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technical perspective organization start learning
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a formal social structure with internal rules and procedures that process resources from environment to produce outputs
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behavioural perspective on organisation start learning
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collection of right, privileges, obligations, responsibilities and feelings
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importance of collaboration (6) start learning
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changing nature, culture, scope and organization of the firm; growth of professional work; emphasis on innovation
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start learning
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the cost of participating in markets; firms try to minimise TC through vertical integration; hiring more employees; buying supplies and distributors; IT lowers TC via outsourcing
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start learning
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firm is nexus of contracts among self-interested parties; firms experience agency costs (costs of managing and supervising)
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collaborative business culture start learning
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senior managers rely on teams of employees; policies, products and designs rely on teams; managers purpose is to build teams
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business benefits from collaboration technology start learning
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investment in CT can return large rewards in sales and marketing; better productivity, quality, more ideas for products; faster handling of customers complaints
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Same time, same place collaboration technology choice start learning
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face-to-face; decision rooms, shared table, roomware
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same time, different place collaboration technology choice start learning
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remote interactions; video conferences
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different time, same place collaboration technology choice start learning
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continuous task; team rooms, large public displays, project management
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different time, different place collaboration technology choice start learning
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communication + coordination; email, bulletin boards, blogs
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Resistance to Change (4 pillars) start learning
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organisational structure, job tasks, people, IT
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Transaction Processing Systems (TPS) start learning
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keeps track on the elementary activities and transactions of the organisation (sales, receipts, deposits, payroll)
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start learning
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contemporary term for data and software tools for organising, analysing and providing access to data to help managers and allow enterprise users make more informed decisions
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Decision-support systems (DSS) start learning
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focus on problems that are unique and rapidly changing
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Executive-support systems (ESS) start learning
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helps senior managers with long-term decision making
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start learning
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used to integrate business processes in manufacturing and production
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start learning
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the use of social networking platforms (Facebook, Twitter)
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applications of social businesses start learning
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social networks; crowdsourcing; shared workspaces; blogs; social commerce; file sharing; social marketing; communities
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start learning
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strategy and policies for using IT within an organisation
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Features of organisations start learning
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routines and business processes; organisational politics; organisational culture; organisational environments; organisational structures;
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1. feature of org -> routines and business processes start learning
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routines -> standard operating procedures; precise rules that have been developed to cope with all expected situations; business processes - collection of routines
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4th feature of org -> organisational environments start learning
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environments and organisations have reciprocal relationships -> environments shape what organisations can do, but organisations can influence their environments and change them
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organisational structures (5) start learning
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entrepreneurial structure (start-up); machine bureaucracy (midsize manufacturing firms); divisionalised bureaucracy (General Motors); professional bureaucracy (law firms); adhocracy (consulting firms)
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start learning
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cost of IT decreases and is substituted for labor, IT should result in a decline in the number of middle managers and clerical workers; IT reduces internal management costs and transaction costs
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organisational and behavioural impacts of IS start learning
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IT flattens organisations by broadening the distribution of information to empower lower-level employees and increase management efficiency
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IS Strategies for Dealing with porter's competitive forces start learning
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low-cost leadership (IS lowers operational costs); differentiation (IS enables new products or changes consumer convenience); focus on market niche (use IS to serve a narrow target market better than competition)
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start learning
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growing use of sensors in industrial and consumer products; smart products
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start learning
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when the output of some units can be used as inputs to other units or two organisations pool markets and expertise, these relationships lower costs and generate profits; IS can help two companies to consolidate operations
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