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controls 79 m For example, deregul red ‘market demands. The asset safeguarding and data inte Internal Organization of the Information Systems Function development group, a p preparation group, and ‘These groups in turn, were subdivided further ‘group might be broken up into a development group and & snrol Framework ta 80 PARTI The Management Control F [omen] [er ema [> L gine ats | | Ap@teatons F ten had many levels, and each ‘a small number of immediate positions and a reporting, and ion-processing needs to be met effect CHAPTER 9 Top Management Controls 81m Poston Description Application programmer Systems programmer Data administrator Database administrator Security ads implementing, nd maintaining feone) CHAPTER 3 Top Management Controls 83m the organiza. ‘we will be less Vie Preside Marketing ‘ice Prosdent Producsoe 1m 84, PARTI The Man ex management function designed to influence the by group. Thi ading is to act that i, a person's or group's objectives m ict with th rization’s objectives. The process of leading requites managers to agement fective leadership can result Motivating Infor mation Systems ‘The research and ‘Systems Personne} years, various ‘writings on human mot major theories of motivere vation CHAPTER 3 Top Management Controls 85m rect mi the outcome could be motivated. What they can do when mot jects to meet their budes lership Styles with Information Systems Personnel and Their Jobs Managers who adopt an effective leadership sty tics: awareness—they understand the esse empathy—they can place they can examine and evs they are aware of the results their actions evoke. They al need for achievement, are self-assurt certain characteris- mn and leadership; others; objectivity— and sell ledge— to have a high ing purposes and a hi leadership probably wil ship styles. Indeed, at the person having’ m ‘Some researchers argue patterns of behavior how they lead, Thus, m: shou ‘sen who have a leadership style appropriate to the circumstances, ‘searchers say that managets can be trained the demands of the job. Again, auditors usually have neither the an in-depth evaluation of managers’ abil leadership style for different personnel and different situation: motivation, they must be aware of indicators that suggest poor leader turnover, projects failing to meet budgets, and so on, viewpoints, and have pe naa No ote ‘managers, the auditor will also form an opini., ey are likely to communicate with their staff ‘Communications problems can sometimes have a direct, im Forexamy working on an information systems proj stand the directions given by top management, and a serious ert the design of a system. The effects of communi indirect and long term, For example, the respect of their staff, and high » Senior manager: mover of information system, ss both the short-run and CHAPTER Top Management ontro's 87 a 2 1 organization getting value for money from its information tion? Each que whether the information systems function is evaluate how well top management is mor Tuaction Tn terms of the first question, managers oft ple, they could be information-tech ‘may be required to cnsure they catch up with industry nocms. Thiré, spe fn the information systems funetion is not tied to the averall corpor: ‘egy. An industry-averages spending st information systems as a back-office function rather than one the capital-investment analysis of information systems projects is plagued the high cisk of by many problems, such as the large number ation technolOLy 10 achieve, “any abnormal returns o Jd be copied by comy uses inform performing the global assess, ‘and operational plans. Actua} fong-run and short-run goals ar «ftumaround organi ‘Technology Diffusion and Control of the information Systems Function Se __arncteritnof Stage ston txalaon of cs pen aoe rane ep teenw rane aeons controls 89 CHAPTER 3. Top Manager ata processing budge dol work and to be apprised of any changes to polici them, The policies that top managers choose to establish depend prim. ‘ways the information systems function is organized and th ties undertaken. If the information systems function throughout the organization, for example, policies will be ocumentn sands Pretconta ondds sae sands ‘arianee-montaring proce Descibe the way in which e, ‘se ct I the first Priorities , 1 computing serves * One approach sto 'i8 10 reduce all in‘ CHAPTER 3 Top Management Controls 91 , some type of charg ZBB can become complex, in diferent goals—cost recovery, reasonable ‘on investment. fer price or charge must be determined, Again, several Explanation Allocated cost Atte conclusion of sometime period, the costs for the period are ‘charged to users on the basis the proportion