology.
Managers, who are able to organize and manage separate
activities better than others by the use of information
technology through an appropriate proportion and
relation, will experience a higher level of profitability and a
more optimum performance
5. Market-Based Approach
Resource-Based Approach
Market-Based Approach
In this approach, it is believed that the survival of an
organization depends on the market, customers' needs and
creating value for them.
An organization must optimally provide the customers with
their needs in appropriate time and place and create sustainable
competitive advantage for itself through calculated
implementation of the information technology tools. This
approach looks at the matters out of the organization
6. Resource-Based Approach
In this approach, it is believed that an organization
needs first to recognize its resources, abilities and
skills and then, identify sort of the customers' needs
which could be provided efficiently using these
resources and skills
One of the most important organizational resources
and skills is information technology which can be a
source of sustainable competitive advantage. This
approach tends to direct towards the inner part of the
organization.
7. If an organization can create a value higher than that of
others for its own stakeholders using information
technology, its name and brand will have such a position in
the minds of its stakeholders that is not easy for the
competitors to achieve.
Customers are the most important stakeholders of any
organization. In case an organization creates a value lower
than that created by competitors, the contentment of this
important group of stakeholders is decreased, and
thus, they will go to other providers and competitors to
provide their own needs. Price, quality and services are the
most important aspects
8. Price is one of the most influential factors in a customer's
decision to choose the product or service of an organization. An
organization can reduce the
design, production, sales, distribution and official costs of its
own products and services using information technology.
Information technology can reduce costs through the
automation of productive sales and distributional activities and
processes and pave the way for the implementation of the cost
leadership strategy. The automatic savings resulted from these
activities in an electronic environment such as using mechanized
systems and robots instead of manpower, promotions and
marketing and network sales, the electronic data interchange
and so on, will reduce the costs and makes it possible to
determine the price at the lowest level possible
9. Information technology reduces the need for physical and official
places and makes it possible to carry out organizational activities
remotely. Using Internet, it is possible to establish communication
with a large number of providers of raw materials and half-made
products all over the world, choose the best price offered and then sign
a contract. Networks also have an important role to play in the
outsourcing of an organization.
An organizational activity is said to have been devolved when it can
create the highest value in the value chain and carry out those activities
for which it has sufficient core competency. In consequence, the
products and services which are offered, are not produced by a
particular organization, but is produced by a collection of
interconnected organizations.
Now, there are more than 2000 companies and 12000 workstations in
Intranet of the Hitachi and Ford companies respectively which are
connected to one another. In an intra-organizational network, fast and
precise co-operation is of great import and this cooperation can not be
achieved without using the information technology tools.
10. Services include other aspects of value-creation for the customer
which have not mentioned in the two categories of price and quality.
The aspects of value-creation for the customer in the category of
services are very wide-ranging and different depending on the kind of
products or services.
After sales services, offering fast and accurate information to
customers, fast communication with customers, fast delivery of the
products and services, facility in paying for the products and services,
etc. are the most important aspects of the services category.
It is possible to serve customers better and more through mass
customization strategy. Mass customization means designing,
producing and offering a product or providing a service based on the
customer’s need
11. Dell Company produces and distributes its products based on this strategy. IT
makes it possible for an organization to have a close relationships with
customers inside and outside of organization and make mass customization to
be established in an organization.
An organization which can offer its services to customers in a way that using
the minimum physical movement, a customer who can secure his/her
maximum contentment, will be successful in business. If an organization can
perform this procedure better than the competitors, it will gain competitive
advantage in that particular business.
Offering services using the information technology tools creates competitive
advantage through the omission of the place dimension and saving in time.
Expressing guarantees, constant communication with the potential and actual
customers and offering the latest information to them regarding the products
and services via networks, the electronic exchange of documents, payments
and etc. will be possible at the least time and with the least physical motion
using the information technology tools.
The ability of quick and appropriate response to market and customer
demand through using IT tools, caused more customer loyalty and
possibility for repeated purchasing and also increasing customer’s
tendency to pay more money for the products.
12. According to this approach, an organization is a series of
resources and skills which are used to produce products and
services to be able to compete with competitors in a market.
