Modul 1 Technologi Informasi Dan Sistem Informasi Manajemen

8/12/2019 Modul 1 Technologi Informasi Dan Sistem Informasi Manajemen

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MODUL PERKULIAHAN

TechnologiInformasi DanSistemInformasiManajemen

Fakultas Program Studi Tatap Muka Kode MK Disusun OlehEkonomi Dan Bisnis Magister

Akuntansi 01Dr. Istianingsih

Abstract Kompetensi

Bab ini akan memberikangambaran umum mengenai

The following Learning Tacks providecontent relevant to topics covered in thischapter:1. How Much Does ET Matter?


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2. nfor!ation "#ste!s and $our %areer&. The E!erging Mo'ile Digital (latfor!

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Teknologi Informasi Dan Sistem InformasiManajemen Pusat Bahan Ajar dan eLearningDr. stianingsih http:))www.!ercu'uana.ac.id


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Standarisasi Modul

Can IT contribute to competitive advantage?

EI!IE"!# I" $%%D &A'(ESTI") $IT& I"%'MATI%" S#STEM

*inland is a leader in the ti!'er !achine industr#. The *innish co!pan# (onsse is one ofthe largest !anufacturers of ru''er+wheel cut+to+length forest !achines. The ti!'er industr#uses two cutting !ethods: the cut+to+length !ethod and the tree+length !ethod. ,ith thecut+to+length !ethod- tree trunks arc cut in the forest into varioussied logs for ditThrent uses- such as saw logs or pulpwood. ,ith the tree+length !ethod-trunks are cut in the forest and transported to the !ill whole or al!ost whole. /t the !ill-trunk pieces are separated according to use. /ppro0i!atel# percent of the world3s

harvest is harvested with cut+to+length !achines- like those produced '# (onsse- and &percent of this #ield is harvested using the cut+to+length !ethod. This !eans that a'out 14percent of the world3s total wood harv est is o'tained using the cut+to+length s#ste!.

(onsse3s !ain products are harvesters- harvester cutting heads- forwarders- and cranes. /harvester is a tractor+like !achine used for cutting logs. t has a crane with a cutting head.The cutting head grasps the tree at the ste! and uses its saw to !ake the first cut. Then thehead !oves the cut tree trunk in its 5aws6 and finds the ne0t cutting points. During the!ove!ent- the cutting head re!oves the 'ranches of the tree. / forwarder is a specialforest tractor with a crane that is designed for efficient trunk collection and transportation.

(onsse also offers its clients an integrated set of sophisticated infor!ation s#ste!s. (onssewants to know the 'usiness of its clients- 'ecause it sells 'rest !achines and infor!ations#st e!s to all partners in the logistic chain- sa#s nfor!ation "#ste!s (roduct Managerlianna 7ilk!an. These infor!ation s#ste!s support the entire wood procure!ent chain. Thefirst step in this chain is to esti!ate the de!and for different t#pes and sies of ti!'er.13picall#- this is done in the field o8+ice of a wood purchasing organiation. ,ith the help ofinfor!ation s#ste!s- a cutting plan is created that will opti!ie the cutting #ield for aparticular logging area. Data on si!ilar areas that were logged previousl# are used in orderto opti!ie the cutting plan. / !ap of the logging area is also produced- as well as workinginstructions for the harvester driver. The !ap descri'es the 'orders of3 the logging area aswell as areas to he protected. "hould a single tree need to he left uncut- it is !arked!anuall# with a plastic stripe.

The harvester driver gets the !ap and working instructions via a dedicated e+!ail s#ste!that transfers data 'etween the harvester3s infor!ation s#ste! and the wood purchaseorganiation. nstructions and !aps are presented on a displa# located in the harvesterca'in. / special feature in the harvester3s infor!ation s#ste! ena'les it to opti!ie thecutting of a log into pieces during the cutting process. This !eans that the s#ste! is a'le tocalculate the opti!al cutting places when the log is !oving through the cutting head- after'eing first cut fro! the ste!. /fter the trees have 'een cut according to the instructions- thedriver sends the harvest infor!ation to the field office via a dedic ated c9!ail s#ste!- Theassort!ent t#picall# cont ains 1 different t#pes of cut logs of live different lengths. Theharvester !arks each t#pe with a diff erent color spot in order to help the forwarder to sorteach log into its correct pile.

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*orwarders ;special forest tractors< use a !ap application and =(" positioning to transportthe cut logs fro! the forest to the roadside. This facilitates work and i!proves safet#-'ecause the s#ste! warns the operator when the !achine is approaching dangeroushaards- such as power lines. (iles of cut logs are then transported fro! the roadside tofactories '# trucks that also *SE infor!ation s#st e!s- f'r e0a!ple- to find opti!al routes.

