Exam 1 Chapters 1-6 Flashcards
(103 cards)
1
Q
agile business processes (p. 104)
A
Processes designed with the intention of simplifying redesign and reconfiguration by making it possible to make incremental changes in order to easily adapt to the business environment.
2
Q
applications (p. 129)
A
A software program designed to facilitate a specific practical task as opposed to control resources. Examples of applications include Microsoft Word, a word processing application; a spreadsheet application; and SAPR/3, an enterprise resource planning application. Contrast with operating system .
3
Q
apps (p. 27)
A
are self contained software programs that fulfill a specific purpose and run on a platform. The term apps became popular from the smart phone industry, beginning when Apple offered an online marketplace for customers to download small programs to run on their devices.
4
Q
architecture (p. 125)
A
The plan that provides a blueprint for translating business strategy into a plan for IS.
5
Q
assumptions (p. 67)
A
The deepest layer of culture or the fundamental part of every culture that helps discern what is real and important to a group; it is unobservable because it reflects organizational values that have become so taken for granted that they guide organizational behavior without any of the groups thinking about them.
6
Q
behavior controls (p. 84)
A
A type of formal control in which specific actions, procedures, and rules for employees are explicitly prescribed and their implementation is monitored.
7
Q
beliefs ( p. 66)
A
The perceptions that people hold about how things are done in their community.
8
Q
blue ocean strategy (p. 24)
A
A business strategy in which firms try to find new market spaces where they have the water to themselves. That is, they enter a market space(s) when the goal is not to beat the competition but to make it irrelevant.
9
Q
bring your own device (BYOD) (p. 133)
A
The term used to refer to the scenario when employees bring their own devices- commonly smart phones, tablets, and laptops-to work and connect to enterprise systems.
10
Q
bureaucracy (p. 60)
A
was based on a hierarchical organizational structure.
11
Q
business ecosystem (p. 34)
A
A type of ecosystem that is an economic community where organizations and individuals
interact.
12
Q
business process management (BPM) (p. 107)
A
A well-defined and optimized set of IT processes, tools, and skills used to manage business processes
13
Q
business process reengineering (BPR) (p. 105)
A
A radical change approach in the organization that occurs over a short amount of time.
14
Q
business strategy (p. 21)
A
A plan articulating where a business seeks to go and how it expects to get there.
15
Q
capacity?on?demand (p. 132)
A
The availability of additional processing capability for a fee.
16
Q
centralized architecture (p. 130)
A
A way of organizing computer hardware and systems in which everything is purchased, supported, and managed centrally, usually in a data center.
17
Q
cloud architecture (p. 132)
A
locate significant hardware, software, and possibly even data elements on the Internet.
18
Q
cloud computing (p. 137)
A
The style of infrastructure for which capacity, applications, and services (such as development, maintenance, or security) are provided dynamically by a third?party provider over the Internet, often on a fee?for?use basis. Customers go to the Web for the services they need.
19
Q
collaboration (p. 28)
A
The use of social IT to extend the reach of stakeholders, both employees and those outside the enterprise walls. Social IT such as social networks enable individuals to find and connect with each other to share ideas, information, and expertise
20
Q
consumerization of IT (p. 133)
A
the drive to port applications to personal devices and the ensuing issues involved in making them work in business organizations.
21
Q
co-opetition (p. 48)
A
A business strategy by which companies cooperate and compete at the same time.
22
Q
cost leadership (p. 22)
A
A business strategy by which the organization aims to be the lowest?cost producer in the marketplace.
23
Q
creative destruction (p. 24)
A
Since the 1990s, a competitive practice, called creative destruction, has emerged. First predicted over 60 years
ago by the economist Joseph Schumpeter, it was made popular more recently by Harvard Professor Clay Christensen.
Coincidentally (or maybe not), the accelerated competition has occurred concomitantly with sharp increases in the
quality and quantity of information technology (IT) investment. The changes in competitive dynamics are particularly striking in sectors that spend the most on IT.12
24
Q
culture (p. 66)
A
A set of shared values and beliefs that a group holds and that determines how the group perceives, thinks about, and appropriately reacts to its various environments; a collective programming of the mind that distinguishes not only societies (or nations) but also industries, professions, and organizations.
25
customer relationship management (CRM) (p. 113)
The management activities performed to obtain, enhance, and retain customers. CRM is a coordinated set of activities revolving around the customer.
26
cycle time (p. 102)
how long it takes for an entire process to execute
27
data center (p. 130)
The place where a firms computers, servers, and peripherals are housed together, typically to store, process, and distribute large amounts of data.
