3. information systems, organizations, & business processes 3.1 ผศ. ดร. สมนึก...
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3. INFORMATION SYSTEMS, ORGANIZATIONS, &
BUSINESS PROCESSES
3. INFORMATION SYSTEMS, ORGANIZATIONS, &
BUSINESS PROCESSES
3.1
ผศ . ดร . สมนึก คี�ร�โตภาคีวิ�ชาวิ�ศวิกรรมคีอมพิ�วิเตอร�
คีณะวิ�ศวิกรรมศาสตร� มหาวิ�ทยาลั�ยเกษตรศาสตร�
INFORMATION SYSTEMINFORMATION SYSTEMINFORMATION SYSTEMINFORMATION SYSTEM
INFORMATION INFORMATION
SYSTEMSYSTEM
BUSINESS BUSINESS
CHALLENGECHALLENGE
BUSINESS BUSINESS
SOLUTIONSSOLUTIONS
MANAGEMENTMANAGEMENT
INFORMATIONINFORMATION
TECHNOLOGYTECHNOLOGY
ORGANIZATIONORGANIZATION
3.2
MANAGING CHANGEMANAGING CHANGE
FITTING TECHNOLOGY TO FITTING TECHNOLOGY TO ORGANIZATIONORGANIZATION
LIMITS OF TECHNOLOGYLIMITS OF TECHNOLOGY
ORGANIZATIONS & INFORMATION TECHNOLOGY
ORGANIZATIONS & INFORMATION TECHNOLOGY
MEDIATING FACTORS: MEDIATING FACTORS: Environment Environment Culture Culture Structure Structure Standard Procedures Standard Procedures Politics Politics Management Decisions Management Decisions ChanceChance
ORGANIZATIONSORGANIZATIONS INFORMATION INFORMATION TECHNOLOGYTECHNOLOGY
3.3
MICROECONOMIC DEFINITION OF ORGANIZATION
MICROECONOMIC DEFINITION OF ORGANIZATION
INPUT FROM ENVIRONMENT
OUTPUT TO ENVIRONMENT
PRODUCTIONPROCESS
FEEDBACK
ORGANIZATIONORGANIZATION
3.4
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 **
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
3.5
STRUCTURAL CHARACTERISTICS OF ALL ORGANIZATIONS
STRUCTURAL CHARACTERISTICS OF ALL 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
**3.6
ORGANIZATIONAL STRUCTURESORGANIZATIONAL STRUCTURES
• ENTREPRENEURIAL: Start up businessENTREPRENEURIAL: Start up business• MACHINE BUREAUCRACY: Mid-sized MACHINE BUREAUCRACY: Mid-sized
manufacturing firmmanufacturing firm• DIVISIONALIZED BUREAUCRACY: Fortune DIVISIONALIZED BUREAUCRACY: Fortune
500500• PROFESSIONAL BUREAUCRACY: Law PROFESSIONAL BUREAUCRACY: Law
firms, hospitalsfirms, hospitals• ADHOCRACY: Consulting firmADHOCRACY: Consulting firm
**3.7
SALIENT FEATURES OF ORGANIZATIONS
SALIENT FEATURES OF ORGANIZATIONS
COMMON FEATURES:COMMON FEATURES:
• FORMAL STRUCTUREFORMAL STRUCTURE
• STANDARD OPERATING STANDARD OPERATING PROCEDURESPROCEDURES
• POLITICSPOLITICS
• CULTURECULTURE
**
3.8
SALIENT FEATURES OF ORGANIZATIONS
SALIENT FEATURES OF ORGANIZATIONS
UNIQUE FEATURES:UNIQUE FEATURES:
ORGANIZATIONAL TYPEORGANIZATIONAL TYPE
ENVIRONMENTS, GOALS, POWERENVIRONMENTS, GOALS, POWER
CONSTITUENCIES, FUNCTIONCONSTITUENCIES, FUNCTION
LEADERSHIP, TASKSLEADERSHIP, TASKS
TECHNOLOGYTECHNOLOGY
LEVELSLEVELS
**3.9
ORGANIZATION & ITS ENVIRONMENTORGANIZATION & ITS ENVIRONMENT
THE FIRM
INFORMATION SYSTEMS
3.10
ORGANIZATION & ITS ENVIRONMENTORGANIZATION & ITS ENVIRONMENT
THE FIRM
INFORMATION SYSTEMS
THE ENVIRONMENT:THE ENVIRONMENT:
RESOURCES & CONSTRAINTS
GOVERNMENTS
COMPETITORS
FINANCIAL INSTITUTIONS
CULTURE
KNOWLEDGE
TECHNOLOGY
3.11
ORGANIZATIONAL LEVELS & SUPPORT SYSTEMS
ORGANIZATIONAL LEVELS & SUPPORT SYSTEMS
• INDIVIDUALINDIVIDUAL
• GROUPGROUP
• DEPARTMENTDEPARTMENT
• ORGANIZATIONORGANIZATION
• INTERORGANIZATIONINTERORGANIZATION
• ORGANIZATIONAL NETWORKORGANIZATIONAL NETWORK
**3.12
ORGANIZATIONAL LEVELS & SUPPORT SYSTEMS
ORGANIZATIONAL LEVELS & SUPPORT SYSTEMS
INDIVIDUAL:INDIVIDUAL:• ACTIVITY: Job, taskACTIVITY: Job, task• SUPPORT: Client database, DSSSUPPORT: Client database, DSS
