CaseStudy m KEY TERMS behavior controls (p. 84) mobile workers (p. 86) offshoring (p. 90) outcome controls (p. 84) personnel controls (p. 84) remote workers (p. 86) telecommuting (p. 86) virtual teams (p. 87) DISCUSSION QUESTIONS 1. Why might an employee resist the implementation of a new technology? What are some of the possible consequences of asking an employee to use a computer or similar device in his or her job? 2. How can IT alter an individual's work? How can a manager ensure that the impact is positive rather than negative? 3. What current technologies do you predict will show the most impact on the way work is done? Why? 4. Given the growth in telecommuting and other mobile work arrangements, how might offices physically change in the com- ing years? Will offices as we think of them today exist by 2030? Why or why not? 5. How is working at an online retailer different from working at a brick-and-mortar retailer? What types of jobs are necessary at each? What skills are important? 6. Paul Saffo, former director of the Institute for the Future, noted, "Telecommuting is a reality for many today, and will con- tinue to be more so in the future. But beware, this doesn't mean we will travel less. In fact, the more one uses electronics, the more they are likely to travel."39 Do you agree with this statement? Why or why not? 7. The explosion of information-driven self-serve options in the consumer world is evident at the gas station where customers pay, pump gas, and purchase a car wash without ever seeing an employee; in the retail store such as Walmart, Home Depot, and the local grocery where self-service checkout stands mean that customers can purchase a basket of items without ever speaking to a sales agent; at the airport where customers make reservations and pay for and print tickets without the help of an agent; and at the bank, where ATMs have long replaced tellers for most transactions. But a backlash is coming, experts predict. Some say that people are more isolated than they used to be in the days of face-to-face service, and they question how much time people are really saving if they have to continually learn new processes, operate new machines, and over- come new glitches. Labor-saving technologies were supposed to liberate people from mundane tasks, but it appears that these technologies are actually shifting some tasks to the customer. On the other hand, many people like the convenience of using these self-service systems, especially because it means customers can visit a bank for cash or order books or gifts from an online retailer 24 hours a day. Does this mean the end of "doing business the old-fashioned way"? Will this put a burden on the elderly or the poor when corporations begin charging for face-to-face services?40 • CASE STUDY 4-1 Trash and Waste Pickup Services. Inc. Martin Andersen is responsible for 143 of Trash and Waste Pickup Services, Inc.'s (TWPS's) garbage trucks.

1. CaseStudy m
KEY TERMS
behavior controls (p. 84)
mobile workers (p. 86)
offshoring (p. 90)
outcome controls (p. 84)
personnel controls (p. 84)
remote workers (p. 86)
telecommuting (p. 86)
virtual teams (p. 87)
DISCUSSION QUESTIONS
1. Why might an employee resist the implementation of a new
technology? What are some of the possible consequences of
asking an employee to use a computer or similar device in his or
her job?
2. How can IT alter an individual's work? How can a manager
ensure that the impact is positive rather than negative?
3. What current technologies do you predict will show the most
impact on the way work is done? Why?
4. Given the growth in telecommuting and other mobile work
arrangements, how might offices physically change in the com-
ing years? Will offices as we think of them today exist by 2030?
Why or why not?

2. 5. How is working at an online retailer different from working
at a brick-and-mortar retailer? What types of jobs are necessary
at each? What skills are important?
6. Paul Saffo, former director of the Institute for the Future,
noted, "Telecommuting is a reality for many today, and will
con-
tinue to be more so in the future. But beware, this doesn't mean
we will travel less. In fact, the more one uses electronics,
the more they are likely to travel."39 Do you agree with this
statement? Why or why not?
7. The explosion of information-driven self-serve options in the
consumer world is evident at the gas station where customers
pay, pump gas, and purchase a car wash without ever seeing an
employee; in the retail store such as Walmart, Home Depot,
and the local grocery where self-service checkout stands mean
that customers can purchase a basket of items without ever
speaking to a sales agent; at the airport where customers make
reservations and pay for and print tickets without the help of
an agent; and at the bank, where ATMs have long replaced
tellers for most transactions. But a backlash is coming, experts
predict. Some say that people are more isolated than they used
to be in the days of face-to-face service, and they question
how much time people are really saving if they have to
continually learn new processes, operate new machines, and
over-
come new glitches. Labor-saving technologies were supposed to
liberate people from mundane tasks, but it appears that
these technologies are actually shifting some tasks to the
customer. On the other hand, many people like the convenience
of
using these self-service systems, especially because it means
customers can visit a bank for cash or order books or gifts from
an online retailer 24 hours a day. Does this mean the end of
"doing business the old-fashioned way"? Will this put a burden

