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7/30/2019 P2 Penggunaan komputer dalam pasar internasional & implikasi etika dari TI.ppt
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Computer Use in anInternational Marketplace
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Parent company and group ofsubsidiaries
Operates across Products
Markets
Nations Cultures
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Geography
Goals
Policies Procedures
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Influenced by internal and externalconditions
Seeks to minimize environmentaluncertainty Uncertainty - Difference between information
required and information possessed
Requires good use of informationtechnology to achieve desiredperformance
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Each structure requires its own informationprocessor
Worldwide functional divisions
Organized along functional lines Marketing in subsidiary reports to marketing in
parent company
Strategic planning done at top executive level
Data that integrates operations does not exist atlower levels
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International regions
International division separate from domesticdivision
Geographic regions Each region responsible for its subsidiaries
No communication between regions
Communication coordinated by parent company
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Worldwide product divisions
Product division responsible for
operations worldwideHelps recognize product specific
needs
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Greater need than domestic companies
Companies unable to gain strategic control of
their worldwide operations and manage them ina globally coordinated manner will not succeedin the emerging international economy
Resources are widely distributed
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Improvements in informationtechnology and methodology have
made global coordination somewhateasier
Still, coordination is big challenge
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Flexibility in responding to competitors
Ability to respond in one country to a change
in another Ability to keep abreast of market needs
around the world
Ability to transfer knowledge between unitsin different countries
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Reduced overall costs of operation
Increased efficiency and effectiveness in meeting
customer needs Ability to achieve and maintain diversity in
firms products, their production, anddistribution
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Multinational strategy
Global strategy
International strategy Transnational strategy
All use global information systems
(GISs) in various ways
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Joint resources
Flexible operations
Rationalized operations
Risk reduction
Global products
Scarce supplies
Corporate customers
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All GBDs do not apply to all MCNs
Drivers have many influences
Industry
Country Own characteristics
Business units within firm
Provide vehicle for mapping out SPIR
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Politically imposed constraints
Hardware purchases and imports
Data processing
Data communications
Trans border data flows (TDF)
Operational data
Personal data
Electronic funds transfer
Technical and scientific data
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Technological problems
Unreliable power
Slow telecommunications Software copyrights and blackmarket
products
Lack of support from subsidiary managers
View corporate office as an outsider Drag heels to improve local profitability
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Multinational strategy
Development teams derived from subsidiaries
Global strategy
Development teams derived from parent location
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International
Development teams can travel from parent tosubsidiaries
Transnational strategy
Development team includes members from bothparent and subsidiaries
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Link the GIS to business strategy Define the information resources
Provide for data sharing
Consider the cultural environment
Caution: the tasks and issues listed above are issues to be
addressed, not steps to always be followed in strict sequence
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Group Support Systems (GSS) in Africa Top management influences
Computing literacy
Referent power
Oral communication preference
Satisfaction with use
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Systems that typically support problem solversmeeting in groups settings
Also called group decision support systems
(GDSS) An expansion of the DSS area
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Endorsement
by Top
Management
Satisfaction
with Use
Oral
Communication
Preference
Referent
Power
Computer
Literacy
Acceptance
of GSS
+
+
+
- -
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Strategic Decision Support System (SDS) inSwitzerland
SDS helps managers understand businessstrategy and its implications
Tools and models
Cases
Tutorials Applications
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Great deal of attention given to GIS in pastfew years
GIS built on solid foundation Cultural differences can influence computer
work
A better understanding of GIS is required
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Ethical Implications of
Information Technology
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Morals Traditions of right and wrong
Ethics Suite of guiding beliefs, standards, or ideals that
promote an individual or community Laws
Formal rules of conduct that a sovereignauthority imposes on its citizens
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Software that is illegally copied and then usedor sold
35% in U.S.
92% in Japan 99% in Thailand
Some cultures encourage sharing
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Corporate credo Succinct statement of values a firm seeks to
uphold
Ethics programs
System of multiple activities designed to provideemployees with direction in carrying outcorporate credo
Tailored corporate codes
Codes of ethics for a particular organization orindustry
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2. Establish
ethics
programs
3. Establish
corporate
ethics code
1. Establishcorporate
credo
Top-level Management
Imposes the Ethics Culture
In a Top-down Manner
An Ethics
Culture
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Commitment to customer:
The first commitment is to provide our customers with
quality products and services that are innovative and
technologically responsive to their current requirementsat appropriate prices. To perform these tasks with integrity
requires that we maintain confidentiality and protect
customer privacy, promote customer satisfaction, and
serve customer needs. We strive to serve qualifiedcustomers and industries that are socially responsible
according to broadly accepted community and company
standards.
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Internal auditor meets with a manager for thepurpose of learning how the managers unit iscarrying out the corporate credo
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Analysis of the nature and social impact of
computer technology as well as
corresponding formulation and justificationof policies for the ethical use of suchtechnology
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CIO holds primary responsibility
CIO Must:
Be aware of how the computer is affecting society
Do something about this by formulating policies toensure technology is being used in the right way
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Logical malleability Ability to program computer to do anything you
want it to do
The transformation factor
Computers can change the way things are done
The invisibility factor
Invisible programming
Invisible complex calculations Invisible abuse
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Right to computer access
Right to computer skills
Right to computer specialists Right to computer decision making
5-35
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Right to privacy
Right to accuracy
Right to property
Right to access
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Perceptions of the CIOs Ethics
Do not take advantage of opportunities to actunethically
Ethics breeds success Firms and managers have social responsibilities
Managers back up their ethics beliefs with action
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Office of
theCIO
Laws
Corporateethics culture
Socialpressure
Professionalcodes of ethics
Personalpressures
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1. Formulate a code of conduct.
2. Establish rules of procedure relating to suchissues as personal use of computer services
and proprietary rights to computerprograms and data.
3. Make clear the sanctions that will be taken
against offenders-such as reprimands,termination, and civil action.
4. Recognize ethical behavior.
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5. Focus attention on ethics by means of suchprograms as training sessions and requiredreading.
6. Promote computer crime laws by keepingemployees informed.
7. Keep a formal record that establishesaccountability of each information specialistfor her or his actions, and also minimizes thetemptations for violations by means of suchprograms as ethics audits.
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8. Encourage the use of rehabilitation programsthat treat ethics violators in the same way
that corporations show concern for therecovery of alcoholics or drug offenders.
9. Encourage participation in professionalsocieties.
10. Set an example.
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Severe social problems exist becausegovernment and business organizations havefailed to uphold the highest ethical standards
in computer use Invasion of privacy
Software piracy
CIOs can make a difference
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Conduct all activities in a manner thatprecludes any form of dishonesty
Avoid any act that compromises integrity Avoid any act that might create a dangerous
situation
Not use alcohol or drugs while at work
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Maintain courteous and professionalrelations with users, associates, and
supervisors Adhere to the no-solicitation rule and any
other employment policy
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Protect confidentiality of sensitiveinformation about the organizations
competitive position, trade secrets, or assets Exercise sound business practice in the
management of such company resourcessuch as personnel, computer use, outside
services, travel, and entertainment
Recommended