IT Decisions in Organizations Paper Reasons WHY Business Managers Should Participate in Information Decisions.Select 4 of these reasons and find a peer-rev

IT Decisions in Organizations Paper Reasons WHY Business Managers Should Participate in Information Decisions.Select 4 of these reasons and find a peer-reviewed journal article to support each reason. Try to find articles that are less than 5 years old. You will have 4 reasons and 4 journal articles. In one paragraph, summarize the article. Make sure you cite and reference the articles correctly. Managing and Using Information Systems:
A Strategic Approach – Sixth Edition
Keri Pearlson, Carol Saunders,
and Dennis Galletta
© Copyright 2016
John Wiley & Sons, Inc.
Introduction
Why Should a Manager Study Information Systems?
–After all, an entire department is in charge of IT.
• Nearly all decisions in organizations rely on information systems
at some level.
• Personal devices are ubiquitous.
• In 2014, 90% of US adults had a cell phone and 87% used the
Internet.
• Personal experience with technology helps but the corporate
setting has many different requirements in the areas of:
• Security, Privacy, Risks
• Support
• Architecture
• Firms use IT to enhance their business models or change entire
industries.
• Managers need to know the basics.
© 2016 John Wiley & Sons, Inc.
3
Why Should you Participate in IT
Decisions in your Firms?
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IT permeates almost every aspect of business
IT enables change in how people work
IT is at the heart of Internet-based solutions
IT enables or inhibits opportunities/strategies
IT combats competitors’ business challenges
IT provides customers with a voice
IT supports data-driven decision-making
IT can help secure key assets
© 2016 John Wiley & Sons, Inc.
4
A Business View of Critical Resources
• Spending is quite high: Worldwide $3.7 trillion in 2014
• Expenditures span 5 categories
• Devices (e.g., PCs, tablets, mobile phones)
• Data centers (e.g., servers, storage equipment)
• Enterprise (companywide) software
• IT Services (e.g., support and consulting services)
• Telecommunications (e.g., voice and data services)
• If these expenditures do not return value, they will
dwindle over time
© 2016 John Wiley & Sons, Inc.
5
People and Technology Work Together
• Some of the most-used sites focus on Web 2.0
• In Web 2.0, significant content comes from users
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Information Sharing
User-centered design
Interoperability
Collaboration
• Skilled business managers must balance:
• The benefits of introducing new technology
• The costs associated with changing the existing behaviors of people in
the workplace
• Does not require deep technical knowledge
• Requires understanding the consequences of the choices made
© 2016 John Wiley & Sons, Inc.
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CTO of @Walmart Labs
• What did Jeremy King say in his blog (pg. 4)?
• “Every company is a tech company”
• Do you believe this is true for most firms, or
is Wal-Mart somehow different? Why?
• Can you name firms that do not receive key
impacts or benefits from technology?
© 2016 John Wiley & Sons, Inc.
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Opportunities and New Strategies
from IT
• New business opportunities spring up with little
warning
• Managers must:
• Frame the opportunities in an understandable way for
business leaders
• Evaluate them against business needs and choices
• Pursue those that fit into an articulated business
strategy.
• The quality of available information will impact the
quality of their decisions and their implementation
• Managers will therefore lead the changes driven
by information systems
© 2016 John Wiley & Sons, Inc.
8
Competitive Challenges
• Competitors spring up—sometimes unexpectedly
• General managers are in the best position to
• See those threats
• Attempt to combat them, using technology as a tool
• They need an understanding of
• The capabilities of the organization
• How those capabilities, together with IS, can
• Create competitive advantage
• Change the competitive landscape for an entire
industry
© 2016 John Wiley & Sons, Inc.
9
Managers Need to be Aware of the
importance of:
• Customer pull
• Customers now have power using social media
• Entire business models sometimes need to be redesigned
• Data-driven decision making
• Now available: more data than ever before
• From social media
• From large data stores in firms
• Predictive analytics tools can help with analysis of that data
• Securing key assets
• A balance is needed
• Too little security endangers assets of the firm and its customers
• Too much reduces operational convenience
© 2016 John Wiley & Sons, Inc.
10
What Happens if Management
Doesn’t Participate?
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Breakdown in servicing customers
Sales decline
Damaged reputation
Poor spending:
• Overspending and excess capacity, or
• Underspending and restricted opportunity
• Inefficient business processes
© 2016 John Wiley & Sons, Inc.
