講義文稿塔大kxo101-lect03

1、KXO101 - Business Information SystemsLectures 3 & 4Chapter 2Global E-business&CollaborationMANAGING THE DIGITAL FIRM, 13TH EDITIONManagement Information SystemsDefine & describe business processes & their relationship to information systems.Evaluate the role played by systems serving the various lev

2、els of management in a business & their relationship to each other. Explain how enterprise applications improve organizational performance.Learning ObjectivesExplain the importance of collaboration & teamwork in business & how they are supported by technology.Assess the role of the information syste

3、ms function in a business.Learning Objectives (cont.)Problem: Need to capture employee knowledge as 40% of workforce nears retirementSolutions: New technology for collaborative knowledge sharingMicrosoft SharePoint Server 3010 provided companywide platform for collaboration, knowledge acquisition &

4、transfer, & social toolsDemonstrates ITs role in collaboration & documenting knowledgeIllustrates the need for changing organizational culture & business processes to use information systems effectivelyTELUS Embraces Social LearningBusiness processes:Flows of material, information, knowledgeSets of

5、activities, stepsMay be tied to functional area or be cross-functionalBusinesses: Can be seen as collection of business processesBusiness processes may be assets or liabilitiesBusiness Processes & Information SystemsExamples of functional business processesManufacturing & productionAssembling the pr

6、oductSales & marketingIdentifying customersFinance & accountingCreating financial statementsHuman resourcesHiring employeesBusiness Processes & Information SystemsFulfilling a customer order involves a complex set of steps that requires the close coordination of the sales, accounting, & manufacturin

7、g functions.FIGURE 2-1The Order Fulfillment ProcessInformation technology enhances business processes by:Increasing efficiency of existing processesAutomating steps that were manualEnabling entirely new processes Change flow of informationReplace sequential steps with parallel stepsEliminate delays

8、in decision makingSupport new business modelsBusiness Processes & Information SystemsTransaction processing systemsServe operational managers & staffPerform & record daily routine transactions necessary to conduct businessExamples: sales order entry, payroll, shippingAllow managers to monitor status

9、 of operations & relations with external environmentServe predefined, structured goals & decision makingTypes of Information SystemsA TPS for payroll processing captures employee payment transaction data (such as a time card). System outputs include online & hard-copy reports for management & employ

10、ee paychecks.FIGURE 2-2A Payroll TPSBusiness intelligence Data & software tools for organizing & analyzing dataUsed to help managers & users make improved decisionsBusiness intelligence systemsManagement information systemsDecision support systemsExecutive support systemsTypes of Information Systems

11、What types of transactions are handled by baggage handling systems?What are the management, organization, & technology components of baggage handling systems?What is the problem these baggage handling systems are trying to solve? Discuss the business impact of this problem. Are todays baggage handli

12、ng systems a solution to this problem?What kinds of management reports can be generated from the data from these systems?CAN AIRLINES SOLVE THEIR BAGGAGE HANDLING PROBLEMS?Management information systemsServe middle managementProvide reports on firms current performance, based on data from TPSProvide

13、 answers to routine questions with predefined procedure for answering themTypically have little analytic capabilityTypes of Information SystemsIn the system illustrated by this diagram, three TPS supply summarized transaction data to the MIS reporting system at the end of the time period. Managers g

14、ain access to the organizational data through the MIS, which provides them with the appropriate reports.FIGURE 2-3How MIS Obtain Their Data from the Organizations TPSThis report, showing summarized annual sales data, was produced by the MIS in Figure 2-3.FIGURE 2-4Sample MIS ReportDecision support s

15、ystemsServe middle managementSupport non-routine decision makingExample: What is the impact on production schedule if December sales doubled?May use external information as well TPS / MIS dataModel driven DSSVoyage-estimating systemsData driven DSSIntrawests marketing analysis systemsTypes of Inform

16、ation SystemsThis DSS operates on a powerful PC. It is used daily by managers who must develop bids on shipping contracts.FIGURE 2-5Voyage-Estimating Decision Support SystemExecutive support systemsSupport senior managementAddress non-routine decisionsRequiring judgment, evaluation, & insightIncorpo

17、rate data about external events (e.g. new tax laws or competitors) as well as summarized information from internal MIS & DSSExample: Digital dashboard with real-time view of firms financial performance: working capital, accounts receivable, accounts payable, cash flow, & inventoryTypes of Informatio

