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Lecture02-OverviewofIS.pptxISDS 351 - Information Technology for Managers
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Information Technology for Managers Overview of IS
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Learning Objectives
Why must managers understand critical principles of IT system development and provide leadership for these projects?
Am I prepared to get involved with IT at the appropriate times and on appropriate issues?
Information Technology for Managers
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Why Managers Must Understand IT
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Need for Managers to Understand IT
Managers:
Frame opportunities and threats for others to understand
Prioritize problems and evaluate solutions
Define IT policies that best meet organizational needs
Make many decisions when implementing a new IT solution
Information Technology for Managers
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Need for Managers to Understand IT (continued 1)
Gains in productivity
Require innovative business practices to be automated using IT capabilities
Sustainable competitive advantage can be achieved from information gained through IT
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What is Informational Technology?
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Information Technology
All tools that capture, store, process, exchange, and use information
Includes:
Computer hardware
Software
Networks and related equipment
Databases
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Information Technology (continued 1)
IT infrastructure: Organization’s defined set of IT hardware, software, and networks
IT organization: Staff of people to plan, implement, operate, and support IT
Information systems: Enable a firm to meet fundamental objectives
Information Technology for Managers
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Figure 1.1 - IT Infrastructure Supports Personal, Group, and Enterprise Information Systems
Information Technology for Managers
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Personal IT
Information systems that improve the productivity of individual users in performing stand-alone tasks
Personal productivity software
Word processing, presentation, and spreadsheet software
Decision support system (DSS)
Employs analytic models to help users:
Gain insights into a problem situation
Examine alternative solutions
Recommend an appropriate course of action
Information Technology for Managers
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Personal IT (continued 1)
Online learning systems: Encompass a number of computer-enhanced learning techniques
Computer based-simulations
Multimedia DVDs
Web-based learning materials
Hypermedia
Podcasts
Webcasts
Information Technology for Managers
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Group IT
Information systems that improve communications and support collaboration among members of a workgroup
Web conferencing: Uses IT to conduct meetings in which participants are connected via the Internet
Wiki: Web site that allows users to edit and change its content easily and rapidly
Information Technology for Managers
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Group IT (continued 1)
Electronic corporate directories
Used in large organizations to find the right person with whom to collaborate on an issue or opportunity
Bluepages—IBM’s Facebook for the enterprise
Information Technology for Managers
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Enterprise IT
Information systems used to define interactions among employees and/or with external customers, suppliers, and other business partners
Transaction processing system (TPS): Captures data from company transactions and other events
Updates the firm’s records, which are maintained in electronic files or databases
Information Technology for Managers
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Figure 1.2 - Transaction Processing System
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Enterprise IT (continued 1)
Enterprise systems: Support an organization’s operation and planning functions
Enable the sharing of information across all business functions and all levels of management
Types
Enterprise resource planning (ERP)
Customer relationship management (CRM)
Product life cycle management (PLM)
Information Technology for Managers
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Enterprise IT (continued 2)
Interorganizational information systems
Support the flow of data among organizations to achieve shared goals
Expedite the flow of materials, payments, and information
Organizations should agree on the nature and format of information to be exchanged
Compatible technologies must be used
Information Technology for Managers
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Figure 1.4 - Walmart Interorganization System
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The Role of Managers Vis-À-Vis IT
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Critical Responsibilities of Managers Associated with IT
Identifying appropriate opportunities to apply IT
Smoothing the way for its successful introduction and adoption
Mitigating its associated risks
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Identifying Appropriate IT Opportunities
Effective users maximize their value from IT investments that are aligned with the strategic needs of the organization
Opportunities must be evaluated against existing business needs
Managers must frame the opportunities for others to understand
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Smooth Introduction and Adoption of IT
Managers must overcome the resistance to change
Ensure that the new IT system is accepted and used throughout the organization
Change Management Continuum Model
Describes key activities needed to build commitment for change
Offers a roadmap to guide management actions at each stage of introducing a new system
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Table 1.3 - Four Reasons People Resist Change
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Table 1.4 - Phases and Stages of the Change Management Continuum Model
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Smooth Introduction and Adoption of IT (continued 1)
Unified Theory of Acceptance and Use of Technology
Identifies key factors that directly determine a user’s acceptance and usage of IT
Usefulness
Ease of use
Management expectations
Facilitating conditions
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Smooth Introduction and Adoption of IT (continued 2)
Diffusion of Innovation Theory
Developed by E.M. Rogers
Explains how a new idea or product gains acceptance and diffuses in an organization
Senior management encourages adoption of enterprise IT by threatening penalties for nonconformance
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Figure 1.6 - Diffusion of Innovation Model
Information Technology for Managers
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Ensuring That IT Risks are Mitigated
Data assets must be secure from unwanted intrusion, loss, and alteration
Personal data must be secured to protect individual privacy rights
In case of a disaster, business continuity plans must be in place
Information Technology for Managers
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Ensuring That IT Risks are Mitigated (continued 1)
Section 404 of the Sarbanes-Oxley Act
Requires that all reports filed with the Securities and Exchange Commission include:
Statement signed by the CEO and CFO, attesting the accuracy of the information contained in the reports
Information Technology for Managers
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Table 1.7 - Examples of IT Risks
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What if Managers Do Not Participate in IT Projects?
