Please enable JavaScript.
Coggle requires JavaScript to display documents.
Management of Information System (Lec 1 Information system in business…
Management of Information
System
Lec 1 Information system in business
Three dimension of information systems
Management
Middle management
Sciemtists and knowledge workers
Operational management
Production and service workers Data workers
Senior management
Organisation
Formal social structure that processes resources from environment to produce outputs
Technology
IT flattens organisation
Decision making in lower level
Fewer managers needed
Postindustrial orgnisation
Authority more relies on knowledge and competence
Role of information systems in business
IT and Porter's Five forces
Substitute products and services
Product differentiation
focused strategy on a single market niche
Customers
New market entrants
Focus on market niche
Mass customisation
new products or services
Suppliiers
Strengthen customer and supplier intimacy
develop strong ties and loyalty with customers and suppliers
Increase switching costs
Traditional cometitors
Low-cost leadership
at a lower price than competitors
Value Chain model
Summary
Identifies value-added and value-reducing processes
Increases effectiveness of decision making
Gathers quantifiable information from customers
Business reasons for information systems
New products, services, and business models
Customer and supplier intimacy
Organisational excellence
Improved Decision-Making
Competitive advantage
Charging less for superior products
Responding to customers and suppliers in real time
Survival
Defination of information systems
Data and information
Information is data shaped into meaningful form
Data are streams of raw facts
Information system
Support decision making, coordination, and control
Set of interrelated compnents
Collect, process, store, and distribution information
Information system
Three activities produce information that organisation need:
Processing
Output
Input
Feedback
Lect 2 Business Processes and Information Systems
Modelling Business Processes
what
how things are done
Classification
Front-office and back-office
Primary and secondary
Vertical and horizontal
Content
marketing
service functions
customer-facing (front-office) processes within sales
Process maps
Traditional IS Solutions
Systems from a Functional Perspective
Sales and marketing systems
Manufacturing and production systems
Finance and accounting systems
Human resources systems
Systems from a Constituency Perspective
Management information systems and decision-support systems: supporting managers
Executive support systems: supporting executives
Transaction processing systems: supporting operational level employees
Relationship of constancy systems
Management information
Systems (MIS)
Decision-support system
Executive support systems
(ESS)
Systems That Span the Enterprise
Enterprise Application Architecture
Four major applications
Customer relationship management (CRM)
Coordinate all of the business processes that deal with customers in sales, marketing, and service to optimise revenue, customer satisfaction, and customer retention.
Integrate firm’s customer-related processes and consolidate customer information from multiple communication channels
Supply chain management systems (SCM)
Manage firm’s relationships with suppliers
Share Orders, production, inventory levels, delivery of products and services info
Goal: Right amount of products to destination with least amount of time and lowest cos
Enterprise Resource Planning (ERP)
Resolves problem of fragmented, redundant data sets and systems silos
Collects data from different firm functions (modules) and stores data in single central data repository
Function
Efficient response to customer orders (production, inventory)
Coordination of daily activities
Provide valuable information for improving management decision making
Knowledge management systems (KMS)
Collect internal knowledge and link to external knowledge
content
Managing documents, graphics and other digital knowledge objects
Directories of employees with expertise
Support processes for acquiring, creating, storing, distributing, applying, integrating knowledge
Lec 3 Implementing Systems
Planned Organisational Change
Change
Rationalisation
Business process reengineering
Automation
Paradigm shifts
Business Process Redesign
Business process management (BPM)
Analyze, design, optimize processes to manage business process redesign
Step
Design the new process
Implement the new process
Continuous measurement
Analyze existing processes
Identify processes for change
Planned Organisational Change
Transform batch processing and decision making into continuous flow processes
Automate decision tasks wherever possible
Eliminate buffers (decision delays and inventories)
Simplify products or processes
Enable information sharing throughout to all participants
Make improvements based on customer demands
Enrich jobs by enhancing decision making and concentrating information
Reduce cycle time
Replace sequential steps with parallel
Steps in effective reengineering
Understand how much process costs and how long to perform
Determine which business processes should be improved
Identify and describe existing process
Systems Development
Def. Activities that go into producing an information system solution
Plan
Confirm scope and object
Systems analysis
Transaction Processing system
(TPS)
