ITEC 1010 Information and Organizations Course Introduction PDF

ITEC 1010 Information and Organizations F2024, Section A Introduction © 2022 Pavlovych © 2018 CENGAGE, ALL RIGHTS RESERVED  Who Am I? Dr. Andriy Pavlovych Pronunciation: Un-DREE Paw-vlOH-which ☺ Office Hours online via Zoom; to be...

ITEC 1010 Information and Organizations F2024, Section A Introduction © 2022 Pavlovych © 2018 CENGAGE, ALL RIGHTS RESERVED  Who Am I? Dr. Andriy Pavlovych Pronunciation: Un-DREE Paw-vlOH-which ☺ Office Hours online via Zoom; to be added to eClass soon E-mail [email protected] York University EECS 2011 M (W2022) Introduction 2  What I Do? Main interests Human-Computer Interaction Data Communication Digressions Data Structures Languages Embedded computing York University EECS 2011 M (W2022) Introduction 3  Today Course Outline (bird’s-eye view) what this course is about Logistics course organization tests, assignments, grading scheme, etc. Intro to Information Systems York University EECS 2011 M (W2022) Introduction 4  Administrivia Lectures Section A: Thu, 19:00–22:00 DB 0016 eClass (previously known as Moodle) Notes, updates, announcements York University EECS 2011 M (W2022) Introduction 5  Course Format Everything you need to know will eventually be on the York University eClass site https://eclass.yorku.ca/course/view.php?id=124055 If you are enrolled in this course then you should have access to the course If not, send an email to [email protected] Subject = “ITEC 1010A: course access” York University EECS 2011 M (W2022) Introduction 6 York University EECS 2011 M (W2022) Introduction 7 York University EECS 2011 M (W2022) Introduction 8 York University EECS 2011 M (W2022) Introduction 9 York University EECS 2011 M (W2022)  Staying in Touch On days with lectures A few minutes during the break, after class Email Generally reply within 24 hours (sometimes faster) Usually no replies during evenings and weekends Evenings: after 17:00; weekends: Fri, 17:00 – Mon, 10:00 Office Hours (subject to change) Tentatively, MW 16:30–17:30 Zoom link is also on eClass York University EECS 2011 M (W2022) Introduction 11  Email Rules Your professors teach, and your TAs assist in, more than one course “ITEC 1010: regarding XXXXX in YYYYY” in Subject instead of “Question” York email, real name in From instead of 山羊 unprofessional may get blocked Non-English scripts (not by spam filters everyone can read them) Or not your real name (or name in the York records) More clues https://www.businessinsider.com/email-etiquette-rules-everyone-should-know-2014-9 https://bit.ly/3o5LJT8 York University EECS 2011 M (W2022) Introduction 12  What the course is about The value and importance of information to organizations, how it is used, stored and processed Emphasizes the uses of information technologies of various kinds, the benefits of the technologies, and the associated costs and problems Use of desktop applications York University EECS 2011 M (W2022) Introduction 13  Textbook “Required” textbook Fundamentals of Information Systems — 9th Edition Ralph Stair/George Reynolds York University EECS 2011 M (W2022) Introduction 14  Course Outcomes Describe the value and importance of information to organizations, how it is used, stored and processed Emphasize the uses of information technologies of various kinds, the benefits of the technologies, and the associated costs and problems Learn the basics of representing information using HTML Explore spreadsheet applications (Microsoft Excel) York University EECS 2011 M (W2022) Introduction 15  Evaluation (tentative) Two assignments (due dates TBA): 15 % Assignment 1: HTML (7.5 %) Assignment 2: Excel (7.5 %) Midterm: 40 % Final: 45 % letter grade computed using normal YorkU mapping Missed work No makeups of missed assignments or tests See Course Syllabus for further details Need Accommodation for Tests/Exams? Please approach me as soon as possible, so that we can make proper arrangements York University EECS 2011 M (W2022) Introduction 16  Midterm Test Mostly multiple-choice; possibly some short/long answer Any communication with anyone prohibited During the scheduled lecture times York University EECS 2011 M (W2022) Introduction 17  Assignments Details for each assignment will be posted at least one week before they are due You are required to submit your resulting files to eClass before the deadline York University EECS 2011 M (W2022) Introduction 18  Exam Date set by the Registrar Format similar to that of the midterm York University EECS 2011 M (W2022) Introduction 19  How to Do Well in This Course (1) Enthusiasm, dedication, passion be interested in solving problems, individually be willing to learn details, individually Participate in a productive discussions during lectures, in the course forum, with your peers, TA, instructor… York University EECS 2011 M (W2022) Introduction 20  How to Do Well in This Course (2) Attend online classes (and be awake), pay attention, ask questions if something is not clear Don’t copy, don’t just memorize the examples – understand them and try to re- create your own versions of the solutions studying existing solutions does NOT help as much as engaging and creating your own Start working on the assignments early There is life beyond just lectures and the assignments Be curious, read news, try new things, experiment Also, look