1. Why Information Systems ? Introductory Note IS 655

2. Intro Note The Reasons for Participating in Decisions about IS IS must be managed as a critical resource. IS enable change in the way people work together. IS are part of almost every aspect of business. IS enable business opportunities and new strategies. IS can be used to combat business challenges from competitors. 2

3. Intro Note What If a Manager Doesn’t Participate Fail to make critical decisions on how Information Systems supporting business goal. Fail to make critical decisions on how Information Systems supporting organization systems. 3

4. Skills of Successful Managers Visionary Creativity Curiosity Confidence Focus on Business Solution Flexibility Intro Note 4

5. Skills of Successful Managers… Informational and Interpersonal Communication Information gathering Interpersonal/Social skills Intro Note 5

6. Skills of Successful Managers… Structural Project management Analytical skills Organizational skills Planning skills Intro Note 6

7. Basic Assumptions Assumptions about Management Assumptions about Business Assumptions about Information Systems Intro Note 7

8. Assumptions about Management Tactical Roles - Planning - Organizing - Leading - Controlling Intro Note 8

9. Assumptions about Management … Strategic Roles - Interpersonal - Informational - Decisional Intro Note 9

10. Assumptions about Business Functional View Intro Note 10 STRATEGIC OPERATIONAL ACCOUNTINGACCOUNTING FINANCEFINANCE HUMAN RESHUMAN RES PRODUCTIONPRODUCTION SALESSALES OTHERSOTHERS TACTICAL

11. Assumptions about Business … Process View Intro Note 11 FIRM INFRASTRUCTURE INBOUND LOGISTICS OPERATIONSOUTBOUND LOGISTIC MARKETING & SALES LOGISTIC SERVICE HUMAN RESOURCE MANAGEMENT TECHNOLOGY DEVELOPMENT PROCUREMENT VALUE COST MARGIN

12. 12 Decision-Making in an Organization Intro Note

13. 13 Decision-Making Levels in an Organization Executive Level Long-term decisions (Strategies) Unstructured decisions (Competitions) Managerial Level Decisions covering weeks and months (Tactics) Semi-structured decisions (Effectiveness) Operational Level Day-to-day decisions (Operations) Structured decisions (Efficiency) Intro Note

14. 14 STRATEGIC OPERATIONAL ACCOUNTINGACCOUNTING FINANCEFINANCE HUMAN RESHUMAN RES PRODUCTIONPRODUCTION SALESSALES OTHERSOTHERS TACTICAL VALUE CHAIN

15. 15 Value-Added Activities Customer-Value-Added Activity (maximize) a business process that a customer is willing to pay for Business-Value-Added Activity (minimize) a business process that is essential to managing an organization Non-Value-Added Activity (eliminate) customer will not pay for; business value will not be increased Goals of a business system: effective, efficient, competitive. Intro Note

16. 16 KNOWLEDGE Database PROCESS Information Processing Business Rules, Procedures INTERFACE Input, Output Location, Security BUSINESS CONTEXT HardwareSoftwareNetworking TECHNOLOGY DRIVERS ERP, Object, Mobile, Collaborative, etc. BUSINESS DRIVERS BPR, CRM, SCM, e-Biz, etc. KNOWLEDGE Database PROCESS Information Processing Business Rules, Procedures INTERFACE Input, Output Location, Security Business Data Business Users HardwareSoftwareNetworking BUSINESS CONTEXT

17. Information Systems that Span Organizational Boundaries Intro Note 17

18. Information Systems Supporting the Functional Areas Intro Note 18

19. EXECUTIVE INFORMATION SYSTEMS MANAGEMENT INFORMATION SYSTEMS TRANSACTION PROCESSING SYSTEMS ACCOUNTINGACCOUNTING FINANCEFINANCE HUMAN RESHUMAN RES PRODUCTIONPRODUCTION SALESSALES OTHERSOTHERS TACTICAL Information Systems in Organization STRATEGIC OPERATIONAL People ITProcess 19

20. Some Visions of “Visionary” Business Leaders 2011 Your “Visionary” Manager: “We don’t need the passing fad IS !!!” 2012 Your “Visionary” Manager declares bankruptcy !!! Intro Note 20