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The Organization And Information Management

Chapter 2. The Organization And Information Management. The Business Context. Globalization of business Rapid technological change Organizational flexibility, adaptability, and collaboration Work teams and empowered workers. The Business Context. The changing workforce

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The Organization And Information Management

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  1. Chapter 2 The Organization And Information Management

  2. The Business Context • Globalization of business • Rapid technological change • Organizational flexibility, adaptability, and collaboration • Work teams and empowered workers

  3. The Business Context • The changing workforce • Knowledge management

  4. Information Requirements for Organizations • Making information accessible • Ensuring the reliability and accuracy of information • Respecting privacy • Creating secure information • Making information available at an appropriate cost

  5. New Organizational Structures and Information Requirements • Organizational Structure • Refers to the division of labor, coordination of positions, formal reporting relationships within an organization

  6. Hierarchical Structure Figure 2-1, part 1

  7. Flattened Structure Figure 2-1, part 2

  8. Alliances and Joint Ventures • Alliance • An official working partnership with another organization • Joint Venture • Where businesses develop or market specific products or services with partners here and abroad

  9. Modular Structures • Modular Structure • Break organizations into key processes and let individual subcontractors perform these key processes

  10. Supporting Team-Based Management • Teams In The Workplace • Traditionally-managed teams • Have a designated individual who serves as the official leader or manager • Self-managed teams • Have members who share responsibility for managing the work group without an officially appointed leader

  11. Supporting Team-Based Management • Teams In The Workplace • Permanent teams • Work together for long periods of time, generally at least one year, on a repetitive set of tasks • Temporary teams • Form for short, pre-specified amounts of time to complete a unique set of tasks or projects

  12. Supporting Team-Based Management • Teams In The Workplace • Single discipline teams • Include workers from an area such as research and development, manufacturing, or marketing • Inter-disciplinary teams • Include employees from several functional areas

  13. Supporting Team-Based Management Figure 2-5

  14. Levels of Strategies • Corporate-Level Strategy • Addresses which lines of business a company should pursue • Business-Level Strategy • Matches the strengths and weaknesses of each business unit or product line to the external environment to determine how each unit can best compete for customers

  15. Levels of Strategies • Functional Strategies • Direct the way individual departments perform their tasks to accomplish organizational objectives

  16. Determining the Organization’s Strategy • Porter’s Five Forces Model • The bargaining power of suppliers and buyers, the threat of new entrants and substitutes,and the rivalry of competitors help shape strategy.

  17. Determining the Organization’s Strategy • SWOT analysis • Managers examine an organization’s Strengths, Weaknesses, Opportunities and Threats to analyze strategic choices.

  18. Types of Strategies • Differentiation • Cost leadership • Focus • Linkage • Information leadership

  19. Using Strategy for Competitive Advantage Figure 2-9

  20. Using Information to Achieve a Competitive Advantage • Reacting to market conditions • Improving customer service • Controlling costs • Improving quality • Expanding globally

  21. End of Chapter 2 The Organization And Information Management

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