Professional Documents
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V. LECTURE NOTES
SECTION I: Managing Information Resources and Technologies
Introduction:
There is a real need for business end users to understand and know how to plan and manage
information systems and technology in an organization. Information technology capability enables
managers to manage organizational interdependence to meet business needs. Information
technology such as telecommunications, networks, powerful personal computers and information
resources are now more readily available to more managers than ever before.
Analysing CheckFree
We can learn a lot about the total cost of ownership considerations and technology architecture
choices facing many businesses today.
Take a few minutes to read it, and we will discuss it (See CheckFree in section XI).
13-1 Managers and Information Technology: [Figure 13.2]
Information technology presents managers with a major managerial challenge. The competitive
pressures of the business and technology environment of the late 1990s are forcing major firms to
rethink their use and management of information technology. Many business executives now see
information technology as an enabling technology for managing the cross-functional and
interorganizational processes that business units must have to successfully confront the
competitive measures they face.
A variety of forces that seem to be causing a significant change in the structure and distribution of
managers in organizations in which information technology plays a major role include:
1. Organizations are become more knowledge-based, composed largely of specialists who direct
and discipline their own performance through organized feedback from colleagues, customers,
and headquarters.
2. The Internet, intranets, and extranets and more cost-effective hardware and software are
enabling individuals, teams, workgroups, business units, and organizations to be wired
together in close business relationships that can provide the communication and coordination
needed in todays competitive global marketplace.
3. Decision support capability provided by information systems technology is changing the focus
of managerial decision making.
4. Managing the information systems resources of a business is no longer the sole province of
information system specialists. Instead, information resource management has become a
Efficiently - by information services groups that provide poor response times, frequent
downtime, incompatible systems, unintegrated data, and applications development backlogs.
Economically - if information technology costs rise faster than other costs, even though the
cost of processing each unit of data has decreased due to dramatic price reductions and
improvements in hardware and software technology.
IT Steering Committee
- Committee of business unit managers, operating managers, and management personnel from
the information services department who oversee the progress of systems development
projects
- Direct end user management of information technology in business units and work groups,
including participation in developing key information systems.
13-2 Organizations and Information Technology: [Figure 13.5]
To better understand the organizational impact of information technology, it is useful to view an
organization as a sociotechnical system.
The sociotechnical systems concept emphasizes that to improve an organization's performance,
managers must:
1. Change one or more of these components
2. Take into account the relationships among these interdependent components.
The basic components of a sociotechnical system include:
People: - Managers are individuals with a variety of preferences for information and diverse
capabilities for effectively using information provided to them. Information systems must
produce information products tailored to meet managers individual needs.
Task: - Tasks in many organizations have become quite complex and inefficient over time.
Information technology can play a major role in fighting organizational complexity by
supporting the reengineering of business processes.
Culture: - Organizations and their subunits have a culture which is shared by managers and
other employees. They have a unique set of organizational values and styles which can range
from informal too very formal. The designs of information systems and information products
must accommodate such differences.
Structure: - Organizations structure their management, employees, and job tasks into a
variety of organizational subunits. The IS function must no longer assume a hierarchical,
centralized, organizational structure which it supports by centralizing processing power,
databases, and systems development at the corporate headquarters level. This type of
structure emphasizes gathering data into centralized databases and producing reports to meet
the information needs of functional executives.
Instead, IT must be able to support more decentralized, collaborative types of organizational
structure, which needs more interconnected intranets or client/server networks, distributed
databases, downsized computers, and systems development resources distributed to business
unit and work group levels. Thus, information technology must emphasize quick and easy
communication and collaboration among individuals, business units, and other organization
workgroups, using electronics instead of paper.
13-3 Information Resource Management: [Figure 13.7]
Information resource management has become a popular way to emphasize a major change in
the management and mission of the information systems function in many organizations. In many
organizations, IRM may be viewed as having five major dimensions:
Strategic Management
- information technology must be managed to contribute to a firm=s strategic objectives and
competitive advantages, not just for operational efficiency or decision making.
Operational Management
- information technology and information systems can be managed by functional organizational
structures and managerial techniques commonly used throughout other business units.
Resource Management
- data and information, hardware and software, telecommunications networks, and IS
personnel are vital organizational resources that must be managed like other business assets.
Technology Management
- all technologies that process, store, and communicate data and information throughout the
enterprise should be managed as integrated systems of organizational resources.
