1. INFORMATION SYSTEMS, ORGANIZATIONS, MANAGEMENT, AND STRATEGY3
INFORMATION SYSTEMS, ORGANIZATIONS, MANAGEMENT, AND STRATEGY

2. LEARNING OBJECTIVES IDENTIFY SALIENT CHARACTERISTICS OF ORGANIZATIONS
ANALYZE RELATIONSHIP BETWEEN INFO SYSTEM & ORGANIZATIONS *

3. LEARNING OBJECTIVES CONTRAST THEORIES OF ORGANIZATIONS
DESCRIBE DECISION PROCESSES
EVALUATE ROLE OF INFORMATION SYSTEMS IN SUPPORTING BUSINESS STRATEGY *

4. MANAGEMENT CHALLENGES
ORGANIZATIONS & INFORMATION SYSTEMS
CHANGING ROLES OF SYSTEMS IN ORGANIZATIONS
MANAGERS, DECISION MAKING & INFORMATION SYSTEMS
INFORMATION SYSTEMS & BUSINESS STRATEGY *

5. MANAGEMENT CHALLENGES
1. SUSTAINABILITY OF COMPETITIVE ADVANTAGE
2. FITTING TECHNOLOGY & ORGANIZATION *

6. ORGANIZATIONS & INFORMATION TECHNOLOGY
MEDIATING FACTORS: Environment Culture Structure Standard Procedures Politics Management Decisions Chance
ORGANIZATIONS
INFORMATION TECHNOLOGY

7. ORGANIZATION CEO VP TECHNICAL DEFINITION: STABLE, FORMAL STRUCTURE
TAKES RESOURCES FROM ENVIRONMENT AND PROCESSES THEM TO PRODUCE OUTPUTS *

8. TECHNICAL MICROECONOMIC DEFINITION OF ORGANIZATION
OUTPUTS TO
ENVIRONMENT
ORGANIZATION
PRODUCTION
PROCESS
INPUTS FROM

9. ORGANIZATION BEHAVIORAL DEFINITION: COLLECTION OF:
RIGHTS, PRIVILEGES, OBLIGATIONS, RESPONSIBILITIES
DELICATELY BALANCED
CONFLICT RESOLUTION *

10. FORMAL ORGANIZATION
ENVIRONMENTAL RESOURCES
ENVIRONMENTAL OUTPUTS
STRUCTURE: Hierarchy Division of labor Rules, Procedures
PROCESS: Rights/Obligations Privileges/Responsibilities Values Norms People

11. STRUCTURAL CHARACTERISTICS OF ALL ORGANIZATIONS
CLEAR DIVISION OF LABOR
HIERARCHY
EXPLICIT RULES & PROCEDURES
IMPARTIAL JUDGMENTS
TECHNICAL QUALIFICATIONS
MAXIMUM ORGANIZATIONAL EFFICIENCY *

12. COMMON FEATURES OF ORGANIZATIONS
FORMAL STRUCTURE
STANDARD OPERATING PROCEDURES
POLITICS
CULTURE *

13. UNIQUE FEATURES OF ORGANIZATIONS
ORGANIZATIONAL TYPES
ENVIRONMENTS, GOALS, POWER
CONSTITUENCIES, FUNCTION
LEADERSHIP, TASKS
TECHNOLOGY
BUSINESS PROCESSES *

14. ORGANIZATIONAL STRUCTURES
ENTREPRENEURIAL: Startup business
MACHINE BUREAUCRACY: Mid-sized manufacturing firm
DIVISIONALIZED BUREAUCRACY: Fortune 500
PROFESSIONAL BUREAUCRACY: Law firms, hospitals
ADHOCRACY: Consulting firm *

15. ORGANIZATION & ITS ENVIRONMENT
THE ENVIRONMENT:
RESOURCES & CONSTRAINTS
GOVERNMENTS
COMPETITORS
FINANCIAL INSTITUTIONS
CULTURE
KNOWLEDGE
TECHNOLOGY
THE FIRM
INFORMATION SYSTEMS

16. INFORMATION SYSTEMS DEPARTMENT
PROGRAMMERS: Write software
SYSTEMS ANALYSTS: Translate business problems into solutions
IS MANAGERS: Department leaders
END USERS: Department reps for whom applications are developed *

