Laudon MIS Ch01

2/21/2016
MIS14eCh01
Chapter 1
InformationSystemsin
BusinessToday
VIDEO CASES
Case 1: UPS Global Operations with the DIAD IV
Case 2: Google Data Center Efficiency Best Practices
Instructional Video 1: Green Energy Efficiency in a Data
Center Using Tivoli Architecture
Instructional Video 2: Tour IBMs Raleigh Data Center
Management Information Systems

Chapter1:InformationSystemsinGlobalBusinessToday
LearningObjectives
1. Howareinformationsystemstransforming
business,andwhyaretheysoessentialforrunning
andmanagingabusinesstoday?
2. Whatisaninformationsystem?Howdoesitwork?
Whatareitsmanagement,organization,and
technologycomponents?Whyarecomplementary
assetsessentialforensuringthatinformation
systemsprovidegenuinevaluefororganizations?
3. Whatacademicdisciplinesareusedtostudy
informationsystemsandhowdoeseachcontribute
toanunderstandingofinformationsystems?
1.3 Copyright 2016 Pearson Education, Inc.
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The SF Giants Win Big with Information Technology
Problem: Improving fan attendance and minimizing lost

revenue when season ticket-holders dont attend.
Solutions:
Enhance customer satisfaction by offering Wi-Fi

access and game-related information services.
Provide marketplace for ticketholders to resell tickets.
Enable dynamic pricing to sell more tickets.

The SF Giants Win Big with Information Technology
San Francisco Giants/AT&T Stadium uses Fieldf/x

to improve team decision making, Qcue to provide
dynamic ticket pricing, and wireless technology to
provide services for fans.
Demonstrates ITs role in increasing value and

revenue in any business.
Illustrates the potential for technology to improve

customer experience.

1.TheRoleofInformationSystemsinBusinessToday
Howinformationsystemsaretransforming
business
Emergingmobiledigitalplatform
Growingbusinessuseofbigdata
Growthincloudcomputing
Globalizationopportunities
Internethasdrasticallyreducedcostsofoperating
onglobalscale
Increasesinforeigntrade,outsourcing
Presentsbothchallengesandopportunities
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InformationTechnologyCapitalInvestment
FIGURE 1-1 Information technology capital investment, defined as hardware, software, and communications
equipment, grew from 14 percent to 33 percent of all invested capital between 1999 and 2013.

InteractiveSession:Management
MEETTHENEWMOBILEWORKERSp41
Read the Interactive Session and discuss the following questions
1. Whatkindsofapplicationsaredescribedinthecase?What
businessfunctionsdotheysupport?Howdotheyimprove
operationalefficiencyanddecisionmaking?
2. Identifytheproblemsthatbusinessesinthiscasestudy
solvedbyusingmobiledigitaldevices.
3. Whatkindsofbusinessesaremostlikelytobenefitfrom
equippingtheiremployeeswithmobiledevices?
4. Discusstheimplicationsofthisstatement:TheiPhoneis
notagamechanger,itsanindustrychanger.

Intheemerging,fullydigitalfirm:
Significantbusinessrelationshipsaredigitally
enabledandmediated.
Corebusinessprocessesareaccomplishedthrough
digitalnetworks.
Keycorporateassetsaremanageddigitally.
Digitalfirmsoffergreaterflexibilityin
organizationandmanagement.
Timeshifting,spaceshifting
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Growinginterdependence
between:
Abilitytouseinformationtechnology
and
Abilitytoimplementcorporate
strategiesandachievecorporategoals

Firmsinvestheavilyininformation
systemstoachievesixstrategicbusiness
objectives:
1. Operationalexcellence
2. Newproducts,services,andbusinessmodels
3. Customerandsupplierintimacy
4. Improveddecisionmaking
5. Competitiveadvantage
6. Survival

TheInterdependenceBetweenOrganizationsandInformationTechnology
Figure 1.2 In contemporary systems there is a growing interdependence between a firms information systems and its
business capabilities. Changes in strategy, rules, and business processes increasingly require changes in
hardware, software, databases, and telecommunications. Often, what the organization would like to do depends
on what its systems will permit it to do.
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1.Operationalexcellence:
Improvementofefficiencytoattainhigher
profitability
Informationsystems,technologyanimportant
toolinachievinggreaterefficiencyand
productivity
WalmartsRetailLinksystemlinkssuppliersto
storesforsuperiorreplenishmentsystem

2.Newproducts,services,andbusinessmodels:
Businessmodel:describeshowcompany
produces,delivers,andsellsproductorserviceto
createwealth
Informationsystemsandtechnologyamajor
enablingtoolfornewproducts,services,
businessmodels
Examples:ApplesiPad,GooglesAndroidOS,
andNetflix

