Mis ch01

Chapter 1

Information Systems
in Global Business
Today

1.1

Mushfiqul Haque Mukit

© 2010 by Prentice Hall

Management Information Systems
Chapter 1 Information Systems in Global Business Today

LEARNING OBJECTIVES

• Understanding the effects of information systems
on business and their relationship to
globalization.
• Explain why information systems are so essential
in business today.
• Define an information system and describe its
management, organization, and technology
components.
1.2




LEARNING OBJECTIVES (Continued)

• Define complementary assets and explain how
they ensure that information systems provide
genuine value to an organization.
• Describe the different academic disciplines used
to study information systems and explain how
each contributes to our understanding of them.
• Explain what is meant by a sociotechnical
systems perspective.

1.3



The Role of Information Systems in Business Today

• How information systems are transforming
business
• Increase in wireless technology use, Web sites
• Shifts in media and advertising
• New federal security and accounting laws

• Globalization opportunities
• Internet has drastically reduced costs of operating on
global scale
• Presents both challenges and opportunities
1.4




Information Technology Capital Investment

Information technology investment, defined as hardware, software, and communications
equipment, grew from 32% to 51% between 1980 and 2008.
Source: Based on data in U.S. Department of Commerce, Bureau of Economic Analysis, National Income
and Product Accounts, 2008.

Figure 1-1
1.5




• In the emerging, fully digital firm
– Significant business relationships are digitally enabled
and mediated
– Core business processes are accomplished through
digital networks
– Key corporate assets are managed digitally

• Digital firms offer greater flexibility in
organization and management
– Time shifting, space shifting
1.6




Virtual Meetings: Smart Management
• What are the advantages of using videoconferencing
technologies? What are the disadvantages?
• What is telepresence and what sorts of companies are
best suited to use it as a communications tool?
• What kinds of companies could benefit from using
videoconferencing? Are there any companies that might
not derive any benefits from this technology?

1.7




•

Growing interdependence between ability to use
information technology and ability to implement
corporate strategies and achieve corporate goals

•

Business firms invest heavily in information
systems to achieve six strategic business
objectives:
–
–
–
–
–
–

1.8

Operational excellence
New products, services, and business models
Customer and supplier intimacy
Improved decision making
Competitive advantage
Survival





• Operational excellence:
– Improvement of efficiency to attain higher profitability
– Information systems, technology an important tool in
achieving greater efficiency and productivity
– Wal-Mart’s RetailLink system links suppliers to stores
for superior replenishment system

1.9




• New products, services, and business
models:
– Business model: describes how company produces,
delivers, and sells product or service to create wealth
– Information systems and technology a major enabling
tool for new products, services, business models
• Examples: Apple’s iPod, iTunes, and iPhone, Netflix’s
Internet-based DVD rentals

1.10




• Customer and supplier intimacy:
– Serving customers well leads to customers returning,
which raises revenues and profits
• Example: High-end hotels that use computers to track
customer preferences and use to monitor and customize
environment

– Intimacy with suppliers allows them to provide vital
inputs, which lowers costs
• Example: J.C.Penney’s information system which links sales
records to contract manufacturer

1.11




• Improved decision making
– Without accurate information:
• Managers must use forecasts, best guesses, luck
• Leads to:
– Overproduction, underproduction of goods and services
– Misallocation of resources
– Poor response times

• Poor outcomes raise costs, lose customers

– Example: Verizon’s Web-based digital dashboard to
provide managers with real-time data on customer
complaints, network performance, line outages, etc.
1.12




• Operational excellence:
– Improvement of efficiency to attain higher profitability

• New products, services, and business models:
– Enabled by technology

• Customer and supplier intimacy:
– Serving customers raises revenues and profits
– Better communication with suppliers lowers costs

• Improved decision making
– More accurate data leads to better decisions

1.13




• Competitive advantage
– Delivering better performance
– Charging less for superior products
– Responding to customers and suppliers in
real time
– Example: Toyota and TPS (Toyota Production
System) enjoy a considerable advantage over
competitors – information systems are critical
to the implementation of TPS
1.14




• Survival
– Information technologies as necessity of
business
– May be:
• Industry-level changes, e.g. Citibank’s introduction
of ATMs
• Governmental regulations requiring record-keeping
– Examples: Toxic Substances Control Act, SarbanesOxley Act

1.15




The Interdependence Between Organizations and
Information Technology

In contemporary systems there is a growing interdependence between a firm’s information systems
and its business capabilities. Changes in strategy, rules, and business processes increasingly require changes in hardware,
software, databases, and telecommunications. Often, what the organization would like to do depends on what its
systems will permit it to do.

Figure 1-2
1.16




Perspectives on Information Systems

• Information system:
– Set of interrelated components
– Collect, process, store, and distribute information
– Support decision making, coordination, and control

• Information vs. data
– Data are streams of raw facts
– Information is data shaped into meaningful form

1.17




Data and Information

Raw data from a supermarket checkout counter can be processed and organized to produce
meaningful information, such as the total unit sales of dish detergent or the total sales
revenue from dish detergent for a specific store or sales territory.

