Transcript Round- ups
Round- ups Part - 02 I.S affects an organisation- whenever you explain the same idea think about the following diagram in the next slide. Organisational Effect of IS Technology Capabilities Infrastructure Technology Functions Applications O T Organisational Capabilities Culture Skills Systems Values Agendas P Job Content Processes New Applications Organisational Relationships How I.S centralise an organisation? Centre Unit E.G Headquarters Corporate Office Holding Co, ... etc E.G. Branch, Country, Office, Division,... etc IS provide the means of generating, storing and communicating information and instructions that are more easily and cheaply realised. This reduces the need for ‘unit’ managers to be involved and increases the capability of making decisions centrally that can be quickly executed. Sometimes the case study will have a proposal from a company to centralise the operation. Here you will have to explain the advantages and disadvantages of both centralised decision making and decentralised decision making as follows. •Centralised – – – – – Optimised Takes (some) time Planned Inflexible Meets organisation requirements – Organisational efficiency •Distributed – – – – – Sub-optimised Greater immediacy Reactive Flexible Meets environmental requirements (local market) – Local effectiveness Organisational politics ? – The behavior of people in an organisation, the job roles, processes and organisational relationships, power, influence, and position. All together we can call the politics. In simple language the use of power, influence is politics. What are the bases of power in an organisation? Please refer to NCC slide 6 Bases of Power 1 – Coercive • Ability to instruct and apply sanctions (e.g. managers and supervisors) – Reward • Ability to direct the resources of the organisation in particular directions – Administrative expertise • Control over the operation of particular policies and procedures Bases of Power 2 – Technical expertise • Having particular information or skills – Referent • Consistent with accepted values and culture of the organisation 1.People both within and outside organisations will use IS in a way that is meaningful to them. Explain? How much people trust the technology with their information will have an effect on the way it is used. For example the internet shopping, where most people do research before the purchase, and purchase mostly the less expensive items. 2. Whenever the questions related to sharing information- for example K.M, please add the following points. – Attitudes, norms and rules about sharing information differ between people and organisations – There are people who are happy to use social networking and there are people those not happy to use it, or not interested – In business, attitudes to sharing information and knowledge also different between individuals. Any question related to problems/issues related to sharing information, please use some points below. • What information is needed? – Which information is the most valuable to us? – Who owns it? – Where is it stored? • Information Culture – Information is power mentality – ‘Need to know’ basis – What information is shared? – How is sharing encouraged? What are problems related to sharing information? What are the issues that an organisation faces when it comes to sharing information? – Should a company monitor website use by staff? (should staff use the Internet for personal reasons whilst at work?) – Should a search engine provide information to a government on websites visited and searches by an individual? – Should medical and care agencies share sensitive information? – Why must care be taken to protect individual data? – Should companies have the right to ‘spam’ people? Domain of Human Action Formal IS e.g. ERP Accounting Domain of codified law (legal standard) Informal IS e.g. Email Forums Domain of ethics (social standards) ‘Public’ IS e.g. Social Networking Wiki Leaks Domain of free choice (personal standards) Low High explicit control based on Boddy, Boonstra and Kennedy 2008, Page 86, Fig 3.5. What are the advantages and disadvantages for ethical behaviors in an organisation? • • • • Protecting personal data Data privacy issues Use of data Intellectual property such as patent, copyright, trademarks Organisations and Ethics – Reputation (brand) is important and fragile – Ethical behaviour is only sustainable if it maintains or improves performance – IS policies and activities need to be ETHICAL and contribute to; – – – – Enlightened self interest Corporate mission Avoiding negative publicity Corporate strategy Boddy, Boonstra and Kennedy (2008), Pages 91 and 92 Technology Effects on work practices – Automating work – De-skilling and up-skilling work – Distributing work – Changing discretion of individuals when doing work – Changing times when work can be carried out (whilst travelling perhaps) – Changing location and synchronism of work tasks changing work practices the Challenges for Management – Relationship between people and their work changing – Home-working, hot-desking , mobile and other forms of work emerging – Blurring in online world between work and social spheres – Competitive pressures – Need to be able to manage networked contributions and distributed work Any question related to new work practice. Organisational characteristics Societal Individual characteristics FIT Outcomes Work characteristics Organisational Individual Technology characteristics Based on, Boddy, Boonstra and Kennedy (2008), page 229. How to motivate people to work? – Skill Variety – Task identity – Task significance – Autonomy – Feedback Hackman and Oldham (1980) in Boddy, Boonstra and Kennedy (2008), page 220 - 221. what is Sociotechnical Design? Work design and IS design Work Design Principle Possible design use with IS •Combine tasks Use IS to combine several processes into a single task Give a team responsibility for a significant part of the task. IS provides information to (whole) team •Form natural work-groups •Establish customer relations •Vertical loading •Open feedback channels Use IS to provide the team with better information about their customers IS takes over routine tasks and team are given more responsibility Use IS to pass on positive information from customers Based on, Table 8.1. , Boddy, Boonstra and Kennedy (2008), page 222. User Experience Design – Situation and Context of use – Environmental factors (noise, light, dirty environment) – Time factors (how much time, time versus accuracy) – Can information be retrieved from somewhere else (e.g. Address finders using post-code/zip code) – Frequency of use (e.g. If infrequent, is it simple – for example an automated ticketing machine?) Enterprise Applications Sales and Marketing •SALES •MARKETING – Product Details – Sales Recording – CRM • • • • • Diary Scheduling Customer Details Sales Force monitoring Commission Management – Product Details – Product Sales Performance – CRM • Customer Details • Campaign Management • Customer Buying Behaviour CRM – Many types of CRM – Analytical (understanding customers) – Transactional (managing customer processes) CRM – Diagram to remember Part of CRM Products Customer & Services Service (outputs) Applications Record Keeping MIS and Performance electronic data interchange (EDI) – e-Business Working Practices – Human tendency to ‘stick to what we know’... – Saves time and effort – Saves time learning something new – Personal Interests • • • • A job Position and Influence Political Power Economic Benefit IS Can Disturb the Status Quo Technology Capabilities Infrastructure Technology Functions Applications O T Organisational Capabilities Culture Skills Systems Values Agendas P Job Content Processes New Applications Organisational Relationships Influencing Change – Structuration 1 signification domination legitimation Technology Capabilities Interpretative scheme Typical organisational change focus facility communication power How interpreted? Composition? Response? What is possible? Influencing? Individual ‘owned’ tasks? norm sanction When to use? With who? Group ‘owned’ tasks? Lewins 3 Stage Model – Unfreeze – Change – Refreeze – A systematic process to address change Change management needs to take actions that increase and strengthen forces for..... reduce or eliminate forces against How information system changes the business processes? Please refer to page 141 and table 5.1 of the text book. How I.S helps organisations to change the business processes? Refer to page 143 and table 5.2 Quick – wins explain? Why do some project to meet the investment targets? Please refer to page 279 and table 10.2