Information System

Management
Course Code: 540221
Marks:80
Part 2
Credit: 3
Class Hours: 45
 IS Organizational Model(1/4)
Defining What IS Organizational Model is:
An information system organizational model is a
framework that defines the structure, roles and
responsibilities of individuals and departments within an
organization that manages information systems. There are
several types of organizational models that companies can
adopt, depending on their size, industry, and goals.

Centralized Decentralized Hybrid

Matrix Outsourced
 IS Organizational Model(2/4)
Some common information system organizational models:
1. Centralized:
In a centralized model, all information technology (IT)
functions are managed by a single department within the
organization. This model is suitable for smaller
organizations with limited IT needs and resources.
2. Decentralized
In a decentralized model, each department within the
organization manages its own IT functions. This model is
suitable for larger organizations with diverse IT needs and
resources.
 IS Organizational Model(3/4)
3. Hybrid
A hybrid model combines elements of both centralized and
decentralized models. In this model, some IT functions are
managed centrally while others are managed by individual
departments.
4. Matrix
In a matrix model, IT functions are managed both by a
centralized IT department and by individual departments.
This model is suitable for organizations with complex IT
needs that require coordination between different
departments.
 IS Organizational Model(4/4)
5. Outsourced
In an outsourced model, IT functions are outsourced to a
third-party provider. This model is suitable for
organizations that want to reduce their IT costs and focus on
their core business activities.

Centralized Decentralized Hybrid

Matrix Outsourced
 IS Management’s Leadership Role(1/5)

Some of the IS Management’s Leadership Roles are-

Vision and Strategy
IS Managers must have a clear vision and strategy for
how technology can support the business goals and
objectives. They need to be able to align the technology
roadmap with the overall business strategy, and ensure
that the technology investments are well planned and
executed.
 IS Management’s Leadership Role(2/5)
Team Management
IS Managers need to lead and manage the teams
responsible for developing and maintaining the
technology systems. This involves hiring and training
staff, setting performance goals, and creating a positive
work environment that fosters collaboration and
innovation.
 IS Management’s Leadership Role(3/5)

Communication and Collaboration

IS Managers must have strong communication skills to
effectively communicate technical concepts to non-
technical stakeholders. They must also be able to
collaborate with other business leaders to ensure that
technology systems are aligned with business goals.
 IS Management’s Leadership Role(4/5)

Risk Management
IS Managers must have a deep understanding of the risks
associated with technology systems and ensure that
appropriate measures are taken to mitigate those risks.
This involves establishing security protocols, disaster
recovery plans, and ensuring compliance with legal and
regulatory requirements.
 IS Management’s Leadership Role(5/5)

Innovation
IS Managers must be innovative and stay up-to-date with
emerging technologies and industry trends. They need to
be able to identify opportunities for innovation and
leverage technology to create new business models,
products, and services.
 New Role Of IT(1/3)
 Here are some of the new roles
that IT is playing in
organizations:
Strategic Partner
IT has become a strategic partner to
business leaders in helping them
achieve their goals. IT leaders
collaborate with business leaders to
identify opportunities to leverage
technology to drive innovation,
improve productivity, and enhance
customer experience.
 New Role Of IT(2/3)
Digital Transformation
IT is playing a key role in digital transformation initiatives by
leveraging emerging technologies such as cloud computing,
artificial intelligence, machine learning, and the Internet of
Things (IoT) to improve business processes, create new
products and services, and enhance customer experience.
Cyber security
With the increasing frequency and sophistication of cyber
threats, IT has taken on a critical role in ensuring the security
and privacy of corporate data and systems. IT leaders work
closely with security experts to establish security protocols and
implement measures to mitigate cyber risks.
 New Role Of IT(3/3)
Data Analytics
With the vast amount of data generated by organizations, IT is
playing an important role in data analytics. IT leaders are
working with data scientists and business leaders to analyze
data, extract insights, and use those insights to drive business
decisions.
Innovation
IT is driving innovation within organizations by exploring
emerging technologies, experimenting with new business
models, and creating new products and services. IT leaders are
taking a proactive role in identifying opportunities for
innovation and leveraging technology to create value for the
organization.
 Cox Model For IT Management(1/4)
The Cox Model for IT Management is a framework
developed by James Cox, a professor at the University
of Virginia, for understanding the role of IT in
organizations. The model consists of four stages:

Initiation Expansion Formalization Maturity

 Cox Model For IT Management(2/4)

Initiation: In this stage, IT is used primarily for

operational support, such as automating manual processes
and improving efficiency. The focus is on reducing costs
and increasing productivity.
Expansion: In this stage, IT is used to support the growth
of the organization. This may include expanding into new
markets, developing new products and services, and
enhancing customer experience. IT is seen as a strategic
asset that can help the organization gain a competitive
advantage.
 Cox Model For IT Management(3/4)

Formalization: In this stage, IT is integrated into the

formal structure of the organization. This may involve
creating a dedicated IT department, establishing IT
governance processes, and developing formal policies and
procedures for IT management.
Maturity: In this stage, IT is fully integrated into the
business strategy and operations of the organization. IT is
seen as a critical enabler of business success, and IT
leaders are involved in strategic decision-making at the
highest levels of the organization.
 Cox Model For IT Management(4/4)

The Cox Model for IT Management provides a useful

framework for understanding the role of IT in
organizations and how that role evolves over time. It
emphasizes the importance of IT as a strategic asset
that can help organizations achieve their goals, and
highlights the need for effective IT management
processes to ensure that IT delivers value to the
organization.
 CIO Role For Leading, Governing,
Investing and Managing(1/3)
The CIO (Chief Information Officer) plays a critical role
in leading, governing, investing, and managing the
organization's IT assets and capabilities. Here are some
examples of the CIO's roles and responsibilities in these
areas:
1. Leading: The CIO is responsible for developing and
communicating the organization's IT strategy and vision,
and ensuring that IT investments align with the overall
business strategy. The CIO also leads the IT department and
ensures that IT staff have the necessary skills and resources
to achieve their goals.
 CIO Role For Leading, Governing,
Investing and Managing(2/3)
2. Governing: The CIO is responsible for establishing and
enforcing IT governance policies and procedures that
ensure the effective and secure use of IT resources. This
includes overseeing compliance with regulatory
requirements, managing IT risk, and ensuring that IT
investments deliver value to the organization.

Leading Governing Investing Managing

 CIO Role For Leading, Governing,
Investing and Managing(2/3)
3. Investing: The CIO is responsible for managing the IT
budget and making strategic investments in IT that align
with the organization's goals and priorities. This includes
identifying and evaluating new technologies, developing
business cases for IT investments, and measuring the ROI
of IT projects.

Leading Governing Investing Managing

 CIO Role For Leading, Governing,
Investing and Managing(3/3)
4. Managing: The CIO is responsible for managing the
day-to-day operations of the IT department, ensuring the
availability, reliability, and security of IT systems and
infrastructure. This includes managing IT staff, vendors,
and service providers, and ensuring that IT services are
delivered efficiently and effectively.

Leading Governing Investing Managing

 Strategic Uses Of IT
We have seen three strategic uses of IT in business:
1. Working inward: Business-to-employee
2. Working outward: Business-to-customer
3. Working across: Business-to-business
 1. Strategic Use of IT in B2E
or Working Inward (1/4)

The essence of using IT

strategically inside the
enterprise has been, and
continues to be, focused on
improving business
processes. Use of the
Intranet internally is no
exception. It has revolved
around building intranets.
 1. Strategic Use of IT in B2E
or Working Inward (2/4)

B2E stands for "Business to Employee" and refers to the use of

information technology (IT) to support and enhance internal
business operations and communication within an organization.
Here are some examples of the strategic use of IT in B2E:
 Collaboration tools: IT can be used to support collaboration and
communication among employees, such as through the use of
video conferencing, instant messaging, and project management
tools. This can help to increase productivity, reduce
communication barriers, and promote teamwork.
 1. Strategic Use of IT in B2E
or Working Inward (3/4)