3.Customerandsupplierintimacy:
Servingcustomerswellleadstocustomersreturning,
whichraisesrevenuesandprofits.
Example:Highendhotelsthatusecomputerstotrack
customerpreferencesandusedtomonitorand
customizeenvironment
Intimacywithsuppliersallowsthemtoprovidevital
inputs,whichlowerscosts.
Example:JCPenneys informationsystemwhichlinks
salesrecordstocontractmanufacturer
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4.Improveddecisionmaking
Withoutaccurateinformation:
Managersmustuseforecasts,bestguesses,luck
Resultsin:
Overproduction,underproduction
Misallocationofresources
Poorresponsetimes
Pooroutcomesraisecosts,losecustomers
Example:VerizonsWebbaseddigitaldashboardto
providemanagerswithrealtimedataoncustomer
complaints,networkperformance,lineoutages,and
soon

5.Competitiveadvantage
Deliveringbetterperformance
Charginglessforsuperiorproducts
Respondingtocustomersandsuppliersin
realtime
Examples:Apple,Walmart,UPS

6.Survival
Informationtechnologiesasnecessityofbusiness
Industrylevelchanges
Example:CitibanksintroductionofATMs
Governmentalregulationsrequiringrecord
keeping
Examples:ToxicSubstancesControlAct,
SarbanesOxleyAct
DoddFrankAct
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2.LearningObjectives

2.WhatIsanInformationSystem?
Informationsystem:
Setofinterrelatedcomponents
Collect,process,store,anddistribute
information
Supportdecisionmaking,coordination,and
control
Informationvs.data
Dataarestreamsofrawfacts.
Informationisdatashapedintomeaningfulform.

DataandInformation
Figure 1.3 Raw data from a supermarket checkout counter can be processed and organized to produce meaningful
information, such as the total unit sales of dish detergent or the total sales revenue from dish detergent for a
specific store or sales territory.
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Threeactivitiesofinformationsystems
produceinformationorganizationsneed
Input:Capturesrawdatafromorganizationor
externalenvironment
Processing:Convertsrawdataintomeaningful
form
Output:Transfersprocessedinformationto
peopleoractivitiesthatuseit

Feedback:
Outputisreturnedtoappropriatemembersof
organizationtohelpevaluateorcorrectinputstage.
Computer/computerprogramvs.
informationsystem
Computersandsoftwarearetechnicalfoundation
andtools,similartothematerialandtoolsusedto
buildahouse.

FunctionsofanInformationSystem
An information system
contains information about an
organization and its
surrounding environment.
Three basic activitiesinput,
processing, and output
produce the information
organizations need. Feedback
is output returned to
appropriate people or activities
in the organization to evaluate
and refine the input.
Environmental actors, such as
customers, suppliers,
competitors, stockholders, and
regulatory agencies, interact
with the organization and its
information systems.
Figure 1.4
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InformationSystemsAreMoreThanComputers
Using information systems

effectively requires an
understanding of the
organization, management, and
information technology
shaping the systems. An
information system creates
value for the firm as an
organizational and
management solution to
challenges posed by the
environment.
Figure 1.5

Organizationaldimensionofinformation
systems
Hierarchyofauthority,responsibility
Seniormanagement
Middlemanagement
Operationalmanagement
Knowledgeworkers
Dataworkers
Productionorserviceworkers

LevelsinaFirm
Business organizations are

hierarchies consisting of three
principal levels: senior
management, middle
management, and operational
management. Information
systems serve each of these
levels. Scientists and
knowledge workers often work
with middle management.
Figure 1.6
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Organizationaldimensionofinformation
systems(cont.)
Separationofbusinessfunctions
Salesandmarketing
Humanresources
Financeandaccounting
Manufacturingandproduction
Uniquebusinessprocesses
Uniquebusinessculture
Organizationalpolitics

Managementdimensionofinformation
systems
Managerssetorganizationalstrategyfor
respondingtobusinesschallenges
Inaddition,managersmustactcreatively:
Creationofnewproductsandservices
Occasionallyrecreatingtheorganization

Technologydimensionofinformation
systems
Computerhardwareandsoftware
Datamanagementtechnology
Networkingandtelecommunicationstechnology
Networks,theInternet,intranetsand
extranets,WorldWideWeb
ITinfrastructure:providesplatformthatsystem
isbuilton
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InteractiveSession:Organizations
UPSCOMPETESGLOBALLYWITHI.T.p55
Read the Interactive Session and discuss the following questions
1. Whataretheinputs,processing,andoutputsof
UPSspackagetrackingsystem?
2. WhattechnologiesareusedbyUPS?Howarethese
technologiesrelatedtoUPSsbusinessstrategy?
3. WhatbusinessobjectivesdoUPSsinformation
systemsaddress?
4. Whatwouldhappenifthesesystemswerenot
available?

