Bahan Insisiasi 1minggu ke2 1
MANAGEMENT INFORMATION SYSTEMS 8/E
Raymond McLeod, Jr. and George Schell
Chapter 2
Using Information Technology
for Competitive Advantage
2-1
Copyright 2001, Prentice-Hall, Inc.
What is a Firm?
Physical System
–
–
–
–
Closed-loop
Controlled by management
Uses feedback to ensure objectives met
Open because of environmental interaction
Managed through use of a conceptual
system
2-2
Importance of
Environment
Very reason for a firm’s existence
Firm takes resources from environment,
transforms them, and returns goods and
services to environment
2-3
Society
The Firm’s
Environment
Financial
Community
Suppliers
Government
The
Firm
Labor
unions
Global
Community
Customers
Competitors
Stockholders
or owners
2-4
The Firm Is Connected to
Its Environment by
Resource Flows
Physical and conceptual
Some flows are major
Some should not occur at all
All resources that enter the firm from the
environment eventually return to the
environment
2-5
Competitive Advantage
Computer field perspective
– Use of information to gain leverage in
marketplace
– Relies on more than physical resources
Addressed with strategic objectives
2-6
A Value Chain
Firm Infrastructure
Human resource management
rg
Ma
in
Support
Activities
Technology development
Inbound Operations Outbound Marketing
and
logistics
logistics
sales
Primary Activities
Source : Michael E. Porter
Service
Ma
rgin
Procurement
2-7
A Value System
Supplier
value
chains
Firm
value
chain
Channel
value
chains
Buyer
value
chains
2-8
Source : Michael E. Porter
The Information Resources
Two views of information management
1. Manage data by implementing computerbased database management systems
(DBMS)
2. Manage resources that produce the
information
2-9
The Information Resources
Software
Hardware
Information
Specialists
Database
Information
Users
Facilities
2-10
The Information Resource
Manager -- the CIO
Chief Information Officer (CIO) is not
simply a title, but role
Manager of information services
Contributes managerial skills
– Solves information resources problems
– Solves problems in other areas of firm’s
operations
2-11
The CIO Attitude
The business is what counts
Build partnerships/ties with the rest of the
firm
Improve basic business processes
Communicate in business terms, not IS jargon
Provide reliable IS services
Be positive, not defensive
2-12
Strategic Planning
Long-range planning
– Intends to give firm most favorable position in
its environment
– Specifies strategies for achieving objectives
Need for each business area to create its
own strategic plan
2-13
The Functional Areas Should
Cooperate
in Developing
Their Strategic
Strategic
planning for
Plans
information resources
Strategic
planning for
marketing
resources
Strategic
planning for
financial resources
Strategic
planning for
manufacturing
resources
Strategic
planning for
human
resources
2-14
Strategy Set
Transformation
Organizational
strategy set
MIS
strategy set
Mission
System
objectives
Objectives
System
constraints
Strategy
Other
strategic
organizational
attributes
MIS
strategic
planning
process
System
design
strategies
2-15
Strategy Set
Transformation: Basic Flaw
Business areas do not always have the
resources to ensure accomplishment of
strategic objectives
2-16
SPIR
Strategy set transformation; support the
firm’s objectives
Strategic planning for information resources
(SPIR) develops firm and IS strategic plans
concurrently
– SPIR content
» 1. What is to be achieved
» 2. What will be required
2-17
Strategic Planning for
Information Resources
Influence on
Information
Resources
Business
strategy
Influence on
Business
Strategy
Information
resources
and
IS
strategy
2-18
Strategic Plan Framework
for Information Resources
Strategic Plan
for Information
Resources
AIS
Objectives
MIS
Objectives
DSS
Objectives
Virtual
Office
Objectives
Knowledgebased systems
Objectives
Required
Information
Resources
Required
Information
Resources
Required
Information
Resources
Required
Information
Resources
Required
Information
Resources
2-19
The Strategic Implications
of End-User Computing
(EUC)
Levels of end users in terms of capabilities
–
–
–
–
menu-level end users
command-level end users
end-user programmers
functional support personnel
EUC application considerations
– shifts workload so that end-users and information
specialists’ talents are better used
– reduces communications gap
2-20
EUC Risks
Poorly aimed systems
Poorly designed/ documented systems
Inefficient use of information resources
Loss of data integrity
Loss of security
Loss of control
2-21
Information Resources
Management (IRM)
Concept
Realization that firm’s information
resources go far beyond the information
itself
Activity pursued by managers at all levels
Identifying, acquiring, and managing
information resources needed to satisfy
information needs
2-22
IRM - Required Elements
A recognition that competitive advantage
can be achieved by means of superior
information resources
A recognition that information services is a
major functional area
A recognition that the CIO is a top-level
executive
2-23
IRM-Required Ingredients
(cont.)