Distributed Management
- managing the use of information technology and information system resources in business
units or workgroups is a key responsibility of their managers, no matter what their function or
level in the organization.
having access to the information and communications capabilities they need to control the
overall direction of the organization.
Information technology can encourage either the centralization or decentralization of information
systems, business operations, and management.
A firms organizational structure and information systems architecture are influenced by:
1. The philosophy of top management
2. The culture of the organization
3. The need to reengineer its operations
4. The use of aggressive or conservative competitive strategies
Changing Trends:
Companies continue to use a variety of organizational arrangements for the delivery of
information services. Some of the changing trends include:
1. In the early years of computing, when computers could barely handle a single departments
workload, decentralization was the only option.
2. The development of large mainframe computers, telecommunications, and terminals caused a
centralization of computer hardware, software, databases, and IS specialists at the corporate
level of organizations.
3. The development of minicomputers and microcomputers accelerated a downsizing trend back
toward decentralization. Distributed client/server networks at the corporate, department,
workgroup, and team levels came into being. This prompted a shift of databases and
information specialists to some departments, and the creation of information centres to
support end user computing.
4. Lately, the trend has been to establish tighter control over the information resources of an
organization, while still serving the strategic needs of its business units. This has resulted in a
centralizing trend at some organizations, and the development of hybrid structures with both
centralized and decentralized components at others.
5. Some organizations have spun off there is functions into IS subsidiaries that offer information
processing services to extended organizations as well as to their parent company.
6. Some organizations have resorted to outsourcing, that is, turned over all or part of there is
operations to outside contractors known as system integrators or facilities management
companies.
Managing Systems Development:
Systems development management means managing activities such as systems analysis and
design, prototyping, applications programming, project management, quality assurance, and
system maintenance for all major business/IT development projects. Planning, organizing, and
controlling the systems development function of an information services department is a major
managerial responsibility. It requires managing the activities of teams of systems analysts,
programmers, and end users working on a variety of information systems development projects.
In addition, some systems development groups have established development centres, staffed
with consultants to the professional programmers and systems analysts in their organizations.
Managing IS Operations:
IS operations management is concerned with the use of hardware, software, network, and
personnel resources in the corporate or business unit data centres (computer centres) of an
organization. Operational activities that must be managed include data entry, equipment
operations, production control, and production support.
Many operations management activities are being automated by the use of software packages for
computer system performance management. These system performance monitors
1. Monitor the process of computer jobs
2. Helps develop a planned schedule of computer operations that can optimize computer system
performance
3. Produce detailed statistics that are invaluable for effective planning and control of computer
capacity.
4. Supply information needed by chargeback systems, that allocate costs to users based on the
information services rendered.
5. Process control capabilities which monitor and control computer operations at large data
centres.
13-6 Resource Management
Data and information, hardware and software, telecommunications networks, and IS personnel
are valuable resources that should be managed for the benefit of the entire organization.
Computers and their use in information systems have created interesting, highly-paid, and
challenging career opportunities for millions of men and women. Employment opportunities in
the field of computers and information technology are excellent, as organizations continue to
expand their use of information technology.
13-7 Technology Management
All technologies that process, store, and deliver data and information throughout the enterprise
must be managed as integrated systems of organizational resources. Such technologies include
the Internet, intranets, and electronic commerce and collaboration systems, as well as traditional
computer-based information processing. These "islands of technology" are bridged by IRM and
become a primary responsibility of the CIO, since he is in charge of all information technology
services.
Network Management:
The rapid growth of the Internet, intranets, extranets, and client/server networks has made
network management a major technology management function. This function is responsible for
managing a companys Internet access, intranets and extranets, and the wide area networks and
interconnected local area networks of client/server computing. These networks require:
1. The major commitment of hardware and software resources.
2. The creation of managerial and staff positions to manager their use.
Network management is responsible for overseeing the quality of all the telecommunications
services that most businesses rely on today.
Network managers:
1. Are usually responsible for evaluating and recommending the acquisition of Internet service
providers, Internet and intranet servers and web browser suites, and communications hardware
and software for workgroup and corporate client/server networks.
2. Work with business unit manager to improve the design, operational quality, and security of t
he organizations telecommunications networks and servers.
3. Monitor and evaluate Internet, intranet, and other network usage, telecommunications
processors, network control software, and other network hardware and software resources to
ensure a proper level of service to the users of a network.
