Information Systems in Organizations

Department of Commerce, University of Karachi

Organizations & Information Systems

Department of Commerce, University of Karachi

Value Chain

Department of Commerce, University of Karachi

Organizational Structure
Organizational subunits and their relationship with the overall organization Categories of organizational structure: Team Traditional Multidimensional Project Virtual

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Traditional Organizational Structure

Department of Commerce, University of Karachi

Traditional Organizational Structure

Department of Commerce, University of Karachi

Project Organizational Structure

Centered on major products and services Temporary project teams, When the project is complete, the members go for a new project.

Department of Commerce, University of Karachi

Project Organizational Structure

Department of Commerce, University of Karachi

Team Organizational Structure

Temporary or permanent teams Work groups Various sizes

Department of Commerce, University of Karachi

Multidimensional Organizational Structure

May incorporate several structures at the same time Advantage: ability to simultaneously stress both traditional corporate areas and important product lines Disadvantage: multiple lines of authority
Department of Commerce, University of Karachi

Multidimensional Organizational Structure

Department of Commerce, University of Karachi

Virtual Organizational Structure Employs business units in geographically dispersed areas People may never meet face to face Can be permanent or temporary

Department of Commerce, University of Karachi

Organizational Culture and Change

Department of Commerce, University of Karachi

Organizational Culture
Shared understandings, values, and assumptions in an organization Influences information systems

Department of Commerce, University of Karachi

Organizational Change
Kurt Lewin & Edgar schein Proposed a Change Model

Department of Commerce, University of Karachi

Reengineering

Department of Commerce, University of Karachi

Reengineering

Department of Commerce, University of Karachi

Continuous Improvement
Constantly seeking ways to improve business processes to add value to products & services Benefits: Increased customer loyalty Reduction in customer dissatisfaction Reduced opportunity for competitive inroads

Department of Commerce, University of Karachi

Continuous Improvement vs. Reengineering

Department of Commerce, University of Karachi

Technology Diffusion, Infusion, and Acceptance

Technology diffusion - measure of widespread use of technology Technology infusion - extent to which technology permeates a department Technology Acceptance Model (TAM) specifies factors that can lead to higher usage of technology

Department of Commerce, University of Karachi

Total Quality Management (TQM)

Quality: ability of a product or service to meet or exceed customer expectations TQM: approaches, tools and techniques used to achieve quality throughout the organization

Department of Commerce, University of Karachi

Outsourcing and Downsizing

Outsourcing: contracting with outside professionals services to meet specific business needs
Downsizing: cutting the number of employees

Department of Commerce, University of Karachi

Summary
Value-added processes increase the relative worth of combined inputs on their way to becoming final outputs Business process reengineering involves the radical redesign of business processes, organizational structures, and information systems Information systems personnel typically work in an information systems department that employs a chief information officer, systems analysts, and computer programmers
Department of Commerce, University of Karachi