Drivers of harvesters and foresters can learn the skills re>uired to operate their !achines '#using &D si!ulators that si!ulate real+world conditions. / driv er can sit in a si!ulated!achine and control the !achine using the levers- 5ust like the# would in the field. 3he forestlandscape is reflected as a &D i!age on a canvas- and the operator can !ove freel# withinthe harvesting area and view the f3orest fro! different angles.

case contributed by An Heiskanen, University of @uAu

Sources: Buotes and other infor!ation fro! interview with "i!o Tauriaincn- 21- "oftware%hief luip!ent. n addition- the# will spend another F'illion on 'usiness and !anage!ent consulting and services9!uch of which involvesredesigningfir!s 'usiness operations to take advantage of these new technologies. *igure 1+1 showsthat 'etween 1GF and 2G- private 'usiness invest!ent in infor!ation technolog#consisting of hardware- software- and co!!unications e>uip!ent grew fro! &2 percent to2 percent of all invested capital.

/s !anagers !ost of #ou will work for fir!s that are intensivel# using infor!ation s#ste!sand !aking large invest!ents in infor!ation technolo g#. $ou will certainl# want to knowhow to invest this !one# wisel#. f #ou !ake wise choices- #our fir! can outperfor!co!petitors. f #ou !ake poor choices- #ou will 'e wasting valua'le capital. This 'ook is

dedicated to helping #ou !ake wise decisions a'out infor!ation technolog# and infor!ations#ste!s.

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&%$ I"%'MATI%" S#STEMS A'E T'A"S%'MI") B*SI"ESS

$ou can see the results of this !assive spending around ,ou ever# da# '# o'serving howpeople conduct 'usiness. More wireless cell phone accounts were opened in 2G thantelephone land lines installed. %ell phones- lackerrvs- i(hones- e+!ail- and online

conferencing over the nternet have all 'eco!e essential tools of 'usiness. Eight#+nine!illion people in the Inited "tates access the nternet using !o'ile devices in 21- nearl#half3 the total nternet user population ;eMarketer- 21


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l(hones- i(ads- lackerr#s- and ,e'+surfing nct'ooks are not 5ust gadgets orentertain!ent outlets. The# represent new e!erging co!puting platfor!s 'ased on an arra#of new hardware and software technologies. More and !ore 'usiness co!puting is !ovingfro! (%s and desktop !achines to these !o'ile devices. Managers are increasingl# usingthese devices to coordinate work- co!!unicate with e!plo#ees- and provide infor!ation fordecision!aking. ,e call these develop!ents the e!erging !o'ile digital pat1or!.

Managers routinel# *SE so+called ,eh 2.6 technologies like socialnetworking- colla'oration tools- and wikis in order to !ake 'etter- fasterdecisions. /s !anage!ent 'ehavior changes- how work gets organied-coordinated- and !easured also changes. # connecting e!plo#ees workingon tea!s and pro5ects- the social network is where works gets done- whereplans are e0ecuted- and where !anagers !anage. %olla'oration spaces are wheree!plo#ees !eet one another9even when the# are separated '# continents and ti!e ones.

The strength of cloud co!puting and the growth of the !o'ile digital platfor! allow

organiations to rel# !ore on telework- re!ote work- and dist ri'uted decision !aking. Thissa!e platfor! !eans fir!s can outsourcc !ore work- and rel# on !arkets ;rather thane!plo#ees< to 'uild value. t also !eans that fir!s can colla'orate with suppliers andcusto!ers to create new products- or !ake e0isting products !ore efficientl#.

$ou can see so!e of these trends at work in the nteractive "ession on Manage!ent.Millions of !anagers rel# heavil# on the !o'ile digital platfor! to coordinate suppliers andship!ents- satisf# custo!ers- and !anage their e!plo#ees. / 'usiness da# without these!o'ile devices or nternet access would 'e unthinka'le. /s #ou read this case- note how thee!erging !o'ile platfor! greatl# enhances the accurac#- speed- and richness of decision!aking.

)L%BALI/ATI%" !&ALLE")ES A"D %PP%'T*"ITIES0 A LATTE"ED $%'LD

n 1G2- %olu!'us reaffir!ed what astrono!ers were long sa#ing: the world was round andthe seas could he safel# sailed. /s it turned out- the world was populated '# peoples andlanguages living in isolation fro! one another- with great disparities in econo!ic andscientific develop!ent. The world trade that ensued after %olu!'us3s vo#ages has 'roughtthese peoples and cultures closer. The industrial revolution6 was reall# a world+widepheno!enon energied '# e0pansion of trade a!ong nations.

