Management Information Systems
Download
Report
Transcript Management Information Systems
10
Chapter 10
Organizing Information
Systems and Services
Management Information Systems, Second Edition
Effy Oz
Learning Objectives
When you finish this chapter, you will
10
Understand the different ways in which ISs are
deployed in organizations.
Be able to list and explain the advantages and
disadvantages of each IS architecture.
Know the importance of collaboration between IS
managers and line managers, and understand the
relationships between the two groups.
Be able to describe career paths and responsibilities
in the IS field.
2
Information Systems
Architecture and Management
Centralized Information Systems Architecture
Mainframes dictated IS architecture be centralized
10
Advantages
High degree of control
Easy to maintain hardware, software, procedure, and
operation standards
Easy control of access to information
Disadvantages
Inflexible
Lack of customization
3
Information Systems
Architecture and Management
10
Figure 10.1 In centralized IS architecture, information
resources are maintained on one or several large computers
that are centrally controlled.
4
Information Systems
Architecture and Management
Decentralized Information Systems
Architecture
10
Allows departments and remote sites independence in
organizing and using their ISs
Local IS department establishes infrastructure
Disadvantages
Difficult to share applications and data among units
Expensive to maintain and service different systems
5
Information Systems
Architecture and Management
10
Figure 10.2 In decentralized IS architecture, workers at
different sites and departments (A, B, C) use information
resources that are dedicated to their site or department.
6
Information Systems
Architecture and Management
Distributed Information Systems
10
Each unit selects and implements its own
system.
Remote units can share resources through
communication lines.
Many organizations changing to
distributed architecture.
Increased reliability and affordability of data
communication and PC technology
7
Information Systems
Architecture and Management
10
Figure 10.3 In distributed IS architecture, workers use
the information resources of their own site or
department, but can also use the resources of other sites
or departments through communication lines
8
Information Systems
Architecture and Management
10
Figure 10.4 Centralized vs. decentralized IS
trade-offs
9
Information Systems
Architecture and Management
Centralized vs. Decentralized ISs:
Advantages and Disadvantages
10
Advantages of Centralized IS Management
Standardized hardware and software
Easier training
Encouragement of common reporting systems
Effective planning of shared systems
Easier strategic planning
Efficient use of IS personnel
Accommodation of tight control by top
management
10
Information Systems
Architecture and Management
10
Figure 10.5 Centralized management of ISs
11
Information Systems
Architecture and Management
Advantages of Decentralized IS
Management
10
Better fit of ISs to business needs
Timely responsiveness of IS units to business
demands
Encouragement of end user application
development
More innovative use of ISs
Support for delegation of authority
12
Information Systems
Architecture and Management
10
Figure 10.6 Decentralized management of ISs (in
fully decentralized management, the central IS unit
would not exist)
13
Information Systems
Architecture and Management
Trends in Information Systems Organization
10
Discarding Big Iron (mainframe computers)
Switch to PCs brings distributed IS architecture benefits.
Some companies keep mainframe for processing power.
Reengineering with Information Technology
Effort for breakthrough gains through radical business
process and system changes.
Almost always leads to integrating IT in all processes.
14
Organizing the IS Staff
Central IS Organization
Corporate IS team serves all units
10
IS Director oversees departments within IS
System development and maintenance
Information center
Communications
Data administration
Research and development
Involved in virtually every aspect of IT
Steering committee oversees IS services
15
Organizing the IS Staff
10
Figure 10.7 An example of an IS unit’s organization with centrally
managed ISs
16
Organizing the IS Staff
Functional IS Organization
Each unit fulfills IS needs independently.
10
Each business unit has one or several IS
professionals who report to the unit
manager.
Funds come from unit budget.
Small central unit can coordinate IS for
departments that need help.
17
Organizing the IS Staff
10
Figure 10.8 An example of IS personnel locations in an
organization with functionally managed ISs
18
Organizing the IS Staff
The Best of Both Approaches
10
Many companies use elements of both
central and functional IS management.
