Role of IS strategy in business organizations: manages how people work, must be managed as a critical source, IS are part of almost very aspect of the business, IS enable or inhibit business opportunities and new strategies, IS can be sued to combat business challenges from competitors. It is an ongoing process, you have to be constantly evaluating. People and technology work together, integrating business and information systems. “digital natives” who grown gaining expertise in IS. IS is only getting cheaper and easier, so it is hard to keep a competitive advantage.
MANAGERIAL ROLES : VISIONARY, INFORMATION AND INTEPERSONAL, STRUCTURAL, (FIG 1.2). Mintzeberg describes anagement in behavioral terms, by categorizing three major roles of a manager: interpersonal, informational and decisiomal. This model is useful because it considers the chaotic eneviroment in which managers live in (1.4) CLASSIC MANAGEMENT MODEL: INCLUDES FOUR ACTIVITIES PERFORMED BY MANAGERS TO REACH ORGAZIATIONAL GOALS AND EACH DEPENDANT ON THE OTHERS: PLANNING, ORGANIZING, LEADING, CONTROLLING. (1.3)
Functional view: based on the functions that people perform such as accounting, finance, marketing, operations and human ressources. Information ressources flow up and down through specialized sets of tass , information first flows vertically up and down between line positions and management , after analysis it may be transimitted across aother functions for use elsewhere in the company.
Process view: describing business in terms of primary and support activities, that are performed to create delover and support a product or service.primary activities (inbound, logistics, marketing sales, services )are those that transform the business from a raw product into a set of values, this value chain is supported by cpmmon activities shared across all the primary activities(support activites) (1.6) process view related to the value chain.
Information hierarchy:data, information, knowledge.(15) 1.7. 1.8
Informations doesn’t wear out, it can become obsolete or no true, IS replicated at almost zero coset without limit, doesn’t physically exists, when sold seller may still process and sell again.price based om value of the customer (1.9)
IS: technology, people, process.(1.10) , information systems, management.
Chapter 1: Business strategy from mission statement of the organization: te different steps of how the business is going to get there.
Organizational strategy: includes the organization’s design as well as the choices it makes to define, set up, coordinate, and control its work processes. The organizational strategy is a plan that answers the question: how will the company reorganize to achieve its goals and implement its business strategy?
Porters competitive advantage: cost leadership, difrenciation, focus (1.3) , an application of these dynamic business processes (ability of the firm to adjust to the rapid changing environment and adjusting its organizational ressources ) is destroy your business like the example of GE. Figure 1.4 looks at the differences between these two models.
Organizational strategies :The business diamond: it identifies the crucial componenets f an organzoatioms’ plan as its information/control, people, tructure and tasks. All of the componenets are inrelated. Over the years there has been variations of this model, substituting terms like business processes, culture and management systems for leavitt’s orginal terms. All the componenets impact one another so for example if an organization tres to change its people but fails in changing its processes, this can have a huge impact on the prganzixaton vecause they all work together. Fig 1.5 all of them are interelatesd.
Collaboration: using social IT to extend the erach of skateholders, both employees and those outside the entreprise walls. Social IT such as social networks enable individuals to find and connect with each pther to share