Using it for coordination and control
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This chapter discusses how organizations use information technology for coordination and control. It examines how IT systems are applied to decision making and operational management. The chapter provides an overview of how IT affects organizational design and inter-organizational relationships. It also describes different types of information systems used for managerial control and decision making, including information reporting systems, executive information systems, and decision support systems. Finally, it discusses various management control systems like quality control, benchmarking, and balanced scorecards that organizations use with IT to monitor performance at different levels.
Using it for coordination and control
- 1. CHAPTER 8 USING IT FOR COORDINATION AND CONTROL NOOSHA SAFAHANI & AZARNOOSH ZIAEUNIVERSITY OF TEHRAN
- 2. transformation by information technology (IT)
- 3. Purpose of this chapter IT systems applied to organizational operations examines how IT is used for decision making and control how IT can add strategic value overview of how IT affects organization design and interorganizational relationships
- 5. Information Systems for Managerial Control and Decision Making
- 6. information reporting system the most common form of MIS, provides mid- level managers with reports that summarize data and support day-to-day decision making.
- 7. executive information system(EIS) higher-level application facilitates decision making at the highest levels of management typically based on software large amounts of complex data pertinent information in a timely fashion
- 8. decision support system (DSS) all levels of the organization rely on decision models and integrated databases users can pose a series of what-if questions to test possible alternatives help managers to choose the alternative that will likely have the best outcome
- 9. Information Systems for Managerial Control and Decision Making
- 10. A Simplified Feedback Control Model
- 11. Management Control Systems Formal routines, reports and procedures that use information to maintain or alter patterns in organizational activities. Use for planning, budgeting, performance evaluation, resource allocation, and employee rewards. Targets are set in advance, outcomes compared to targets, and variances reported to managers for corrective action.
- 12. The core of management control systems
- 13. IN PRACTICE If you can’t measure it, you can’t control it.
- 15. The core of management control systems
- 16. Quality-control system training employees in quality-control methods. setting targets for employee participation. establishing benchmarking guidelines. assigning and measuring Six Sigma
- 17. Six Sigma Six Sigma specifically means a highly ambitious quality standard that specifies a goal of no more than 3.4 defects per million parts.
- 18. Benchmarking Benchmarking means the process of persistently measuring products, services, and practices against tough competitors or other organizations recognized as industry leaders.
- 19. THE LEVEL AND FOCUS OF CONTROL SYSTEMS Department Level Behavior control Outcome control Organization Level Balanced Scorecard Strategy Map
- 20. Major Perspectives of the Balanced Scorecard
- 21. Strategy Map for performance management
- 22. Department Level Behavior control Outcome control