DimensionsofUPStrackingsystem
Organizational:
Proceduresfortrackingpackagesandmanaging
inventoryandprovideinformation
Management:
Monitorservicelevelsandcosts
Technology:
Handheldcomputers,barcodescanners,networks,
desktopcomputers,andsoon

Businessperspectiveoninformation
systems:
Informationsystemisinstrumentforcreating
value
Investmentsininformationtechnologywillresult
insuperiorreturns:
Productivityincreases
Revenueincreases
Superiorlongtermstrategicpositioning
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Businessinformationvaluechain
Rawdataacquiredandtransformedthroughstages
thataddvaluetothatinformation
Valueofinformationsystemdeterminedinpartby
extenttowhichitleadstobetterdecisions,greater
efficiency,andhigherprofits
Businessperspective:
Callsattentiontoorganizationalandmanagerial
natureofinformationsystems

TheBusinessInformationValueChain
Figure 1-7 From a business perspective, information systems are part of a series of value-adding activities for acquiring,
transforming, and distributing information that managers can use to improve decision making, enhance
organizational performance, and, ultimately, increase firm profitability.

Investingininformationtechnologydoesnot
guaranteegoodreturns.
Thereisconsiderablevariationinthereturns
firmsreceivefromsystemsinvestments.
Factors:
Adoptingtherightbusinessmodel
Investingincomplementaryassets(organizational
andmanagementcapital)
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VariationinReturnsonInformationTechnologyInvestment
Although, on average,
investments in information
technology produce returns far
above those returned by other
investments, there is
considerable variation across
firms.
Figure 1.8

Complementaryassets:
Assetsrequiredtoderivevaluefromaprimary
investment
Firmssupportingtechnologyinvestmentswith
investmentincomplementaryassetsreceive
superiorreturns
Example:Investintechnologyandthepeopleto
makeitworkproperly

Complementaryassetsinclude:
Organizationalassets,forexample:
Appropriatebusinessmodel
Efficientbusinessprocesses
Managerialassets,forexample:
Incentivesformanagementinnovation
Teamworkandcollaborativeworkenvironments
Socialassets,forexample:
TheInternetandtelecommunicationsinfrastructure
Technologystandards
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3.LearningObjectives

ContemporaryApproachestoInformationSystems
The study of information

systems deals with issues and
insights contributed from
technical and behavioral
disciplines.
Figure 1.9

3.StudyingInformationSystems
Technicalapproach
Emphasizesmathematicallybasedmodels
Computerscience,managementscience,operations
research
Behavioralapproach
Behavioralissues(strategicbusinessintegration,
implementation,etc.)
Psychology,economics,sociology
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ManagementInformationSystems
Combinescomputerscience,managementscience,
operationsresearch,andpracticalorientationwith
behavioralissues
Fourmainactors
Suppliersofhardwareandsoftware
Businessfirms
Managersandemployees
Firmsenvironment(legal,social,culturalcontext)

Approachofthisbook:Sociotechnicalview
Optimalorganizationalperformanceachievedby
jointlyoptimizingbothsocialandtechnicalsystems
usedinproduction
Helpsavoidpurelytechnologicalapproach

ASociotechnicalPerspectiveonInformationSystems
Figure 1-10 In a sociotechnical perspective, the performance of a system is optimized when both the technology and the
organization mutually adjust to each other until a satisfactory fit is obtained.
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2/21/2016

Management Information Systems

Management Information Systems

The SF Giants Win Big with Information Technology

Problem: Improving fan attendance and minimizing lost

Enhance customer satisfaction by offering Wi-Fi

Provide marketplace for ticketholders to resell tickets.

Enable dynamic pricing to sell more tickets.

1.4 Copyright 2016 Pearson Education, Inc.

Management Information Systems

The SF Giants Win Big with Information Technology

San Francisco Giants/AT&T Stadium uses Fieldf/x

Demonstrates ITs role in increasing value and

Illustrates the potential for technology to improve

1.5 Copyright 2016 Pearson Education, Inc.

Management Information Systems

1.6 Copyright 2016 Pearson Education, Inc.

Management Information Systems

1.7 Copyright 2016 Pearson Education, Inc.

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Management Information Systems

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Management Information Systems

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Management Information Systems

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Management Information Systems

Using information systems

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Management Information Systems

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Management Information Systems

Business organizations are

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Management Information Systems

Management Information Systems

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Management Information Systems

Management Information Systems