Information Systems, Not Computer Science

nurture Systems, Not Computer ScienceThe largest growth in most economies is coming from information industries. The success of much(prenominal) cognition-based judicatures lies in their information clays. Also, forced by technological careen and globalisation of markets, many manufacturing industries be also placing increasing emphasis upon information systems. culture systems are more than just computer programs. Though information and communications technologies are playing an increasing role in meeting organisations information needs, an information system is a much more general concept. It refers to the wider systems of people, data and activities, some(prenominal) computer-based and manual, that effectively gather, process, store and disseminate organisations information2.0 tuition Systems not Computer Science learning systems, as a discipline, focuses on exploring the interface among management, information science and computer science. Computer Science focuses on in formation technology software. learning Systems mediates the cardinal opposing worlds of human activity systems and information technology3.0 Information Systems and the Modern Organization3.1 Outline rivalrous Advantage and Strategic Information SystemsEvolution of Information SystemsClassification of Information SystemsThe Modern Computing EnvironmentManaging Information mental imagerys3.2 Learning ObjectivesDescribe Porters competitive forces model.Discuss strategies that companies throw out use to achieve competitive good in their industries.Describe strategic information system (SISs) and how information technology helps companies improve their competitive positions.Describe various information systems and their evolution.Learn major Information System classification schemes.Describe the emerging computing environments.Describe how information resources are managed and the roles of the information systems department and the end users4.0 warring advantage and SISCompetitiv e Advantage An advantage over competitors in some measure such as cost, quality, or speed, which dealers to control of a market and to larger than average profits.4.1 Competitive forces modelA task frame act as, devised by Michael Porter, for analyzing competitiveness by looking at fivesome major forces that might alter a firms competitive standing.4.2 Porters five forces Model4.3 Strategies for Competitive AdvantageCost Leadership. Produce products and/or services at the lowest cost in the industry.Differentiation. Offer different products, services or product features.Customer orientation. Concentrate on making customers happy so that they remain loyal.New markets. Discover new markets either as a doer of expansion and growth, or with the goal of capturing market niches.Innovation. Introduce new products and services, add new features to existing products and services or develop new ways to suffer them.Operational Effectiveness. Improve the manner in which internal stemma pr ocesses are executed so that a firm performs similar activities better than its rivals.Discussion Which of these strategies can be enhanced by the use of IS/IT, and how?4.4 Strategic Information Systems (SISs)Systems that help an organization gain a competitive advantage through their contribution to the strategic goals of an organization and / or their ability to significantly increase performance and productivity.4.5 IS Related Organizational ResponsesStrategic Systems may provide advantages that enable organizations to increase market appoint and/or profits, to better negotiate with suppliers, or prevent competitors from entering their markets.Customer Focus is the idea of attracting and keeping customers by providing superb customer service.Can be enhanced by use of IS/IT.Made-to-Order. is a strategy of producing customized products and services.Mass Customization is producing a large quantity of items, but customizing them to fit the desire of each customer.E melodic line and Ecommerce. Is the strategy of doing business electronically.Discussion Which Information Systems would be strategic forAn universityAn online book storeA car manufacturer?5.0 Evolution of Information SystemsThe first business application of computers (in the mid1950s) performed repetitive, high volume, transaction computing tasks.The computers crunched numbers summarizing and organizing transactions and data in the accounting, finance, and human resources areas. Such systems are generally called transaction processing systems (TPSs). heed Information Systems (MISs) these systems access, organize, summarize and display information for supporting custom decision making in the functional areas.Office Automation Systems (OASs) such as intelligence information processing systems were developed to support office and clerical workers.Decision Support Systems were developed to provide computer based support for complex, or no routine decision making.End-user computing The use or developm ent of information systems by the principal users of the systems outputs, such as analysts, managers, and other professionals.Knowledge Management Systems support creating, gathering, organizing, combine and disseminating of an organization knowledge.Data Warehousing A data warehouse is a database designed to support DSS, ESS and other analytical and end-user activities.Intelligent Support System (ISSs) complicate expert systems which provide the stored knowledge of experts to non experts, and a new