18、n SystemsWhat management, organization, & technology issues had to be addressed when implementing Business Sufficiency, Business Sphere, & Decision Cockpits?How did these decision-making tools change the way the company ran its business? How effective are they? Why?How are these systems related to P

19、&Gs business strategy?PILOTING PROCTER & GAMBLE FROM DECISION COCKPITSEnterprise applicationsSystems for linking the enterpriseSpan functional areasExecute business processes across firmInclude all levels of managementFour major applications:Enterprise systemsSupply chain management systemsCustomer

20、relationship management systemsKnowledge management systemsTypes of Information SystemsEnterprise applications automate processes that span multiple business functions & organizational levels & may extend outside the organization.FIGURE 2-6Enterprise Application ArchitectureEnterprise systemsCollect

21、s data from different firm functions & stores data in single central data repositoryResolves problem of fragmented dataEnable: Coordination of daily activitiesEfficient response to customer orders (production, inventory)Help managers make decisions about daily operations & longer-term planningTypes

22、of Information SystemsSupply Chain Management (SCM) systems Manage firms relationships with suppliersShare information about:Orders, production, inventory levels, delivery of products & servicesGoal: Right amount of products to destination with least amount of time & lowest costTypes of Information

23、SystemsCustomer relationship management systems:Provide information to coordinate all of the business processes that deal with customers SalesMarketingCustomer service Helps firms identify, attract, & retain most profitable customersTypes of Information SystemsKnowledge management systems (KMS)Suppo

24、rt processes for capturing & applying knowledge & expertiseHow to create, produce, deliver products & servicesCollect internal knowledge & experience within firm & make it available to employeesLink to external sources of knowledgeTypes of Information SystemsAlso used to increase integration & exped

25、ite the flow of informationIntranets: Internal company Web sites accessible only by employeesExtranets: Company Web sites accessible externally only to vendors & suppliersOften used to coordinate supply chainTypes of Information SystemsE-businessUse of digital technology & Internet to drive major bu

26、siness processes merceSubset of e-businessBuying & selling goods & services through InternetE-government:Using Internet technology to deliver information & services to citizens, employees, & businessesTypes of Information SystemsCollaboration: Short-lived or long-termInformal or formal (teams)Growin

27、g importance of collaboration:Changing nature of workGrowth of professional work“interaction jobs”Changing organization of the firmChanging scope of the firmEmphasis on innovationChanging culture of workSystems for Collaboration & TeamworkSocial businessUse of social networking platforms, internal &

28、 externalEngage employees, customers, & suppliersGoal is to deepen interactions & expedite information sharing“Conversations”Requires information transparencyDriving the exchange of information without intervention from executives or othersSystems for Collaboration & TeamworkBusiness benefits of col

29、laboration & teamworkInvestments in collaboration technology can bring organization improvements, returning high ROIBenefits:ProductivityQualityInnovationCustomer serviceFinancial performanceProfitability, sales, sales growthSystems for Collaboration & TeamworkSuccessful collaboration requires an ap

30、propriate organizational structure & culture, along with appropriate collaboration technology.FIGURE 2-7Requirements for CollaborationBuilding a collaborative culture & business processes“Command & control” organizations No value placed on teamwork or lower-level participation in decisionsCollaborat

31、ive business cultureSenior managers rely on teams of employees.Policies, products, designs, processes, & systems rely on teams.The managers purpose is to build teams.Systems for Collaboration & TeamworkTools for collaboration & teamwork E-mail & instant messagingWikisVirtual worldsCollaboration & so

32、cial business platformsVirtual meeting systems (telepresence)Google Apps/Google sitesCyberlockersMicrosoft SharePointLotus NotesEnterprise social networking toolsSystems for Collaboration & TeamworkEnterprise social networking software capabilitiesProfilesContent sharingFeeds & notificationsGroups &

33、 team workspacesTagging & social bookmarkingPermissions & privacySystems for Collaboration & TeamworkTwo dimensions of collaboration technologiesSpace (or location)remote or co-locatedTimesynchronous or asynchronousSix steps in evaluating software toolsWhat are your firms collaboration challenges?What kinds of solutions are available? Analyze available products