1. Management, 6e Schermerhorn Prepared by Cheryl Wyrick California State Polytechnic University Pomona John Wiley & Sons, Inc

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3. Schermerhorn Chapter 33 Chapter 3 Information and Decision Making 4 Planning Ahead –How is information technology changing the workplace? –What are the current directions in information systems? –How is information used for problem solving? –How do managers make decisions? –How do learning and knowledge management create value?

4. Schermerhorn Chapter 34 Information Technology and the New Workplace 4 Work and the Electronic Office –Electronic Office use of computers and related technologies to electronically facilitate operations in an office environment

5. Schermerhorn Chapter 35 Information Technology and the New Workplace 4 Electronic Commerce (e-commerce) –commercial transactions take place online Steps –establish a web site –advance the web site to self-service status –advance the web site to allow transactions

6. Schermerhorn Chapter 36 Information Technology and the New Workplace 4 Information Needs of Organizations –Information data made useful for decision making –intelligence –public

7. Schermerhorn Chapter 37 Developments in Information Systems 4 Information Systems –technology to collect, organize, and distribute data in such a way that they become meaningful as information

8. Schermerhorn Chapter 38 Developments in Information Systems 4 Success factors for information systems –technical quality of the system –participation and involvement of users in the system design –management support

9. Schermerhorn Chapter 39 Developments in Information Systems 4 Chief Information Officer (CIO) –oversees all aspects of computer, information and telecommunications systems –central role in strategic decision-making

10. Schermerhorn Chapter 310 Developments in Information Systems 4 Management Information Systems (MIS) –specifically designed to use IT to meet the information needs of managers in daily decision-making

11. Schermerhorn Chapter 311 Developments in Information Systems 4 Decision Support Systems (DSS) –special software to allow users to interact directly with a computer to help make decisions for solving complex, unstructured problems

12. Schermerhorn Chapter 312 Developments in Information Systems 4 Decision Support Systems –group decision-support systems (GDSS) interactive computer-based information systems that facilitate group efforts to solve complex problems groupware –allows several people to simultaneously work together on computer networks

13. Schermerhorn Chapter 313 Developments in Information Systems 4 Decision Support Systems –virtual teams team members who work different shifts or are separated geographically use groupware to facilitate information exchange and decision- making

14. Schermerhorn Chapter 314 Developments in Information Systems 4 Artificial Intelligence (AI) –computer systems with capacity to reason the way people do 4 Expert Systems –systems that mimic the way experts think

15. Schermerhorn Chapter 315 Developments in Information Systems 4 Intraorganizational Systems and Intranets –Intranets networks of computers that use special software to allow persons working in various locations of the same organization to share databases and communicate electronically

16. Schermerhorn Chapter 316 Developments in Information Systems 4 Intraorganizational Systems and Intranets –Enterprisewide networks move information quickly and accurately from one point to another within an organization

17. Schermerhorn Chapter 317 Developments in Information Systems 4 Intraorganizational Systems and Extranets –networks that use the public Internet to allow communication between the organization and elements in its external environment –electronic data interchange (EDI) allows companies to communicate electronically with one another

18. Schermerhorn Chapter 318 Information and Problem Solving 4 Problem –difference between actual and desired situation performance deficiency performance opportunity 4 Problem solving –process of identifying a discrepancy and taking action

19. Schermerhorn Chapter 319 Information and Problem Solving 4 Types of Managerial Problems –structured familiar, straightforward –programmed decisions solutions readily available

20. Schermerhorn Chapter 320 Information and Problem Solving 4 Types of Managerial Problems –unstructured involve ambiguity and information deficiencies unanticipated –nonprogrammed decisions specially tailored to a particular situation

21. Schermerhorn Chapter 321 Information and Problem Solving 4 Types of Managerial Problems –crisis unexpected problem that can lead to disaster

22. Schermerhorn Chapter 322 Information and Problem Solving 4 Problem Environments –certainty –risk –uncertainty

23. Schermerhorn Chapter 323 Information and Problem Solving 4 How Managers Deal with Problems –problem avoiders –problem solvers –problem seekers

24. Schermerhorn Chapter 324 Information and Problem Solving 4 How Managers Deal with Problems –systematic thinking –intuitive thinking –multidimensional thinking applying intuitive and systematic thinking

25. Schermerhorn Chapter 325 Information and Problem Solving 4 How Managers Deal with Problems –strategic opportunism ability to remain focused on long-term objectives and be flexible enough to resolve short-term challenges in a timely manner

26. Schermerhorn Chapter 326 The Decision-Making Process 4 Typical Approach –identify and define problem –generate and evaluate possible solutions –choose a solution and conduct an ethics double check –implement solution –evaluate results

27. Schermerhorn Chapter 327 The Decision-Making Process 4 Step 1: Identify and Define Problem –avoid the following defining problem too broadly or narrowly focus on symptoms choose wrong problem

28. Schermerhorn Chapter 328 The Decision-Making Process 4 Step 2: Generate and Evaluate Possible Solutions –Criteria benefits costs timeliness acceptability ethical soundness

29. Schermerhorn Chapter 329 The Decision-Making Process 4 Step 3: Choose Solution and Conduct Ethics Double Check –Decision-making models classical decision model –results in optimizing decision administrative decision model –results in satisficing

30. Schermerhorn Chapter 330 The Decision-Making Process 4 Step 3: Choose Solution and Conduct Ethics Double Check –Judgmental heuristics simplifying strategies for decision making –availability –representativeness –anchoring and adjustment

31. Schermerhorn Chapter 331 The Decision-Making Process 4 Step 3: Choose Solution and Conduct Ethics Double Check –Escalating commitment increase effort and resources to enhance a course of action that is not working –Conduct ethics double check

32. Schermerhorn Chapter 332 The Decision-Making Process 4 Step 4: Implement the Solution –Establish appropriate action plans –Avoid lack-of-participation error

33. Schermerhorn Chapter 333 The Decision-Making Process 4 Step 5: Evaluate Results –Form of managerial control –Easier if solution has measurable targets and timetables –Examine positive and negative consequences

34. Schermerhorn Chapter 334 Learning and Knowledge Management 4 Organizational Learning –mental models –personal mastery –systems thinking –shared vision –team learning

35. Schermerhorn Chapter 335 Learning and Knowledge Management 4 Lifelong Learning –continuously learning from daily life and opportunities

36. Schermerhorn Chapter 336 Learning and Knowledge Management 4 Knowledge Management –processes through which organizations develop, organize and share knowledge to achieve competitive advantage Chief Knowledge Officer (CKO) –energizes learning processes –manages organization’s intellectual assets