1. MBAD 6121 Class Notes Dr. Parker Foley University of North Carolina- Charlotte Summer II, 2001

2. Class Roster Card Please fill out the note card distributed with the information in the same order as the template below. Last Name___________ First Name_____________ Type of Job __________________________________ Company ____________________________________ “Real E-mail Address __________________________ Area of Concentration (Major in MBA Program)

3. Introduction to Course What is the course about? Who am I and what does that mean? The calendar The text and readings. The assignments and projects. Tests and grading. Teams and team selection.

4. First Session Tasks Note Cards Selection of Groups Scheduling of Chapter Outline Presentations

5. Outline of the Text Table of Contents PART I: IT in the Organization CH 1 - Organizations, Environments, and Information Technology CH 2 - Information Technologies: Concepts and Management CH 3 - Strategic Information Systems CH 4 - Business Process Reengineering and Information Technology PART II: Networks and IT CH 5 - Network Computing: Discovery, Communication, and Collaboration CH 6 - Electronic Commerce CH 7 - Impacts of IT on Organizations, Individuals, and Society PART III: Using IT CH 8 - Transaction Processing, Innovative Functional Systems, and Supply Chain Integration CH 9 - Supporting Management and Decision Making CH 10 - Data and Knowledge Management CH 11 - Intelligent Support Systems PART IV: Managing IT CH 12 - Planning for Information Technology and Systems CH 13 - Information Technology Economics CH 14 - Systems Development CH 15 - Managing Information Resources, Control, and Security Technology Reference Guides T-1 Hardware T-2 Software T-3 Data and Databases T-4 Telecommunications and the Internet

6. Chapter One

7. General Chapter One Notes Major Turban Concepts Globalization of business Technological innovations Social and political changes Increased awareness and demands of customers Which means…

8. General Chapter One Notes Competition is tough… very tough, so organizations must: Increase productivity Improve quality of service Enhance competitive ability This requires…

9. General Chapter One Notes New management approaches, like: Mass customization E-commerce And, guess what?…

10. General Chapter One Notes The driving force behind much of the changes needed and most of the innovations used is… IT!

11. Figure 01.01 Business Drivers/Pressures General Chapter One Notes

12. Figure 01.02 The BIG three: The Market Technology Society General Chapter One Notes

13. List of Class Generated Business Pressures

14. Figure 01.04 General Chapter One Notes

15. Figure 01.05 Critical Response Activities Strategic Systems Business Alliances Continuous Improvement Electronic Commerce Business Process Reengineering General Chapter One Notes

16. List of Class Generated Critical Responses

17. Information Systems What is one? (Page 16) “An information system (IS) collects, processes, stores, analyzes, and disseminates information for a specific purpose.” Like any other system it includes: inputs, outputs, and feedback. Formal and informal Case Samples General Chapter One Notes

18. Computer-Based Information Systems “A computer-based information system (CBIS) is an information systems that uses computer technology to perform some or all of its intended tasks.” Components: Hardware Software Database Network Procedures People General Chapter One Notes

19. Figure 01.07 General Chapter One Notes Systems Theory Approach Bill Payment

20. General Chapter One Notes Bill Payment Examples Invoices Bills Reconcile Cut checks Create ACH File Post to AP Checks ACH credits AP posting file Audit Team

21. Cost/performance Storage and memory GUIs Data warehousing Multimedia and Virtual Reality Intelligent systems Object Oriented Environment/Document Management Compactness General Technology Trends General Chapter One Notes

22. Portability Client/Server Architecture Network Computer Integrated Home Computing Intranets and Extranets Electronic Commerce Intelligent Agents Internet and Info Superhighway Networked Enterprise General Chapter One Notes Network Computing

23. Figure 01.11

24. Chapter One Organizations, Environments, and Information Technology The Message New World of Business Environment Organizational Structure Technology Short-term profit push Dynamics Customer power Interest group power Intensity of competition Speed of change The Boyett & Boyett Business Pressure Model Market Pressures Technology Pressures Societal Pressures Organizations Respond to the Pressures Scott-Morton Model 5 components: Strategy, Structure/Culture, Management/Process, Individuals/Roles, IT Notes These factors have always effected business processes and success, but they seem to have both intensified and accelerated over the past 10-15 years. The need for businesses to heed each in both planning and execution reached down even to fairly small business. The concept of a global economy (bantered about for at least 20 years) is now practiced not only by large corporate players, but by even a single consumer with just a few mouse clicks. Information technology is critical now. It also is sometimes the cause as will as the cure. Models like this not only are useful in conceptualizing how factors effect a business and each other, but are often used by management in corporations for planning and strategic direction Many trends are strong in corporations in the 90s: Continuous Improvement, Total Quality Management, Business Process Reengineering, Empowerment of (fill in blank). IT is in the center of most. To Ponder Environment includes: government (regulation/deregulation), environmental issues, social issues and trends. Organizational structure includes labor, workplace, trends/models. Technology is a two-edged sword--it is used both to improve and imprison; to bring just the right information and to bury one in data. When you see an organizational models mentally overlay your corporation/business onto the model and see how it fits. Non of these models, trends, programs work without: Senior management commitment and understanding Strong training/support mechanism for the employee-- ONGOING!

25. Chapter One Continued The Message Information Systems and IT What ‘R’ one? Difference between IS and IT The basic Systems Theory model The Examples-- In Chapter One and throughout the book Technology Trends. Table 1.3 Notes IT is the technical subset of an IS, which is the whole ball of wax, including the process and the people. The basic systems model (Input-process-output…with feedback and control loops), though simple in concept is FUNDAMENTAL to IS and IT Use these to help understand the concepts, the models, and the systems. Also to see how all of this “stuff” must integrate and inter-operate. The table and the discussion on pp. 26-28 are important and will keep reappearing in our discussions and in your work place. To Ponder As Information Systems become increasingly important, understanding these subtitles is not only important but an edge. Organizations consistently forget the fundamentals of systems theory both in planning new systems and in the analysis and enhancement of old ones. Another “edge” opportunity. These example are good material for your questions and projects. They should also be challenged for what is not said. (They are true stories and really happen and really did improve the companies, but what was the cost, how are things now with the company, how painful was the implementation? Were there cost over-runs, delays, false starts?) If the cost-performance ratios are so wonderful, why do we keep spending more and more of our budget on IT and why is there more paper than ever!

26. Chapter One Continued The Message Why should you learn about information technology? The “Managerial Issues” at the end of all chapters are what the authors want you to “ponder.” Notes As MBA students you really have an obligation to be grounded in basic information systems fundamentals, even if you never become a “techie.” The jobs descriptions and opportunities in Table 1.4 are for real. The demand is high and those salaries are very in line in corporations. (Go for it!) We will usually pick out one or two to discuss. They make good fodder for your Critical Questions and they are good guides for helping with class discussion when you are doing your Chapter Outline presentations. To Ponder When I am interviewing people for employment, I expect broader-based knowledge of business systems and processes from an MBA than either a straight business major or a straight IT or IS major, and I am not alone.