n 2- 5ournalist Tho!as *ried!an wrote an influential hook declaring the world was nowflat-6 Lw which he !eant that the nternet and glo'al co!!unications had greatl# reduced

the econo!ic and cultural advantages of developed countries. *ried!an argued that theI.". and European countries were in a fight for their eonomi lives- co!peting for 5o's-!arkets- resources- and even ideas with highl# educated- !otivated populations in low+wageareas in the less developed world ;*ried!an- 2K


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t3s not 5ust goods that !ove across 'orders. "o too do 5o's- so!e the! high+level 5o's thatpa# well and re>uire a college degree. n the past decade- the Inited "tates lost several!illion !anufacturing 5o's to offshore- low+wage producers. ut !anufacturing is now a ver#s!all part of I.". e!plo#!ent ;less than 12 percent and decliningualit# infor!ation relia'l# 2 hours a da#. *ir!s producinggoods and services on a glo'al scale achieve e0traordinar# cost reductions '# finding low+

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cost suppliers and !anaging production facilities in other countries. nternet service fir!s-such as =oogle and ea#- are a'le to replicate their 'usiness !odels and services in!ultiple countries without having to redesign their e0pensive fi0ed+cost infor!ation s#ste!sinfrastruct ure. Half of the revenue of ea# ;aswell as =eneral Motors< in 211 will origin ateoutside the Inited "tates. riefl#- infor!ation s#ste!s ena'le glo'aliation.

T&E EME')I") DI)ITAL I'M

/ll of the changes we have 5ust descri'ed- coupled with e>uall# significant organiationalredesign- have created the conditions for a full# digital fir!. / digital fir! can 'e definedalong several di!ensions. / digital fir! is one in which nearl# all of the organiation3ssignificant business relationships with custo!ers- suppliers- and e!plo#ees are digitall#ena'led and business processes are acco!plished through digital networks spanning theentire organiation or linking !ultiple organiations.

usiness proccsses refer to the set of logicall# related tasks and 'ehaviors thatorganiations develop over ti!e to produce specific 'usiness results and the uni>ue !anner

in which these activities are organied and coordinated. Developing a new product-generating and fulfilling an order- creating a !arketing plan- and hiring an e!plo#ee aree0a!ples of 'usiness processes-and the wa#s organiations acco!plish their 'usiness processes can he a source ofco!petitive strength. ;/ detailed discussion of 'usiness processes can he found in %hapter2.uired to support ke# 'usiness decisions is availa'le at an# ti!e and an#where in the fir!.

Digital fir!s sense and respond to their environ!ents far !ore rapidl# than traditional fir!s-giving the! !ore fle0i'ilit# to survive in tur'ulent ti!es.


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Entire sectors of the econo!# are nearl# inconceiva'le without su'stantial invest!ents ininfor!ation s#ste!s. E+corn!erce fir!s such as /!aon- ea#- =oogle- and EOTade si!pl#would not e0ist. i'da#3s service industries9finance- insurance- and real estate- as well aspersona services such as travcl- !edicine- and education9could not operate withoutinfor!ation s#ste!s. "i!ilarl#- retail fir!s such as ,al!art and "cars and !anufacturingfir!s such as =eneral Motors and =eneral Electric re>uire infor!ation s#ste!s to surviveand prosper. Just as offices- telephones- filing ca'inets- and efficient tall 'uildings withelevators were once the foundations of 'usiness in the twentieth centur#- infor! ationtcchnolo3 is a foundation for 'usiness in the twent#9first centur#.

There is a growing interdependence 'etween a fir!3s a'ilit# to use infor!ation technolog#and its a'ilit# to i!ple!ent corporate strategies and achieve corporate goals ;see *igure 1+2ualit# or low+cost producer-developing new products- and increasing e!plo#ee productivit# depend !ore and !ore onthe kinds and >ualit# of infor!ation s#ste!s in the organiation. The !ore #ou understanda'out this relationship- the !ore valua'le #ou will 'e as a !anager.

"pecificall#- 'usiness fir!s invest heavil# in infor!ation s#ste!s to achieve si0 strategic'usiness o'-5ectives: operational e0cellenceC new products- services- and 'usiness !odelsCcusto!er and supplier inti!ac#C i!proved decision !akingC co!petitive advantageC andsurvival.

%erational E4ellene

usinesses continuousl# seek to i!prove the efficienc# of their operations in order toachieve higher profita'ilit#. nior!ation s#ste!s and technologies arc so!e of3 the !osti!portant tools availa'le to !anagers for achieving higher levels of efficienc# andproductivit# in 'usiness operations- especiall# when coupled with changes in 'usinesspractices and !anage!ent 'ehavior.