Figure 1-3
1.18




• Information system: Three activities
produce information organizations need
– Input: Captures raw data from organization
or external environment
– Processing: Converts raw data into
meaningful form
– Output: Transfers processed information
to people or activities that use it
1.19




• Feedback:
– Output returned to appropriate members of
organization to help evaluate or correct input stage

• Computer/Computer program vs.
information system
– Computers and software are technical foundation
and tools, similar to the material and tools used to
build a house

1.20




Functions of an Information System

An information system contains information about an organization and its surrounding environment. Three basic activities—input,
processing, and output—produce the information organizations need. Feedback is output returned to appropriate people or activities in the
organization to evaluate and refine the input. Environmental actors, such as customers, suppliers, competitors, stockholders, and regulatory
agencies, interact with the organization and its information systems.

Figure 1-4
1.21




Information Systems Are More Than Computers

Using information systems effectively requires an understanding of the organization,
management, and information technology shaping the systems. An information system
creates value for the firm as an organizational and management solution to challenges
posed by the environment.

Figure 1-5
1.22




• Organizational dimension of
information systems
– Hierarchy of authority, responsibility
•
•
•
•
•
•

1.23

Senior management
Middle management
Operational management
Knowledge workers
Data workers
Production or service workers




Levels in a Firm

Business organizations are hierarchies consisting of three principal levels: senior
management, middle management, and operational management. Information systems serve
each of these levels. Scientists and knowledge workers often work with middle
management.

Figure 1-6
1.24





• Organizational dimension of information
systems (cont.)
– Separation of business functions
•
•
•
•

Sales and marketing
Human resources
Finance and accounting
Manufacturing and production

– Unique business processes
– Unique business culture
– Organizational politics
1.25




•

Management dimension of
information systems
– Managers set organizational strategy for
responding to business challenges
– In addition, managers must act creatively:
•
•

1.26

Creation of new products and services
Occasionally re-creating the organization




• Technology dimension of information
systems
– Computer hardware and software
– Data management technology
– Networking and telecommunications technology
• Networks, the Internet, intranets and extranets, World
Wide Web

– IT infrastructure: provides platform that system is
built on
1.27




• Business perspective on information
systems:
– Information system is instrument for
creating value
– Investments in information technology will
result in superior returns:
• Productivity increases
• Revenue increases
• Superior long-term strategic positioning
1.28




• Business information value chain
– Raw data acquired and transformed through
stages that add value to that information
– Value of information system determined in part by
extent to which it leads to better decisions, greater
efficiency, and higher profits

• Business perspective: Calls attention to
organizational and managerial nature of
information systems
1.29




The Business Information Value Chain

From a business perspective, information systems are part of a series of value-adding
activities for acquiring, transforming, and distributing information that managers can use to
improve decision making, enhance organizational performance, and, ultimately, increase
firm profitability.

Figure 1-7
1.30




Variation in Returns on
Information Technology Investment

Although, on average, investments in information technology produce returns far above
those returned by other investments, there is considerable variation across firms.

Figure 1-8
1.31




• Investing in information technology does not
guarantee good returns
• Considerable variation in the returns firms
receive from systems investments
• Factors:
– Adopting the right business model
– Investing in complementary assets (organizational
and management capital)

1.32




• Complementary assets:
– Assets required to derive value from a
primary investment
– Firms supporting technology investments
with investment in complementary assets
receive superior returns
– E.g.: invest in technology and the people to
make it work properly
1.33




• Complementary assets include:
– Organizational investments, e.g.
• Appropriate business model
• Efficient business processes

– Managerial investments, e.g.
• Incentives for management innovation
• Teamwork and collaborative work environments

– Social investments, e.g.
• The Internet and telecommunications infrastructure
• Technology standards
1.34




Contemporary Approaches to Information Systems

The study of information systems deals with issues and insights contributed from technical
and behavioral disciplines.

Figure 1-9
1.35




• Technical approach
• Emphasizes mathematically based models
• Computer science, management science,
operations research
• Behavioral approach
• Behavioral issues (strategic business
integration, implementation, etc.)
• Psychology, economics, sociology
1.36




• Management Information Systems
• Combines computer science, management science,
operations research and practical orientation with
behavioral issues

• Four main actors
•
•
•
•

1.37

Suppliers of hardware and software
Business firms
Managers and employees
Firm’s environment (legal, social, cultural context)




• Approach of this book: Sociotechnical
view
• Optimal organizational performance
achieved by jointly optimizing both social and
technical systems used in production
• Helps avoid purely technological approach

1.38




A Sociotechnical Perspective on Information Systems

In a sociotechnical perspective, the performance of a system is optimized when both the
technology and the organization mutually adjust to one another until a satisfactory fit is
obtained.

Figure 1-10
1.39


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