28
decentralized architecture (p. 130)
the arrangement of hardware, software, networking, and data in a way that distributes the processing and functionality between multiple small computers, servers, and devices that rely heavily on a network to connect them.
29
decision rights (p. 58)
The position(s) in the organization that have been allocated the responsibility to initiate, supply information for, approve, implement, and control a type of decision
30
differentiation (p. 22)
A business strategy by which the organization qualifies its product or service in a way that allows it to appear unique in the marketplace.
31
dynamic business processes (p. 104)
The process that reconfigures itself as it learns while iterating through a constant renewal cycle of design, deliver, evaluate, redesign, and so on.
32
dynamic capabilities (p. 24)
means of orchestrating a firms resources in the face of turbulent environments. In particular, the dynamic capabilities framework focuses on the ways a firm can integrate, build, and reconfigure internal and external capabilities, or abilities, to address rapidly changing environments. These capabilities are built rather than bought. T
33
enacted values (p. 66)
The values and norms that are actually exhibited or displayed in employee behavior
34
engagement (p. 28)
The use of social IT to involve stakeholders in the traditional business of the enterprise social IT such as communities and blogs to provide a platform for individuals to join in conversations, create new conversations, offer support to each other, and engage in other activities that create a deeper feeling of connection to the company, brand, or enterprise.
35
enterprise architecture (p. 136)
The term used for a blueprint for the corporation that includes the business strategy, the IT architecture, the business processes, and the organization structure and how all these components relate to each other. Often this term is IT-centric, specifying the IT architecture and all the interrelationships with the structure and processes.
36
Enterprise Information Systems (EIS) (p. 110)
Another term for enterprise systems
37
enterprise resource planning (ERP) (p. 110)
A large, highly complex software program that integrates many business functions under a single application. ERP software can include modules for inventory management, supply chain management, accounting, customer support, order tracking, and human resource management. ERP software is typically integrated with a database.
38
enterprise systems (p. 110)
A set of IS tools that many organizations use to enable information to flow within and between processes across the organization.
39
espoused values (p. 66)
The explicitly stated, preferred organization values.
40
flat organizational structure (p. 60)
The organization structure with a less well? defined chain of command and with ill?defined, fluid jobs.
41
focus (p. 22)
The business strategy by which the organization limits its scope to a narrower segment of the market and tailors its offerings to that group of customers. This strategy has two variants: cost focus, in which the organization seeks a cost advantage within its segment, and differentiation focus, in which the organization seeks to distinguish its products or services within the segment. This strategy allows the organization to achieve a local competitive advantage even if it does not achieve competitive advantage in the marketplace overall. (
42
hierarchical organizational
An organization form or structure based on the concepts of division of labor, specialization, spans of control, and unity of command.
43
hypercompetition (p. 23)
A theory about industries and marketplaces that suggests that the speed and aggressiveness of moves and countermoves in any given market create an environment in which advantages are quickly gained and lost. A hypercompetitive environment is one in which conditions change rapidly
44
information resources (p. 36)
The available data, technology, people, and processes within an organization to be used by the manager to perform business processes and tasks.
45
Information Systems Strategy Triangle
The framework connecting business strategy, information system strategy, and organizational systems strategy.
46
infrastructure (p. 125)
Everything that supports the flow and processing of information in an organization including hardware, software, data, and network components. It consists of components chosen and assembled in a manner that best suits the organizations plan and enables the overarching business strategy.
47
innovation (p. 28)
The use of social IT to identify, describe, prioritize, and create new ideas for the enterprise. Social IT offers the community members a forum in which to suggest new ideas, comment on other ideas, and vote for their favorite idea, giving managers a new way to generate and make decisions on products and services.
48
IS strategy (p. 26)
The plan an organization uses in providing information services.
49
IT asset (p. 36)
Anything, tangible or intangible, that can be used by a firm in its processes for creating, producing, and/or offering its products (goods or services).
50
IT capability (p. 36)
Something that is learned or developed over time for the firm to create, produce, or offer its products.
51
mainframe (p. 130)
A large, central computer that handles all the functionality of a system.
52
managerial levers (p. 25)
The organizational, control, and cultural variables that are used by decision makers to effect changes in their organizations
53
matrix organizational strategy
An organizational form or structure in which workers are assigned two or more supervisors, each supervising a different aspect of the employees work in an effort to make sure multiple dimensions of the business are integrated.
54
middleware (p. 112)
The software used to connect processes running in one or more computers across a network.
55
mission (p. 19)
A clear and compelling statement that unifies an organizations effort and describes what the firm is all about (i.e., its purpose).
56
mobile workers (p. 86)
Individuals who work from wherever they are.
