Chapter 2 Flashcards
(25 cards)
value chain
A series (chain) of activities that an organization performs to transform inputs into outputs in such a way that the value of the input is increased.
supply chain
A key value chain whose primary activities include inbound logistics, operations, outbound logistics, marketing and sales, and service.
reengineering (process redesign) BPR
The radical redesign of business processes, organizational structures, information systems, and values of the organization to achieve a breakthrough in business results.
continuous improvement
Constantly seeking ways to improve business processes and add value to products and services.
downsizing
Reducing the number of employees to cut costs.
change management model
A description of the phases an individual or organization goes through in making a change and principles for successful implementation of change.
force field analysis
An approach to identifying both the driving (positive) and restraining (negative) forces that influence whether change can occur.
Lewin’s change model
A three-stage approach for implementing change that involves unfreezing, moving, and refreezing.
Driving Forces
The beliefs, expectations, and cultural norms that tend to encourage a change and give it momentum.
restraining forces
Forces that make it difficult to accept a change or to work to implement a change.
Leavitt’s diamond
An organizational change model that proposes that every organizational system is made up of four main components- people, tasks, structure, and technology- that all interact; any change in one of these elements will necessitate a change in the other three elements.
supply chain management (SCM)
The management of all the activities required to get the right product in the right consumer’s hands in the right quantity at the right time and at the right cost - from the identification of suppliers and acquisition of raw materials through manufacture and customer delivery
virtual team
A group of individuals whose members are distributed geographically, but who collaborate and complete work through the use of information systems
innovation
The application of new ideas to the products, processes, and activities of a firm, leading to increased value
outsourcing
A long-term business arrangement in which a company contracts with an outside organization that has expertise in providing a specific function
offshore outsourcing (offshoring)
An outsourcing arrangement where the organization providing the service is located in a different country different from the firm obtaining the services
culture
A set of major understandings and assumptions shared by a group, such as an ethnic group or a country
organizational culture
The major understandings and assumptions for a business, corporation, or other organization
organizational change
How for-profit and non-profit organizations plan for, implement, and handle change
soft side of implementing change
The work designed to help employees embrace a new information system and way of working
organizational learning
The adaptations and adjustments made within an organization based on experience and ideas over time
technology acceptance model (TAM)
A model that specifies factors that can lead to better attitudes about an information system, along with higher acceptance and usage of it
diffusion of innovation theory
A theory developed by E.M. Rogers to explain how a new idea or product gains acceptance and diffuses (or spreads) through a specific population or subset of an organization.
shadow IT
The information systems and solutions built and developed by departments other than the information system department. In many cases, the information systems department may not even be aware of these efforts
