Chapter 3 Theory & Practice - Organizations

<p>Focusing on specific products and services (D)</p> Signup and view all the answers

<p>Building a complete feature from end-to-end (B)</p> Signup and view all the answers

<p>Reduced reliance on traditional project management (B)</p> Signup and view all the answers

<p>Increased reliance on commercial-off-the-shelf software (A)</p> Signup and view all the answers

<p>Improved scalability and maintainability of systems (C)</p> Signup and view all the answers

<p>Management decisions (C)</p> Signup and view all the answers

<p>Integration with current systems (D)</p> Signup and view all the answers

<p>They help develop competitive strategies. (D)</p> Signup and view all the answers

<p>It influences technology adoption and usage. (A)</p> Signup and view all the answers

<p>Employee satisfaction (A)</p> Signup and view all the answers

<p>They provide a framework for decision-making. (D)</p> Signup and view all the answers

<p>To enhance business-oriented IT delivery while maintaining traditional methods (C)</p> Signup and view all the answers

<p>Location of headquarters (D)</p> Signup and view all the answers

<p>Building and enhancing customer-facing digital services quickly (D)</p> Signup and view all the answers

<p>Alignment with organizational goals (B)</p> Signup and view all the answers

<p>Chief Digital Officer (CDO) (A)</p> Signup and view all the answers

<p>Often structurally separate, with different governance and processes (A)</p> Signup and view all the answers

<p>Alignment to ensure coherence across IT and business operations (B)</p> Signup and view all the answers

<p>Substitute products that perform as well as or better than existing products (A)</p> Signup and view all the answers

<p>Professional bureaucracy (B)</p> Signup and view all the answers

<p>Companies that create similar products after the first mover (B)</p> Signup and view all the answers

<p>Organizations with a high level of professional expertise like law firms (C)</p> Signup and view all the answers

<p>Flexible and adaptive response to changing environments (A)</p> Signup and view all the answers

<p>Machine bureaucracy (A)</p> Signup and view all the answers

<p>Corporate culture (C)</p> Signup and view all the answers

<p>Greater market control and brand recognition (D)</p> Signup and view all the answers

<p>Type of organization (B)</p> Signup and view all the answers

<p>All four components must be changed simultaneously (A)</p> Signup and view all the answers

<p>It lowers transaction and agency costs (D)</p> Signup and view all the answers

<p>Top suppliers (B)</p> Signup and view all the answers

<p>Personal preferences of management (B)</p> Signup and view all the answers

<p>Increased organizational politics (A)</p> Signup and view all the answers

<p>Business processes and decisions (A)</p> Signup and view all the answers

<p>Routines and business processes (A)</p> Signup and view all the answers

<p>They require individual routines and business processes to change. (B)</p> Signup and view all the answers

<p>They lead to political resistance that hampers change. (C)</p> Signup and view all the answers

<p>It determines what products should be produced and for whom. (B)</p> Signup and view all the answers

<p>Organizations can influence their environments while also being dependent on them. (A)</p> Signup and view all the answers

<p>They act as a lens for environmental scanning and response. (A)</p> Signup and view all the answers

<p>They may miss critical opportunities for growth. (A)</p> Signup and view all the answers

<p>It can act as both a unifying force and a restraint on change. (A)</p> Signup and view all the answers

<p>Organizations must constantly adapt, as environments tend to change faster. (A)</p> Signup and view all the answers

The ways in which a company is organized (e.g., hierarchical, flat), the processes they use (e.g., production, marketing), and their internal politics and culture.

The interaction between information technology and the way a company is run.

The way a company is structured. This can be hierarchical (pyramid-shaped) or flat (more decentralized).

The set of activities performed by an organization to achieve its goals (e.g., manufacturing, marketing, sales).

The informal power structures and relationships within a company. It can influence decisions and actions.

The shared values, beliefs, and attitudes of an organization. It shapes how employees behave and interact.

The external factors that affect an organization, such as competition, technology advancements, and economic conditions.

Decisions made by managers regarding IT, which can significantly impact the use and influence of information systems within a company.

Organizations are constantly affected by their environment, and they also have the power to influence it. They can choose to adapt to changes or even drive change themselves.

Information systems can be used to gather information about the environment, allowing organizations to better understand changes and make strategic decisions.

Information systems play a major role in helping organizations adapt to environmental changes. They can facilitate communication, data analysis, and decision-making.

Technology can be used to push companies to innovate and change, but it's a tool that needs to be used strategically and thoughtfully. It won't solve all organizational problems on its own.

A strategy that separates traditional IT (stable, predictable) from 'Fast IT' (for digital services, quick, innovative).

A separate unit within IT focused on rapidly creating and improving customer-facing digital services.

The leader responsible for the strategic direction of digital initiatives.

Ensuring that the Digital Unit's goals align with both traditional IT and business units (BUs).

The traditional, established IT department responsible for stable and predictable operations.

A technology that significantly alters how a product is made, sold, used, or even accessed, often displacing existing players.

Companies that invent or introduce disruptive technologies, often facing the challenge of building a market from scratch.

Firms that strategically leverage disruptive technologies created by others, often with greater resources and market reach.

A type of organization structure focused on flexibility and agility, often seen in start-ups or ventures with limited resources.

A highly formal structure, typically adopted by larger manufacturers, emphasizing efficiency and established processes.

A structure common to large, diversified corporations with multiple product lines, each operating semi-autonomously.

Found in sectors like law firms or schools, prioritizing knowledge and expertise, often with individual professionals possessing high levels of skill and autonomy.

A dynamic and adaptable structure often employed by consulting firms, relying on specialized teams and project-based operations.

The process of resisting change within an organization due to the implementation of information systems.

Information systems can change an organization's structure, culture, politics, and work processes by affecting information access and control.

Factors that contribute to organizational resistance to change: the nature of the innovation, the organization's structure, culture, and the tasks impacted by the innovation.

A model that suggests implementing information systems requires simultaneous changes to task arrangements, structures, and people for successful adoption.

The internet enables easier information access, storage, and distribution, benefiting organizations by reducing transaction costs and enhancing information flow.

Factors to consider when designing and understanding information systems: environment, structure, culture and politics, organization type, leadership style, affected interest groups, end-user attitudes, and the tasks, decisions, and business processes the system supports.

The internet's impact on organizations can be categorized as increased information accessibility, storage, and distribution. It results in cost reduction and efficiency gains.

The internet's impact on organizations can lead to lower transaction costs, improved information flow, and opportunities for new business models thanks to its increased accessibility, storage, and distribution capabilities.

Refers to a way of organizing teams based on the products or services they deliver, rather than by department.

A software architecture that breaks down large applications into smaller, independent units called microservices. This allows for faster development and deployment.

The process of continuously integrating code changes and deploying them to production, allowing for faster deployments and shorter feedback cycles.

Focuses on delivering value to customers by breaking down projects into small, incremental steps. This allows for faster feedback and continuous improvement.

Involves breaking down complex software into smaller, independent components that can be developed, deployed, and scaled independently. This enables faster deployments and improved resilience.

Involves shifting from a centralized decision-making structure to a more decentralized one, empowering teams to make decisions within their domains.

Instead of focusing solely on enterprise needs, this approach emphasizes understanding and meeting the specific needs of customers.