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Chapter 13

Week 3 - Chapter 13.docx

11 Pages
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Department
Global Management Studies
Course Code
GMS 200
Professor
Masoomeh Moharrer

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What is the roles of information in management
process? 2/1/2013 1:57:00 AM
Information/knowledge basic linkages:
DF: Knowledge worker someone whose value to org. rests w/ intellect, not physical
capabilities
provide decisive competitive factor in today‟s economy
DF: intellectual capital shared knowledge of workforce use to create wealth
both irreplaceable org. resources
productivity of knowledge and knowledge workers depends on:
computer competency ability to understand computers, use them to advntg
information competency ability to use technology to locate, retrieve,
evaluate, organize, analyze info for decision making
What is useful information?
DF: Data raw facts/observations
DF: Information data made useful for decision making
Information drives mngment functions
Characteristics of useful info:
Timely (avail when needed/meets deadlines)
high quality (accurate/reliable)
complete (sufficient for task at hand/up-to-date)
relevant (appropriate for task at hand)
understandable
Fig. 13.1 Internal/External information needs in organizations
Implications of IT w/in organizations:
facilitation of communication & info sharing
operating w/ fewer middle managers
flattening of organizational structures
faster decision making
increased coordination & control
replace jobs devoted to moving info
Implications of IT for relationships w/ external environment:
Helps w/ customer relationship mngmnt
Helps org. w/ supply chain mngmnt
Helps monitoring outsourcing/other business contracts
Fig. 13.2 IT is breaking barriers and changing organizations
Information needs of organizations:
Exchanges w/ external environment:
o Father intelligence info
o Provide public info
Exchanges w/in organization:
o Facilitate decision making/problem solving
Basic information system concepts:
DF: Information system use of latest IT to collect, organize, distribute data for use in
decision making
DF: Management information system (MIS) designed to meet information needs of
managers in daily decision making

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Description
What is the roles of information in management process? 2/1/2013 1:57:00 AM Information/knowledge – basic linkages:  DF: Knowledge worker someone whose value to org. rests w/ intellect, not physical capabilities  provide decisive competitive factor in today‟s economy  DF: intellectual capital shared knowledge of workforce use to create wealth  both irreplaceable org. resources  productivity of knowledge and knowledge workers depends on:  computer competency ability to understand computers, use them to advntg  information competency ability to use technology to locate, retrieve, evaluate, organize, analyze info for decision making What is useful information?  DF: Data raw facts/observations  DF: Information data made useful for decision making  Information drives mngment functions  Characteristics of useful info:  Timely (avail when needed/meets deadlines)  high quality (accurate/reliable)  complete (sufficient for task at hand/up-to-date)  relevant (appropriate for task at hand)  understandable Fig. 13.1 Internal/External information needs in organizations Implications of IT w/in organizations:  facilitation of communication & info sharing  operating w/ fewer middle managers  flattening of organizational structures  faster decision making  increased coordination & control  replace jobs devoted to moving info Implications of IT for relationships w/ external environment:  Helps w/ customer relationship mngmnt  Helps org. w/ supply chain mngmnt  Helps monitoring outsourcing/other business contracts Fig. 13.2 IT is breaking barriers and changing organizations Information needs of organizations:  Exchanges w/ external environment: o Father intelligence info o Provide public info  Exchanges w/in organization: o Facilitate decision making/problem solving Basic information system concepts:  DF: Information system use of latest IT to collect, organize, distribute data for use in decision making  DF: Management information system (MIS) designed to meet information needs of managers in daily decision making How do managers use information to make decisions? 2/1/2013 1:57:00 AM Managerial advantages of IT use: Planning  Better/timely access to useful info  Involving more ppl in planning Organizing  More ongoing/informed communication among all part of org.  Improved coordination/integration Leading  Improved communication w/ staff & stakeholders  Keep objectives clear Controlling  more immediate measures of performance results  allows real-time solutions to performance problems Fig. 13.3 Manager as information-processing nerve centre in management process DF: Performance deficiency actual performance being less than desired performance Performance opportunity „‟ „‟ better than desired performance Problem solving process of identifiying discrepancy btw/ actual and desired performance, taking action to resolve it Decision choice among possible alternative course of action PROBLEM SOLVING APPROACHES/STYLES:  Problem avoiders (inactive info gathering/solving probs)  Problem solvers (reactive in gathering info/solving probs)  Problem seekers (proactive in anticipating probs/opps and taking appropriate action to gain advntg) SYSTEMATIC VS. INTUITIVE THINKING DF:  Systematic thinking approaches problems in rational, analytical fashion (step-by-step)  Intuitive thinking approaches problems in flexible/spontaneous fashion  Multidimensional thinking applies both intuitive and systematic thinking  Effective multidimensional thinking requires skill at strategic opportunism ability to remain focused on long-term objectives while being flexible enough to resolve short-term problems in timely manner COGNITIVE STYLES  Sensation thinkers o Emphasize impersonal than personal  realistic approach to problem solving – hard facts, clear goals, certainty, situations of high control  Sensation feelers o Emphasize analysis/human relations realistic (prefer facts)  Intuitive thinkers o Comfortable w/ abstraction idealistic and spontaneous fashion- logical, impersonal, avoid details  Intuitive feelers o Prefer broad/global issues  comfortable w/ intangibles – value flexibility and human relationships TYPES OF MANAGERIAL DECISIONS: DF: Programmed decisions  Apply solutions from past experiences to experience a routine problem  DF: Structured problems familiar, straightforward, clear w/ respect to info needs  Best applied to routine probs that can be anticipated Non-Programmed decisions  Applies specific solution created for unique problem  DF: unstructured problems ambiguities and information deficiencies  Faced by high-lvl mangement Crisis Decision making  Unexpected problem can lead to disaster if not resolved quickly/appropriately  Rules for crisi management:  Figure out what’s going on (take time to understand what‟s going on)  Remember speed matters (attack as quickly as possible)  Remember slow counts (know when to back off, wait for better opp.)  Respect danger of the unfamiliar (understand danger of all-new territory where you/others haven‟t been before)  Value
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