it up (see next slide) York University EECS 2011 M (W2022) Introduction 21 York University EECS 2011 M (W2022) Introduction 22  Academic Honesty Discussions are encouraged NEVER lend/borrow solutions NEVER copy solutions from elsewhere and claim that they are yours Do NOT submit work that is not wholly your own Secure your computers properly (separate accounts, passwords) “Collaboration” during tests/exams will not be tolerated York University EECS 2011 M (W2022) Introduction 23  Copyrights and Recordings Lecture Notes You may not post course materials on any websites (this includes CourseHero, Chegg, etc.) Lecture Recordings You may record the lectures on video, provided that: You ask permission from your instructor first You do not have any students in the picture The video is for your own personal use, or for use by the students currently enrolled in the course The videos are not posted anywhere online Audio recordings are allowed, but please announce it if you plan to do it May not be posted anywhere either York University EECS 2011 M (W2022) Introduction 24 Questions?  Chapter 1 An Introduction to Information Systems in Organizations Stair/Reynolds, Fundamentals of Information Systems, 9th Edition. © 2018 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Introduction 26 Objectives Data vs. information vs. knowledge Quality of the data Fundamental components of an information system and their functions Three fundamental information system types and their requirements Value chain “The soft side of implementing change” Five change models for introducing a new information system into an organization Roles, functions, and careers available in the field of information systems Introduction 27 An Introduction to Information Systems Information o One of an organization’s most valuable resources o Often confused with the term data Introduction 28 Data, Information, and Knowledge (1 of 2) Data: raw facts (more narrowly: individual numbers, bits and bytes) Information: collection of data organized in such a way that they have value beyond the facts themselves Process(-ing): set of logically related tasks performed to achieve a defined outcome o Turning data into information is a process Knowledge: awareness and understanding of a set of information and the ways it can be made useful to support a task o The process of defining relationships among data to create useful information requires knowledge Introduction 29  Data, Information, and Knowledge (2 of 2) Types of data Data Represented By Alphanumeric data Numbers, letters, and other characters Audio data Sounds, noises, or tones Image data Graphic images and pictures Video data Moving images or pictures transforming data into information Introduction 30 The Value of Information Valuable information helps people perform tasks more efficiently and effectively o Inaccurate data can result in loss of potential new customers and reduced customer satisfaction Quality of Information o If an organization’s information is not accurate or complete: People can make poor decisions, costing thousands, or even millions, of dollars o Accuracy and completeness are critical for data used in accounting for the management of company assets o Some characteristics more important than others, depending on type of data Introduction 31 What is an Information System? (1 of 3) An information system (IS) is a set of interrelated elements that: o Collect (input) o Process o Store o Disseminate data and information (can be combine with storage) o Provides a feedback mechanism to monitor and control its operation to make sure it continues to meet its goals and objectives A computer-based information system (CBIS) is a single set of hardware, software, databases, networks, people, and procedures o That are configured to collect, manipulate, store, and process data into information An organization’s technology infrastructure is usually a CBIS Introduction 32  What is an Information System? (2 of 3) Components of a computer-based information system Hardware, software, networks, people, and procedures are part of a business’s technology infrastructure. Introduction 33 What is an Information System? (3 of 3) Procedure: steps to follow to achieve a specific end result o enter a customer order o pay a supplier invoice o request a current inventory report o … Using a CBIS involves setting and following many procedures o Operation, maintenance, and security of the system o … Introduction 34 Three Fundamental Types of Information Systems (1 of 3) Information systems can be divided into three types: o Personal IS – includes information systems that improve the productivity of individual users o Group IS – includes information systems that improve communications and support collaboration among members of a workgroup o Enterprise IS – includes information systems that organizations use to define structured interactions among their own employees and/or external customers, suppliers, government agencies, etc… Introduction 35 Three Fundamental Types of Information Systems (2 of 3) For each type of IS, certain key organizational complements must be in place: o Well-trained workers o System support o Better teamwork o Redesigned processes o New decision rights Introduction 36 Three Fundamental Types of Information Systems (3 of 3) Examples and characteristics of