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Chapter 3 - Chapter3:Informa0onSystems...

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Produced by Dr. Brian Janz 1 Chapter 3: Informa0on Systems, Organiza0ons, and Strategy Part 1: Organiza0on Basics Learning Objec0ves Iden0fy and describe important features of organiza0ons and their rela0onship with informa0on systems Understand how the Value Chain Model helps businesses iden0fy opportuni0es for strategic IS applica0ons Demonstrate how Porter’s Compe00ve Forces Model helps companies develop compe00ve strategies using IS Demonstrate how IS help businesses use synergies, core competencies, and network‐based strategies to achieve compe00ve advantage
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Produced by Dr. Brian Janz 2 What Is An Organiza0on? Technical defini0on: Stable, formal social structure that takes resources from environment and processes them to produce outputs A formal legal en0ty with internal rules and procedures, as well as a social structure Behavioral defini0on: A collec0on of rights, privileges, obliga0ons, and responsibili0es that is delicately balanced over a period of 0me through conflict and conflict resolu0on Figure 3-2 The Technical Microeconomic Defini0on of the Organiza0on
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Produced by Dr. Brian Janz 3 Figure 3-3 The Behavioral View of Organiza0ons Basic Organiza0onal Structures Entrepreneurial: Small start‐up business Machine bureaucracy: Midsize manufacturing firm Divisionalized bureaucracy: Fortune 500 firms Professional bureaucracy: Law firms, school systems, hospitals Adhocracy: Consul0ng firms
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Produced by Dr. Brian Janz 4 Figure 3-1 The Two‐Way Rela0onship Between Organiza0ons and Informa0on Technology Figure 3-5 Similarly, Environments and Organiza0ons Have a Reciprocal Rela0onship, and Can Be Affected by IS
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Produced by Dr. Brian Janz 5 Chapter 3: Informa0on Systems, Organiza0ons, and Strategy Part 2: The Impact of Informa0on Systems on Organiza0ons Organiza0ons and Informa0on Systems Rou0nes and business processes Rou0nes (standard opera0ng procedures) Processes: Collec0ons of rou0nes Organiza0ons: Collec0on of processes Organiza0onal poli0cs Divergent viewpoints lead to poli0cal compe00on, and conflict Poli0cal resistance can hamper organiza0onal change Organiza0onal culture Encompasses set of assump0ons that define goals, norms, managerial/employee behaviors, etc.
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