Regardless of IS management,
implementation depends on position of
highest IS officer.
Reports to VP: IS provides technical solutions
Reports to CEO: IS more involved in strategic
planning
19
Organizing the IS Staff
10
Figure 10.9 The number of CIOs reporting directly to a CEO
has increased in recent years
20
Challenges for IS Managers
and Line Managers
Line Managers’ Expectations of an IS Unit
Broad understanding of business activities
10
Prompt response to information needs
Clear explanation of what technology can and can’t do
Candid explanations of what IS can and can’t do
Honest budgeting
Single point of contact
21
Challenges for IS Managers
and Line Managers
IS Manager Expectations of Line Managers
10
Projected list of basic IS needs
Clear explanation of business processes that need
support once an IS manager is asked to develop a
new system
What features the business manager wants in the
new system once general automation process is set
22
The Information Center
Coordination and Control
Hardware and software purchases
10
Application development
Development and use of databases by end
users
Support
Training and response to requests for help
Help desk: Troubleshoot on demand
23
The Information Center
10
Figure 10.10 The help desk is an essential resource for
IS users.
24
Chargeback Methods
Two ways to treat cost of IS function
Part of overhead cost: General shared
expense
10
Chargeback system: Units charged for
services
Service Charges
What is chargeable?
Personnel hours
Computer time
External storage space
Number of input and output operations
Paper output
25
Chargeback Methods
Desirable Chargeback Features
10
Accountability
Controllability
Timeliness
Congruence with organizational goals
Chargeback Criticism
Expense may discourage IT initiatives
High rates can be frustrating
Overhead Expenditures
Research and development
Corporation-wide data communications
26
Careers in
Information Systems
Systems analyst
Limited analysis of business needs and ISs
10
Updates and maintains existing ISs
Designs new ISs
Analyzes system requirements from user input
Documents efforts and system features
Provides specifications for programmers
Agents of change
Good persuasion and presentation skills
27
Careers in
Information Systems
10
Figure 10.11 The multiple roles of a systems analyst.
28
Careers in
Information Systems
Database Administrator (DBA)
Responsible for database of an organization
10
Planning and design
Adoption of DBMSs and 4GLs
Physical organization and storage
Logical organization
Schema development
Data dictionary development and maintenance
Security measures for access and proper use
Failure recovery and back-up measures
Updates and data integrity
Interfaces of internal databases with other ISs
Database personnel management
29
Careers in
Information Systems
Telecommunications Manager
Responsible for computer networks
10
Acquisition
Implementation
Management
Maintenance
Troubleshooting
Assesses future needs of the business
30
Careers in
Information Systems
Webmaster
10
Creates and maintains Web site and intranet
pages
Must know Web technology, business strategy,
security
Chief Information Officer (CIO)
Responsible for all aspects of ISs
Oversees IS research and development
Oversees IS infrastructure development
Serves as chief technologist
Serves as chief agent of change
31
Careers in
Information Systems
10
Figure 10.12 Nine commandments for successful,
effective CIOs
32
Careers in
Information Systems
Chief Knowledge Officer (CKO)
10
Responsible for finding strategically
important knowledge resources
Accumulates, organizes, and retrieves information
Chief Learning Officer (CLO)
Independent Consultant
Offers services to companies that lack
qualified personnel for specific tasks
33
Ethical and Societal Issues
Gasping for IT Skills
Demand Keeps Growing
10
Projected 2 million additional designers,
programmers, and maintenance and repair
workers needed over the next seven years
1.8 million computer engineers, computer
scientists, and systems analysts needed by
2006
Ironically, high demand and benefits not
attracting students to IT programs
34
Ethical and Societal Issues
Gasping for IT Skills
One Strategy That Worked
Irish government subsidized tuition for
students in technological programs
10
Second largest exporter of software
60 percent of incoming university students
enroll in technological programs per year
Promoting National IT
Should government subsidize technological
education?
Proponents: Benefits all society
Detractors: Objectionable intrusion on personal
pursuits and allocation of tax money
35