 Learning and development: IT can be used to support employee

learning and development through e-learning platforms, online
training programs, and other digital resources. This can help to
improve employee skills and knowledge, and ultimately drive
business performance.
 Performance management: IT can be used to support employee
performance management processes, such as through the use of
performance management software and digital dashboards. This
can help to align employee performance with organizational
goals, and provide real-time feedback and performance metrics.
 1. Strategic Use of IT in B2E
or Working Inward (4/4)

 Employee self-service: IT can be used to enable employees to

access and manage their own HR information, such as through
employee self-service portals. This can help to streamline HR
processes, reduce administrative burden, and improve employee
satisfaction.
 Workforce analytics: IT can be used to collect and analyze data
on employee behavior and performance, such as through the use
of employee engagement surveys and workforce analytics tools.
This can help to identify areas for improvement, optimize
workforce management strategies, and drive better business
outcomes.
 2. Strategic Use of IT in B2C
or Working Outward (1/4)

In most industries, companies need sophisticated computer systems

to compete. For airlines, hotels, and rental car companies, a computer
reservation system— either their own or someone else’s—is a must.
In the drug and hospital wholesaling industries, those that had
automated order entry and distribution systems gobbled up those that
did not have such systems. In financial markets, computerized
trading and settlement systems are replacing open-outcry systems.
And the list goes on.
 2. Strategic Use of IT in B2C
or Working Outward (2/4)

B2C stands for "Business to Consumer" and refers to the use of

information technology (IT) to support and enhance customer
interactions and experiences. Here are some examples of the
strategic use of IT in B2C:
 E-commerce: IT can be used to support online transactions
between businesses and consumers, such as through the use of e-
commerce platforms, digital payment systems, and online
marketplaces. This can help to increase sales, reduce costs, and
improve the customer experience.
 2. Strategic Use of IT in B2C
or Working Outward (3/4)

 Customer service: IT can be used to support customer service

interactions, such as through the use of chat bots, virtual
assistants, and other digital tools. This can help to improve
response times, reduce costs, and provide more personalized
service to customers.
 Digital marketing: IT can be used to support digital marketing
efforts, such as through the use of social media platforms, email
marketing, and digital advertising. This can help to reach a wider
audience, increase brand awareness, and drive customer
engagement.
 2. Strategic Use of IT in B2C
or Working Outward (4/4)

 Personalization: IT can be used to provide personalized

experiences to customers, such as through the use of customer
data analytics, recommendation engines, and targeted marketing
campaigns. This can help to improve customer satisfaction and
loyalty, and drive repeat business.
 Mobile apps: IT can be used to develop mobile apps that allow
customers to access products and services on-the-go, such as
through the use of mobile shopping apps, banking apps, and
travel apps. This can help to improve convenience and
accessibility, and provide a more seamless customer experience.
 3. Strategic Use of IT in B2B
or Working Across (1/4)

Working across businesses takes numerous forms. Here are three.

 One involves working with co-suppliers;
 Second is working with customers in a close, mutually
dependent relationship;
 Third is building a virtual enterprise, in fact, one that might
evolve into an e-marketplace.
 3. Strategic Use of IT in B2B
or Working Across (2/4)

B2B stands for "Business to Business" and refers to the use of

information technology (IT) to support and enhance business
interactions and relationships between two or more companies. Here
are some examples of the strategic use of IT in B2B:
 Supply chain management: IT can be used to manage and
optimize the flow of goods and services between businesses, such
as through the use of enterprise resource planning (ERP) systems,
inventory management software, and supply chain analytics. This
can help to reduce costs, improve efficiency, and increase the
speed of business transactions.
 3. Strategic Use of IT in B2B
or Working Across (3/4)

 Electronic data interchange (EDI): IT can be used to facilitate

the exchange of business documents and data between companies,
such as through the use of EDI systems. This can help to
streamline communication, reduce errors, and improve the speed of
transactions.
 Customer relationship management (CRM): IT can be used to
manage and analyze customer data, such as through the use of
CRM software. This can help to improve customer relationships,
provide better customer service, and drive customer retention.
 3. Strategic Use of IT in B2B
or Working Across (3/4)

