Round- ups

Part - 02

I.S affects an organisation- whenever you explain the same idea think about the following diagram in the next slide.

Organisational Effect of ISTechnology Capabilities

Organisational Capabilities

InfrastructureTechnologyFunctionsApplications

CultureSkillsSystemsValuesAgendas

Job ContentProcessesNew ApplicationsOrganisational Relationships

P

OT

How I.S centralise an organisation? IS provide the means of generating, storing and communicating information and instructions that are more easily and cheaply realised. This reduces the need for ‘unit’ managers to be involved and increases the capability of making decisions centrally that can be quickly executed.

Unit

Centre

E.G. Branch,Country,Office,

Division,... etc

E.G HeadquartersCorporate OfficeHolding Co, ... etc

Sometimes the case study will have a proposal from a company to centralise the operation. Here you will have to explain the advantages

and disadvantages of both centralised decision making and decentralised decision making as follows.

•Centralised– Optimised– Takes (some) time– Planned– Inflexible– Meets organisation

requirements– Organisational efficiency

•Distributed– Sub-optimised– Greater immediacy– Reactive– Flexible– Meets environmental

requirements (local market)

– Local effectiveness

Organisational politics ?

– The behavior of people in an organisation, the job roles, processes and organisational relationships, power, influence, and position.

All together we can call the politics. In simple language the use of power, influence is politics.

What are the bases of power in an organisation? Please refer to NCC slide 6

Bases of Power 1

– Coercive • Ability to instruct and apply sanctions (e.g. managers

and supervisors)– Reward

• Ability to direct the resources of the organisation in particular directions

– Administrative expertise• Control over the operation of particular policies and

procedures

Bases of Power 2

– Technical expertise • Having particular information or skills

– Referent • Consistent with accepted values and culture of the

organisation

1.People both within and outside organisations will use IS in a way that is meaningful to them. Explain?

How much people trust the technology with their information will have an effect on the way it is used. For example the internet shopping, where most people do research before the purchase, and purchase mostly the less expensive items.

2. Whenever the questions related to sharing information- for example K.M, please add the following points. – Attitudes, norms and rules about sharing information differ

between people and organisations– There are people who are happy to use social networking

and there are people those not happy to use it, or not interested

– In business, attitudes to sharing information and knowledge also different between individuals.

Any question related to problems/issues related to sharing information, please use some points below.

• What information is needed?

– Which information is the most valuable to us?

– Who owns it?– Where is it stored?

• Information Culture

– Information is power mentality

– ‘Need to know’ basis– What information is

shared?– How is sharing

encouraged?

What are problems related to sharing information? What are the issues that an organisation faces when it comes to sharing information?

– Should a company monitor website use by staff? (should staff use the Internet for personal reasons whilst at work?)

– Should a search engine provide information to a government on websites visited and searches by an individual?

– Should medical and care agencies share sensitive information?

– Why must care be taken to protect individual data?– Should companies have the right to ‘spam’ people?

Domain of Human Action

Domain of codified law

(legal standard)

Domain of ethics

(social standards)

Domain of free choice

(personal standards)

LowHighexplicit control

based on Boddy, Boonstra and Kennedy 2008, Page 86, Fig 3.5.

Formal ISe.g. ERP

Accounting

Informal ISe.g. Email

Forums

‘Public’ ISe.g. Social Networking

Wiki Leaks

What are the advantages and disadvantages for ethical behaviors in an organisation?

• Protecting personal data • Data privacy issues • Use of data • Intellectual property such as patent, copyright,

trademarks

Organisations and Ethics

– Reputation (brand) is important and fragile– Ethical behaviour is only sustainable if it

maintains or improves performance– IS policies and activities need to be ETHICAL and

contribute to;– Enlightened self interest– Corporate mission– Avoiding negative publicity– Corporate strategy

Boddy, Boonstra and Kennedy (2008), Pages 91 and 92

Technology Effects on work practices

– Automating work– De-skilling and up-skilling work– Distributing work – Changing discretion of individuals when doing

work– Changing times when work can be carried out

(whilst travelling perhaps)– Changing location and synchronism of work tasks

changing work practices the Challenges for Management

– Relationship between people and their work changing

– Home-working, hot-desking , mobile and other forms of work emerging

– Blurring in online world between work and social spheres

– Competitive pressures– Need to be able to manage networked

contributions and distributed work

Any question related to new work practice.

Individualcharacteristics

Organisationalcharacteristics

Technologycharacteristics

Workcharacteristics

FIT

Societal

Outcomes

Organisational Individual

Based on, Boddy, Boonstra and Kennedy (2008), page 229.

How to motivate people to work?

– Skill Variety– Task identity– Task significance– Autonomy– Feedback

Hackman and Oldham (1980) in Boddy, Boonstra and Kennedy (2008), page 220 - 221.

what is Sociotechnical Design?

Work design and IS designWork Design Principle•Combine tasks

•Form natural work-groups

•Establish customer relations

•Vertical loading

•Open feedback channels

Possible design use with ISUse IS to combine several processes into a single taskGive a team responsibility for a significant part of the task. IS provides information to (whole) team

Use IS to provide the team with better information about their customersIS takes over routine tasks and team are given more responsibilityUse IS to pass on positive information from customers

Based on, Table 8.1. , Boddy, Boonstra and Kennedy (2008), page 222.

User Experience Design– Situation and Context of use– Environmental factors (noise, light, dirty environment)– Time factors (how much time, time versus accuracy)– Can information be retrieved from somewhere else

(e.g. Address finders using post-code/zip code)– Frequency of use (e.g. If infrequent, is it simple – for

example an automated ticketing machine?)

Enterprise ApplicationsSales and Marketing

•SALES– Product Details– Sales Recording– CRM

• Diary• Scheduling• Customer Details• Sales Force monitoring• Commission Management

•MARKETING– Product Details– Product Sales

Performance– CRM

• Customer Details• Campaign Management• Customer Buying

Behaviour

CRM

– Many types of CRM– Analytical (understanding customers)– Transactional (managing customer processes)

CRM – Diagram to remember

Products

& Services

(outputs)

Customer

Service

Applications

Part of CRM

Record Keeping

MIS and Performance

electronic data interchange (EDI) – e-Business

Working Practices

– Human tendency to ‘stick to what we know’...– Saves time and effort– Saves time learning something new

– Personal Interests• A job• Position and Influence• Political Power• Economic Benefit

IS Can Disturb the Status QuoTechnology Capabilities

Organisational Capabilities

InfrastructureTechnologyFunctionsApplications

CultureSkillsSystemsValuesAgendas

Job ContentProcessesNew ApplicationsOrganisational Relationships

P

OT

What is possible?Influencing?Individual ‘owned’tasks?

signification domination legitimation

Interpretativescheme

facility norm

communication power sanction

Technology Capabilities

How interpreted?Composition?Response?

When to use?With who?Group ‘owned’ tasks?

Typical organisationalchange focus

Influencing Change – Structuration 1

Lewins 3 Stage Model

– Unfreeze – Change – Refreeze– A systematic process to address change

Change management needs to take actions that increase and strengthen forces for..... reduce or eliminate forces against

How information system changes the business processes?

Please refer to page 141 and table 5.1 of the text book.

How I.S helps organisations to change the business processes? Refer to page 143 and table 5.2

Quick – wins explain? Why do some project to meet the investment targets? Please refer to page 279 and table 10.2