Information Systems, Not Computer Science

reading out railway lines, Not Computer acquaintanceThe largest growth in virtu all(prenominal)y economies is coming from enculturation industries. The success of such intimacy-based organisations lies in their knowledge outlines. Also, forced by technological modification and globalisation of markets, many manufacturing industries argon also placing increasing emphasis upon schooling systems. Information systems atomic number 18 to a greater extent than just computer programs. Though nurture and communications technologies are performing an increasing role in meeting organisations information needs, an information system is a much more general concept. It refers to the wider systems of people, data and activities, both computer-based and manual, that effectively gather, process, store and disseminate organisations information2.0 Information Systems not Computer ScienceInformation systems, as a discipline, focuses on exploring the interface between management, informat ion science and computer science. Computer Science focuses on information engineering software. Information Systems mediates the cardinal opposing worlds of human activity systems and information engineering science3.0 Information Systems and the Modern Organization3.1 Outline warring return and strategical Information Systems growth of Information Systemssmorgasbord of Information SystemsThe Modern calculation EnvironmentManaging Information options3.2 Learning Objectives place Porters competitory forces model.Discuss strategies that companies outhouse use to achieve competitive advantage in their industries.Describe strategic information system (SISs) and how information technology helps companies improve their competitive positions.Describe various information systems and their evolution.Learn major Information System classification schemes.Describe the emerging computer science environments.Describe how information resources are managed and the roles of the information systems department and the end users4.0 Competitive advantage and SISCompetitive Advantage An advantage over competitors in some measure such as cost, quality, or speed, which leads to hear of a market and to larger than average profits.4.1 Competitive forces modelA trade framework, devised by Michael Porter, for analyzing competitiveness by facial expression at five major forces that might alter a firms competitive standing.4.2 Porters five forces Model4.3 Strategies for Competitive AdvantageCost Leadership. Produce products and/or services at the lowest cost in the industry.Differentiation. Offer distinguishable products, services or product features. node orientation. Concentrate on qualification customers happy so that they remain loyal.New markets. Discover new markets every as a means of expansion and growth, or with the goal of capturing market niches.Innovation. Introduce new products and services, add new features to existing products and services or develop new ways t o produce them.Operational Effectiveness. Improve the way in which internal business processes are executed so that a firm performs similar activities better than its rivals. intervention Which of these strategies buns be raise by the use of IS/IT, and how?4.4 Strategic Information Systems (SISs)Systems that help an shaping hit a competitive advantage through their contribution to the strategic goals of an organization and / or their ability to significantly increase performance and productivity.4.5 IS Related organizational ResponsesStrategic Systems may suffer advantages that enable organizations to increase market apportion and/or profits, to better negotiate with suppliers, or prevent competitors from entering their markets.Customer Focus is the idea of attracting and keeping customers by providing superb customer service. hobo be enhanced by use of IS/IT.Made-to-Order. is a strategy of producing customized products and services. caboodle Customization is producing a la rge quantity of items, but customizing them to fit the desire of severally customer.E business and Ecommerce. Is the strategy of doing business electronically.Discussion Which Information Systems would be strategic forAn universityAn online book storeA car manufacturer?5.0 Evolution of Information SystemsThe first business application of computers (in the mid1950s) performed repetitive, high volume, transaction computing tasks.The computers crunched numbers summarizing and organizing transactions and data in the accounting, finance, and human resources areas. Such systems are generally called transaction processing systems (TPSs).Management Information Systems (MISs) these systems access, organize, summarize and presentation information for supporting routine ratiocination making in the operative areas.Office Automation Systems (OASs) such as word processing systems were develop to support office and clerical workers.Decision Support Systems were developed to provide computer b ased support for complex, or no routine decision making.End-user computing The use or development of information systems by the spark advance users of the systems outputs, such as analysts, managers, and other schoolmasters. intimacy Management Systems support creating, gathering, organizing, combine and disseminating of an organization knowledge.Data Warehousing A data warehouse is a database designed to support DSS, ESS and other analytical and end-user activities.Intelligent Support System (ISSs) Include expert systems which provide the stored knowledge of experts to non experts, and