Advanced Technology Management:
Developments in information systems technology have had, and will continue to have, a major
impact on the operations, costs, management work environment, and competitive position of
many organizations. Therefore, many firms established separate groups (advanced technology
groups - ATGs) to identify, introduce, and monitor the assimilation of new information systems
technologies into their organizations, especially those with a high payoff potential. These
organizational units are called technology management, emerging technologies, or advanced
technology groups.
4. Establish and enforce policies concerning the acquisition of hardware and software by end
users. This ensures their compatibility with existing hardware and software systems, and
network connectivity standards. Policies ensure that proper controls are enforced to correct
performance and safeguard the integrity of corporate and departmental networks and
databases.
Managing Internet Access:
Managing Internet access within organizations is a major new management responsibility.
Providing Internet access to employees raises several challenging managerial issues. Examples
include:
1. Heavy Internet use by employees can overrun the capacity of client/server networks. Many
networks were not designed to handle the large network loads generated by World Wide Web
multimedia traffic and other Internet uses.
2. Questions concerning legitimate work time use of the Internet by employees, and liability for
the contents of employee E-mail on the Net.
SECTION II: Global Information Technology Management
13-9 The International Dimension:
International dimensions are becoming more and more important in managing a business in the
global economies and markets of today. Properly designed and managed information systems
using appropriate information technologies are a key ingredient in international business,
providing vital information resources needed to support business activities in global markets.
13-10Global IT Management: [Figure 13.21]
The major dimensions of the job of managing global information technology include:
1. Business IT Strategies
2. Application Portfolios
3. Technology Platforms
4. Data Management
5. Systems Development
Stress to the students that all global IT activities must be adjusted to take into account the
cultural, political, and geoeconomic challenges that exist in the international business community.
Developing appropriate business and IT strategies for the global marketplace should be the first
step in global IT management. Once that is done, end user and IS managers can move on to
1.
2.
3.
4.
drivers) caused by the nature of the industry and its competitive or environmental forces.
Examples include airlines and hotel chains with global customers, that is, customers who travel
widely or have global operations. Such companies well need global IT capabilities for online
transaction processing so they can provide fast, convenient customer service to their customers or
face losing them to their competitors. The economies of scale provided by global business
operations are another business driver that requires the support of global IT applications.
Business drivers for global IT applications include:
1. Global Customers
2. Global Products
3. Global Operations
4. Global Resources
5. Global Collaboration
13-15Global IT Platforms:
The choice of technology platforms (also called the technology infrastructure) is another major
dimension of global IT management. Technology platforms required to support a global business
operation must consider:
Hardware Choices:
Hardware choices are difficult in some countries because of:
1. High prices
2. High tariffs
3. Import restrictions
4. Long lead times for government approvals
5. Lack of local service or spare parts
6. Lack of documentation tailored to local conditions.
Software Choices:
Software choices are difficult in some countries because of:
1. Packages developed in one country may not be compatible with another countrys version
2. Well-known packages may be unavailable because there is no local distributor
3. Software publishers may refuse to supply markets that disregard software
licensing/copyright.
The Internet and the World Wide Web have become vital components in international business and
commerce. Within a few years, the Internet, with its interconnected networks of thousands of
networks of computers and databases has established itself as a technology platform free of many
traditional international boundaries and limits. By connecting their businesses to this online global
infrastructure, companies can:
1. Expand their markets
2. Reduce communications and distribution costs
3. Improve their profit margins without massive cost outlays for new telecommunications
facilities.
13-16Global Data Issues:
Global data issues have been a subject of political controversy and technology barriers in global
business operations for many years. Important global data issues involve:
1. Transborder data flows (TDF), in which business data flows across international borders over
the telecommunications networks of global information systems.
2. Many countries view transborder data flows as violating their national sovereignty because
TDF avoids custom duties and regulations for the import and export of goods and services.
3. Other countries may view TDF as a violation of privacy legislation when data about individuals
is moved out of a country without stringent privacy safeguards.
4. Others view TDF as violating local laws made to protect local IT industry from competition, or
labour regulations for protecting local jobs.
5. Other important data issues are concerned with global data management and standardization of
data. Common data definitions are necessary for sharing data among the parts of an
international business. Differences in language, culture, and technology platforms can make
global data standardization quite difficult.
