Assignment 3

Operational Excellence Chapter 5 – Information Systems for Business and Beyond (2019)

Learning Objectives

• understand the history and development of networking technologies; • define the key terms associated with networking technologies; • understand the importance of broadband technologies; and • describe organizational networking.

Brief History of the Internet

• ARPANET • The Internet and the World Wide Web – TCP/IP • Review the Sidebar: An Internet Vocabulary Lesson • The Dot-Com Bubble • Web 2.0 • Read the Sidebar: E-mail is the Killer App for the Internet AND The Internet and the World Wide Web Are Not the Same Thing

The Growth of High Speed Internet

• Speed – Bits-per-second – 1200bps to 56,000 bps – Started out with dial up (could take 24 minutes or more to just download a song) • High Speed – Minimum of 256,000 bps – Average home broadband =12 Mbps and 125 Mbps

Wireless Networking

• Wi-Fi – takes an Internet signal and converts it to radio waves • Mobile Network • Bluetooth – enables functions on mobile devices

VOIP and Organizational Networking

• VOIP – allows analog signals to be converted to digital signals then transmit over the network • Organizational Networking – LAN – local area network – WAN – wide area network

Client-Server, Intranet, and Extranet • Client- Server – Stand alone devices work together on a network • Intranet – An organizational web-based resource for users internal to the organization • Extranet – Used for external collaboration with an organizations users • Cloud-computing – Can be used for data storage capacity on the Internet

References

• Bourgeous, D., Smith, J., Wang. S., Mortati, J. (2019). Information Systems for Business and Beyond. Retrieved from https://opentextbook.site/informationsystem s2019/.

Operational Excellence Chapter 6 – Information Systems for Business and Beyond (2019)

Learning Objectives

• identify the information security triad; • identify and understand the high-level concepts surrounding information security tools; and • secure yourself digitally.

Information Security Triad and Tools for Information Security

• Information Security Triad: – Confidentiality – Integrity – Availability • Tools for Information Security – Authentication – Access Control • Read: Sidebar Password security

Encryption

Blockchain and Bitcoin

• Speed of adoption • Governance • Smart Contracts • Bitcoin – Payment system that uses cryptocurrency

Backups

• Full understanding of the organization's information resources • Regular backups of all data • Offsite storage of backup data sets • Test of data restoration • UPS (uninterruptible Power Supply) • Alternate or “hot” sites

Firewalls and Intrusion Detection Systems

• Used to increase security on an organizational network • Intrusion Detection Systems Placed on the network to determine if a network is being attacked.

Physical Security and Policies

• Physical Security – Locked doors – Physical intrusion detection – Secured equipment – Environment monitoring – Employee training • Security policies – Administrative control

Usability and Personal Information Security

• Usability – Balance the need for security and being able to access and use the resources • Personal Information Security – Keep software up to date – Install antivirus software and keep up to date – Be smart about your connections – Backup data – Secure accounts with two-factor authentication – Password management – Be suspicious of strange links and attachments

References

• Bourgeous, D., Smith, J., Wang. S., Mortati, J. (2019). Information Systems for Business and Beyond. Retrieved from https://opentextbook.site/informationsystem s2019/

Operational Excellence Chapter 4 – Information Technology and Organizational Learning

Introduction

• Understanding of organizational theory • Aspects of history and context of organizational learning • Defines and explains various learning protocols and how they can be used to promote organizational learning. • Four component processes – Learn – Focus – Align – Execute

Learning Organizations

• The ability of an organization to learn faster and better than its competitors = the key to long-term business success • The learning organization is defined as a form of organization that enables the learning of its members in such a way that it creates positive outcomes (innovations, efficiencies, and improved alignment with the environment, and competitive advantage). • More dynamic decision to make in a short amount of time.

Communities of Practice • Based on the assumption that learning starts with engagement in social practice • The practice is fundamental construct by which individuals learn • Learning is a method of engaging in and contributing to practices within specific communities

Learning Preferences and Experimental Learning

• Experimental learning comes from the experiences that adults have accrued over the course of their lives. • Kolb’s Learning Style Inventory

Social Discourse and the Use of Language

• The successful implementation of communities of practice is dependent upon social structures • The basis for establishing a technology driven world requires the inclusion of linear and circular ways of promoting learning. • Grant’s Schema

Linear Development in Learning Approaches

• The life cycle of learning you must account for the individuals and the organization • Review the maturity model with technology by reviewing: – Type of learning – Learning outcomes – Responsive organizational dynamism: cultural assimilation – Responsive organizational dynamism: strategic integration

ROD Arc with Applied Individual Learning Wheel

References

• Langer, A. M. (2018). Information Technology and Organizational Learning. 3rd edition. Taylor & Francis Group, LLC. ISBN: 978-1-138- 23858-9

Chapter 5 – Information Technology and Organizational Learning

The Role of Line Management

• Role of Middle/ Line Management – Possess an effective combination of skills that can provide positive strategic learning infrastructures – Understand the core issues of productivity in relation to competitive operations and ROI – Close to the day-to-day operations – Determine how new processes can be implemented

Line Management

• Usually manage an entire business unit • Have ROI responsibilities • Have middle managers reporting to them – Managers of managers • Executives in training

First-Line Managers

• Manage nonmanagers • Have supervisory employees who report to them • Do not carry the responsibility for a budget line unit • Supervisors – Lowest-level middle manager – Manage operational personnel within the department • Management Vectors /Organizational Tier

Knowledge Management

• Knowledge Management = competitive advantage of organizations depends on their ability to create, transfer, utilize, and protect difficult to intimate knowledge assets. • Tacit knowledge to responsive organizational dynamism

Change Management

• Organizational change is important to understand within organizational learning • The amount of change required is increasing due to ever-changing technology. – Understanding the external environment – Evaluation of the inside of the organization – Readiness of the organization – Cultural change as inevitable – Making the case for change – Sustaining change

Change Management for IT Organizations

• Gain Support for change from employees and non-IT managers • Implement change along measurements for the work so that the results of the change are clearly determined. • Implement a new culture of collaboration in which employees share more information and work in more teams. • Raise the level of awareness of the technology process and work so that there is less of a tendency for reversion. • Implement an ongoing measurement process for the work to detect any problems.

Social Networks and Information Technology • The expansion of social networks through the use of innovations changes the way information flows in and out of an organization. • Controls typically manifest themselves in the form of new processes and procedures.

References

• Langer, A. M. (2018). Information Technology and Organizational Learning. 3rd edition. Taylor & Francis Group, LLC. ISBN: 978-1-138- 23858-9