3. on the elderly or the poor when corporations begin charging for
face-to-face services?40
• CASE STUDY 4-1 Trash and Waste Pickup Services. Inc.
Martin Andersen is responsible for 143 of Trash and Waste
Pickup Services, Inc.'s (TWPS's) garbage trucks. TWPS is a
commercial and household trash hauler. When a caller recently
complained to Andersen that a brown and green Trash and
Waste Pickup Services truck was speeding down Farm Route
2244, Andersen turned to the company's information system.
He learned that the driver of a company front-loader had been
on that very road at 7:22 A.M., doing 51 miles per hour (mph)
in a 35 mph zone. The driver of that truck was in trouble!
The TWPS information system uses a global positioning system
(GPS) not only to smooth its operations but also to
keep closer track of its employees, who may not always be
doing what they are supposed to be doing during work hours.
Andersen pointed out, "If you're not out there babysitting them,
you don't know how long it takes to do the route. The guy
could be driving around the world, he could be at his
girlfriend's house."
39 "Online Forum: Companies of the Future,"
http://www.msnbc.com/news/738363.asp (accessed June 11,
2002).
40 Stevenson Swanson, "Are Self-Serve Options a Disservice?"
Chicago Tribune (May 8, 2005), Section H, Id.
m Digital Systems and the Design of Work
Before TWPS installed the GPS system, the drivers of his 37

4. front-loaders clocked in approximately 250 hours a week
of overtime at one and a half times pay. Once TWPS started
monitoring the time they spent in the yard before and after
completing their routes and the time and location of stops that
they made, the number of overtime hours plummeted to 70
per week. This translated to substantial savings for a company
whose drivers earn about $20 an hour.
TWPS also installed GPS receivers in salesmen's cars. Andersen
was not surprised to learn that some of the company's
salespeople frequented The Zone, a local bar, around 4 P.M.
when they were supposed to be calling on customers. Andersen
decided to set digital boundaries around the bar.
Understandably, the drivers and salespeople aren't entirely
happy with the new GPS-based system. Ron Simon, a TWPS
driver, admits: "It's kind of like Big Brother is watching a little
bit. But it's where we're heading in this society .... I get testy
in the deli when I'm waiting in line for coffee, because it's like,
hey, they're (managers) watching. I've got to go."
Andersen counters that employers have a right to know what
their employees are up to: "If you come to work here, and
I pay you and you 're driving one of my vehicles, I should have
the right to know what you 're doing."
Discussion Questions
1. What are the positive and negative aspects of Andersen's use
of the GPS-based system to monitor his drivers and sales-
people?
2. What advice do you have for Andersen about the use of the
system for supervising, evaluating, and compensating his
drivers and salespeople?

5. 3. As more and more companies tum to IS to help them monitor
their employees, what do you anticipate the impact will
be on employee privacy? Can anything be done to ensure
employee privacy?
Source: This is a fictitious case. Any resemblance to an actual
company is purely coincidental.
• CASE STUDY 4-2 Social Networking: How Does IBM Do It?
IBM's award-winning developerWorks site was established in
2000 as a technical resource repository for the company's
global development community. Designed to share knowledge
and skills related to IBM products and other key technol-
ogies, it has been a solid success. The site attracts about 4
million unique visitors a month-including students, profes-
sionals, and developers from almost all the world's countries-
who search its library of 30,000 articles, demos, podcasts,
and tutorials. developerWorks is available in eight languages,
including Russian, Chinese, and Spanish, and about 70% of
its visitors come from outside IBM.
My developerWorks, a social networking function, was added to
the repository platform in 2009 to allow developers to
connect, communicate, and collaborate on projects. Soon the
network had added more than 600,000 user profiles as well as
numerous biogs and forums. In addition to allowing established
business, start-ups, and partners to collaborate, it has also
helped users find answers to support questions that would
otherwise go to IBM's call centers and help desks, thus saving
the company an estimated $100 million.
Alice Chou, Director of IBM developerWorks, carefully