13-17Global Systems Development:
Reaching agreement on systems requirements is always difficult, but becomes many times more
difficult when the users and developers are in different countries. Some of these issues involve:
1. Conflicts over local versus global system requirements, and difficulties in agreeing on common
features such as multilingual user interfaces and flexible design standards.
2. Agreements on global systems must take place in an environment that promotes involvement
and ownership of a system by local end users.
3. Disturbances can arise from systems implementation and maintenance activities.
4. Trade-offs must be made between developing one system that can run on multiple computer
and operating platforms, by letting each local site customize the software for its own platform.
Centralization or
Decentralization:
Operations & Management
Chargeback Systems
Data Centre
Development Centre
Downsizing
Global Company
Global IT Management
Global IT Management:
Applications
Global IT Management:
Business/IT Strategies
Global IT Management:
Data Issues
Global IT Management:
IT Platforms
Global IT Management:
Systems Development
Impact of IT
Impact of IT:
On Management
Impact of IT:
On Organizations
Information Centre
IRM
A management concept
that views data, information, and computer resources
(computer hardware, software, and personnel) as valuable
organizational resources that should be efficiently,
economically, and effectively managed for the benefit of
the entire organization.
Management Involvement
Operations Management
Organizations as
Sociotechnical Systems
Outsourcing IS Operations
Systems Development
Management
Technology Management
Telecommunications Network
Management
Transnational Strategy
VII. REVIEW QUIZ - Match one of the key terms and concepts
3. Refer to the Real World Case on The Home Depot in the chapter. Why has the hybrid
centralized/decentralized IS management model become the emerging best practices model
for international companies with distributed units?
The hybrid centralized/decentralized IS management model has become Athe emerging best
practices model for international companies with distributed units, as it combines aspects and
benefits of both centralized and decentralized systems. Centralized in that there is corporate
control over the systems, and decentralized in that it still allows for managers to exercise some
flexibility in their own business units.
4. How is information technology affecting the structure and work roles of modern organization?
For example, will middle management wither away? Will companies consist primarily of selfdirected project teams of knowledge workers? Explain your answer.
Computer-based information systems can encourage either centralization or decentralization.
The philosophy of top management, the culture of the organization, the need to reengineer its
operations, and its use of aggressive or conservative competitive strategies all play major roles
with IT in shaping the firms organizational structure.
5. Should the IS function in a business be centralized or decentralized? What recent
developments support your answer?
The development of minicomputers and microcomputers accelerated a trend back toward
decentralization. Distributed processing networks and the creation of information centres to
support end user computing came about. Lately, the trend has been to establish tighter control
over the information resources of an organization, which has resulted in a re-centralizing trend
at some organizations, and the development of hybrid structures at others. Some organizations
have spun off there is functions into IS subsidiaries, and some organizations have resorted to
outsourcing, i.e. have turned over there is operations to outside system integrators.
6. Refer to the Real World Case on 3M, Whirlpool, and Groupe Schneider in the chapter. Why
has Steve Little found that the biggest issues are cultural and political barriers in global IT
management? What can be done to settle such issues?
Steve Little is part of a global company. Certainly issues like cultural and political barriers are
some of the biggest barriers to overcome. To settle such issues, consideration must be made to
allow each unit to work as autonomous units, while at the same time ensuring that they
adhering to established global standards.
7. How will the Internet, intranets, and extranets change how companies do global IT
management, as illustrated in Figure 13.21? Give several examples.
Students answers will vary.
8. How might cultural, political, or geoeconomic challenges affect a global companys use of the
Internet? Give several examples.
Students answers will vary.
9. Will the increasing use of the Internet by firms with global business operations change their
move toward a transnational business strategy? Explain.
There appears to be no doubt that the increasing use of the Internet by firms with global
operations will result in changing their move toward a transnational business strategy. As firms
increasingly extend their product offerings into the global marketplace in order to compete,
they will have little choice but to develop a transnational business strategy in order to survive.
10. How might the Internet, intranets, and extranets affect the business drivers or requirements
responsible for a companys use of global IT, as shown in Figure 13.26? Give several examples
to illustrate your answer.
Business drivers include global customers, products, operations, resources, and collaboration.
IT applications may depend on such drivers. For example, airlines and hotel chains with global
customers need global IT capabilities for online transaction processing. Other examples
include companies who have products that are available worldwide, and that requires
telecommunication capabilities to coordinate global marketing campaigns.