The Organization And Information Management

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Chapter 2

• The Organization And Information Management

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The Business Context

• Globalization of business
• Rapid technological change
• Organizational flexibility, adaptability, and
  collaboration
• Work teams and empowered workers

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The Business Context

• The changing workforce
• Knowledge management

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Information Requirements for Organizations

• Making information accessible
• Ensuring the reliability and accuracy of
  information
• Respecting privacy
• Creating secure information
• Making information available at an appropriate
  cost

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New Organizational Structures and Information
Requirements

• Organizational Structure
• Refers to the division of labor, coordination of
  positions, formal reporting relationships within
  an organization

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Hierarchical Structure
Figure 2-1, part 1
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Flattened Structure
Figure 2-1, part 2
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Alliances and Joint Ventures

• Alliance
• An official working partnership with another
  organization
• Joint Venture
• Where businesses develop or market specific
  products or services with partners here and
  abroad

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Modular Structures

• Modular Structure
• Break organizations into key processes and let
  individual subcontractors perform these key
  processes

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Supporting Team-Based Management

• Teams In The Workplace
• Traditionally-managed teams
• Have a designated individual who serves as the
  official leader or manager
• Self-managed teams
• Have members who share responsibility for
  managing the work group without an officially
  appointed leader

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Supporting Team-Based Management

• Teams In The Workplace
• Permanent teams
• Work together for long periods of time, generally
  at least one year, on a repetitive set of tasks
• Temporary teams
• Form for short, pre-specified amounts of time to
  complete a unique set of tasks or projects

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Supporting Team-Based Management

• Teams In The Workplace
• Single discipline teams
• Include workers from an area such as research and
  development, manufacturing, or marketing
• Inter-disciplinary teams
• Include employees from several functional areas

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Supporting Team-Based Management
Figure 2-5
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Levels of Strategies

• Corporate-Level Strategy
• Addresses which lines of business a company
  should pursue
• Business-Level Strategy
• Matches the strengths and weaknesses of each
  business unit or product line to the external
  environment to determine how each unit can best
  compete for customers

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Levels of Strategies

• Functional Strategies
• Direct the way individual departments perform
  their tasks to accomplish organizational
  objectives

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Determining the Organizations Strategy

• Porters Five Forces Model
• The bargaining power of suppliers and buyers, the
  threat of new entrants and substitutes,and the
  rivalry of competitors help shape strategy.

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Determining the Organizations Strategy

• SWOT analysis
• Managers examine an organizations Strengths,
  Weaknesses, Opportunities and Threats to analyze
  strategic choices.

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Types of Strategies

• Differentiation
• Cost leadership
• Focus
• Linkage
• Information leadership

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Using Strategy for Competitive Advantage
Figure 2-9
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Using Information to Achieve a Competitive
Advantage

• Reacting to market conditions
• Improving customer service
• Controlling costs
• Improving quality
• Expanding globally

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End of Chapter 2

• The Organization And Information Management