1.
What could account for differences in the
uses of information systems in different organizations?
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Your Answer:
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What could account for differences in the uses of
information systems in different organizations?
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Every organization has its own culture and politics.
Organizations differ in structure, standard operating procedures, goals, the
group served, social roles, leadership styles, incentives, surrounding
environments, type of tasks they perform, and management decisions. Thus, each
organization is unique and will make use of technology in different ways to
express its worldview, and to maintain its competitive advantage.
2.
Discuss the concept of the reciprocal
relationship that organizations have with their environments.
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Your Answer:
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Discuss the concept of the reciprocal relationship that
organizations have with their environments.
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Organizations are open to, and dependent on, the
social and physical environment that surrounds them. Without financial and
human resources – people willing to work reliably and consistently for a set
wage or revenue from customers – organizations could not exist. Organizations
must respond to legislative and other requirements imposed by governments, as
well as the actions of customers and competitors. On the other hand,
organizations can influence their environments. They can form alliances with
others to influence the political process, and they advertise to influence
customer acceptance of their products.
3.
List at least five mediating factors
affecting the two-way relationship between organizations and information
technology. Which two factors are, in your opinion, least amendable to
management influence? Support your answer.
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Your Answer:
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List at least five mediating factors affecting the two-way
relationship between organizations and information technology. Which two
factors are, in your opinion, least amendable to management influence?
Support your answer.
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The mediating factors are environment, culture,
structure, standard procedures, business processes, politics, management
decision, and change.
4.
List the five organizational structures and
give an example of each.
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Your Answer:
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List the five organizational structures and give an
example of each.
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- Entrepreneurial structure – small start-up business
- Machine bureaucracy – midsized manufacturing firm
- Divisionalized bureaucracy – Fortune 500 firms such as General Motors
- Professional bureaucracy – law firms and school systems
- Adhocracy—consulting firms such as the Rand Corporation
5.
Define Porter's value chain competitive
forces models and include in your answer how these models are used by
organizations to obtain competitive advantages.
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Your Answer:
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Define Porter's value chain competitive forces models and
include in your answer how these models are used by organizations to obtain
competitive advantages.
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Value chain model highlights the primary or support
activities that add a margin of value to a firm's products or services where
information systems best can be applied to achieve a competitive advantage.
Primary activities are those activities that are most directly related to the
production and distribution of a firm's products or services. Support
activities are activities that make the delivery of a firm's primary activities
possible. They consist of the organization's infrastructure, human resources,
technology, and procurement. Organizations have competitive advantage when they
provide more value to their customers or when they provide the same value to
customers at a lower price.
Competitive forces model is used to describe interaction of external influences, specifically threats and opportunities that affect an organization's strategy and ability to compete. Competitive advantages can be achieved by enhancing the firm's ability to deal with customers, suppliers, substitute products and services, and new entrants to its market, which in turn may change the balance of power between a firm and other competitors in the industry in the firm's favor.
Competitive forces model is used to describe interaction of external influences, specifically threats and opportunities that affect an organization's strategy and ability to compete. Competitive advantages can be achieved by enhancing the firm's ability to deal with customers, suppliers, substitute products and services, and new entrants to its market, which in turn may change the balance of power between a firm and other competitors in the industry in the firm's favor.
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