 Collaboration and communication: IT can be used to facilitate

collaboration and communication between businesses, such as
through the use of project management software, video
conferencing tools, and cloud-based file sharing platforms. This
can help to improve teamwork, reduce communication barriers,
and enhance business relationships.
 Data analytics: IT can be used to collect and analyze data on
business operations, such as through the use of business
intelligence (BI) tools and predictive analytics. This can help to
identify areas for improvement, optimize business processes, and
drive better business outcomes.
 Establishment of Relation:
Loose Close or Tight
The action in strategic use of IT and the Internet has moved to the
most difficult area, working across companies.

This means having relationships with various players in one’s

business ecosystem—investment banks, advertising agencies,
specialist providers, suppliers, distributors, retailers, even
competitors.

Such relationships often have accompanying linking information

systems.
 Establishment of Relation:
Loose Close or Tight
Roger Woolfe’ Model
Outward Cost
Relationship
Pyramid
Loose Close Tight
 Establishment of Relation:
Loose Close or Tight
Roger Woolfe’sCost Pyramid for Integration
Loose Integration
In loose integration, one party provides another party with ad hoc
access to its internal information. The information may or may not be
confidential, and it is accessed when it is needed. An example might
be a builder of small power units that lets suppliers and customers
check specifications on its Web site. The business processes remain
distinct. Such limited integration requires little risk or cost.
 Establishment of Relation:
Loose Close or Tight
Roger Woolfe’sCost Pyramid for Integration
Close Integration
In close integration, two parties exchange information in a formal
manner. Some of that information is probably confidential, and
although the two parties’ processes are distinct, they do handle some
tasks jointly. An example is airlines sharing pricing data with each
other so that they can provide more seamless service to customers
using several airlines on one trip. This level of integration leads to
greater benefits. However, risks do increase because confidentialities
are shared. Costs of integration are also higher than in loose
integration.
 Establishment of Relation:
Loose Close or Tight
Roger Woolfe’sCost Pyramid for Integration
Tight Integration
In tight integration, two parties share at least one business process, as
partners, in a business area that is important to them. Generally, high
volumes of data are exchanged; the data can be highly confidential;
and the data include key events, such as price changes. An example
could be a supplier and retailer sharing a common inventory process.
The intent is to synchronize operations to reduce costs and speed
response time. Tight integration is the most risky because it is
business critical and the most costly to integrate. In some cases, it
may be difficult to identify where one organizational boundary ends
and the other begins.
 Strategic Use of IT in G2P:
Better to Consider (1/3)

G2P stands for "Government to Person" and refers to the use

of information technology (IT) to support and enhance
government interactions with individuals or citizens. Here are
some examples of the strategic use of IT in G2P:
 Electronic government (e-government): IT can be used to
enable citizens to access government services online, such as
through the use of e-government portals, mobile apps, and digital
kiosks. This can help to reduce wait times, increase convenience,
and improve access to government services.
 Strategic Use of IT in G2P:
Better to Consider (2/3)

 Social welfare programs: IT can be used to support social

welfare programs, such as through the use of electronic payment
systems and digital identity management. This can help to reduce
fraud and corruption, improve the speed and accuracy of benefit
payments, and increase the reach of social welfare programs to
those in need.
 Citizen engagement: IT can be used to enable citizen
engagement and participation in government decision-making,
such as through the use of online forums, social media, and
crowd sourcing platforms. This can help to increase transparency,
accountability, and public trust in government.
 Strategic Use of IT in G2P:
Better to Consider (3/3)

 Digital literacy: IT can be used to improve digital literacy among

citizens, such as through the provision of digital skills training
and access to online learning resources. This can help to bridge
the digital divide and increase participation in the digital
economy.
 Data analytics: IT can be used to collect and analyze data on
government operations and citizen needs, such as through the use
of data analytics tools and machine learning algorithms. This can
help to identify areas for improvement, optimize government
services, and drive better outcomes for citizens.