A consideration of the firm’s information
resources when engaging in strategic
planning
A formal strategic plan for information
resources
A strategy for stimulating and managing
end-user computing
2-24
The IRM
The environment of the firm
Model
ENVIRONMENTAL INFLUENCES
The firm’s executives
Other executives
CIO
Internal influences
Firm’s strategic plan
FUNCTIONAL AREAS
Information
services
Finance
Human
resources
Manufacturing
Marketing
INFORMATION RESOURCES
Central computing
resources
Disbursed computing
resources
DATA AND INFORMATION
Users engaged in
end-user computing
Other users
2-25
IRM Model: Firm
Environment
Provides setting for achieving competitive
advantage
Executives are aware of need to manage
resource flows to meet needs of
environmental elements
2-26
IRM Model: Firm’s
Executives
Includes CIO
Guides firm toward objectives
Key activity is strategic planning
2-27
IRM Model: Business Areas
Information services is a major business
area
Each area develops own strategic plans
One business area strategic plan is for
information resources
2-28
IRM Model: Information
Resources
Strategic plan for information resources
details acquisition and management
Information resources
– Centralized
– Dispersed throughout firm
2-29
IRM Model: Users
Details data and information flows between
resources and users
Some users engage in end-user computing
2-30
Summary
Environment of a firm consists of eight elements
Firms attempt to achieve competitive advantage
– Margin - value of products and services over cost
– Value chain
Information resources
– Hardware, software, facilities, database, information
specialists, information, and users
2-31
Summary [cont.]
Executives perform strategic planning
– SPIR
All firm’s managers need to engage in IRM
– Recent revelation
– Integrating concept
2-32
Raymond McLeod, Jr. and George Schell
Chapter 2
Using Information Technology
for Competitive Advantage
2-1
Copyright 2001, Prentice-Hall, Inc.
What is a Firm?
Physical System
–
–
–
–
Closed-loop
Controlled by management
Uses feedback to ensure objectives met
Open because of environmental interaction
Managed through use of a conceptual
system
2-2
Importance of
Environment
Very reason for a firm’s existence
Firm takes resources from environment,
transforms them, and returns goods and
services to environment
2-3
Society
The Firm’s
Environment
Financial
Community
Suppliers
Government
The
Firm
Labor
unions
Global
Community
Customers
Competitors
Stockholders
or owners
2-4
The Firm Is Connected to
Its Environment by
Resource Flows
Physical and conceptual
Some flows are major
Some should not occur at all
All resources that enter the firm from the
environment eventually return to the
environment
2-5
Competitive Advantage
Computer field perspective
– Use of information to gain leverage in
marketplace
– Relies on more than physical resources
Addressed with strategic objectives
2-6
A Value Chain
Firm Infrastructure
Human resource management
rg
Ma
in
Support
Activities
Technology development
Inbound Operations Outbound Marketing
and
logistics
logistics
sales
Primary Activities
Source : Michael E. Porter
Service
Ma
rgin
Procurement
2-7
A Value System
Supplier
value
chains
Firm
value
chain
Channel
value
chains
Buyer
value
chains
2-8
Source : Michael E. Porter
The Information Resources
Two views of information management
1. Manage data by implementing computerbased database management systems
(DBMS)
2. Manage resources that produce the
information
2-9
The Information Resources
Software
Hardware
Information
Specialists
Database
Information
Users
Facilities
2-10
The Information Resource
Manager -- the CIO
Chief Information Officer (CIO) is not
simply a title, but role
Manager of information services
Contributes managerial skills
– Solves information resources problems
– Solves problems in other areas of firm’s
operations
2-11
The CIO Attitude
The business is what counts
Build partnerships/ties with the rest of the
firm
Improve basic business processes
Communicate in business terms, not IS jargon
Provide reliable IS services
Be positive, not defensive
2-12
Strategic Planning
Long-range planning
– Intends to give firm most favorable position in
its environment
– Specifies strategies for achieving objectives
Need for each business area to create its
own strategic plan
2-13
The Functional Areas Should
