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Questions from last class?

Questions from last class?. What is Technology?. Any current events? Technology & Business in the News?. ASM is serious about prerequisites… MGMT 300 - Operations MGMT 303 - Accounting MGMT 306 - Diversity MGMT 322 - Marketing.

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Questions from last class?

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  1. Questions from last class?

  2. What is Technology?

  3. Any current events?Technology & Business in the News?

  4. ASM is serious about prerequisites…MGMT 300 - OperationsMGMT 303 - AccountingMGMT 306 - DiversityMGMT 322 - Marketing

  5. First Mossberg Write Uphttp://ptech.wsj.com/ Due February 7th Personal Technology column comes out on Thursday in the WSJ

  6. Mgmt 450Chapter 1 Foundations of Information Systems in Business

  7. Why do you need to take this class? All managers, entrepreneurs and business professionals need a basic understanding of information systems

  8. Discussion question – page 61, #10in chapter 2“We have learned that it is not technology that creates a competitive edge, but the management process that exploits technology.” (Peter Keen – well regarded academic, consultant and speaker on IS topics)

  9. “There is no longer any distinction between an IT project and a business initiative. IT at Marriott is a key component of the products and services that we provide to our customers and guests at our properties. As such, there’s very little that goes on within the company that either I personally or one of my top executives is not involved in.” Carl Wilson Executive VP and CIO Marriott International (page 5)

  10. “Executives need to stop looking at IT projects as technology installations and start looking at them as periods of organizational change that they have a responsibility to manage.” Mastering the Three Worlds of Information Technology Harvard Business Review, Nov 2006

  11. Does this mean that information systems is the answers to everything? (the magic pill or silver bullet?)

  12. 2005 Survey – Financial Executives Research Foundation (782 executives responding) • 50% reported aligning business and IT strategy was a problem • 51% reported major IT initiatives ran behind schedule and over budget • 47% felt ROI was high for IT investments

  13. Why has TJX Companies (T.J. Max) been in the news?

  14. Why has TJX Companies (T.J. Max) been in the news? • $150 million in losses due to a massive security breach • 45.6 million customer credit cards impacted over 18 months • Lots of pending litigation

  15. Three Reasons to Learn This Stuff:(page 7) • IS supports many business processes and operations • IS supports decision making for management and employees • IS supports business strategy and competitive advantage

  16. Information Systems (IS):Organized combination of people, hardware, software, communications networks, and data resources that collect, transform, and disseminate information(page 2)

  17. Knowledge workers:Workers who use information and knowledge as the raw materials of their work and the product of their work.

  18. Digital Divide Social inequity that has emerged in the digital age • Technically savvy versus computer illiterate • Unlimited access to technology versus limited/none

  19. System Development Life Cycle (page 17):

  20. Components of a system (page 31): 2. Processing Baby Food 1. Input 3. Storage 4. Output 5. Feedback 6. Monitoring/Control

  21. 2&3. Processing & Storage 1. Input 4. Output 5. Feedback 6. Monitoring/Control

  22. Resources (page 28) Hardware People Networks Software

  23. Lindsey 100 791545 Mann Naranjo 1200 Meleh yes Data … • Raw facts • Observations • Not processed (yet) • Not meaningful to the audience/reader

  24. Monthly Sales Report for West Region Sales Rep: Charles Mann Emp No. 791545 ItemQty SoldPrice TM Shoes 1200 $100 Information … • Processed data • Summarized • Organized • Labeled • Meaningful to the audience

  25. Discussion Question #4(page 34) Why do big companies still fail in their use of information technology?

  26. “Most managers feel ill equipped to navigate the constantly changing technology landscape and thus involve themselves less and less with IT.” Mastering the Three Worlds of Information Technology Harvard Business Review, Nov 2006

  27. Chapter 2Leveraging Technology for a Competitive Advantage

  28. January 2008 – Harvard Business Review Five Competitive Forces That Shape Strategy www.hbr.org

  29. Basic Competitive Strategies Figure 2.2 – page 43 Cost Leadership Differentiation Innovation Growth Alliance

  30. Strategic Information Systems • Page 40 • Any kind of IS that uses information technology to help an organization: • Gain a competitive advantage • Reduce a competitive disadvantage • Meet other strategic enterprise objectives

  31. Examples of how companies have used information technology to implement the five competitive strategies Page 46 – Figure 2.4

  32. Business Process Reengineering (BPR) Page 51 Fundamental rethinking and radical redesign of business process to achieve dramatic improvements in cost, quality, speed, and service.

  33. See quotation on the changing competitive environment page 55 “Agile Competitors and Virtual Organizations: Strategies for Enriching the Customer” Steven Goldman, Roger Nagel, Kenneth Preis

  34. Measuring success & failure with IT page 15 IS need to be measured NOT ONLY by its efficiency (minimize costs, time & use of information resources) BUT

  35. Measuring success & failure with IT • page 15 • Also measure EFFECTIVENESS of IS in: • Supporting an organization’s business strategy • Enabling its business processes • Enhancing its organizational structures & cultures • Increasing customer & business value

  36. Measuring success & failure with IT page 16 IS can be mismanaged and misapplied in such a way that IS performance problems create both technological and business failure. … so technology is not the silver bullet that solves all the problems…

  37. Six IT Decisions Your IT People Shouldn’t Make HBR Nov 2002 • How much should we spend on IT? • Which business processes should receive our IT $$? • Which IT capabilities need to be companywide? • How good do our IT services really need to be? • What security & privacy risks will we accept? • Whom do we blame if an IT initiative fails?

  38. Textbook Breakdown • Foundation • Technologies • Business Applications • Development • Management Challenges We will spend the next 4 weeks here!

  39. Assignment for next class • Read “Electronic Birth Registration in Bangladesh” on page 17 • Real World Case #1 Continental Airlines • HBR article excerpt re: 5 competitive forces • Be prepared for discussion

  40. January 2008 – Harvard Business Review Five Competitive Forces That Shape Strategy www.hbr.org Forces That Shape Competition The configuration of the five forces differs by industry. In the market for commercial aircraft, fierce rivalry between dominant producers Airbus and Boeing and the bargaining power of the airlines that place huge orders for aircraft are strong, while the threat of entry, the threat of substitutes, and the power of suppliers are more benign. In the movie theater industry, the proliferation of substitute forms of entertainment and the power of the movie producers and distributors who supply movies, the critical input, are important. The strongest competitive force or forces determine the profitability of an industry and become the most important to strategy formulation. The most salient force, however, is not always obvious. For example, even though rivalry is often fierce in commodity industries, it may not be the factor limiting profitability. Low returns in the photographic film industry, for instance, are the result of a superior substitute product—as Kodak and Fuji, the world’s leading producers of photographic film, learned with the advent of digital photography. In such a situation, coping with the substitute product becomes the number one strategic priority. ** This article is currently available in full for free from the HBR web site

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