Global E-Business And Collaboration Chapter 2 Video Cases ✓ Solved

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Global E-business and Collaboration Chapter 2 VIDEO CASES Case

Define and describe business processes and their relationship to information systems. Evaluate the role played by systems serving the various levels of management in a business and their relationship to each other. Explain how enterprise applications improve organizational performance. Explain the importance of collaboration and teamwork in business and how they are supported by technology. Assess the role of the information systems function in a business.

The problem of capturing employee knowledge as 40% of the workforce nears retirement has necessitated new technology for collaborative knowledge sharing. Microsoft SharePoint Server 3010 has provided a companywide platform for collaboration, knowledge acquisition and transfer, and social tools. This demonstrates IT’s role in collaboration and documenting knowledge and illustrates the need for changing organizational culture and business processes to use information systems effectively.

Business processes consist of flows of material, information, and knowledge, with a set of activities and steps. They may tie to functional areas or be cross-functional, and businesses can be viewed as a collection of these processes. Each business process may represent either an asset or a liability, determining the overall efficiency and effectiveness of organizational operations.

Examples of functional business processes range across various departments: manufacturing handles product assembly, sales and marketing identify customers, finance and accounting create financial statements, and human resources manage hiring. Fulfilling a customer order requires tight coordination among sales, accounting, and manufacturing functions, which exemplifies the interconnectedness of business processes.

Information technology augments business processes by enhancing efficiency through automation, enabling new processes, altering information flows, and supporting various business models. Transaction processing systems (TPS) facilitate operational managers' tasks by recording routine transactions and allowing oversight on operational status and environmental relationships.

Business intelligence tools organize and analyze data, aiding managers in making informed decisions. Management information systems, decision support systems, and executive support systems are three components of this intelligence infrastructure, working together to address the specific needs of different management levels.

Enterprise applications link various organizational functions, executing processes that require participation across multiple levels of management. Key applications include enterprise systems, supply chain management systems, customer relationship management systems, and knowledge management systems. Each of these plays a crucial role in improving efficiency, ensuring accurate data sharing, and enhancing decision-making at all management levels.

Supply chain management systems manage relationships with suppliers, sharing vital information regarding orders and production, while customer relationship management systems provide insight into all interactions with customers, aiding in customer retention and satisfaction. Knowledge management systems support the collection and utilization of internal and external knowledge, facilitating expertise sharing among employees.

The importance of e-business and e-commerce has grown as digital technology streamlines major business processes. Collaboration is also becoming increasingly critical, driven by broader changes in work culture and marketplace dynamics. Effective collaboration tools, such as virtual meeting systems and software platforms, can boost productivity, innovation, and overall business performance.

Aligning information systems with business strategy requires governance frameworks encompassing decision rights and accountability. An effective information systems function can yield substantial returns on investment by fostering a collaborative culture that leverages technology to enhance business processes.

Paper For Above Instructions

The integration of information systems into business processes is fundamental in modern organizations. Businesses today operate in an environment characterized by rapid technological changes and ever-increasing competition. The synergy between business processes and information systems not only enhances operational efficiency but also promotes strategic advantages through improved decision-making and innovation. This paper will explore the importance and relationship of business processes to information systems, evaluate the role of various support systems for management levels, examine how enterprise applications enhance organizational performance, discuss collaboration's essential role, and assess the information systems function within businesses.

Business processes refer to structured sets of activities and tasks that convert inputs into outputs. These processes can be linear, crossing various functional departments, or tightly knit within a single unit. In effectively managing these processes, businesses can achieve competitive advantages, enhance customer satisfaction, and drive financial performance. The interrelation between information systems and business processes cannot be overstated. Information systems are designed to support and streamline business processes, capturing data that informs operations and decision-making at all levels.

At the operational level, Transaction Processing Systems (TPS) manage data from routine transactions necessary for conducting business, such as sales orders, payroll, and inventory tracking. They inform management about the real-time status of business operations and are critical in monitoring performance against goals. Meanwhile, the Management Information Systems (MIS) serve middle management by providing crucial insights drawn from data collected through TPS. By offering structured reports based on current performance metrics, MIS guides routine executive decisions and facilitates performance assessments.

Decision Support Systems (DSS) enhance managerial decision-making by incorporating both internal data and external information. They enable managers to visualize potential impacts of varying decisions, examining scenarios such as production schedule adjustments based on fluctuating sales forecasts. This capacity for modeling and analyzing data empowers managers to make informed choices that can substantially affect the business's trajectory. Furthermore, Executive Support Systems (ESS) provide senior management with tools to make strategic decisions by synthesizing data across enterprise systems and external factors, reinforcing data-driven leadership.

Enterprise applications, such as Customer Relationship Management (CRM) systems and Supply Chain Management (SCM) systems, play an instrumental role in improving organizational performance. CRM systems provide a comprehensive view of customer interactions, facilitating targeted marketing efforts and improving customer loyalty. SCM systems enhance coordination with suppliers and logistics, ensuring timely product availability while minimizing costs. These systems connect disparate business functions, enhance data sharing, and streamline operations, leading to a more responsive organization.

The significance of collaboration and teamwork in the business environment has escalated in recent years. Collaborative efforts enhance problem-solving capabilities and innovation, leveraging the diverse knowledge and skills possessed by teams. Digital collaboration tools such as Microsoft SharePoint, intranets, and virtual meeting platforms have transformed how teams coordinate and execute their work, fostering knowledge-sharing and collective brainstorming. Successful collaboration hinges on establishing a culture that promotes teamwork and empowers employees, coupled with supporting technologies that facilitate seamless interaction.

Information systems also serve a pivotal role in overcoming knowledge retention challenges within organizations. As workforce demographics shift, particularly with a significant percentage nearing retirement, organizations are adopting systems that enable knowledge sharing and retention. This proactive approach can mitigate the risk of losing institutional knowledge and ensure business continuity.

In conclusion, the interplay between business processes and information systems is crucial for driving efficiency, enhancing decision-making, and fostering innovation within organizations. A strategic approach to integrating these systems while cultivating a collaborative organizational culture will yield significant benefits, such as improved performance, enriched customer engagement, and sustainable business growth. Organizations must continuously adapt their information systems and business processes to thrive in an increasingly complex and interconnected global marketplace.

References

• Laudon, K. C., & Laudon, J. P. (2020). Management Information Systems: Managing the Digital Firm. Pearson.
• O’Brien, J. A., & Marakas, G. M. (2011). Management Information Systems. McGraw-Hill.
• Porter, M. E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. Free Press.
• Seddigh, A., & Dabbagh, N. (2016). E-Business in the 21st Century: Emerging Trends and Opportunities. IGI Global.
• Turban, E., Sharda, R., & Delen, D. (2011). Decision Support and Business Intelligence Systems. Pearson.
• Heckl, J., & Hückel, M. (2020). Business Process Management: Concepts, Languages, Architectures. Springer.
• Sharma, R., & Gupta, A. (2020). Collaboration Technologies for Virtual Teams. IGI Global.
• Chaffey, D., & Wood, S. (2019). Business Information Management: Improving Performance Using Information Systems. Pearson.
• Hawking, P., & Sellitto, C. (2010). E-Business: A Business Process Perspective. Journal of Systems and Information Technology, 12(4), 321-336.
• Watson, R. T., & Wixom, B. H. (2007). Analysis of the Data Management Process: Implications for Information Systems Education. ACM Transactions on Computing Education (TOCE), 7(3), 1-22.

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