Chapter 1
● Information system (IS) → components that interact to produce information
○ Hardware
○ Software
○ Data
○ Procedures
○ People
● Examples of IS:
○ Email, webpages, Excel, Word, Powerpoint, instant messaging
● Management Information Systems (MIS) → development and use of information systems to
achieve company goals
● Information Technology (IT) → raw technology
○ Hardware
○ Software
○ Data
● IS makes IT useful
● Information and Communications Technology (ICT) sector in Canada deals with IS and IT
● Transformative technologies in demand:
○ 5G mobile, virtual reality, AI, blockchain, 3D printing
● Moore’s Law → density of circuits on a chip doubles every 2 years
○ Devices and chips get smaller
●
Chapter 2
● Each business needs to obtain payment, cover costs, and make profits
● Business Process (Business System) → series of activities to produce a product/service
○ Activities
■ Transforms resources/information of one type into another
■ Activities use information systems
○ Resources
■ Eg. cash, workers
○ Facilities
■ Eg. factories, equipment
○ Information
● Business Process Modeling Notation → used to document a business process
● Supply Chain → sales and inventory
● Information = knowledge derived from data; processed data
● Good Information → accurate, timely, relevant, barely sufficient, worth the cost
, ● Information systems support decision making by providing information
● Decision Making Steps: (each needs different IS)
○ Gathering information
○ Creating alternatives
○ Choice
○ Implementation
○ Review
● Decisions by Level:
○ Operational → day-to-day activities (structured)
○ Managerial → allocation of resources
○ Strategic → broader-scope, organizational issues (unstructured)
● Decision Processes:
○ Structured → accepted method for making decisions
○ Unstructured → no agreed-on method for decision-making
Chapter 3
● Labour productivity = GDP/total paid hours of workers (Canada has not increased
productivity)
○ Indicator of per capita income
● Productivity Paradox → Computers have not impacted productivity of economies yet
● How can IT create business value?
○ Productivity → makes more output from same inputs, better output, output faster
with tech
, ○ Structure of Competition
○ Benefits end customer → cheaper and faster goods because of IT
● How can IS improve productivity?
○ Increasing efficiency and effectiveness
● Value chain → series of value-creating activities (value is in money)
○ Primary activities → value added directly to product
■ Inbound logistics → inventory
■ Operations → inputs to final product
■ Outbound logistics → distribution
■ Marketing and sales
■ Service → supporting customers use of product/service
○ Support activities → activities that do not add value directly to product but still
contribute indirectly to production, sale, and service
■ Firm infrastructure
■ Human resources
■ Tech development
■ Procurement
● Porter’s Five Forces Model → assess industry structure; these forces determine industry
profitability
■ Intensity of each determines industry characteristics
○ Bargaining power of customers
○ Threat of substitutions
○ Bargaining power of suppliers
○ Threat of new entrants
○ Rivalry among existing firms
● Porter 4 Competitive Strategies → organization response
○ Cost leadership/Differentiation across industry
○ Cost leadership/Differentiation focused on particular industry segment
● 2 technological innovations:
○ Sustaining technologies → maintain rate of improvement
○ Disruptive technologies → new attributes to accepted mainstream products
● Diffusion of Innovation → process of communicating innovation through channels over
time among member in a social system (Everett Rogers)
○ Stages:
■ Knowledge
■ Persuasion
■ Decision
■ Implementation
■ Confirmation
● Information system (IS) → components that interact to produce information
○ Hardware
○ Software
○ Data
○ Procedures
○ People
● Examples of IS:
○ Email, webpages, Excel, Word, Powerpoint, instant messaging
● Management Information Systems (MIS) → development and use of information systems to
achieve company goals
● Information Technology (IT) → raw technology
○ Hardware
○ Software
○ Data
● IS makes IT useful
● Information and Communications Technology (ICT) sector in Canada deals with IS and IT
● Transformative technologies in demand:
○ 5G mobile, virtual reality, AI, blockchain, 3D printing
● Moore’s Law → density of circuits on a chip doubles every 2 years
○ Devices and chips get smaller
●
Chapter 2
● Each business needs to obtain payment, cover costs, and make profits
● Business Process (Business System) → series of activities to produce a product/service
○ Activities
■ Transforms resources/information of one type into another
■ Activities use information systems
○ Resources
■ Eg. cash, workers
○ Facilities
■ Eg. factories, equipment
○ Information
● Business Process Modeling Notation → used to document a business process
● Supply Chain → sales and inventory
● Information = knowledge derived from data; processed data
● Good Information → accurate, timely, relevant, barely sufficient, worth the cost
, ● Information systems support decision making by providing information
● Decision Making Steps: (each needs different IS)
○ Gathering information
○ Creating alternatives
○ Choice
○ Implementation
○ Review
● Decisions by Level:
○ Operational → day-to-day activities (structured)
○ Managerial → allocation of resources
○ Strategic → broader-scope, organizational issues (unstructured)
● Decision Processes:
○ Structured → accepted method for making decisions
○ Unstructured → no agreed-on method for decision-making
Chapter 3
● Labour productivity = GDP/total paid hours of workers (Canada has not increased
productivity)
○ Indicator of per capita income
● Productivity Paradox → Computers have not impacted productivity of economies yet
● How can IT create business value?
○ Productivity → makes more output from same inputs, better output, output faster
with tech
, ○ Structure of Competition
○ Benefits end customer → cheaper and faster goods because of IT
● How can IS improve productivity?
○ Increasing efficiency and effectiveness
● Value chain → series of value-creating activities (value is in money)
○ Primary activities → value added directly to product
■ Inbound logistics → inventory
■ Operations → inputs to final product
■ Outbound logistics → distribution
■ Marketing and sales
■ Service → supporting customers use of product/service
○ Support activities → activities that do not add value directly to product but still
contribute indirectly to production, sale, and service
■ Firm infrastructure
■ Human resources
■ Tech development
■ Procurement
● Porter’s Five Forces Model → assess industry structure; these forces determine industry
profitability
■ Intensity of each determines industry characteristics
○ Bargaining power of customers
○ Threat of substitutions
○ Bargaining power of suppliers
○ Threat of new entrants
○ Rivalry among existing firms
● Porter 4 Competitive Strategies → organization response
○ Cost leadership/Differentiation across industry
○ Cost leadership/Differentiation focused on particular industry segment
● 2 technological innovations:
○ Sustaining technologies → maintain rate of improvement
○ Disruptive technologies → new attributes to accepted mainstream products
● Diffusion of Innovation → process of communicating innovation through channels over
time among member in a social system (Everett Rogers)
○ Stages:
■ Knowledge
■ Persuasion
■ Decision
■ Implementation
■ Confirmation