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IT Projects Without Manager’s Participation
Lead to failed projects with wasted time and effort
Proper involvement by managers is required to obtain lasting value from investments
Involvement of managers should be throughout the project and not intermittently
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Overview of Remaining Text
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Overview of Remaining Text (continued 1)
Chapter 2, Strategic Planning
Develop effective strategic planning
Define key business objectives and goals
Apply them to multifunctional teams to identify a portfolio of potential business projects
Chapter 3, Project Management
Provides a helpful overview of the project management process
Identifies frequent causes of project failure and offers suggestions for how to avoid problems
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Overview of Remaining Text (continued 2)
Chapter 4, Business Process and IT Outsourcing
Discusses the major business reasons for outsourcing
Identifies many issues and potential pitfalls
Chapter 5, Corporate and IT Governance
Describes the responsibilities and practices that a company’s executive management uses to:
Ensure delivery of real value from IT
Ensure that related risks are managed appropriately
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Overview of Remaining Text (continued 3)
Chapter 6, Collaboration Tools
Fundamentals of electronic communications systems
Focus on conferencing, desktop sharing, enterprise content management, enterprise social networks, shared workspace, Web conferencing, and wikis
Benefits and disadvantages of various collaboration tools
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Overview of Remaining Text (continued 4)
Chapter 7, E-Commerce
Use of electronic business methods
Covers mobile-commerce and prepares managers to understand the business, legal, and ethical issues associated with e-commerce
Chapter 8, Enterprise Systems
Identifies several of the benefits associated with enterprise system implementation
Role of managers in successfully implementing enterprise systems
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Overview of Remaining Text (continued 5)
Chapter 9, Business Intelligence and Big Data
Introduces a wide range of applications that help businesses in analyzing data to improve decision making
Defines big data and analytics and discusses the complications associated with it
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Overview of Remaining Text (continued 6)
Chapter 10, Knowledge Management
How organizations use knowledge management to identify, select, organize, and disseminate important information that is part of the organization’s memory
How to identify and overcome knowledge management challenges
Chapter 11, Cybercrime and IT Security
Discusses the motivation of cybercrime and cybercriminals
Presents overall strategy for implementing trustworthy computing
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Overview of Remaining Text (continued 7)
Chapter 12, Ethical, Legal, and Social Issues of Information Technology
Provides a brief overview of ethics
Identifies key legal and social issues that managers need to keep in mind while using IT to achieve organizational benefits
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Summary
Managers have three critical responsibilities when it comes to IT
Identifying appropriate opportunities to apply IT
Smoothing the way for its successful introduction and adoption
Mitigating its associated risks
Most effective users of IT obtain maximum value from IT investments that:
Align with the organization’s strategic needs
Are well managed and executed
Information Technology for Managers
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Summary (continued 1)
Organizational compliments that allow IT to improve performance
Better-skilled workers
Higher levels of teamwork
Redesigned processes and new decision rights
Theories that help smooth the introduction of IT
Change Management Continuum Model
Unified Theory of Acceptance and Use of Technology
Diffusion of Innovation Theory
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