6. monitored the number of My developerWorks profiles and the
volume of traffic to the site. She looked at unique visitors,
developer demographics, time spent on the site, and patterns of
page views. She created a reward and recognition framework so
that when users contributed a highly regarded article or
blogpost to the site, "they got the kudos they deserve."
Discussion Questions
1. How might My developerWorks leverage changes in the way
people work?
2. Why do you think Alice Chou carefully monitors the My
developerWorks site? What would be an example of an insight
she would gain from the data she's collecting?
3. Why do you think Alice Chou thinks a rewards program is
necessary for My developerWorks because so many profiles
have already been developed. Do you agree that a reward would
be necessary?
Sources: IBM, www.ibm.com/developerworks (accessed April
17, 2012); Ellen Traudt and Richard Vancil, "Becoming a Social
Business: The
IBM Story," IDC White Paper #226706 (January 2011), 1-14
(quote on p. 6, developerWorks at
http://www.ibm.com/developerworks/). ..,,,J
Information Systems and
Business Transformation
Transformation requires discontinuous thinking-recognizing and
shedding outdated rules

7. and fundamental assumptions that underlie operations. Business
processes, the cross-
functional sets of activities that turn inputs into outputs, are at
the heart of how businesses
operate and how transformation takes place. This chapter
discusses business processes
and the systems that support them. The chapter begins with a
discussion of a functional (silo)
versus a process perspective of a firm, including agile and
dynamic business processes.
The chapter then focuses on the way managers change business
processes, including
incremental and radical approaches. Information systems (/S)
including workflow and
business process management systems and enterprise systems
that support and automate
business processes follow. The chapter concludes by examining
when IS drive business
transformations and the complexities that arise when companies
integrate systems.
Business strategy at Sloan Valve Company, 1 a family-owned
global manufacturer of plumbing prod-
ucts, had executives launching a range of new products every
year. The new product development
(NPD) process was both core and strategic for Sloan, but it was
also complex and slow; over
16 functional units were involved, and it often took 18-24
months to bring a new product to
market. Sloan Valve's process of initiating and screening new
product ideas was broken. More
than 50% of the ideas that began the process didn't make it
through, resulting in wasted resources.
Further, no one was accountable for the process, making it
difficult to get a handle on process
management and improvement. Information flow was blocked in

8. part because of the structure of
the organization.
Management initially invested in an enterprise system to
automate the company's internal
processes, believing that IS would provide a common language,
database, and platform. Despite
successful implementation, the communication and coordination
problems continued. Further, the
new system did not provide an NPD process. Upon deeper
analysis by a new CIO brought in to "fix
things," management realized that the enterprise system was
working fine, but the underlying pro-
cess was broken. Top management decided to redesign the NPD
process.
The NPD process redesign team was led by an IT manager with
considerable process experience
and involved members from manufacturing, engineering, IT,
finance, marketing, operations, and
quality assurance. The director of design engineering was made
process owner to provide oversight
for all changes. The team spent nine months assessing the
current way of working and proposed a
new end-to-end NPD process. The reengineered NPD process
included six subprocesses: ideation,
business case development, project portfolio management,
product development, product and pro-
cess validation, and launch. The underlying information system
was the enterprise system upgraded
to include newer modules, which supported product life cycle
management.
1 Adapted from S. Balaji. C. Ranganathan. and T. Coleman,
"'IT-Led Process Reengineering: How Sloan Valve Redesigned
Its New

9. Product Development Process,"' MIS Quarterly Exerntive l 0,
no. 2 (June 201 l ), 81-92.
chaJJler
5
m
Running Head: HOW TO GET AN OPT
5
HOW TO GET AN OPT
Srrthrsth
Thtsthst
eahsthsrthasrth