57
network effects (p. 34)
The increased value of a network node to a person or organization in the network when another joins the network.
58
networked organizational structure
The organization form or structure in which rigid hierarchies are replaced by formal and informal communication networks that connect all parts of the company; known for its flexibility and adaptiveness.
59
observable artifacts (p. 66)
The most visible layer of culture that includes physical manifestations such as traditional dress, symbols in art, acronyms, awards, myths and stories about the group, rituals, and ceremonies.
60
offshoring (p. 90)
The situation in which an IS organization uses contractor services or even builds its own data center in a distant land.
61
organizational strategy (p. 25)
A plan that answers the question: How will the company organize to achieve its goals and implement its business strategy? It includes the organizations design as well as the choices it makes to define, set up, coordinate, and control its work processes.
62
outcome controls (p. 84)
The type of formal control in which the controller/manager explicitly defines intermediate and final goals for an employee.
63
peer?to?peer (p. 132)
The description of infrastructure that allows networked computers to share resources without a central server playing a dominant role.
64
personnel controls (p. 84)
The type of control that represents a proper fit between a person and a job, often involving picking the right person for the task.
65
platform (p. 129)
The hardware and software on which applications are run. For example, the iPhone is considered a platform for many applications and services that can be run on it.
66
process (p. 102)
An interrelated, sequential set of activities and tasks that turn inputs into outputs and has a distinct beginning, a clear deliverable at the end, and a set of metrics that are useful to measure performance
67
process perspective (p. 102)
The big picture view of a business from the perspective of the business processes performed. Typically, the view is made up of cross-functional processes that traverse disciplines, departments, functions, and even organizations. (In contrast, see Silo perspective.)
68
product life cycle management (PLM) (p. 116)
PLM systems automate the steps that take ideas for products and turn them into actual products. PLM refers to the process that starts with the idea for a product and ends with the end of life of a product. It includes the innovation activities, new product development, and management, design, and product compliance (if necessary). PLM systems contain all the information about a product such as design, production, maintenance, components, vendors, customer feedback, and marketing
69
red ocean strategy (p. 24)
Most discussions of strategy focus on gaining competitive advantage in currently existing industries and marketplaces, which are referred to by Kim and Mauborgne as red ocean strategy. Using a red ocean strategy, firms fiercely compete to earn a larger share of existing demand.
70
remote workers (p. 86)
We use the term remote workers when we refer to both telecommuters and mobile workers.
71
resource?based view (RBV) (p. 45)
A view that attaining and sustaining competitive advantage comes from creating value using information and other resources of the firm.
72
reuse (p. 130)
A relatively small chunk of functionality available for many applications
73
scalable (p. 141)
A criterion used to determine how well an infrastructure component can adapt to increased or, in some cases, decreased demands.
74
server?based architecture (p. 130)
A decentralized plan or format that uses numerous servers often located in different physical locations. A server is a software program or computer intended to provide data and/or instructions to another software program or computer. The hardware that a server program runs is often also referred to as the server.
75
service-oriented architecture (SOA) (p. 130)
the type of architecture in which business processes are built using services delivered over a network (typically the Internet). Services are software programs that are distinct units of business functionality residing on different parts of a network and can be combined and reused to create business applications.
76
silo perspective (p.103)
also Functional view or perspective: The view of an organization based on the functional departments, typically including manufacturing, engineering, logistics, sales, marketing, finance, accounting, and human resources. (In contrast, see Process Perspective.)
77
Six Sigma (p. 105)
An incremental data?driven approach to quality management for eliminating defects from a process. The term comes from the idea that if the quality of all output from a process were to be mapped on a bell?shaped curve, the tail of the curve, six sigma from the mean, would be where there were less than 3.4 defects per million.
78
social business strategy (p. 27)
A plan of how a firm will use social IT to engage, collaborate, and innovate. It is aligned with organizational strategy and IS strategy and includes a vision of how the business would operate if it seamlessly and thoroughly incorporated social and collaborative capabilities throughout the business model.
79
social capital (p. 47)
A management theory that is gaining in popularity as a tool in understanding a social business is the social capital theory. Social capitalis the sum of the actual and potential resources embedded within, available through, and derived from the network of relationships possessed by an individual or social unit. Relationships associated with networks have the potential of being a valuable resource for businesses. The theory s focus is not on managing individuals but on managing relationships.
80
social network (p. 63)
An IT-enabled network that links individuals together in ways that enable them to find experts, get to know colleagues, and see who has relevant experience for projects across traditional organization lines.
81
software-as-a-service (p. 130)
(SaaS): The term used to describe a model of software deployment that uses the Web to deliver applications on an as-needed basis. Often when software is delivered as a service, it runs on a computer on the Internet rather than on the customers computer and is accessed through a Web browser.
