Upload
kenzie-seals
View
215
Download
0
Embed Size (px)
Citation preview
3.1
LEARNING OBJECTIVESLEARNING OBJECTIVES
• DESCRIBE CHARACTERISTICS OF DESCRIBE CHARACTERISTICS OF ORGANIZATIONSORGANIZATIONS
• RELATE INFO SYSTEMS TO RELATE INFO SYSTEMS TO ORGANIZATIONSORGANIZATIONS
• COMPARE MODELS DESCRIBING COMPARE MODELS DESCRIBING SYSTEM ORIGINSSYSTEM ORIGINS
**
3.2
LEARNING OBJECTIVESLEARNING OBJECTIVES
• COMPARE THEORIES OF COMPARE THEORIES OF ORGANIZATIONSORGANIZATIONS
• ANALYZE IMPACT OF INFO SYSTEM ANALYZE IMPACT OF INFO SYSTEM ON ORGANIZATIONON ORGANIZATION
• DESCRIBE IMPLICATIONS OF SYSTEM DESCRIBE IMPLICATIONS OF SYSTEM DESIGN & IMPLEMENTATIONDESIGN & IMPLEMENTATION
**
3.3
MANAGEMENT CHALLENGESMANAGEMENT CHALLENGES
• DIFFICULTIES OF MANAGING DIFFICULTIES OF MANAGING CHANGECHANGE
• ADJUSTING TECHNOLOGY AND ADJUSTING TECHNOLOGY AND ORGANIZATION FOR OPTIMAL FITORGANIZATION FOR OPTIMAL FIT
**
3.4
MEDIATING FACTORS:MEDIATING FACTORS: Environment Environment CultureCultureStructure Structure Standard Procedures Standard Procedures Politics Politics Management Decisions Management Decisions ChanceChance
ORGANIZATIONS & ORGANIZATIONS & INFORMATION TECHNOLOGYINFORMATION TECHNOLOGY
ORGANIZATIONSORGANIZATIONS INFORMATION INFORMATION TECHNOLOGYTECHNOLOGY
3.5
VP VP VP
CEOORGANIZATIONORGANIZATION
TECHNICAL DEFINITION:TECHNICAL DEFINITION:
STABLE, FORMAL STRUCTURESTABLE, FORMAL STRUCTURE• TAKES RESOURCES FROM TAKES RESOURCES FROM
ENVIRONMENTENVIRONMENT• PROCESSES THEMPROCESSES THEM• TO PRODUCE OUTPUTSTO PRODUCE OUTPUTS
**3.6
EN
VIR
ON
ME
NT
AL
RE
SO
UR
CE
SE
NV
IRO
NM
EN
TA
L R
ES
OU
RC
ES
EN
VIR
ON
ME
NT
AL
OU
TP
UT
SE
NV
IRO
NM
EN
TA
L O
UT
PU
TS
BEHAVIORAL VIEW OF ORGANIZATIONSBEHAVIORAL VIEW OF ORGANIZATIONS
STRUCTURE:STRUCTURE: HierarchyHierarchyDivision of Division of
laborlabor Rules, ProceduresRules, Procedures
PROCESS:PROCESS: Rights/Rights/ObligationsObligations Privileges/ResponsibilitiesPrivileges/Responsibilities ValuesValues
NormsNormsPeoplePeople **
3.7
STRUCTURAL CHARACTERISTICS OF STRUCTURAL CHARACTERISTICS OF ALL ORGANIZATIONSALL ORGANIZATIONS
• CLEAR DIVISION OF LABORCLEAR DIVISION OF LABOR• HIERARCHYHIERARCHY• EXPLICIT RULES & PROCEDURESEXPLICIT RULES & PROCEDURES• IMPARTIAL JUDGMENTSIMPARTIAL JUDGMENTS• TECHNICAL QUALIFICATIONSTECHNICAL QUALIFICATIONS• MAXIMUM ORGANIZATIONAL MAXIMUM ORGANIZATIONAL
EFFICIENCYEFFICIENCY
**3.8
ORGANIZATIONAL STRUCTURESORGANIZATIONAL STRUCTURES
• ENTREPRENEURIAL:ENTREPRENEURIAL: Startup business Startup business• MACHINE BUREAUCRACY:MACHINE BUREAUCRACY: Mid-sized Mid-sized
manufacturing firmmanufacturing firm• DIVISIONALIZED BUREAUCRACY:DIVISIONALIZED BUREAUCRACY: Fortune Fortune
500500• PROFESSIONAL BUREAUCRACY:PROFESSIONAL BUREAUCRACY: Law Law
firms, hospitalsfirms, hospitals• ADHOCRACYADHOCRACY: Consulting firm: Consulting firm
**
3.9
ORGANIZATION & ITS ENVIRONMENTORGANIZATION & ITS ENVIRONMENT
THE FIRM
INFORMATION SYSTEMSINFORMATION SYSTEMS
THE ENVIRONMENT:THE ENVIRONMENT:
RESOURCES & CONSTRAINTS
GOVERNMENTS
COMPETITORS
FINANCIAL INSTITUTIONS
CULTURE
KNOWLEDGE
TECHNOLOGY
3.10
SALIENT FEATURES OF SALIENT FEATURES OF ORGANIZATIONSORGANIZATIONS
COMMON FEATURES:COMMON FEATURES:
• FORMAL STRUCTUREFORMAL STRUCTURE
• STANDARD OPERATING STANDARD OPERATING PROCEDURESPROCEDURES
• POLITICSPOLITICS
• CULTURECULTURE
**
3.11
SALIENT FEATURES OF SALIENT FEATURES OF ORGANIZATIONSORGANIZATIONS
UNIQUE FEATURES:UNIQUE FEATURES:
ORGANIZATIONAL TYPEORGANIZATIONAL TYPE
