Mis Chap 2

Front 1

a formal collection of people and other resources established to accomplish a set of goals. An organization is a system, which means that it has inputs, processing mechanisms, outputs, and feedback.

Back 1

Organizations

Front 2

information systems support and work within all parts of an organizational process. Input to the process subsystem can come from internal and external sources. Just prior to entering the subsystem, data is external. After it enters the subsystem, it becomes internal. Likewise, goods and services can be output to either internal or external systems.

Back 2

Model of an Organization

Front 3

is a series (chain) of activities that includes inbound logistics, warehouse and storage, production, finished product storage, outbound logistics, marketing and sales, and customer service.

Back 3

Value Chain

Front 4

Organizational subunits and the way they relate to the overall organization

Back 4

Organizational structure

Front 5

An organization: an organizational structure similar to a managerial pyramid, where the hierarchy of decision making and authority flows from strategic management and nonmanagement employees.

Back 5

Traditional structure

Front 6

a structure centered on major products or services.

Back 6

Project organizational structure

Front 7

a structure centered on work teams or groups.

Back 7

Team organizational structure

Front 8

giving employees and their managers more responsibility and authority to make decisions, take certain actions, and have more control over their jobs.

Back 8

Empowerment

Front 9

a structure that employs individuals, groups, or complete business units in geographically dispersed areas that can last for a few weeks or years, often requiring telecommunications or the Internet.

Back 9

Virtual Organizational Structure

Front 10

the major understandings and assumptions for a business, corporation, or any organization.

Back 10

Organizational culture

Front 11

the responses that are necessary so that for-profit and nonprofit organizations can plan for, implement, and handle change.

Back 11

Organizational change

Front 12

A set of major understandings and assumptions shared by a group.

Back 12

Culture

Front 13

A representation of change theories that identifies the phases of change and the best way to implement them.

Back 13

Change Model:

Front 14

is ceasing old habits and creating a climate receptive to change.

Back 14

Unfreezing

Front 15

is learning new work methods, behaviors, and systems.

Back 15

Moving

Front 16

involves reinforcing changes to make the new process second nature, accepted, and part of the job.

Back 16

Refreezing

Front 17

The radical redesign of business processes, organizational structures, information systems, and values of the organization to achieve a breakthrough in business results.

Back 17

Reengineering

Front 18

constantly seeking ways to improve business processes to add value to products and services.

Back 18

Continuous improvement

Front 19

is a measure of how widely technology is spread throughout an organization.

Back 19

Technology Diffusion

Front 20

the extent to which technology is deeply integrated into an area or department.

Back 20

Technology Infusion

Front 21

a model that describes the factors that lead to higher levels of acceptance and usage of technology

Back 21

TAM (Technology acceptance model)

Front 22

contracting with outside professional services to meet specific business needs.

Back 22

Outsourcing

Front 23

contracting for computer resources to rapidly respond to an organization’s varying workflow. Also called on-demand business and utility computing.

Back 23

On-demand Computing

Front 24

reducing the number of employees to cut costs.

Back 24

Downsizing

Front 25

a significant and {ideally} long-term benefit to a company over its competition.

Back 25

Competitive Advantage

Front 26

1. the rivalry among existing competitors
2. the threat of new entrants
3. the threat of substitute products and services
4. the bargaining powers of buyers
5. the bargaining power of suppliers

Back 26

Five-Force model and its components

Front 27

deliver the lowest possible products and services

Back 27

Cost Leadership

Front 28

deliver different products and services.

Back 28

Differentiation

Front 29

deliver to only a small, niche market.

Back 29

Niche strategy

Front 30

change the industry to become more favorable to the company or organization.

Back 30

Altering industry structure

Front 31

a model that describes the factors that lead to higher levels of acceptance and usage of technology

Back 31

TAM (Technology acceptance model)

Front 32

an agreement between two or more companies that involves the joint production and distribution of goods and services.

Back 32

Strategic alliance:

Front 33

Improving existing products and services: make real or perceived improvements to existing product lines and services.
Other strategies: some companies seek strong growth in sales, hoping that it can increase profits in the long run due to increased sales.

Back 33

Creating new goods and services

Front 34

operations
systems development
support

Back 34

The Three Primary Responsibilities of Information Systems