type of intelligent systems with machine learning capabilities that can learn from historical cases.Mobile Computing Information systems that support employees who are working with customers or business partners outside the physical boundaries of their companies can be done over wire line or radio networks.6.0 Classification of Information SystemsThe two most common classifications areClassification by breath of supportClassification by organizational level.6.1 Classification by Breat h of SupportTypical information systems that follow the hierarchical organization structure are functional (departmental), enterprisewide and interorganizationalFunctional information systems are organized near the traditional departments.Enterprise information systems serve several departments or the entire enterprise.Inter organizational systems connect two or more organizations.An organizations supply image describe the flow of materials, information, money, and service from raw material suppliers through factories and warehouses to the end customers.IT provides two major types of software solution for managing supply chain activities Enterprise Resource Planning ( ERP),Supply Chain Management (SCM)6.2 Departmental, corporate, and inter organizational IS6.3 IT outside your organization6.3 Classification by Organization LevelsThe typical enterprise is organized hierarchically, from the clerical and office worker layer, to the operational layer, the managerial layer, the knowledg e worker layer and finally the strategic layer.6.4 Levels in an Organization6.5 The Clerical LevelClerical workers pull in a large class of employees who support managers at all levels of the company. Among clerical workers, those who use, manipulate, or disseminate information are referred to as data workers. These employees include bookkeepers, secretaries who work with word processors, electronic file clerks, and insurance claim processors.6.6 The Operational LevelOperational or first line managers deal with the day to day trading operations of the organization, making routine decisions, which deal in general with activities such as short-term planning, organizing, and control6.7 The Knowledge Work LevelThey act as advisors and assistants to both top and middle management and are often subject area experts. Many of these professional workers are classified as knowledge workers, people who take a leak information and knowledge as part of their work and integrate it into the bus iness.6.8 The Strategic LevelTop-level or strategic managers (the executives) make decisions that deal with situations that may significantly change the manner in which business is done.7.0 The Modern Computing EnvironmentComputing Environment The way in which an organizations information technologies (hardware, software, and communications technology) are organized and unified for optimal efficiency and effectiveness.Legacy system Older systems, typically those that process an organizations high volume transactions that are central to the operations of a business.8.0 Managing Information ResourcesInformation resources includes hardware, software, data, networks, applications etc.Management includes acquisition, introduction, support.Traditionally, department (ISD IS department) owns, manages and controls all resourcesEnd-user computing employees use computers, write applications, manage data etc.Leads to fragmented management and need for cooperation between ISD and usersWho is r esponsible for which resources?Includes financial responsibilities (contracts between users and ISD IT controlling)Discussion What are the possible problems associated withComplete control at ISD, andComplete control for end-users?Which factors in a company would lead to which outcomeChief Information Officer (CIO) sometimes member of top management, nowadays no longer technical, but strategic functionIT Governance the leaders and organisational structures and processes that ensure that the organisations IT sustains and extends the organisations strategies and objectives. Framework for IT Governance COBITControl Objectives for IT and related TechnologiesMandated for Turkish banks in 2006Domains Plan and Organize, Acquire and Implement, Deliver and Support, Monitor and EvaluateCOBIT9.0 The information system strategies writ of execution in UK companies9.1 Strategic process formalityBusiness strategy relationship% companiesThe ISS is a formal documented part of the business strateg y47.5There is no formal documentation, but the ISS is related to specific strategic aims41.8The ISS is a departmental function, rather than a corporate function6.4The ISS is not seen as related to the business strategy0.09.2 Success of strategies9.4 ConclusionCollective intelligence and knowledge management can become effective mechanisms to help avoid the disturbances leading to internal disequilibrium within the organisation. Collective intelligence and knowledge management can remediate the negative effects of the instability of environment. The information and knowledge become raw materials for the intelligent organisation their management requires simple solutions. Life cycle for products and services is getting shorter the markets are global, fragmented by the needs and exigencies of the clients. The organisational culture evolves according to the aggregate strategy. The role of knowledge manager is to invest in the acquisition and dissemination of knowledge, leaving the empl oyees to capitalise their personal competence