CMIS 526 Exam 1
globalization - ANSthe integration of economies throughout the world enabled by innovation and
technological progress
globalization has allowed for 3 main things: - ANSeconomic changes
cultural changes
technological changes
economic changes brought on by globalization - ANSincreased international trade
development of global financial systems and currency
the outsourcing of labor
cultural changes brought on by globalization - ANSincreased availability of multiculturalism via
TV and movies
increased international travel, tourism, and immigration
more availability of ethnic food and restaurants
increased prevalence of worldwide fads and phenomena such as Facebook, Groupon, and
YouTube
technological changes brought on by globalization - ANSlow-cost computing platforms and
communication technologies (email, Skype, instant messaging)
enforcement of global patent and copyright laws to spur further innovation
the ubiquitous nature of low cost global telecom infrastructure line the internet
how globalization has impacted businesses - ANSallows for outsourcing or moving of business
processes (accounting, manufacturing, security, call centers) to another company either onshore
or offshore
benefits of outsourcing - ANSallows companies to reach new markets
leverage skills of specialists or experts in other countries (global workforce)
challenges of outsourcing - ANSworking with other governments regarding regulations, politics,
etc
timezone differences
infrastructure-related reliability (brown outs)
cultural - working with different cultural norms
the changing role of the IS function in organizations - ANSIS is no longer a "help desk" but is
becoming a strategic competitive advantage - it provides efficiencies and allows for
differentiation or competitive advantage
, example: Amazon states that "one click ordering is propriatary to them and no one else can use
it." This is an IS advantage that allows for smoother transactions and a competitive advantage
three levels of business at which IS can be utilized - ANSoperational level
managerial level
executive level
how the operational level of the business process is related to IS - ANStransactions occur in a
firm's daily business where a record must be kept
structured decisions are procedures to follow for a given situation can be specified in advance
information systems are typically used to increase efficiency (lower cost, with relatively little time
and effort with optimized process and better understanding)
how the managerial level of the business process is related to IS - ANSthis is the tactical level
that involves functional managers (marketing, finance manufacturing, and HR managers)
allows effectively utilizing and deploying organizational resources to create effectiveness to
accomplish tasks
key performance indicators (KPIs) allow for dashboards to assess progress of goals
semi-structured decisions can be assisted at this level as well
automating the monitoring and controlling of operational activities
improves organizational effectivenss
how the executive level of the business process is related to IS - ANSstrategic level where
long-term strategic questions facing the organization such as what products to produce, which
countries to compete in, and which organizational strategy to follow
E-level managers; aggregate summaries of past organizational data and projections of the
future, improve organizational strategy and planning
Porter's 2 strategy models - ANScompetitive forces
value chain models
competitive forces - ANS1- rivalry among existing firms
2- threat of new entrants
3-bargaining power of buyers
4- threat of substitute products or services
5- bargaining power of suppliers
these forces will indicate the level of industry competitiveness
this model helps determine which of the forces may be the most important and which specific
technologies could be used to address these forces
can also be used to identify where to invest additional resources/capital
value chain models - ANSa process of analyzing an organization's activities to determine where
the value is added to the products/services and what costs are incurred for doing so
globalization - ANSthe integration of economies throughout the world enabled by innovation and
technological progress
globalization has allowed for 3 main things: - ANSeconomic changes
cultural changes
technological changes
economic changes brought on by globalization - ANSincreased international trade
development of global financial systems and currency
the outsourcing of labor
cultural changes brought on by globalization - ANSincreased availability of multiculturalism via
TV and movies
increased international travel, tourism, and immigration
more availability of ethnic food and restaurants
increased prevalence of worldwide fads and phenomena such as Facebook, Groupon, and
YouTube
technological changes brought on by globalization - ANSlow-cost computing platforms and
communication technologies (email, Skype, instant messaging)
enforcement of global patent and copyright laws to spur further innovation
the ubiquitous nature of low cost global telecom infrastructure line the internet
how globalization has impacted businesses - ANSallows for outsourcing or moving of business
processes (accounting, manufacturing, security, call centers) to another company either onshore
or offshore
benefits of outsourcing - ANSallows companies to reach new markets
leverage skills of specialists or experts in other countries (global workforce)
challenges of outsourcing - ANSworking with other governments regarding regulations, politics,
etc
timezone differences
infrastructure-related reliability (brown outs)
cultural - working with different cultural norms
the changing role of the IS function in organizations - ANSIS is no longer a "help desk" but is
becoming a strategic competitive advantage - it provides efficiencies and allows for
differentiation or competitive advantage
, example: Amazon states that "one click ordering is propriatary to them and no one else can use
it." This is an IS advantage that allows for smoother transactions and a competitive advantage
three levels of business at which IS can be utilized - ANSoperational level
managerial level
executive level
how the operational level of the business process is related to IS - ANStransactions occur in a
firm's daily business where a record must be kept
structured decisions are procedures to follow for a given situation can be specified in advance
information systems are typically used to increase efficiency (lower cost, with relatively little time
and effort with optimized process and better understanding)
how the managerial level of the business process is related to IS - ANSthis is the tactical level
that involves functional managers (marketing, finance manufacturing, and HR managers)
allows effectively utilizing and deploying organizational resources to create effectiveness to
accomplish tasks
key performance indicators (KPIs) allow for dashboards to assess progress of goals
semi-structured decisions can be assisted at this level as well
automating the monitoring and controlling of operational activities
improves organizational effectivenss
how the executive level of the business process is related to IS - ANSstrategic level where
long-term strategic questions facing the organization such as what products to produce, which
countries to compete in, and which organizational strategy to follow
E-level managers; aggregate summaries of past organizational data and projections of the
future, improve organizational strategy and planning
Porter's 2 strategy models - ANScompetitive forces
value chain models
competitive forces - ANS1- rivalry among existing firms
2- threat of new entrants
3-bargaining power of buyers
4- threat of substitute products or services
5- bargaining power of suppliers
these forces will indicate the level of industry competitiveness
this model helps determine which of the forces may be the most important and which specific
technologies could be used to address these forces
can also be used to identify where to invest additional resources/capital
value chain models - ANSa process of analyzing an organization's activities to determine where
the value is added to the products/services and what costs are incurred for doing so