each type of information system Personal IS Group IS Enterprise IS Examples Personal productivity software, Email, instant messaging, Transaction processing systems, decision-support system project management software enterprise systems, interorganizational systems Benefits Improved productivity Increased collaboration Increased standardization and ability to monitor work Organizational complements Does not bring (require) At least some complements Full complements must be in (including well-trained complements with it must be in place when IS place when IS “goes live” workers, better teamwork, Partial benefits can be “goes live” redesigned processes, and achieved without all Allows users to implement new decision rights) complements being in place and modify complements over time Manager’s role Ensure that employees Demonstrate how technology Identify and put into place the understand and connect to can be used full set of organizational the change Set norms for participation complements prior to adoption Encourage use Intervene forcefully and Challenge workers to find continually to ensure adoption new uses Introduction 37 Information Systems in Organizations (1 of 2) Organization: a group of people that is structured and managed to meet its mission or set of group goals o There are relationships between members of the organization and their various activities o Processes are defined that assign roles, responsibilities, and authority to complete the various activities Organizations are open systems o They affect and are affected by their surrounding environments Introduction 38  Information Systems in Organizations (2 of 2) General model* of an organization Information systems support and work within the automated portions of an organizational process. *Model: simplification of reality Introduction 39  Value Chains (1 of 3) Value chain: a series (chain) of activities that an organization performs to transform inputs into outputs o The value of the input is increased Supply chain: key value chain in a manufacturing organization Supply chain management (SCM): encompasses all the activities required to get… o the right product o into the right consumer’s hands o in the right quantity o at the right time, and o at the right cost See also https://www.investopedia.com/ask/answers/043015/what-difference- between-value-chain-and-supply-chain.asp Introduction 40  Value Chains (2 of 3) Supply chain The primary and support activities of the manufacturing supply chain are concerned with creating or delivering a product or service. Introduction 41 Value Chains (3 of 3) Supply chain organizations are “linked” together through both physical flows and information flows o Physical: supplies and raw materials o Information: participants communicating their plans, coordinating their work, and managing the efficient flow of goods and material The information system can play an integral role in the supply chain process: o Providing input o Aiding product transformation o Producing output Introduction 42 Change in the Organization (1 of 3) Innovation: the application of new ideas to the products, processes, and activities of a firm, leading to increased value o A catalyst for the growth and success of an organization Can lead to cutting-edge products o New revenue streams o Increased profits Types of innovation o Sustaining innovation: results in enhancements to existing products, services, and ways of operating Enable an organization to continually increase profits, lower costs, and gain market share o Disruptive innovation: one that initially provides a lower level of performance than the marketplace has grown to accept Improved to provide new performance characteristics Introduction 43 Change in the Organization (2 of 3) Reengineering o Also called process redesign and business process reengineering (BPR) o Involves the radical redesign of business processes, organizational structures, information systems, and values of the organization to achieve a breakthrough in business results Continuous improvement o Constantly seeking ways to improve business processes and add value to products and services Introduction 44 Change in the Organization (3 of 3) Comparing business process reengineering with continuous improvement Business Process Reengineering Continuous Improvement Strong action taken to solve serious problem Routine action taken to make minor improvements Top-down change driven by senior executives Bottom-up change driven by workers Broad in scope; cuts across departments Narrow in scope; focuses on tasks in a given area Goal is to achieve a major breakthrough Goal is continuous, gradual improvements Often led by resources from outside the company Usually led by workers close to the business Information systems are integral to the solution Information systems provide data to guide the improvement team Introduction 45 Soft Side of Implementing Change (1 of 8) Soft side of implementing change: work designed to help employees embrace a new information system and way of working Change management model o Phases an individual or organization goes through in making a change o Principles for successful implementation of change Lewin’s Change Model o Consists of a three-stage approach for change 1. Unfreezing: preparing for change 2. Moving: making the change 3. Refreezing: institutionalizing