Sustainable competitive advantage in an organization is created
thorough a proportionate and unique combination of the
organization's resources and skills.
According to the resource-based approach, organizations must
build their strategies in accordance with their resources and
skills so that they can be the best in that business and create the
most degree of value for customers; a value not to be created by
others. Creation of this kind of value is equal to the sustainable
competitive advantage based upon the resources and skills.
13. An organization's resources include the physical, human
and organizational capital. In the present era, called "the
information era", information technology is one of the
most important organizational resources. This resource
includes hardware, software, communication networks and
specialized work force in the field of information
technology.
Hardware, software and networks are short-living and
quickly imitated and patterned. Thus, they cannot create
sustainable competitive advantage for an organization.
American airlines systems which used information
technology in order to achieve differentiation were
immediately patterned and copied by the competitors
14. The skills and abilities of an organization is the capability
of appropriate implementation and combination of
organizational resources in a way that leads to the best
performance and highest competitive position in the
business market for that organization. Skills and abilities
put the resources in competitive status and they cannot
easily be copied and imitated.
In the category of information technology, we face two
kinds of work force skills in organizations:
Technical Skills
Managerial Skills
15. TECHNICAL SKILLS
These skills include specialties involved in the creation and
implementation of the information technology tools. In order to make
effective use of information technology in organizations, it is necessary
to possess these skills; but these skills do not have characteristics of a
resource having sustainable competitive advantage, because they are
easily and quickly copied and imitated through individual staff training
or employing the professional work force.
MANAGERIAL SKILLS
These skills include the ability to change the organization's business
strategy into long-run architecture of information, the ability to
understand and discover new and innovative functions of information
technology in business, the ability to combine technical resources and
skills and the ability to create synergy in organizational procedures
using information technology.
16. SAP (Systems, Applications, and Products in Data
Processing) is German multinational corporation that
makes enterprise software to manage business operations
and customer relations. SAP ERP is the
corporation's Enterprise Resource Planning, an integrated
software solution that incorporates the key business
functions of the organization. The need for ERP arose due
to lack of proper / common database available for all the
functions in an organization.
17. With SAP ERP, you can efficiently deal with business challenges in the
following areas:
Financial Areas – Ensure compliance and predictability of business
performance – so your organization can gain a deeper financial insight
across the enterprise and tighten control of finances. SAP ERP Financials
automates financial and management accounting and financial supply
chain management.
Human Resources – Optimize your HR processes with a
complete, integrated, and global human capital management (HCM)
solution. SAP ERP provides this HCM solution for organizations of all sizes
and in all industries. You can maximize the potential of your
workforce, while supporting innovation. growth, and flexibility. The SAP
ERP HRM solution automates talent management, core HR processes, and
workforce deployment , enabling increased efficiency and better
compliance with changing global and local regulations
18. Operations – Manage end-to-end procurement and
logistics business processes for complete business cycles –
from self-service requisitioning to flexible invoicing and
payment – optimizing the flow of materials.
SAP ERP Operations also helps discrete and process
manufacturers manage the entire life cycle of product
development and manufacturing. The solution automates
the entire manufacturing process and reduces costs by
controlling and adapting the manufacturing process in real
time and increases customer satisfaction by delivering
higher-quality products.
19. With SAP ERP, you can gain the following benefits:
Improve alignment of strategies and operations
Run your enterprise in accordance with strategy and plans,
accessing the right information in real time to identify
concerns early.
Pursue opportunities proactively.
Achieve corporate objectives by aligning workforce and
organizational objectives.
Find the best people and leverage their talent in the right job
at the right time.
Improve productivity and insight
Leverage self-services and analytics across your organization.
Improve operational efficiency and productivity within and
beyond your enterprise.
20. Reduce costs through increased flexibility
Use enterprise services architecture to improve process
standardization, efficiency, and adaptability.
Extend transactions, information, and collaboration
functions to a broad business community.
Reduce risk
Solve complex business challenges today with SAP, your
trusted partner for long-term growth, with 30 years of
experience working with organizations of all sizes in more
countries than any other vendor.
Retain top performers
Retain your top performers through clearly defined career and
development plans.
Link employees' performance to compensation programs such
as variable pay plans and long-term incentives.