17. SENIOR MANAGEMENT MAJOR END-USERS (DIVISIONS)
THE ORGANIZATION
SENIOR MANAGEMENT MAJOR END-USERS (DIVISIONS)
INFORMATION SYSTEMS DEPARTMENT
Information System Specialists:
CIO Managers System Analysts System Developers Programmers Network Specialists Database Administrator Clerical
IT Infrastructure:
Hardware Software Data Networks

18. HOW INFO SYSTEMS AFFECT ORGANIZATIONS
MICROECONOMIC MODEL: Info technology is a factor of production, like capital & labor
TRANSACTION COST THEORY: Firms attempt to minimize transaction costs internally & externally *

19. HOW INFO SYSTEMS AFFECT ORGANIZATIONS
AGENCY THEORY: Firm is nexus of contracts among self-interested parties requiring supervision
BEHAVIORAL THEORIES: Info systems could change hierarchy of decision making; reduce need for middle management & clerical support; distribute information *

20. IMPLEMENTING CHANGE TASK PEOPLE TECHNOLOGY STRUCTURE RESISTANCE
Source: Leavitt, Handbook of Organization (1965)
TASK
PEOPLE
TECHNOLOGY
STRUCTURE
RESISTANCE
MUTUAL ADJUSTMENT

21. INTERNET & ORGANIZATIONS
communication
Electronic handbooks published & revised
Interactive training classes
Employees review, update personal data *

22. ROLE OF MANAGERS
CLASSICAL: Describe functions- plan, organize, coordinate, decide, control
BEHAVIORAL: Based on observations of managers on the job *

23. INFO SYSTEMS, LEVELS, DECISIONS
TPS
OAS
MIS
KWS
DSS
ESS
ORGANIZATIONAL LEVEL
TYPE OF
DECISION
OPERATIONAL
KNOWLEDGE
MANAGEMENT
STRATEGIC
STRUCTURED
ACCOUNTS
RECEIVABLE
ELECTRONIC
PRODUCTION
SCHEDULING
COST OVERRUNS
SEMI-
BUDGET
PREPARATION
PROJECT
FACILITY
LOCATION
UNSTRUCTURED
PRODUCT DESIGN
NEW PRODUCTS
NEW MARKETS

24. STAGES OF DECISION MAKING
INTELLIGENCE: Collect information; identify problem
DESIGN: Conceive alternatives; select criteria
CHOICE: Use criteria to evaluate alternatives; select
IMPLEMENTATION: Put decision into effect; allocate resources; control *
SOURCE: Simon, The New Science of Management Decision (1960)

25. INDIVIDUAL MODELS OF DECISION MAKING
RATIONAL: Comprehensive rationality; evaluate all alternatives
SYSTEMATIC: Structured, formal method
INTUITIVE: Trial & error, unstructured, multiple approach *

26. ORGANIZATIONAL MODELS OF DECISION MAKING
BUREAUCRATIC: Follow standard operating procedures (SOP)
POLITICAL: Key groups compete and bargain
“GARBAGE CAN”: Organizations not rational; solutions accidental *

27. BUSINESS LEVEL STRATEGY
LOCK IN CUSTOMERS & SUPPLIERS
SUPPLY CHAIN MANAGEMENT: Stockless inventories, continuous replenishment, just-in-time delivery
INTRA FIRM STRATEGY: Product differentiation, focused differentiation, low-cost producer
EFFICIENT CUSTOMER RESPONSE: Point-of-sale systems, datamining *

28. COMPETITIVE FORCES MODEL
NEW MARKET ENTRANTS
SUBSTITUTE PRODUCTS & SERVICES
THE FIRM
TRADITIONAL INDUSTRY COMPETITORS
THE INDUSTRY
SUPPLIERS
CUSTOMERS

29. COMPETITIVE FORCES MODEL
NEW MARKET ENTRANTS
SUBSTITUTE PRODUCTS & SERVICES
INDUSTRY SET
INDUSTRY COMPETITORS
INDUSTRY 2
INDUSTRY 1
SUPPLIERS
CUSTOMERS
INDUSTRY 4
INDUSTRY 3

30. INFORMATION SYSTEMS, ORGANIZATIONS, MANAGEMENT, AND STRATEGY