Introduction 46 Soft Side of Implementing Change (2 of 8) Unfreezing Moving Refreezing Preparing for change Making the change Institutionalizing Key Tasks Key Tasks Key Tasks Communicate what, why, when, Motivate individuals involved Monitor progress against success criteria who, how or affected Establish processes, systems to institutionalize Draw on others, and seek input, Coach, train, lead, change ideas encourage, manage Establish controls to ensure change is occurring Define objectives, success criteria, Provide appropriate Recognize and reward individuals for exhibiting resources, schedule, budget resources new behavior Finalize work plans Provide on-going feedback Provide feedback, motivation, additional training Assign leaders and implementation to individuals not exhibiting new behaviour teams Lewin’s change model Introduction 47 Soft Side of Implementing Change (3 of 8) Lewin’s Force Field Analysis o Lewin extended his change model theory to include force field analysis Identifies both the driving (positive) and restraining (negative) forces that influence whether change can occur o Driving forces: beliefs, expectations, and cultural norms that tend to encourage a change and give it momentum o Restraining forces: those that make it difficult to accept a change or to work to implement a change Goal: weaken some; strengthen others Introduction 48  Soft Side of Implementing Change (4 of 8) FIGURE 1.8 FIGURE 1.9 Lewin’s force field analysis before Lewin’s force field analysis after addressing concerns addressing concerns Introduction 49 Soft Side of Implementing Change (5 of 8) Leavitt’s Diamond o A theory that proposes that every organizational system is made up of four main components—people, tasks, structure, and technology (IS) – with an interaction among the four components Any change in one of these elements will necessitate a change in the other three elements o Organizational learning The adaptations and adjustments based on experience and ideas over time Adjustments can require reengineering or can result from continuous improvement Introduction 50 Soft Side of Implementing Change (6 of 8) User Satisfaction and Technology Acceptance o Technology acceptance model (TAM) Specifies the factors that can lead to better attitudes about the information system FIGURE 1.11 Technology acceptance model Perceived usefulness (U) and perceived ease of use (E) strongly influence whether someone will use an information system. Management can improve that perception by demonstrating that others have used the system effectively and by providing user training and support. Introduction 51  Soft Side of Implementing Change (7 of 8) Diffusion of Innovation Theory o A theory developed by E.M. Rogers o Explains how a new idea or product gains acceptance and diffuses (or spreads) through a specific population or subset of an organization Innovation diffusion Adoption of any innovation does not happen all at once for all members of the targeted population; rather, it is a drawn-out process, with some people quicker to adopt the innovation than others. Source: Everett Rogers, Diffusion of Innovations. Innovation diffusion Introduction 52 Soft Side of Implementing Change (8 of 8) Five categories of innovation adopters Adopter Category Characteristics Strategy to Use Innovator Risk takers; always the first to try Simply provide them with access to the new system new products and ideas and get out of their way Early adopter Opinion leaders whom others Provide them assistance getting started listen to and follow; aware of the need for change Early majority Listen to and follow the opinion Provide them with evidence of the system’s leaders effectiveness and success stories Late majority Skeptical of change and new ideas Provide them data on how many others have tried this and have used it successfully Laggards Very conservative and highly Have their peers demonstrate how this change has sceptical of change helped them and bring pressure to bear from other adopters Introduction 53 Careers in Information Systems (1 of 8) Summary: successful IS workers must: o Enjoy working in a fast-paced, dynamic environment o Be prepared to engage in life-long learning in a rapidly changing field o Have solid analytical and decision-making skills o Develop effective team and leadership skills o Possess good communication skills written and verbal communication o Be adept at implementing organization change An understanding of organizations and the way they operate o Meet deadlines and solving unexpected challenges Introduction 54 Careers in Information Systems (2 of 8) Technical skills important for IS workers to have: o Capability to analyze large amounts of structured and unstructured data o Programing and application development skills (incl. mobile devices) o Web design and development skills o Technical support expertise o Project management skills o Knowledge of networking and cloud computing o Ability to audit systems and implement necessary security measures o Knowledge of data center operations Demand for computing jobs projected to increase Introduction 55  Careers in Information Systems (3 of 8) Occupational outlook for selected information systems positions This chart shows the IS positions that BLS (USA) predicts will be among the fastest growing in the near future, along with the