,al!art- tile largest retailer on earth- e0e!plifies tile power of infor!ation s#ste!s coupledwith 'rilliant 'usiness practices and supportive !anage!ent to achieve world+classoperational efficienc#. n fiscal #ear 21- ,al!art achieved F 'illion in sales9nearl#one+tenth of retail sales in the Inited "tates9in large part 'ecause of its Netail Link s#ste!-which digitall# links its suppliers to ever# one of ,al!art3s stores. /s soon as a custo!erpurchases an ite!- the supplier !onitoring the ite! knows to ship a replace!ent to theshelf. ,al!art is the !ost efficient retail store in the industr#- achieving sales of !ore than2F per s>uare foot- co!pared to its closest co!petitor- Target- at 2& a s>uare foot- withother retail fir!s producing less than 12 a s>uare foot.

"e5 Produts6 Ser7ies6 and Business Models

nfor!ation s#ste!s and technologies are a !a5or ena'ling tool for fir!s to reate newproducts and services- as well as entirel# new 'usiness !odels. / 'usiness !odel descri'eshow a co!pan# produces- delivers- and sells a product or service to create wealth.

Toda#3s !usic industr# is vastl# different fro! the industr# a decade ago. /pple nc.transfor!ed an old 'usiness !odel of !usic distri'ution 'ased on vin#l records- tapes- and%Ds into an online- legal distri'ution !odel 'ased on its own i(od technolog# platfor!./pple has prospered fro! a continuing strea! of i(od innovations- including the i(od- theiTtines !usic service- the i(ad- and the i (hone.

!ustomer and Sulier Intima,

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,hen a 'usiness reall# knows its custo!ers- and serves the! well- the custo!ers generall#respond '# returning and purchasing !ore. This raises revenues and profits. Likewise withsuppliers: the !ore a 'usiness engages its suppliers- the 'etter the suppliers can providevital inputs. This lowers costs. How to reall# know #our custo!ers- or suppliers- is a centralpro'le! for 'usinesses with !illions of oItline and online custo!ers.

The Mandarin @riental in Manhattan and other high+end hotels e0e!plif# theuse of infor!ation s#ste!s and technologies to achieve custo!er inti!ac#. Thesehotels use co!puters to keep track of guests3 preferences- such as their preferredroo! te!perature- check+in ti!e- fre>uentl# dialed telephone nu!'ers- and televisionprogra!s.- and store these data in a large data repositor#. ndividual roo!s in the hotels arenetworked to a central network server co!puter so that the# can 'e re!otel# !onitored orcontrolled. ,hen a custo!er arrives at one of these hotels- the s#ste! auto!aticall#changes the roo! conditions- such as di!!ing the lights- setting the roo! te!perature- orselecting appropnate !usic- 'ased on the custo!er3s digital profile. The hotels also anal#etheir custo!er data to identif# their 'est custo!ers and to develop individualied !arketingca!paigns 'ased on custo!ers3 preferences.

J%(enne# e0e!plifies the 'enefits of inft


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Sur7i7al

usiness fir!s also invest in infor!ation s#ste!s and technologies 'ecause the# arcnecessities of doing 'usiness. "o!eti!es these necessitics6 are driven '# industr#+levelchanges. *or instance- after %iti'ank introduced the first auto!ated teller !achines ;/TMuire!ent of 'eing in and surviving in the retail 'anking 'usiness.

There are !an# federal and state statutes and regulations that create a legal dut# forco!panies and their e!plo#ees to retain records- including digital records. *or instance- theTo0ic "u'stances %ontrol /ct ;1GK4< which regulates the e0posure of I.". workers to !orethan K to0ic che!icals- re>uires fir!s to retain records on e!plo#ee e0posure for ears. The "ar'anes9 @0le# /ct ;22uires certified pu'lic accounting fir!s that audit pu'lic

co!panies to retain audit working papers and records- including all e+!ails- for five #ears.Man# other pieces of federal and state legislation in health care- financial services-education- and privac# protection i!pose significant infor!ation retention and reportingre>uire!ents on I.". 'usinesses. *ir!s turn to infor!ation s#ste!s and technologies toprovide the capa'ilit# to respond to these challenges.

I+8 PE'SPE!TI(ES %" I"%'MATI%" S#STEMS

"o far we3ve used information systems and technologies inf'r!aliv without defining theter!s. nfor!ation technolog# ;T< consists of3 all the hardware and software that a fir!needs to use in order to achieve its 'usiness o'5ectives. This includes not onl# co!puter!achines- storage devices- and handheld !o'ile devices- hut also software- such as the,indows or Linu0 operating s#st e!s- the Microsoft @ffice desktop productivit# suite- andthe !an# thousands of co!puter progra!s that can he found in a t#pical large fr!.1nf3or!ation s#ste!s6 arc !ere co!ple0 and can 'e 'est he understood '# looking at the!fro! 'oth a technolog# and a 'usiness perspective.