ENVIRONMENTS, GOALS, POWERENVIRONMENTS, GOALS, POWER
CONSTITUENCIES, FUNCTIONCONSTITUENCIES, FUNCTION
LEADERSHIP, TASKSLEADERSHIP, TASKS
TECHNOLOGYTECHNOLOGY
LEVELSLEVELS
**3.12
WORK GROUPS, PROBLEMS, WORK GROUPS, PROBLEMS, SYSTEM SUPPORTSYSTEM SUPPORT
• HIERARCHICAL:HIERARCHICAL: Frequent meetings, Frequent meetings, workers dispersedworkers dispersed– VIDEO CONFERENCING, E-MAILVIDEO CONFERENCING, E-MAIL
• INTERDEPARTMENTAL INTERDEPARTMENTAL COMMITTEES:COMMITTEES: Need occasional Need occasional direct communicationdirect communication– ELECTRONIC MESSAGINGELECTRONIC MESSAGING
**3.13
WORK GROUPS, PROBLEMS, WORK GROUPS, PROBLEMS, SYSTEM SUPPORTSYSTEM SUPPORT
• PROJECT TEAMS:PROJECT TEAMS: Day-to-day Day-to-day interactions, meeting schedulesinteractions, meeting schedules– SCHEDULING/COMMUNICATION/SCHEDULING/COMMUNICATION/
SUPPORT SOFTWARE, INTRANETSUPPORT SOFTWARE, INTRANET
• COMMITTEES:COMMITTEES: High peak load, High peak load, intermittent communicationintermittent communication– ELECTRONIC BULLETIN BOARDS, ELECTRONIC BULLETIN BOARDS,
VIDEO/COMPUTER CONFERENCING, E-MAILVIDEO/COMPUTER CONFERENCING, E-MAIL
**
3.14
WORK GROUPS, PROBLEMS, WORK GROUPS, PROBLEMS, SYSTEM SUPPORTSYSTEM SUPPORT
• TASK FORCES: TASK FORCES: Rapid Rapid communication, internal/external datacommunication, internal/external data– GRAPHICS DISPLAY, INFORMATION/ GRAPHICS DISPLAY, INFORMATION/
DOCUMENTATION INTERCHANGEDOCUMENTATION INTERCHANGE
• PEER GROUPS:PEER GROUPS: Intense personal Intense personal communicationcommunication– TELEPHONE, E-MAILTELEPHONE, E-MAIL
**
3.15
PROBLEMS OF ALL WORK GROUPSPROBLEMS OF ALL WORK GROUPS
• MAKING ARRANGEMENTSMAKING ARRANGEMENTS
• ATTENDING MEETINGSATTENDING MEETINGS
• LONG AGENDALONG AGENDA
• COST OF MEETINGSCOST OF MEETINGS
• BETWEEN-MEETING ACTIVITIESBETWEEN-MEETING ACTIVITIES
**
3.16
DEVELOPMENT OF INFORMATION DEVELOPMENT OF INFORMATION ARCHITECTUREARCHITECTURE
• 1950s:1950s: ELECTRONIC ACCOUNTING ELECTRONIC ACCOUNTING MACHINESMACHINES
• 1960s:1960s: DATA PROCESSING DEPARTMENTS DATA PROCESSING DEPARTMENTS• 1970s:1970s: INFORMATION SYSTEMS INFORMATION SYSTEMS• 1980s:1980s: INFORMATION SYSTEMS & SERVICES INFORMATION SYSTEMS & SERVICES• 1990s:1990s: ENTERPRISE-WIDE INFORMATION ENTERPRISE-WIDE INFORMATION
UTILITYUTILITY
**
3.17
INFORMATION SYSTEMS INFORMATION SYSTEMS DEPARTMENTDEPARTMENT
• PROGRAMMERS:PROGRAMMERS: Write software Write software
• SYSTEMS ANALYSTS:SYSTEMS ANALYSTS: Translate Translate business problems into solutionsbusiness problems into solutions
• IS MANAGERS:IS MANAGERS: Department leaders Department leaders
• END USERS:END USERS: Department reps for Department reps for whom applications are whom applications are developed developed
**
3.18
WHY ORGANIZATIONS BUILD WHY ORGANIZATIONS BUILD INFORMATION SYSTEMSINFORMATION SYSTEMS
• ENVIRONMENTAL FACTORS:ENVIRONMENTAL FACTORS: External factors that influence External factors that influence adoption & design of systemadoption & design of system
• INSTITUTIONAL FACTORS:INSTITUTIONAL FACTORS: Internal factors that influence Internal factors that influence adoption & design of adoption & design of systemsystem
**
3.19
HOW INFO SYSTEMS AFFECT HOW INFO SYSTEMS AFFECT ORGANIZATIONSORGANIZATIONS
• MICROECONOMIC MODEL: MICROECONOMIC MODEL: Info Info technology is a factor of production, technology is a factor of production, like capital & laborlike capital & labor