11
Failing to Consider IS Strategy
• Leads to:
• IS that fail to support business goals (e.g., Victoria’s
Secret site overload)
• IS that fail to support organizational systems (e.g.,
workers buying mobile devices but the IT
department only supports desktop PCs)
• Misalignment between business goals and
organizational systems
© 2016 John Wiley & Sons, Inc.
12
Skills Managers Need for Their IT
Decisions
• Visionary role
• Structural
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Creativity
Curiosity
Confidence
Focus on business
solutions
• Flexibility
• Informational and
Interpersonal
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Project management
Analytical
Organizational
Planning
Leading
Controlling
Communication
Listening
Information gathering
Interpersonal skills
© 2016 John Wiley & Sons, Inc.
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Upcoming Material
1. Information Systems Strategy Triangle: Alignment of IT and the
business
2. Links between IS and business strategy
3. Links between IS and organizational strategy
4. Collaboration and individual work
5. Business processes
6. Architecture and infrastructure
7. Participating in decisions about IS security
8. The business of IS
9. Governance of IS resources
10. Sourcing
11. Project and change management
12. Business intelligence
13. Ethical use of information
© 2016 John Wiley & Sons, Inc.
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Assumptions
© 2016 John Wiley & Sons, Inc.
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Assumptions About Management
• Interpersonal
• Figurehead
• Leader
• Liaison
• Informational
• Decisional
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Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
• Monitor
• Disseminator
• Spokesperson
© 2016 John Wiley & Sons, Inc.
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Assumptions About Business –
Functional View
© 2016 John Wiley & Sons, Inc.
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Process View
© 2016 John Wiley & Sons, Inc.
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Assumptions about the Nature of
Information
• Data – simple observations
• Information – data + relevance + purpose
• Knowledge – information + context + synthesis +
reflection
© 2016 John Wiley & Sons, Inc.
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Data, Information, and Knowledge
Data
Definition
Simple observations of Data endowed with
the state of the world relevance and purpose
Characteristics •
•
Example
Information
Easily structured
Easily captured on
machines
• Often quantified
• Easily transferred
• Mere facts
Daily inventory report
of all items
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•
•
Requires unit of
analysis
Data that have
been processed
Human mediation
necessary
Knowledge
Information from the human
mind (includes reflection,
synthesis, context)
• Hard to structure
• Difficult to capture on
machines
• Often tacit
• Hard to transfer
Daily inventory report
Report of which items need
of items with low levels to be reordered after
considering inventory levels,
of stock
anticipated labor strikes, and
a flood affecting a supplier
© 2016 John Wiley & Sons, Inc.
20
Characteristics of Information Across
Levels
Supervisory and
Lower-Level
Management
Short: day to day
Top Management
Middle Management
Time Horizon
Long: years
Medium: weeks,
months, years
Level of Detail
Highly aggregated
Less accurate
More predictive
Summarized
Integrated
Often financial
Source
Primarily external
Primarily internal with Internal
limited external
Decision
Extremely judgmental Relatively judgmental
Uses creativity and
analytical skills
© 2016 John Wiley & Sons, Inc.
Very detailed
Very accurate
Often nonfinancial
Heavy reliance on
rules
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Economics of Information vs Things
Things
Information
Wear out
Doesn’t wear out but can become
obsolete or untrue
Are replicated at the expense of
the manufacturer
Is replicated at almost zero cost
without limit
Exist in a tangible location
Does not physically exist
When sold, possession changes
hands
When sold, seller may still possess
and sell again
Price based on production costs
Price based on value to consumer
© 2016 John Wiley & Sons, Inc.
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Internet of Things (IoT)
• Combine information and things = IoT
• From the 1970s: Coke machine at Carnegie Mellon
University
• From the 1980s: Elevators that call for service without
people knowing there is a problem
• Today:
• Self-driving cars
• Internet-connected (and controllable) thermostats, stoves,
alarm systems
• Pets that are trackable online
• Heart monitors that alert doctors or hospitals of a problem
• Digital video recorders that can be controlled around the
world
• Quad-copters (drones) that can
• Record video marked with location data
• Return to the point of origin if it goes out of range of the “pilot”
• Notify regarding its location and avoid objects in a database
© 2016 John Wiley & Sons, Inc.
23
The Term “Information Systems”
Composed of:
• Technology
• People
• Processes
Information Technology vs Information Systems
• The term “IT” tends to be more fashionable
• But IT actually refers to just the technology
• Many people interchange the terms
© 2016 John Wiley & Sons, Inc.
24
Managing and Using Information Systems:
A Strategic Approach – Sixth Edition
Keri Pearlson, Carol Saunders,
and Dennis Galletta
© Copyright 2016
John Wiley & Sons, Inc.

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