 | Management Information Systems 4/e - James A. O'Brien | |||||
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Chapter 13: Managing IT: Enterprise and Global Management
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Centralization or Decentralization:
Modern computer-based information systems can support either the centralization or decentralization of information systems operations and decision-making within computer-using organizations. Centralization or Decentralization: IS IS resources can be distributed throughout an organization or consolidated in corporate data centres. Centralization or Decentralization: Operations & Management Information systems can help management centralize operations or IS can help in decentralizing operations. Chargeback Systems Methods of allocating costs to end user departments based on the information services rendered and information system resources utilized. Chief Information Officer A senior management position that oversees all information technology for a firm concentrating on long-range information system planning and strategy. Cultural Political and Geoeconomic Challenges Differences in customs governmental regulations and the cost of living in different countries. Data Centre An organizational unit which uses centralized computing resources to perform information processing activities for an organization. Also known as a computer centre. Development Centre Systems development consultant groups formed to serve as consultants to the professional programmers and systems analysts of an organization to improve their application development efforts. Downsizing Many organizations are downsizing from the use of large computer systems to networks of small computers. End User Services Consulting and training services provided to end users in an organization. Global Business Drivers These include global customers products operations resources and collaboration. Global Company A global company is one which balances its strategies and activities to ensure that it is serving customers in each locality with sensitivity and excellence while still implementing a whole-world strategy that serves its global customers with excellence. Global Information Technology The use of computer-based information systems and telecommunications networks using a variety of information technologies to support global business operations and management. Global IT Management Dimensions of global IT management include:1) Business IT Strategies 2) Application Portfolios 3) Technology Platforms 4) Data Management and 5) Systems Development Global IT Management: Applications IT applications may depend on business requirements (business drivers) caused by the nature of the industry and its competitive environmental forces. Business drivers for global IT applications include: 1) Global Customers 2) Global Products 3) Global Operations 4) Global Resources and 5) Global Collaboration. Global IT Management: Business/IT Strategies Many firms are moving toward transnational business strategies in which they integrate their global business activities through close cooperation and interdependence between their international subsidiaries and their corporate headquarters. Global IT Management: Data Issues Global IT and end user managers must deal with restrictions on the availability of hardware and software restrictions on transborder data flows (TDF) and movement of personal data and difficulties with developing common data definitions and system requirements. Global IT Management: IT Platforms The choice of technology platforms (also called the technology infrastructure) is a major dimension of global IT management. Technology platforms required to support a global business operation must consider include: 1) Hardware choices 2) Software choices 3) Telecommunications networks and 4) Computing facilities. Global IT Management: Systems Development Database management methods have to be developed and systems development projects have to be managed in order to produce the global information systems that are required to compete successfully in the global marketplace. Human Resource Management of Information Technology Reaching agreement on systems requirements is always difficult but becomes many times more difficult when the users and developers are in different countries. Strategies must be developed in order to solve some of the problems of global systems development. Impact of IT Managers now have a lot of information information processing power and responsibility for information systems. Impact of IT: On Management Managers now have a lot of information information processing power and responsibility for information systems. Impact of IT: On Organizations Information technology affects the people tasks technology culture and structure of organizations which affects how it will organize and use information technology. Information Centre A support facility for the end users of an organization. It allows users to learn to develop their own application programs and to accomplish their own information processing tasks. End users are provided with hardware support software support and people support (trained as consultants). 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. Five Dimensions of IRM The five dimensions of IRM include: 1) Strategic management 2) Resource management 3) Functional management 4) Technology management 5) Distributed management. Information Services Functions Includes systems development operations and technical services. Information Systems Performance Managers must ensure that IT is being effectively efficiently and economically in their organizations Management Involvement The experiences of successful organizations reveal that the basic ingredient of high quality information systems performance is extensive and meaningful management involvement. Operations Management Includes the management of activities such as data entry equipment operations production control and production support. Organizations as Sociotechnical Systems To better understand the organizational impact of information technology it is useful to view an organization as a sociotechnical system in which people tasks technology culture and structure are the basic components. To improve an organization's performance managers must (1) change one or more of these components and (2) take into account the relationships among these interdependent components. Outsourcing IS Operations Turning over all or part of an organization's information systems operation to outside contractors known as systems integrators or facilities management companies. Systems Performance Monitor A software package that automates many of the operations management activities. Systems Development Management Managing systems development requires the planning organizing and controlling of systems analysis programming and end user activities related to various IS development projects and thus requires a project management effort. Technology Management The establishment of organizational groups to identify introduce and monitor the assimilation of new information system technologies into organizations. Telecommunications Network Management The management of development administration and maintenance of telecommunications networks and their hardware and software. Transborder Data Flows The flow of business data over telecommunications networks across international borders. Transnational Strategy A management approach in which an organization integrates its global business activities through close cooperation and interdependence among its headquarters operations and international subsidiaries and its use of appropriate global information technologies. |
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