services. Negotiated price Marker ‘Users are charged forthe provision of services a current mah var prcesforthe serves, ae —“gexXeOonX- a 3 bee ‘for scribe ea ee isonet tors © the infor, vo for the number of report pages produ ental processor cycles ‘an relate to the former measures; the lat: net nether top Manageme formation systems ser omy perspective Wh Ws consider follow: ser ve contigs vs they ml jon systems se given account von atin wit pet FO rn ao ae nO TAS, NE of Temes or exam A in pone ms be ong mee out How the shoul en ‘oven, users must be able to understni for example, should ‘onsumed or the humber of disk inps: examine the major func \d controlling, For each search provide norniaiN® (valuation, They must first de way the organization from 3%, dsc? agement’ performane be capable of e ion systena tating the quality of? manasa fugeig eS fUNction? en en hy PSRNgoreanizing, at a ato the ifort valuation of typ forms n ion, oe plane thar ee \5 93 = ment Contos CHAPTER 2 Top Menage” about how well information systems staff are develope 3-11 What impact has the widespread aia of min computers had on the deisian to centr sets and mi the infor dior about the ti psn two majo concer that we sould have audit pied ir - 8s are defined. 3-46 What concerns soul suitors have about where the information systems fincton scented wibinrganiatons? sea 17 Whatare te tre primary ts tha op manegement mus ey o sive ledersh ‘of personnel who work in the information ate that {op management is not provid- -ship ofthe information systems function, lop management can use to exercise over: ems function, "stage growth hypothesis, What i the relevance ofthe stage- growth hypothesis tothe information systems auditor? 3-21 Biitly explain the difference between polices and standards. Wha ‘managements esponsitlies with respec o information systems and standards? 322 Briefly explain the nature of methods standards, performance standards, and ‘documentation standards. +25 Brey explain the nature of 8B, How might ZBB be used to contro of infomation systems services? tt ZBB BE Used to control users 324 Briefly explain the nature of transfer pricing or chan {er pricing or chargeout be used to control users of services? Beout. How might trans- information systems be a characteristic of an informa, formation systems activities portant large amount of work will be required to prepare the plan lowing is mas likely to be a characteristic of the informatict backbone organization? ‘0 be represented on the committee than conte OO long-run, stratepcisues ae ‘wil comprise a broad base of information became, 1 PMOning within the informa ae on systems function is necessary 95 = CHAPTER 3 Top Management Controls cialized roles ‘¢ Aierarchy with many levels so reeds can be accommodated 4 A fat structure with multiskiled groups that have an end-user/eustomer dd Systems programmers and Ina strategic organizati ‘cated under the: Controller bb Chief executive officer © Marketing vice president 4 Production vice president 3413 Which ofthe following statements best describes how the information. ee sen ae soma | ccc ae dines to assess the goal fal way of determining HOw 14 Suratepic organizations ‘nea reason given by top managers to a ‘¢ Many of the important benefits provided by the information systems func: ong-run costs and benefits of an information systems are difficult to 4 SSinue case thc en be quickly eroded through technological bso- ‘5-16 Which of the following statements about Nolan's stage-growth model of com i 1 The contagion phase fllows the control phase © Mismore ikely 1 SAY 12-day resource Pring ata? ain acceptance among wee i Daal res at unaly tenants UNE thet Wefuine ma te rv wre ae CHAPTERS Top Management C ercises and Cases eet that enables its customers to share automatic teller machi point-of-sale devices (POSS). Using the network, an accout customer financial institution can enter transactions ata tached to the network and have these transactions rout PUFTS is currently undertaking an intensive research and development program o develop new hardware and software to support public electronic funds transfer systems. Approximately 30 percent of current expendi devoted to research and development. The projects are high risk, bi tential payoffs are also high. If one of the projects is successful Sue pur ‘neoyoursg “> sower ‘pas “ueMapain “ZLOI-9901 ‘(2aquiaz9q) WOV ay fo suouwonu “mania poienon MP] §,yosorp :Bunndwo. MY 21P9§ Jo somouoog,, “(/861) wHeH] “wos|apuayy “9ST-Shl \(rensqoq—Arenuep) mario ssou “18mg paossoyy ,osin07) BOHET in “CE¥T) INGE “Td Pup “Komayon “| souey ‘use “4 “uEe.iq “GYE-61E (soquia99q) stung ndo wowaseueyy pur suores> . 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