median salary for those positions in 2015 Introduction 56  Careers in Information Systems (4 of 8) FIGURE 1.14 Three primary functions of the information systems organization Each of these functions─operations, development, and support ─ encompasses several different IS roles Typical IS Titles and Functions Chief information officer (CIO) employs the IS department’s equipment and personnel to help the organization attain its goals Senior IS Managers Vice president of information systems Manager of information systems Chief technology officer (CTO) Central role of all of the above is to communicate with other areas of the organization to determine changing business needs Introduction 57  Careers in Information Systems: Roles Operations Roles Development Roles Support Roles Data center managers: Software developers write the software Database administrators maintenance and operation of the that customers and employees use (DBAs) design and set up organization’s computing facilities databases to meet an Systems analysts consult with System operators run and organization’s needs management and users, convey system maintain IS equipment requirements to software developers System support specialists IS security analysts: maintaining and network architects respond to telephone calls, the security and integrity of their Programmers convert a program design email, and other inquiries organizations’ systems and data developed by a systems analyst or from computer users Local area network (LAN) software developer into a programming administrators set up and manage language the network hardware, software, Web developers design and maintain and security processes Web sites, including site layout and function, to meet the client’s requirements Introduction 58 Careers in Information Systems (6 of 8) Other IS Careers o Consulting opportunities o Computer training o Computer and computer-equipment sales o Computer repair and maintenance o Support services o Employment with technology companies o Entrepreneurial ventures Outside the IS Organization o Shadow IT: A term used to describe the IS and solutions built and deployed by departments other than the information systems department o Enables business managers to quickly create highly innovative solutions to real business problems and to test these solutions out Introduction 59 Careers in Information Systems (7 of 8) TABLE 1.6 Pros and cons of shadow IT efforts Pros Cons Enables the business to test quick solutions to business needs The systems and processes developed may lack necessary without delays brought on by involvement of the information levels of security required to meet compliance standards systems Can create an innovative, synergistic partnership between the Can create tension between the CIO who has responsibility information systems department and other business units for technology within the organization and business managers who want more of a role in the information system decisions Provides the opportunity to evaluate and test many more Individual departments may buy services, software, and information system initiatives hardware that the company could get a better deal through central purchasing. May be wasteful and duplicate work already being done by the IS organization Issues can arise over responsibility to fix “nonapproved” solutions Introduction 60 Careers in Information Systems (8 of 8) Working in Teams o Most IS careers involve working in project teams that can consist of many of the positions and roles o It is always good for IS professionals to: Have good communications skills and the ability to work with other people o Virtual team: a group of individuals whose members are distributed geographically, but work as a coherent unit through the use of information systems technology Strength: the best available people are enlisted to solve important organizational problems Supported by electronic communications: email, instant messages, video conferences, etc. Introduction 61 Finding a Job in IS, Certifications Developing an online résumé can be critical to finding a good job The Internet o Online job sites o Company Web sites o Social networking sites Informal networks of colleagues or business acquaintances Certification o A process for testing skills and knowledge o Results in a statement by the certifying authority that confirms an individual is capable of performing particular tasks o Frequently involves specific, vendor-provided or vendor-endorsed coursework Introduction 62 Summary The value of information is directly linked to how it helps decision makers achieve the organization’s goals Information systems are composed of fundamental components that must be carefully assembled and integrated to work well together Managers have an essential role to play in the successful implementation and use of information systems – that role changes depending on which type of IS system is being implemented Information systems must be implemented in such a manner that they are accepted and work well within the context of an organization and support its fundamental business goals and strategies The information system worker functions at the intersection of business and technology and designs, builds, and implements solutions that allow organizations to effectively leverage information technology systems Introduction 63