Information and organizations chapter 1

Data

Raw facts

Information

Collection of data organized in such a way that they have value beyond the facts themselves

Process

Set of logically related tasks performed to achieve a defined outcome

Knowledge

Awareness and understanding of a set of information and the ways it can be made useful to support a task

Alphanumeric data

Numbers, letters, and other characters

Audio data

Sounds, noises, or tones

Image data

Graphic images and pictures

Video data

Moving images or pictures

The Value Of Information

Valuable information helps people perform tasks more efficiently and effectively

Characteristics of quality information

Accuracy and completeness are critical for data used in accounting for the management of company assets

Information systems

set of interrelated elements that:

1. Collect (input)

2. Process

3. Store

4. Disseminate data and information

5. provides a feedback mechanism to monitor and control its operation to make sure it continues to meet its goals and objectives

Computer-based information system (CBIS)

A single set of hardware, software, databases, network, people and procedures

Procedure

Defines the steps to follow to achieve a specific end result

3 Types Of Information systems

1. Personal IS

2. Group IS 3)Enterprise IS

Personal IS

Includes information systems that improve that productivity of individual users

Group IS

Includes information systems that improve communications and support collaboration among members of a workgroup

Enterprise IS

Includes information systems that organizations use to define structured interactions among their own employees and/or external customers, suppliers, government agencies, etc..

Key organizational complements

o Well-trained workers o System support o Better teamwork o Redesigned processes o New decision rights

Organization

A group of people that is structured and managed to meet it's mission or set of group goals

Value chain

A series (chain) of activities that an organization performs to transform inputs into outputs

Supply chain

Key value chain in a manufacturing organization

Supply chain management

encompasses all the activities required to get the right product into the right consumer’s hands in the right quantity at the right time and at the right cost

Physical flow

supplies and raw materials

Information flow

participants communicating their plans, coordinating their work, and managing the efficient flow of goods and material

Innovation

The application of new ideas to the products, processes, and activities of a firm, leading to increased value

Sustaining innovation

results in enhancements to existing products, services, and ways of operating

Disruptive innovation

one that initially provides a lower level of performance than the marketplace has grown to accept

Reengineering

Also called process redesign and business process

Continuous improvement

Constantly seeking ways to improve business processes and add value to products and services

Lewin's change model

1. Unfreezing: preparing for change

2. Moving: making the change

3. Refreezing: institutionalizing

Unfreezing

Preparing for change

Moving

Making the change

Refreezing

Institutionalizing

Driving forces

beliefs, expectations, and cultural norms that tend to encourage a change and give it momentum

Restraining forces

those that make it difficult to accept a change or to work to implement a change

Leavitt's Diamond

A theory that proposes that every organizational system is made up of four main components—people, tasks, structure, and technology—with an interaction among the four components

Organizational learning

The adaptations and adjustments based on experience and ideas over time

Successful IS workers traits

o Enjoy working in a fast-paced, dynamic environment o Meet deadlines and solving unexpected challenges o Possess good communication skills o Have solid analytical and decision-making skills o Develop effective team and leadership skills o Be adept at implementing organization change o Be prepared to engage in life-long learning in a rapidly changing field

Technical Skills IS works should have

o Capability to analyze large amounts of structured and unstructured data o Ability to design/build applications for mobile devices o Programing and application development skills o Technical support expertise o Project management skills o Knowledge of networking and cloud computing o Ability to audit systems and implement necessary security measures o Web design and development skills o Knowledge of data center operations

Chief Information Officer

Employs the IS department's equipment and personnel to help the organization attain its goals

Data center managers

Are responsible for the maintenance and operation of the organization’s computing facilities

System operators

run and maintain IS equipment

IS security analysts

are responsible for maintaining the security and integrity of their organizations’ systems and data

Local area network

Administrators set up and manage the network hardware, software, and security processes

Software developers

Write the software that customers and employees use

Systems analysts

Consult with management and users, as well as convey system requirements to software developers and network architects

Programmers convert

a program design developed by a systems analyst or software developer into one of many computer languages

Web developers

Design and maintain Web sites, including site layout and function, to meet the client’s requirements

Database administrators

Design and set up databases to meet an organization’s needs

System support specialists

Respond to telephone calls, email, and other inquiries from computer users

Shadow IT

A term used to describe the IS and solutions built and deployed by departments other than the information systems department

Certification

A process for testing skills and knowledge