$&AT IS A" I"%'MATI%" S#STEM.

/n infor!ation s#ste! can he defined technicall# as a set of interrelated co!ponents thatcollect ;or retrieve


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detergent were selling the !ost rapidl# at that store or sales territor#- or the total a!ountspent on that 'rand of dish detergent at that store or sales region ;see *igure 1+&uire feed'ack- which is output that is returned to appropriate !e!'ers of the organiationto help the! evaluate or correct the input stage.

n a t#pical online ticket+selling ,e' site- the raw input consists of ordcr data for tickets- suchas the purchaser3s na!e- address- credit card nu!'er- nu!'er of tickets ordered- and thedate of the ga!e for which the ticket is 'eing purc hased. %o!puters store these data andprocess the! to calculate order totals- to track ticket purchases- and to send re>uests forpa#!ent to credit card co!p anies. The output consists of tickets to print out- receipts for

orders- and reports on online ticket orders. The s#ste! provides !eaningful infor!ation-such as the nu!'er of tickets sold for a particular ga!e- the total nu!'er of tickets soldeach #ear- and fre>uent custo!ers.

/lthough co!puter+'ased infor!ation s#ste!s use co!puter technolog# to process rawdata into !eaningful infor!ation- there is a sharp distinction 'etween a co!puter and aco!puter progra! on the one hand- and an infor!ation s#ste! on the other. Electronicco!puters and related software progra!s are the technical foundation- the tools and!aterials- of !odern infor!ation s#ste!s. %o!puters provide the e>uip!ent for storing andprocessing infor!ation. %o!puter progra!s- or software- are sets of operating instructionsthat direct and control co!puter processing. Pnowing how co!puters and co!puterprogra!s work is i!portant in designing solutions to organiational pro'le!s- hut co!puters

are onl# part of an infor!ation s#ste!.

/ house is an appropriate analog#. Houses are 'uilt with ha!!ers- nails- and wood- hutthese do not !ake a house. 3hc architecture- design- setting- landscaping- and all of thedecisions that lead to the creation of these features are part of3 the house and are crucial forsolving the pro'le! of putting a roof over one3s head. %o!puters and progra!s are theha!!ers- nails- and lu!'er of co!puter+'ased infor!ation s#ste!s- hut alone the# cannotproduce the infor!ation a particular organiation needs. T' understand infor!ation s#ste!s-

#ou !ust understand the pro'le!s the# are designed to solve- their architectural and designele!ents-and the organiational processes that lead to these solutions.

DIME"SI%"S % I" %'MATI%" S#STEMS

To full, understand information s,stems6 #ou !ust understand the 'roader organiation-!anage!ent- and infor!ation technolog# di!ensions of s#ste!s ;see *igure 1+< and theirpower to provide solutions to challenges and pro'le!s in the 'usiness environ!ent. ,erefer to this 'roader understanding of infor!ation s#ste!s- which enco!passes anunderstanding of the !anage!ent and organiational di!ensions of s#ste!s as well as thetechnical di!ensions of s#ste!s- as infor!ation s#ste!s literac#. !omuter litera,6 incontrast- focuses pri!aril# on knowledge of infor!ation technolog#.

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The field of management information s,stems 9MIS: tries to achieve this 'roaderinfor!ation s#ste!s literac#. M" deals with 'ehavioral issues as well as technical issuessurrounding the develop!ent- use- and i!pact of infor!at ion s#ste!s used '# !anagersand e!plo#ees in the fir!.

Lets e0a!ine each of the di!ensions of infor!ation s#ste!s9organiations- !anage!ent-and infor!ation technolog#.

%rgani;ations

nfor!ation s#ste!s are an integral part of organiations. ndeed- for so!e co!panies- suchas credit reporting fir!s- there would 'e no 'usiness without an infor!ation s#ste!. The ke#ele!ents of an organiation are its people- structure- 'usiness processes- politics- andculture. ,e introduce these co!ponents of organiations here and descri'e the! in greaterdetail in %hapters 2 and &.

@rganiations have a structure that is co!posed of different levels and specialties. Their

structures reveal a clear+cut division of la'or. /uthorit# and responsi'ilit# in a 'usiness fir!are organied as a hierarch#- or a p#ra!id structure. The upper levels of the hierarch#consist of !anagerial- profssional- and technical e!plo#ees- whereas the lower levelsconsist of operational personnel.

