Summary: Information Systems For Managers: Text And Cases, 2Nd Edition Text And Cases | 9781118214190 | Gabe Piccoli

Summary: Information Systems For Managers: Text And Cases, 2Nd Edition Text And Cases | 9781118214190 | Gabe Piccoli Book cover image
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Read the summary and the most important questions on Information Systems for Managers: Text and Cases, 2nd Edition Text and Cases | 9781118214190 | Gabe Piccoli

  • 1 Information Systems and the role of functional and general managers

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  • What does an effective manager need to know about IT?

    • How to identify opportunities? (chapter 4,5, 9)
    • How to plan the use of IS resources? (funding, systematic IS planning ,etc)
    • How to manage design, selection and implementation (chap 11/12)
  • 2 Information Systems defined

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  • What is the tehcnical subsystem?

    The portion of the IS that does not include human elements
  • What is the social subsystem?

    composed of people and people in relation to another. represenents the hman elemant of an IS
  • What is a systemic effect?

    It indicates that changes in one component affect al other components of th esystems and, if not properly managed, its outputs
  • What are the different levels of Is and organizational change?

    • First order change: automate (of exisisting tasks). Only affects the technical subsystem
    • Second order change; informate. Affects the people component.Process, people and technology are involved.
    • Third order change; transform. Affects organizational structures, and also affects people, process and technology. Objective is to transform how the organization operates.
  • What are implications of culture and iS?

    • IT should not be the start of your IS design process
    • Never forget systemic effects (people, process, technology etc)
    • Is systems evolve over time. design of IS should be an iterative process. Optimize the Is a a whole, not the components individually.
  • 3 Organzational Information systems and their impact

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  • What is the hierarchical perspective?

    The hierarchical perspective recognizes that decision making and activities in organizations occur at different levels (operational, tactical, strategic)

    • Strategic > Long term, general and functional management, externally focused, ad hoc and highly unstructured
    • Tactical > Mid term, middle management with charasteristics like repeatable, recurrent task which are sem-structured
    • Operational > Short term with front-line employees, transaction focused and highly structured
  • What is the operational level and which IT to they need?

    Operational personnel are focused on performing the day-to-day activities that deliver the firm's value proposition.

    They need support from IS on base of transaction processing systems. The TPS systems are used for automate recurring activities, structure operations with speeds, accuracy and as pre-described by the procedures
  • What is the tactical (managerial) level and what IT do they need?

    The managerial level is mostly concerned with mid-term decision making and a functional focus. Example is a store manager who decides which inventory he wants to have and needs data about the profitability of each product.

    IS they need are called Decision support systems that provide information needed in tactical decision making. Objective is to produce recurring reports (daily profit for ex.) and exception reports (items running low on stock). Data for DSC are coming from the Transaction processing systems.
  • What is the strategic (executive) level and what IT do they need?

    Executives are concerned with high-level, long range decisions. Decision making is highly unstructured and reliant on internal and external data sources. Objective is to predict future by evaluating trends, using data and scenario analysis.

    IS we call executive information systems. An example is executive dashboards which consists of aggregated organizational and trend data with drill down features to view detailed information

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