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Chapter 2 - Global E-Business and Collaboration.pptx
- 1. Chapter 2 Global E-Business and Collaboration BSMS 440 Management Information Systems Spring 2025 Rockford University Instructor: Dr. Ahmed El Ouadrhiri January 20 Copyright 息 2022, 2020, 2018 Pearson Education, Inc. All Rights Reserved
- 2. Learning Objectives 2.1 What are business processes? How are they related to information systems? 2.2 How do systems serve the different management groups in a business, and how do systems that link the enterprise improve organizational performance? 2.3 Why are systems for collaboration and social business so important, and what technologies do they use? 2.4 What is the role of the information systems function in a business?
- 3. Business Processes (1 of 2) Business processes Flows of material, information, knowledge Logically related set of tasks that define how specific business tasks are performed May be tied to functional area or be cross-functional Businesses: Can be seen as collection of business processes Business processes may be assets or liabilities
- 4. Business Processes (2 of 2) Examples of functional business processes Manufacturing and production Assembling the product Sales and marketing Identifying customers Finance and accounting Creating financial statements Human resources Hiring employees
- 5. Figure 2.1 The Order Fulfillment Process
- 6. How Information Technology Improves Business Processes Increasing efficiency of existing processes Automating steps that were manual Enabling entirely new processes Changing flow of information Replacing sequential steps with parallel steps Eliminating delays in decision making Supporting new business models
- 7. Systems for Different Management Groups (1 of 2) Transaction processing systems Serve operational managers and staff Perform and record daily routine transactions necessary to conduct business Examples: sales order entry, payroll, shipping Allow managers to monitor status of operations and relations with external environment Serve predefined, structured goals and decision making
- 8. Figure 2.2 A Payroll TPS
- 9. Systems for Different Management Groups (2 of 2) Systems for business intelligence Software tools for organizing and analyzing data Used to help managers make improved decisions Management information systems Decision support systems Executive support systems
- 10. Management Information Systems Serve middle management Provide reports on firms current performance, based on data from TPS Provide answers to routine questions with predefined procedure for answering them Typically have little analytic capability
- 11. Figure 2.3 How Management Information Systems Obtain Their Data from the Organizations TPS
- 12. Figure 2.4 Sample MIS Report Consolidated Consumer Products Corporation Sales by Product and Sales Region: 2020
- 13. Decision Support Systems Serve middle management Support nonroutine decision making Example: What is the impact on production schedule if December sales doubled? May use external information as well as TPS / MIS data
- 14. Executive Support Systems Support senior management Address nonroutine decisions Requiring judgment, evaluation, and insight Incorporate data about external events (e.g., new tax laws or competitors) as well as summarized information from internal MIS and DSS Example: Digital dashboard with real-time view of firms financial performance
- 15. A digital dashboard delivers comprehensive and accurate information for decision making, often using a single screen. The graphical overview of key performance indicators helps managers quickly spot areas that need attention.
- 16. Enterprise Applications Systems for linking the enterprise Span functional areas Execute business processes across the firm Include all levels of management Four major applications Enterprise systems Supply chain management systems Customer relationship management systems Knowledge management systems
- 17. Figure 2.6 Enterprise Application Architecture
- 18. Enterprise Systems Also called enterprise resource planning (ERP) systems Integrate data from key business processes into single system Speed communication of information throughout firm Flexibility in responding to customer requests Overall view of operations
- 19. Supply Chain Management (SCM) Systems Manage relationships with suppliers, purchasing firms, distributors, and logistics companies Manage shared information about orders, production, inventory levels, and so on Goal is to move a correct amount of product from source to a point of consumption as quickly as possible and at lowest cost
- 20. Customer Relationship Management (CRM) Systems Help manage relationship with customers Coordinate business processes that deal with customers in sales, marketing, and customer service Goals: Optimize revenue Improve customer satisfaction Increase customer retention Identify and retain most profitable customers Increase sales
- 21. Knowledge Management Systems (KMS) Manage processes for applying knowledge and expertise Collect relevant knowledge and make it available wherever needed in the enterprise to improve business processes and management decisions Link firm to external sources of knowledge Source of development
- 22. Intranets and Extranets Technology platforms that increase integration and expedite the flow of information Intranets: Internal networks based on Internet standards Often are private access area in companys website Extranets: Company websites accessible only to authorized vendors and suppliers Facilitate collaboration
- 23. E-business, E-commerce, and E-government E-business Use of digital technology and Internet to drive major business processes E-commerce Subset of e-business Buying and selling goods and services through Internet E-government Using Internet technology to deliver information and services to citizens, employees, and businesses
- 24. What is Collaboration? Collaboration Short lived or long term Informal or formal (teams) Growing importance of collaboration Changing nature of work Changing organization of the firm Changing scope of the firm Emphasis on innovation
- 25. What is Social Business? Social business Use of social networking platforms (internal and external) to engage employees, customers, and suppliers Aims to deepen interactions and expedite information sharing Conversations to strengthen bonds with customers Requires information transparency Seen as way to drive operational efficiency and accelerate decision making
- 26. Business Benefits of Collaboration and Teamwork Large rewards, especially in sales and marketing, research and development Productivity: Sharing knowledge and resolving problems Quality: Faster resolution of quality issues Innovation: More ideas for products and services Customer service: Complaints handled more rapidly Results in increasing the financial performance
- 27. Figure 2.7 Requirements for Collaboration
- 28. Building a Collaborative Culture and Business Processes Command and control organizations No value placed on teamwork or lower-level participation in decisions Collaborative business culture Senior managers rely on teams of employees Policies, products, designs, processes, and systems rely on teams The managers purpose is to build teams
- 29. Tools and Technologies for Collaboration and Social Business E-mail and instant messaging (IM) Wikis Collaboration and social business platforms Virtual meeting systems: videoconferencing, telepresence) Cloud collaboration services (Google Drive, Google Docs, etc.) Microsoft SharePoint and IBM Notes Enterprise social networking tools
- 30. Checklist for Managers: Evaluating and Selecting Collaboration and Social Software Tools Time/space matrix Six steps in evaluating software tools Identify your firms collaboration challenges and needs Identify what kinds of solutions are available Analyze available products cost and benefits Evaluate security risks Consult users for implementation and training issues Evaluate product vendors
- 31. Figure 2.8 The Time/Space Collaboration and Social Tool Matrix
- 32. The Information Systems Department Often headed by chief information officer (CIO) Other senior positions include chief security officer (CSO), chief knowledge officer (CKO), chief privacy officer (CPO), chief data officer (CDO) Programmers Systems analysts Information systems managers End users
- 33. Discussion Questions 1. How can a transaction processing system help an organizations management information system and decision-support system? 2. Which of the four major types of information systems do you think is the most valuable to an organization?
Editor's Notes
- #1: Welcome, I am ahmed The todays video is an example of how to do your chapter presentation I will present chapter 1 : Information sys.. Which gives an overall idea about IS
- #3: We spend a lot on IT And we have to, in order to be competitive and grow
- #4: We spend a lot on IT And we have to, in order to be competitive and grow
- #5: We spend a lot on IT And we have to, in order to be competitive and grow