"enior nianage!dnt !akes long+range strategic decisions a'out products rnd services aswell as ensures financial perfor!ance of the fir!. Middle !anage!ent carries out theprogra!s and plans of senior !anage!ent and operational !anage!ent is responsi'le for!onitoring the dail# activities of the 'usiness. Pnowledge workers- such as engineers-scientists- or architects- design products or services arid create new knowledge for the fir!-whereas data workers- such as secretaries or clerks- assist with scheduling and co!!unications at all levels of the fir!. (roduction or service workers actuall# prod uce the productand deliver the service ;see *igure 1+4


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assu!ptions of universit# life are that pro lessors know !ore than students- the reasonsstudents attend college is to learn- and that classes ftllow a regular schedule.

(arts of an organiation3s culture can alwa#s 'e found e!'edded in its infor!ation s#ste!s.*or instance- I("3s concern with placing service to the custo!er first is an aspect of its

organiational culture that can 'e found in the co!pan#3s package tracking s#ste!s- whichwe descri'e later in this section.

Different levels and specialties in an organiation create different interests and points ofview. These views often conflict over how the co!pan# should 'e run and how resourcesand rewards should 'e distri'uted. %onflict is the 'asis for organiational politics. nfor!ations#ste!s co!e out of this cauldron of difThring perspectives- conflicts- co!pro!ises- andagree!ents that are a natural part of all organiations. n %hapter &- we e0a!ine thesefeatures of organiations and their role in the develop!ent of infor!ation s#ste!s in greaterdetail.

Management

Manage!ent3s 5o' is to !ake sense out of3 the !an# situations faced '# organiations-!ake decisions- and for!ulate action plans to solve organiat ional pro'le!s. Managersperceive 'usiness challenges in the environ!entC the# set the organiational strateg# forresponding to those challengesC and the# allocate the hu!an and financial resources tocoordinate the work and achieve success. Throughout- the# !ust e0ercise responsi'leleadership. The 'usiness infor!ation s#ste!s descri'ed in this hook reflect the hopes-drea!s- and realities of real+world !anagers.

ut !anagers !ust do !ore than !anage what alread# e0ists. The# !ust also create newproducts and services and even re+create the organiation fro! ti!e to ti!e. / su'stantialpart of !anage!ent responsi'ilit# is creative "ork driven '# new knowledge andinfor!ation. ntor!ation technolog# can pla# a powerful role in helping !anagers design anddeliver new products and services and redirecting and redesigning their organiations.%hapter 12 treats !anage!ent decision !aking in detail.

Information Tehnolog,

nfor!ation technolog# is one of !an# tools !anagers use to cope with change. %o!puterhardware is the ph#sical e>uip!ent used for input- processing- and output activities in aninfor!ation s#ste!. t consists of the following: co!puters of various sies and shapes;including !o'ile handheld devicesuip!ent can 'e connected in networks for

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sharing voice- data- i!ages- sound- and video. / net5ork links two or !ore co!puters toshare data or resources- such as a printer.

The world3s largest and !ost widel# used network is the nternet. The nternet is a glo'alnetwork of networks6 that uses universal standards ;descri'ed in %hapter K< to connect

!illions of different networks with !ore than 1. 'illion users in over 2& countries aroundthe world.

The nternet has created a new universal6 technolog# platfor! on which to 'uild newproducts- services- strategies- and 'usiness !odels. This sa!e technolog# platfor! hasinternal uses- providing the connectivit# to link differe nt s#ste!s and networks within thefir!. nternal corporate networks 'ased on nternet technolog# are called intrancts. (rivateintranets e0tended to authoried users outside the organiation are called e0trancts- andfir!s use such networks to coordinate their activities with other fir!s for !aking purchases-colla'orating on design- and other interorganiational work. *or !ost 'usiness fir!s toda#-using nternet technolog# is 'oth a 'usiness necess it# and a co!petitive advantage.

The ,orld ,ide ,e' is a service provided '# the nternet that uses universall# acceptedstandards for storing- retrieving- for!atting- and displa#ing infor!ation in a page for!at onthe nternet. ,e' pages contain te0t- graphics- ani!ations- sound- and video and are linkedto other ,e' pages. # clicking on highlighted words or 'uttons on a ,e' page- #ou canlink to related pages to find additional infor!ation and links to other locations on the ,e'.The ,e' can serve as the foundation for new kinds of infor!ation s#ste!s such as I("3s,e'+'ased package tracking s#ste! descri'ed in the following nteractive "ession.

/ll of these technologies- along with the people re>uired to run and !anage the!- representresources that can 'e shared throughout the organi ation and constitute the fir!3sinfor!ation technolog# ;T< infrastruct ure. The T infrastructure provides the foundation- orplatform, on which the fir! can 'uild its specific infor!ation s#ste!s. Each organiation!ust carefull# design and !anage its T infrastructure so that it has the set of technolog#services it needs for the work it wants to acco!plish with infor! ation s#ste!s. %hapters through F of this hook e0a!ine each !a5or techn olog# co!ponent of infor!ation technolog#infrastructure and show how the# all work together to create the technolog# platfor! for theorganiation.