• TRANSACTION COST THEORY: TRANSACTION COST THEORY: Firms attempt to minimize Firms attempt to minimize transaction costs internally & transaction costs internally & externallyexternally
**3.21
• AGENCY THEORY: AGENCY THEORY: Firm is nexus of Firm is nexus of contracts among agents who make contracts among agents who make decisions; IS shrink number of agents & decisions; IS shrink number of agents & reduce costreduce cost
• BEHAVIORAL THEORIES: BEHAVIORAL THEORIES: Concepts from Concepts from Sociology, Psychology, Political Science; Sociology, Psychology, Political Science; Organizations & Information Technology Organizations & Information Technology mutually influence each othermutually influence each other
**
HOW INFO SYSTEMS AFFECT HOW INFO SYSTEMS AFFECT ORGANIZATIONSORGANIZATIONS
3.21
HOW INFO SYSTEMS AFFECT HOW INFO SYSTEMS AFFECT ORGANIZATIONSORGANIZATIONS
• DECISION & CONTROL THEORY: DECISION & CONTROL THEORY: Decisions are made under conditions of Decisions are made under conditions of risk & uncertainty; centralization & risk & uncertainty; centralization & hierarchy reduce uncertaintyhierarchy reduce uncertainty
• SOCIOLOGICAL THEORY: SOCIOLOGICAL THEORY: Bureaucracy, Bureaucracy, SOPs help stabilize organizations, but SOPs help stabilize organizations, but slow ability to changeslow ability to change
**
3.22
HOW INFO SYSTEMS AFFECT HOW INFO SYSTEMS AFFECT ORGANIZATIONSORGANIZATIONS
• POSTINDUSTRIAL THEORY:POSTINDUSTRIAL THEORY: Flatter Flatter organizations; dominated by organizations; dominated by knowledge workers; decentralized knowledge workers; decentralized decision makingdecision making
• CULTURAL THEORY: CULTURAL THEORY: Information Information technology must fit organization’s technology must fit organization’s culture to be acceptedculture to be accepted
**3.23
HOW INFO SYSTEMS AFFECT HOW INFO SYSTEMS AFFECT ORGANIZATIONSORGANIZATIONS
• POLITICAL THEORY:POLITICAL THEORY: Info systems Info systems are outcome of political competition are outcome of political competition for policies, procedures, resourcesfor policies, procedures, resources
**
3.24
IMPLEMENTING CHANGEIMPLEMENTING CHANGE
Source: Leavitt, Handbook of Organization (1965)
TASKTASK
PEOPLEPEOPLETECHNOLOGYTECHNOLOGY
STRUCTURESTRUCTURE
RESISTANCERESISTANCE
MUTUALMUTUALADJUSTMENTADJUSTMENT
3.25
HOW WEB AFFECTS ORGANIZATIONSHOW WEB AFFECTS ORGANIZATIONS
• MORE INFO, ANYWHERE, ANYTIMEMORE INFO, ANYWHERE, ANYTIME• MORE SCOPE, DEPTH, RANGE OF MORE SCOPE, DEPTH, RANGE OF
KNOWLEDGE:KNOWLEDGE: Global encyclopediaGlobal encyclopedia• LOWERS COST, RAISES QUALITY OF LOWERS COST, RAISES QUALITY OF
INFO DISTRIBUTION:INFO DISTRIBUTION: Enhances Enhances attention span of vendors, customers, attention span of vendors, customers, employeesemployees
**
3.26
IMPLICATIONS FOR DESIGN & IMPLICATIONS FOR DESIGN & UNDERSTANDING INFO SYSTEMSUNDERSTANDING INFO SYSTEMS
ENVIRONMENTENVIRONMENT
STRUCTURESTRUCTURE
CULTURECULTURE
POLITICSPOLITICS**
3.27
ROLE OF MANAGERSROLE OF MANAGERS
• INTERPERSONAL:INTERPERSONAL: Figureheads, Figureheads, leaders, liaisonleaders, liaison
• INFORMATIONAL:INFORMATIONAL: Receive & Receive & disseminate critical informationdisseminate critical information
• DECISIONAL:DECISIONAL: Initiate activities, Initiate activities, handle disturbances, allocate handle disturbances, allocate resources, negotiate conflictsresources, negotiate conflicts
**3.28
Connect to the INTERNETConnect to the INTERNET
PRESS LEFT MOUSE BUTTON ON ICON TO CONNECT TO THE LAUDON & LAUDON
WEB SITE FOR MORE INFORMATION ON THIS CHAPTER
3.29
3.30