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Information Systems Organization,
Management & Strategy
m is Capter explores te relationsip between Organization,
Management, Information Systems & Business Strategy.
Strategy.

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1. Environment
2. Culture
 

 3. Structure 
 

4. Business Process 
 
5. Politics
6. Management Decisions
7. Cance
m IS & organizations influence one anoter
anoter..
m IS must be aligned wit te org.
org. to provide information
tat important groups witin te org.
org. need
need..
m t te same time, te org must be aware of & be open to
te influences of IS in order to benefit from new
tecnologies..
tecnologies
m e Interaction between I & org is very complex & is
influenced by a great many mediating factors, including te
org.. structure, politics, culture, surrounding envt
org envt.., &
management decisions
m Manager must be aware about IS.IS.
m ey cannot successfully design new systems or understand
existing systems witout understanding org.
org.
m Managers do decide wat systems will be built, wat tey
will do, ow tey will be implemented.
implemented.
m Ä  
  



m n org is an stable, formal, social structure tat takes resources from


te envt.
envt. & process tem to produce output.
output. (tecnical Definition)

 


Inputs from Outputs to


te Envt. te Envt.

 
 
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m  collection of rigts, privileges, obligations & responsibilities tat


are delicately balanced over a period of time troug conflict &
conflict resolution

FORM ORGIZ IO

Structure
mierarcy
mDivisions of labor

 

 mRules, Procedures 
 


  mBusiness Process 

Process
mRigts
mResponsibilities
malues
mPeople
m Common Features of Organization

1. Formal Structure
2. Standard Operating Procedures (SOPs)
3. Politics
4. Culture
m È
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1. Organizational type
2. Environments
3. Goals
4. Power
5. Functions
6. eadersip
7. ask
8. ecnology
9. Business Process
m  



Organizational ype Example


Entrepreneurial Small start-
start-up Business
Structure
Macine Bureaucracy Mid size Manufacturing Firm

Divisionalzed Fortune 500 firms suc as


Bureaucracy General Motors
Professional aw firms, Scool Systems
Bureaucracy
docracy Consulatancy
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m Information ecnology Infrastructure & Information


ecnology Services
m I Services, Many types of specialist & groups are responsible for
design & management of te org I Infrastructure
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CIO
I Infrastructure
Manager
ardware Systems nalyst
System Designers
Software
Programmers
Data Storage etwork Specialists
Database dministrator
etworks
Clerical
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m e Internet, especially te WWW is beginning to ave an important


impact on te relationsips between firms & external entities
entities..
m e Internet increases te accessibility, storage & distribution of
information & knowledge for orgorg..
m Eg
Eg::- email, www
m Eg
Eg::- ICICI , DFC
) 
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m Managers play a key role in orgorg.. eir responsibilities range from


making decisions, to writing reports, to attending meetings, etc.
etc.

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e Classical model of management wic describes wat managers dodo.. enri


Fayol & oter early writers first described te five classical functions of
managers
1. Planning
2. Organizing
3. Coordinating
4. Deciding
5. Controlling
2. Beavioral Models
Beavioral Models state tat actual beavior of manager
appears to be less systematic, more informal, less reflective,
more reactive , less well organized .

3. Mintzberg Models
m Interpersonal Roles
m Figureead
m eader
m iaison
m Informational Roles
m erve Center
m Disseminator
m Spokesperson
m Decisional Roles
m Entrepreneur
m Disturbance andler
m Resource llocator
m egotiator
m 
    
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,
   
 -
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ccounts Receivable

Electronic Budget
Sceduling Preparation

Office
System 

 
 
Project Sceduling
Production facility location

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 -Ä 

Product Design ew Product


ew Market

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