The nteractive "ession on Thchnolog# descri'es so!e of the t#pical technologies used inco!puter+'ased infor!ation s#ste!s toda#. I(" invests heavil# in infor!ation s#ste!stechnolog# to !ake its 'usiness !ore efficient and custo!er oriented. t uses an arra# ofinfor!ation technologies including 'ar code scanning s#ste!s- wireless networks- large!ainfra!e co!puters- handhcld co!putcrs- the nternet- and !an# different pieces of

software for tracking packages- calculating fees- !aintaining custo!er accounts- and !anaging logistics.

Let3s identif# the organiation- !anage!ent- and technolog# ele!ents in the I(" packagetracking s#ste! we have 5ust descri'ed. The organiation ele!ent anchors the packagetracking s#ste! in I("3s sales and production functions ;the !ain product of ti(" is aservice9package deliver#uired procedures for identif#ing packages with'oth sender and recipient infor!ation- taking inventor#- tracking the packages en route- andproviding package status reports for I(" custo!ers and custo!er service representatives.

The s#ste! !ust also provide infor!ation to satisf# the needs of !anagers and workers.I(" drivers need to 'e trained in 'oth package pickup and deliver# procedures and in how

to use the package tracking s#ste! so that the# can work efficientl# and effectivel#. I("

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custo!ers !a# need so!e training to use I(" in+house package tracking software or theI(" ,e' site.

I("3s !anage!ent is responsi'le for !onitoring service levels and costs and for pro!otingthe co!pan#3s strateg# of co!'ining low cost and superior service. Manage!ent decided to

use co!puter s#ste!s to increase the ease of sending a package using I(" and ofchecking its deliver# status- there'# reducing deliver# costs and increasing sales revenues.Ising a handheld co!puter called a Deliver# nfor!ation /c>uisition Device ;D/D


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environ!ent. Ever# chapter in this hook 'egins with a short case stud# that illustrates thisconcept. / diagra! at the 'eginning of each chapter illustrates the relationship 'etween a'usiness challenge and resulting !anage!ent and organiational decisions to use T as asolution to challenges generated '# the 'usiness environ!ent. $ou can use this diagra! asa starting point f@r anal#ing an# infor!ation s#ste! or in for!ation s#ste! pro'le! #ou encou !e r.

Neview the diagra! at the 'eginning of this chapter. The diagra! shows how the (onssewood production fir! s#ste!s solved the 'usiness pro'le! presented '# the need tointegrate its production and !anufacturing processes. These s#ste!s provide a solution thattakes advantage of new interactive digital technolog# arid opportunities created '# a host oftechn ologies such as @(". The fir! developed new wa#s to coordinate product ion-!anufacturing- and sales. The diagra! also illustrates how !anage!ent- technolog#- andorganiational ele!ents work together to crea te s#ste! solutions.

!%MPLEME"TA'# ASSETS0 %')A"I/ATI%"AL !APITAL A"D T&E 'I)&TB*SI"ESS M%DEL

/wareness of the organiational and !anagerial di!ensions of infor!ation s#ste!s canhelp us understand wh# sonic fir!s achieve 'etter results fro! their inl'r!ation s#ste!sthan others. "tudies of returns fro! infor!ation technolog# invest!ents show that there isconsidera'le variation in the returns fir!s receive ;see *igure 1+Fuadrant 1uadrant &uired to derive value fro! apri!ar# invest!ent ;Tecce- 1GFF


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1GK


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e!phasies the develop!ent of !odels for decision+ !aking and !anage!ent practices.@perations research focuses on !athe!ati cal techni>ues fhr opti!iing selectedpara!eters ol3 organiations- such as transportation- inventor# control- and transactioncosts.

BE&A(I%'AL APP'%A!&

/n i!portant part of the infor!ation s#ste!s field is concerned with 'ehavioral issues thatarise in the develop!ent and long+ter! !aintenance of infor!ation s#ste!s. ssues such asstrategic 'usiness integration- design- i!ple!entation- utiliation- and !anage!ent cannot'e e0plored usefull# with the !odels used in the technical approach. @ther 'ehavioraldisciplinescontri'ute i!portant concepts and !ethods.

*or instance- sociologists stud# infor!ation s#ste!s with an e#e toward how groups andorganiations shape the develop!ent of s#ste!s and also how s#ste!s affect individuals-groups- and organiations. (s#chologists stud# infor!ation s#ste!s with an interest in how

hu!an decision !akers perceive and use for!al infor!ation. Econo!ists stud# infor!ations#ste!s with an interest in understanding the production of digital goods- the d#na!ics ofdigital !arkets- and how new infor!ation s#ste!s change the control and cost structureswithin the fir!.