Cooperate
in Developing
Their Strategic
Strategic
planning for
Plans
information resources
Strategic
planning for
marketing
resources
Strategic
planning for
financial resources
Strategic
planning for
manufacturing
resources
Strategic
planning for
human
resources
2-14
Strategy Set
Transformation
Organizational
strategy set
MIS
strategy set
Mission
System
objectives
Objectives
System
constraints
Strategy
Other
strategic
organizational
attributes
MIS
strategic
planning
process
System
design
strategies
2-15
Strategy Set
Transformation: Basic Flaw
Business areas do not always have the
resources to ensure accomplishment of
strategic objectives
2-16
SPIR
Strategy set transformation; support the
firm’s objectives
Strategic planning for information resources
(SPIR) develops firm and IS strategic plans
concurrently
– SPIR content
» 1. What is to be achieved
» 2. What will be required
2-17
Strategic Planning for
Information Resources
Influence on
Information
Resources
Business
strategy
Influence on
Business
Strategy
Information
resources
and
IS
strategy
2-18
Strategic Plan Framework
for Information Resources
Strategic Plan
for Information
Resources
AIS
Objectives
MIS
Objectives
DSS
Objectives
Virtual
Office
Objectives
Knowledgebased systems
Objectives
Required
Information
Resources
Required
Information
Resources
Required
Information
Resources
Required
Information
Resources
Required
Information
Resources
2-19
The Strategic Implications
of End-User Computing
(EUC)
Levels of end users in terms of capabilities
–
–
–
–
menu-level end users
command-level end users
end-user programmers
functional support personnel
EUC application considerations
– shifts workload so that end-users and information
specialists’ talents are better used
– reduces communications gap
2-20
EUC Risks
Poorly aimed systems
Poorly designed/ documented systems
Inefficient use of information resources
Loss of data integrity
Loss of security
Loss of control
2-21
Information Resources
Management (IRM)
Concept
Realization that firm’s information
resources go far beyond the information
itself
Activity pursued by managers at all levels
Identifying, acquiring, and managing
information resources needed to satisfy
information needs
2-22
IRM - Required Elements
A recognition that competitive advantage
can be achieved by means of superior
information resources
A recognition that information services is a
major functional area
A recognition that the CIO is a top-level
executive
2-23
IRM-Required Ingredients
(cont.)
A consideration of the firm’s information
resources when engaging in strategic
planning
A formal strategic plan for information
resources
A strategy for stimulating and managing
end-user computing
2-24
The IRM
The environment of the firm
Model
ENVIRONMENTAL INFLUENCES
The firm’s executives
Other executives
CIO
Internal influences
Firm’s strategic plan
FUNCTIONAL AREAS
Information
services
Finance
Human
resources
Manufacturing
Marketing
INFORMATION RESOURCES
Central computing
resources
Disbursed computing
resources
DATA AND INFORMATION
Users engaged in
end-user computing
Other users
2-25
IRM Model: Firm
Environment
Provides setting for achieving competitive
advantage
Executives are aware of need to manage
resource flows to meet needs of
environmental elements
2-26
IRM Model: Firm’s
Executives
Includes CIO
Guides firm toward objectives
Key activity is strategic planning
2-27
IRM Model: Business Areas
Information services is a major business
area
Each area develops own strategic plans
One business area strategic plan is for
information resources
2-28
IRM Model: Information
Resources
Strategic plan for information resources
details acquisition and management
Information resources
– Centralized
– Dispersed throughout firm
2-29
IRM Model: Users
Details data and information flows between
resources and users
Some users engage in end-user computing
2-30
Summary
Environment of a firm consists of eight elements
Firms attempt to achieve competitive advantage
– Margin - value of products and services over cost
– Value chain
Information resources
– Hardware, software, facilities, database, information
specialists, information, and users
2-31
Summary [cont.]
Executives perform strategic planning
– SPIR
All firm’s managers need to engage in IRM
– Recent revelation
– Integrating concept
2-32