Chapter 7 - Chapter 7 Systems as planned organizational...

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Chapter 7 Systems as planned organizational change 1. Four kinds of structural organizational change Ω automation the most common form of IT-enabled organizational change involved assisting employees with performing their tasks more efficiently and effectively frequently reveals new bottlenecks in production and makes the existing arrangement of procedures and structures painfully cumbersome e.g. Developing a nationwide network of airline reservation terminals for airline reservation agents Ω rationalization of procedures a deeper form of organizational change the streamlining of standard operating procedures Ω business process reengineering (BPR) a more powerful type of organizational change business processes are analyzed, simplified, and redesigned organization can rethink and streamline their business processes to improve speed, service and quality reorganize work flows, combining steps to cut waste and eliminating repetitive, paper-intensive tasks e.g. Ford Motor Company's invoiceless processing Ω paradigm shift more radical form of business change involves rethinking the nature of the business and the nature of the organization 2. Business process reengineering Ω work flow management the process of streamlining business procedures so that documents can be moved easily and efficiently Ω s teps in effective reengineering need to determine what business processes are he most important to focus on when applying new information technology and how improving these processes helps the firm to execute its strategy need to understand and measure the performance of existing processes as a baseline Ω one-time effort focusing on identifying one or two strategic business that need radical change
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3. Process improvement: business process management, total quality management and six sigma Ω business process management enables organizations to manage incremental process changes that are required simultaneously in many areas of the business provides a methodology and tools for dealing with the organization's ongoing need to revise- and ideally optimize- its numerous internal business processes and processes shared with other organizations enables organizations to make continual improvements to may business processes simultaneously and to use processes as the fundamental building blocks of corporate information systems includes : work flow management business process modeling quality management change management tools for recasting the firm's business process into a standardized form where they can be continually manipulated these tools automatically manage processes across the business, extract data from various sources and databases, and generate transactions in multiple related systems includes process monitoring and analytic enables business to verify that process performance has been improved and measure the impact of process changes on key
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This note was uploaded on 04/02/2012 for the course INFS 1602 taught by Professor Bradley during the Three '12 term at University of New South Wales.

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Chapter 7 - Chapter 7 Systems as planned organizational...

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