The 'ehavioral approach does not ignore technolog#. ndeed- infor!ation s#ste!stechnolog# is often the sti!ulus for a 'ehavioral pro'le! or issue. ut the focus of thisapproach is generall# not %n technical solutions. nstead- it concentrates on changes inattitudes- !anage!ent andorganiational polic#. and 'ehavior.

APP'%A!& % T&IS TE=T0 S%!I%TE!&"I!AL S#STEMS

Throughout this 'ook #ou willfind a rich stor# with four !ain actors: suppliers of hardwareand software ;the technologists


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The view we adopt in this 'ook is 'est characteried as the sociotechnical view of s#ste!s.n this view- opti!al organiational perfor!ance is achieved '# 5ointl# opti!iing 'oth thesocial and technical s#ste!s used in production.

/dopting a sociotechnical s#ste!s perspective helps to avoid a purel# technological

approach to infor!ation s#ste!s. *or instance- the fact that infor!ation technolog# is rapidl#declining in cost and growing in power does not necessaril# or easil# translate intoproductivit# enhance!ent or 'otto!+ line profits. The fact that a fir! has recentl# installed anenterprise+wide financial reporting s#ste! does not necessaril# !ean that it will 'e used- orused effectivel#. Likewise- the fact that a fir! has recentl# introduced new 'usinessprocedures and processes does not necessaril# !ean e!plo#ees 5ill 'e !ore productive inthe a'sence of invest!ents in new infor!ation s#ste!s to ena'le those processes.

n this hook- we stress the need to opti!ie the fir!3s perfor!ance as a whole. oth thetechnical and 'ehavioral co!ponents need attention. This !eans that technolog# !ust 'echanged and designed in such a wa# as to fit organiational and individual needs."o!eti!es- the technolog# !a# have to 'e de+opti!icd to acco!plish this fit. *or instance-

!o'ile phone users adapt this technolog# to their personal needs- and as a result!anufacturers >uickl# seek to ad5ust the technolog# to confor! with user e0pectations.@rganiations and individuals !ust also 'e changed through training- learni ng- and plannedorganiational change to allow the technolog# to operate and prosper. *igure 1+1 illustratesthis process of !utual ad5ust!ent in a sociotechnical s#ste!.

1+> &A"DS?%" MIS P'%2E!TS

The pro5ects in this section give #ou hands+on e0perience in anal#ing financial reportingand inventor# !anage!ent pro'le!s- using data !anage!ent software to i!prove!anage!ent decision !aking a'out increasing sales- and using nternet software fordeveloping shipping 'udgets.

Management Deision Pro@lems

#$ "n#ders of Hanover- which sells !ore than KF !illion 'ags of pretels- snack chips- andorganic snack ite!s each #ear- had its financial depart! ent use spreadsheets and !anualprocesses for !uch of its data gathering and reporting. Hanover3s financial anal#st wouldspend the entire final week of ever# !onth collecting spreadsheets fro! the heads of !orethan depart!ents worldwide. "he would then consolidate and re+enter all the data intoanother spreadsheet- which would serve as the co!pan#3s !onthl# profit+and+lossstate!ent. f a depart!ent needed to update its data after su'!itting the spreadsheet to the!ain office- the anal#st had to return the original spreadsheet and wait for the depart!ent to

re+su'!it its data 'efore finall# su'!itting the updated data in the consolidated docu!ent./ssess the i!pact ofthis situation on 'usiness perfor!ance and !anage!ent decision!aking.

%$ Dollar =eneral %orporation operates deep discount stores offering housew ares- cleaningsupplies- clothing- health and 'eaut# aids- and packaged food- with !ost ite!s selling for1. ts 'usiness !odel calls for keeping costs as low as possi'le. /lthough the co!pan#uses infor!ation s#ste!s ;such as a point+of+sale s#ste! to track sales at the register


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nowrepresent over & percent of total sales. ,hat decisions have to 'e !ade 'efore investinginan infor!ation s#ste! "olution?

Imro7ing Deision Making0 *sing Data@ases to Anal,;e Sales Trends

"oftware skills: Data'ase >uer#ing and reporting usiness skills: "ales trend anal#sis

Effective infor!ation s#ste!s transfor! data into !eaningful infor!ation f@r decisions thati!prove 'usiness perfor!ance. n M#M"La'- #ou can find a "tore and Negional "ales1


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Daftar Pustaka

Manage!ent nfor!ation "#ste! : Managing The Digital *ir! '# Penneth % Laudon and

Jane (. Laudon- 212

Teknologi Informasi Dan Sistem Informasi

Documents

Modul 1 Technologi Informasi Dan Sistem Informasi Manajemen