GROUP:GROUP:• ACTIVITY: ProjectACTIVITY: Project• SUPPORT: Product scheduling, access to SUPPORT: Product scheduling, access to
TPS, external sources, dynamic info needs, TPS, external sources, dynamic info needs, group DSSgroup DSS
**3.13
ORGANIZATIONAL LEVELS & SUPPORT SYSTEMS
ORGANIZATIONAL LEVELS & SUPPORT SYSTEMS
DEPARTMENT:DEPARTMENT:• ACTIVITY: Major function ACTIVITY: Major function • SUPPORT: Accounts payable; payroll; SUPPORT: Accounts payable; payroll;
marketing; MIS; TPSmarketing; MIS; TPS
DIVISION:DIVISION:• ACTIVITY: Major product, serviceACTIVITY: Major product, service• SUPPORT: Systems to support functions; SUPPORT: Systems to support functions;
MIS; TPS; on-lineMIS; TPS; on-line
**3.14
ORGANIZATIONAL LEVELS & SUPPORT SYSTEMS
ORGANIZATIONAL LEVELS & SUPPORT SYSTEMS
ORGANIZATION:ORGANIZATION:
• ACTIVITY: Multiple products, ACTIVITY: Multiple products, services, goalsservices, goals
• SUPPORT: Integrated on-line, SUPPORT: Integrated on-line, interactive financial & planning interactive financial & planning systems; MIS; ESSsystems; MIS; ESS
**
3.15
ORGANIZATIONAL LEVELS & SUPPORT SYSTEMS
ORGANIZATIONAL LEVELS & SUPPORT SYSTEMS
INTERORGANIZATION:INTERORGANIZATION:
• ACTIVITY: Alliance; competition; ACTIVITY: Alliance; competition; exchange; contactexchange; contact
• SUPPORT: Communication systems; SUPPORT: Communication systems; intelligence, observation, monitoring intelligence, observation, monitoring systemssystems
**
3.16
ORGANIZATIONAL LEVELS & SUPPORT SYSTEMS
ORGANIZATIONAL LEVELS & SUPPORT SYSTEMS
ORGANIZATIONAL NETWORK:ORGANIZATIONAL NETWORK:• ACTIVITY: Sector of economy; related ACTIVITY: Sector of economy; related
products, services; products, services; interdependenciesinterdependencies
• SUPPORT: Informal communication SUPPORT: Informal communication systems; industry / sector-level systems; industry / sector-level formal reporting systemsformal reporting systems
**3.17
WORK GROUPS, PROBLEMS, SUPPORTWORK GROUPS, PROBLEMS, SUPPORT
TYPES:TYPES:
HIERARCHICALHIERARCHICAL
INTERDEPARTMENTAL COMMITTEESINTERDEPARTMENTAL COMMITTEES
PROJECT TEAMSPROJECT TEAMS
COMMITTEESCOMMITTEES
TASK FORCESTASK FORCES
PEER GROUPS / SOCIAL NETWORKSPEER GROUPS / SOCIAL NETWORKS
**3.18
WORK GROUPS, PROBLEMS, SUPPORTWORK GROUPS, PROBLEMS, SUPPORT
PROBLEMS:PROBLEMS:
MAKING ARRANGEMENTSMAKING ARRANGEMENTS
ATTENDING MEETINGSATTENDING MEETINGS
LONG AGENDASLONG AGENDAS
COST OF MEETINGSCOST OF MEETINGS
BETWEEN-MEETING ACTIVITIESBETWEEN-MEETING ACTIVITIES
**3.19
WORK GROUPS, PROBLEMS, SUPPORTWORK GROUPS, PROBLEMS, SUPPORT
SUPPORT:SUPPORT:
HIERARCHICAL: HIERARCHICAL: Video conferencing; Video conferencing; e-mail e-mail
INTERDEPARTMENTAL COMMITTEES: INTERDEPARTMENTAL COMMITTEES: Electronic messagingElectronic messaging
**
3.20
WORK GROUPS, PROBLEMS, SUPPORTWORK GROUPS, PROBLEMS, SUPPORT
SUPPORT:SUPPORT:
PROJECT TEAMS: PROJECT TEAMS: Scheduling Scheduling software; Meeting support tools; software; Meeting support tools; Documents; IntranetDocuments; Intranet
COMMITTEES:COMMITTEES: e-bulletin boards; Video e-bulletin boards; Video conferencing; e-mail; Computer conferencing; e-mail; Computer conferencingconferencing
**3.21
WORK GROUPS, PROBLEMS, SUPPORTWORK GROUPS, PROBLEMS, SUPPORT
SUPPORT:SUPPORT:
TASK FORCES:TASK FORCES: Graphics display; Info Graphics display; Info utility; Documents; Meeting support utility; Documents; Meeting support toolstools