a new typewrite of intelligent systems with machine learning capabilities that can learn from historical cases. alert reckoning Information systems that support employees who are working with customers or business partners outdoor(a) the physical boundaries of their companies can be done over equip line or wireless networks.6.0 Classification of Information SystemsThe two most common classific ations areClassification by breath of supportClassification by organizational level.6.1 Classification by Breath of Support veritable(prenominal) information systems that follow the hierarchical organization structure are in operation(p) (departmental), enterprisewide and interorganizationalFunctional information systems are organised around the traditional departments. initiative information systems serve several departments or the entire enterprise.Inter organizational systems connect two or more organizations.An organizations supply chain distinguish the flow of materials, information, money, and service from raw material suppliers through factories and warehouses to the end customers.IT provides two major types of software solution for managing supply chain activities Enterprise Resource Planning ( ERP),Supply Chain Management (SCM)6.2 Departmental, corporate, and inter organizational IS6.3 IT outside your organization6.3 Classification by Organization directsThe typical ent erprise is organised hierarchically, from the clerical and office worker layer, to the operational layer, the managerial layer, the knowledge worker layer and finally the strategic layer.6.4 levels in an Organization6.5 The Clerical LevelClerical workers constitute a large class of employees who support managers at all levels of the company. Among clerical workers, those who use, manipulate, or disseminate information are referred to as data workers. These employees include bookkeepers, secretaries who work with word processors, electronic file clerks, and restitution claim processors.6.6 The Operational LevelOperational or first line managers cut through with the day to day operations of the organization, making routine decisions, which deal in general with activities such as short-term planning, organizing, and control6.7 The Knowledge Work LevelThey act as advisors and assistants to both top and fondness management and are often subject area experts. Many of these professiona l workers are classified as knowledge workers, people who create information and knowledge as part of their work and integrate it into the business.6.8 The Strategic LevelTop-level or strategic managers (the executives) make decisions that deal with situations that may significantly change the manner in which business is done.7.0 The Modern Computing EnvironmentComputing Environment The way in which an organizations information technologies (hardware, software, and communications technology) are organized and integrated for optimal efficiency and effectiveness.Legacy system Older systems, typically those that process an organizations high volume transactions that are central to the operations of a business.8.0 Managing Information ResourcesInformation resources includes hardware, software, data, networks, applications etc.Management includes acquisition, introduction, support.Traditionally, department (ISD IS department) owns, manages and controls all resourcesEnd-user computing em ployees use computers, write applications, manage data etc.Leads to fragmented management and need for cooperation between ISD and usersWho is responsible for which resources?Includes financial responsibilities (contracts between users and ISD IT controlling)Discussion What are the possible problems associated withComplete control at ISD, andComplete control for end-users?Which factors in a company would lead to which outcomeChief Information Officer (CIO) sometimes member of top management, nowadays no long-lived technical, but strategic functionIT Governance the leadership and organisational structures and processes that ensure that the organisations IT sustains and extends the organisations strategies and objectives. modelling for IT Governance COBITControl Objectives for IT and colligate TechnologiesMandated for Turkish banks in 2006Domains Plan and Organize, dumbfound and Implement, Deliver and Support, Monitor and EvaluateCOBIT9.0 The information system strategies imple mentation in UK companies9.1 Strategic process formalityBusiness strategy relationship% companiesThe ISS is a formal documented part of the business strategy47.5There is no formal documentation, but the ISS is related to specific strategic aims41.8The ISS is a departmental function, rather than a corporate function6.4The ISS is not seen as related to the business strategy0.09.2 Success of strategies9.4 ConclusionCollective intelligence and knowledge management can survive effective mechanisms to help avoid the disturbances conduct to internal disequilibrium within the organisation. Collective intelligence and knowledge management can remediate the negative effects of the instability of environment. The information and knowledge become raw materials for the intelligent organisation their management requires simple solutions. Life regular recurrence for products and services is getting shorter the markets are global, fragmented by the needs and exigencies of the clients. The organi sational culture evolves according to the aggregate strategy. The role of knowledge manager is to invest in the acquisition and dissemination of knowledge, leaving the employees to capitalise their personal competence