10. Summary
According to Mohapatra (2013), Internet commerce has been
expressed through different examples such as electronic
ticketing. The goal of electronic ticketing is to facilitate
reservation or purchase of tickets online making it a convenient
and accessible process. This paper will particularly address the
online cinema booking where the services may be purchased
from any region provided that that is the existence of an
Internet connection. This project will involve the printing of
tickets by the system from the computer during purchasing by
the client where the sale will automatically be recorded and the
stocks of the ticket will automatically be updated. The tickets
will be purchased from the website that will give information
about the ticket, buying information and service of reservation.
Through this online ticket purchasing, efficient and useful
services are going to be easily provided to customers thereby
increasing sales. This online ticket purchasing will be
convenient in the sense that, its availability will be assured
regardless of the geographical location. It will also initiate
purchasing decision making since relevant information is
provided alongside the service.
Introduction
One of the most known cultural activities that impact the
economic, cultural and social phenomena in our societies is
cinema going. Through cinemas, collective memory is
preserved through cultural and social practices, which act as a
landmark for many people. Over the first few years, the efforts
of ticket sales management have not been effective and
therefore the movie industry has been seen to backslide. This

11. has been as a result of the manual ticketing system, which has
seemed to be inefficient and expensive in the long run from the
fact that stock taking has been very difficult as well as ticket
sales tracking which has resulted in poor revenue generation. If
the management of ticket sales will not be effectively
addressed, then the cinema industry will end up coming to an
end. For this reason, I have been pushed to write this project
proposal for an automated ticket system. This system will
enable the printing of tickets from the computer when a
customer will be purchasing. The computer will automatically
record the sale and the stocks of the tickets will automatically
be updated.
Scope
Since there are no online systems for the purchase of cinema
tickets, this project is purposed at designing and developing an
online system of cinema ticket purchasing aiming at providing a
convenient service to clients.
Objectives
The main purpose of this online purchasing system will be
providing a convenient means in which clients can purchase
cinema tickets online. Customers will be able to watch a
preview of the movie they would want to buy and they will be
able to receive an SMS notification upon the ticket purchase.
Goals
The goals of this project will be;
· Increasing revenue for the cinema industry
· Providing convenient service to clients
· Provision of mobile money payment alternative, which does
not exist with the current systems.
Project Structure
I will structure the online cinema ticket purchasing in such a
way that, the customer wishing to purchase a ticket will first
login if they are registered and if not registered they will need
to fill details such as email id, password, username, and contact.
After registering, the system will redirect the customer to a

12. frame in which he/she has to select the city and where the
movie posters will have an information button, which upon
clicking the movie description and release date will be shown.
Upon clicking the movie button, the client will be redirected to
a new frame, which indicates the available tickets in various
theaters in the city selected by the customer. After clicking the
show timing button, the client will be directed to the theatre
frame where the left tickets are indicated and upon choosing a
ticket, the client will click on the confirm button. Upon clicking
the confirm button, a payment panel is shown where the client
will enter the debit card or credit card details and the
cardholder name (Hang, 2011)
Customers and Stakeholders
The key customers of this project will be individuals who get
pleasure in watching movies and cinemas. Through this project,
clients will be able to conveniently purchase online cinema
tickets. When convenient services will be provided through the
online purchase system of cinema tickets, the customers will
impact this project in that they will promote the cinema on the
Internet and increase revenue for the cinema industry.
Other stakeholders of this project will be the online cinema
ticket providers and business organizations. The role of the
service providers will be to give convenient services to
customers as well as making sure that the system is maintained
and data is updated. As the service providers give convenient
services to the customers, they improve the public image and
encourage return clients. On the other hand, business
organizations will have an opportunity of advertising their
products on the website and by so doing, the website will attain
popularity.
Conclusion
According to Collins (2003), global competence for theatres and
cinemas with other entertainment and service providers needs
the modernization of the manual systems by using a computer.
Implementation of Internet ticket system will make it
convenient for booking and paying tickets by clients in the

13. comfort of their geographical regions.
References
Collins, T. (2003). How Theatre Managers Manage. The
Scarecrow Press, Inc
Hang, B. (2011). Design and Implementation of Cinema Online
Booking System. In 2011 International Symposium on Computer
Science and Society (pp. 196-199). IEEE.
Mohapatra, S. (2013). E-commerce Strategy. In E-Commerce
Strategy (pp. 155-171). Springer, Boston, MA.
5