PEAR GROUPS / SOCIAL NETWORKS:PEAR GROUPS / SOCIAL NETWORKS: Telephone; e-mail; CorrespondenceTelephone; e-mail; Correspondence
**
3.22
THE COMPUTER PACKAGETHE COMPUTER PACKAGE
• ORGANIZATION: ORGANIZATION: Senior Management; Senior Management; Major end usersMajor end users
• INFORMATION SYSTEMS DEPARTMENTINFORMATION SYSTEMS DEPARTMENT– Technology: Hardware; SoftwareTechnology: Hardware; Software– Information Systems SpecialistsInformation Systems Specialists
**
3.23
THE COMPUTER PACKAGETHE COMPUTER PACKAGE
INFORMATION SPECIALISTS: INFORMATION SPECIALISTS:
• ManagersManagers• Systems analystsSystems analysts• Systems designersSystems designers• Systems programmersSystems programmers• Applications programmersApplications programmers• Maintenance programmersMaintenance programmers• Database administratorDatabase administrator
**
3.24
WHAT SOME SPECIALISTS DOWHAT SOME SPECIALISTS DO
• PROGRAMMERS: PROGRAMMERS: Write softwareWrite software
• SYSTEMS ANALYSTS: SYSTEMS ANALYSTS: Translate Translate business problems into solutionsbusiness problems into solutions
• IS MANAGERS: IS MANAGERS: Department leadersDepartment leaders
• END USERS: END USERS: Department reps for Department reps for whom applications are developed whom applications are developed
**
3.25
SYSTEM DEVELOPMENT PROCESSSYSTEM DEVELOPMENT PROCESS
EXTERNALEXTERNAL Uncertainties UncertaintiesOpportunitiesOpportunities
INTERNALINTERNALValuesValuesNormsNormsInterestsInterests
SYSTEM DEVELOPMENTSYSTEM DEVELOPMENT Adoption Adoption Utilization Utilization Management Management
3.26
HOW INFO SYSTEMS AFFECT ORGANIZATIONS
HOW INFO SYSTEMS AFFECT ORGANIZATIONS
• MICROECONOMIC THEORY: MICROECONOMIC THEORY: 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
**VP VP VP
CEO
3.27
HOW INFO SYSTEMS AFFECT ORGANIZATIONS
HOW INFO SYSTEMS AFFECT ORGANIZATIONS
VP VP VP
CEO
• 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
**3.28
HOW INFO SYSTEMS AFFECT ORGANIZATIONS
HOW INFO SYSTEMS AFFECT ORGANIZATIONS
• DECISION & CONTROL THEORY: DECISION & CONTROL THEORY: Decisions are made under conditions Decisions are made under conditions of risk & uncertainty; centralization & of risk & uncertainty; centralization & hierarchy reduce uncertaintyhierarchy reduce uncertainty
• SOCIOLOGICAL THEORY: SOCIOLOGICAL THEORY: Bureaucracy, SOPs help stabilize orgBureaucracy, SOPs help stabilize organizations, but slow ability to changeanizations, but slow ability to change
**VP VP VP
CEO
3.29
HOW INFO SYSTEMS AFFECT ORGANIZATIONS
HOW INFO SYSTEMS AFFECT ORGANIZATIONS
• 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: Info Info technology must fit organization’s technology must fit organization’s culture to be acceptedculture to be accepted
**VP VP VP
CEO
3.30
HOW INFO SYSTEMS AFFECT ORGANIZATIONS
HOW INFO SYSTEMS AFFECT ORGANIZATIONS
• 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
**
VP VP VP
CEO
3.31
IMPLEMENTING CHANGEIMPLEMENTING CHANGE
Source: Leavitt, Handbook of Organization (1965)
TASKTASK
PEOPLEPEOPLETECHNOLOGYTECHNOLOGY
STRUCTURESTRUCTURE
RESISTANCERESISTANCE
MUTUALMUTUALADJUSTMENTADJUSTMENT
3.32
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
**3.33
3. INFORMATION SYSTEMS, ORGANIZATIONS, &
BUSINESS PROCESSES
3. INFORMATION SYSTEMS, ORGANIZATIONS, &
BUSINESS PROCESSES
3.34