82
software?defined architecture (p. 130)
A cutting?edge type of configuration is one that can allocate or remove resources by itself, referred to as a software?defined architecture. oftware?defined architectures are even easier to manage because they self?manage many of their features. However, each self?managing feature must be imagined and
defined; the systems are not autonomous beyond those features
83
span of control (p. 60)
. When work needs to be done, orders typically come from the top and work is subjected to the division of labor. That means it is segmented into smaller and smaller pieces until it reaches the level of the business in which it will be done. Middle managers do the primary information processing and communicating, telling their subordinates what to do and telling senior managers the outcome of what was done. Jobs within the enterprise are specialized and often organized around particular functions, such as marketing, accounting, manufacturing, and so on. Span of control indicates the number of direct reports.
84
standards (p. 141)
The technical specifications to be followed throughout the infrastructure. Often standards are agreed on for development processes, technology, methods, practices, and software.
85
strategic alliance (p. 48)
An interorganizational relationship that affords one or more companies in the relationship a strategic advantage.
86
strategy (p. 19)
A coordinated set of actions to fulfill objectives, purposes, and goals.
87
supply chain management (SCM) (p. 42
optimizing a companys internal processes, such as its supply chain, operations, and customer relationship processes, can be another source of competitive advantage. Tools are routinely used to automate the internal operations of a firms value chain, such as supply chain management (SCM) to source materials for operations,
88
system software (p. 129)
Software such as Microsoft Windows, Apple OSX, and Linux that provides instructions to the hardware.
89
telecommuting (p. 86)
The combination of telecommunications with commuting. This term usually refers to the practice of individuals who regularly work from home instead of commuting to an office. However, it is often used to mean anyone who works regularly from a location outside her or his companys office.
90
throughput (p. 102)
, which is how many outputs can be produced per unit time,
91
TOGAF (p. 136)
The Open Group Architecture Framework (TOGAF): The framework that includes a methodology and set of resources for developing an enterprise architecture based on the idea of an open architecture whose specifications are public (as compared to a proprietary architecture whose specifications are not made public).
92
total quality management (TQM)
A management philosophy in which quality metrics drive the performance evaluation of people, processes, and decisions. The objective of TQM is to continually, and often incrementally, improve the activities of the business to reach the goal of eliminating defects (or achieving zero defects) and producing the highest?quality outputs possible.
93
unity of command (p. 60)
means that each person has a single supervisor. Rules and policies are established to handle the routine work performed by employees of the organization. When in doubt about how to complete a task, employees turn to the rules. If a rule doesnt exist to handle the situation, employees turn to a supervisor in the hierarchy for the decision. Key decisions are made at the top and filter down through the organization in a centralized fashion. Hierarchical structures, which are sometimes called vertical structures, are most suited to relatively stable, certain environments in which the top?level executives are in command of the information needed to make critical decisions. This allows them to make decisions quickly.
94
utility computing (p. 138)
The purchasing of an entire computing capability on an as-needed basis.
95
values (p. 66
A principle or quality that reflects a communitys aspirations about the way things should be done.
96
virtual teams (p. 87)
A team of two or more people who (1) work together interdependently with mutual accountability for achieving common goals, (2) do not work in either the same place and/or at the same time, and (3) must use electronic technology to communicate, coordinate their activities, and complete their teams tasks.
97
virtualization (p. 137)
The process that allows a computer to run multiple operating systems or several versions of the same operating system at the same time; is a virtual infrastructure in which software replaced hardware in a way that a virtual machine or a virtual desktop system was accessible to provide computing power.
98
Web services (p. 130)
The software systems that are offered over the Internet and executed on a third partys hardware. Often the term refers to more fundamental software that uses XML messages and follows simple object access protocol (SOAP) standards.
99
Web-based architectures (p. 132)
The format or plan in which significant hardware, software, and possibly data elements reside on the Internet
100
wireless (mobile) infrastructure
Wireless (mobile) infrastructure: The infrastructure that allows communication from remote locations using a variety of wireless technologies (e.g., fixed microwave links; wireless LANs; cellular networks; wireless WANs; satellite links; digital dispatch networks; one?way and two?way paging networks; diffused infrared, laser?based technology; keyless car entry; and global positioning systems).
101
workflow (p. 107)
The term that describes activities that take place in a business process.
102
workflow diagram (p. 107
A picture or map of the sequence and detail of each step in a process.
103
Zachman framework (p. 136
The enterprise architecture that determines requirements by providing a broad view that helps guide the analysis of the detailed view.
