Management of Information Systems

- Session 1

Agenda
MIS: Introduction to the Course

Relevance of IT in Organization
HBS Case: OTISLINE
IT Interaction Model
Issues and Topics in MIS

Overview of Course Outline

Text Book

Does IT Matter for Organizations?

IT Doesnt Matter- Nicholas G.Carr

His arguments are :
Assumption: As ITs potency and ubiquity increased, so did its strategic
value
Mistake: Competitiveness comes from scarcity, not ubiquity
Conclusion: IT is affordable and accessible to everyone and therefore no
longer offers strategic advantage to anyone.

He recommends that firms should:

Spend less by separating essential investments from discretionary,
unnecessary or counterproductive ones.
Explore simple, cheap alternatives and eliminate waste.
Follow, rather than lead. Delay IT investments to cut costs and decrease
risk significantly
Focus on risks, not opportunities. Prepare for potential disruptions and
not on deploying IT in radical new ways.
Source: Harvard Business Review, 2003

IT Still Matters, How?

What is IT, IS, MIS, MIST?

Software

Hardware

Procedures

Data
People

The Information System

Technology Centered View of an Information System

Business
Processes

Information
System

People

The Organization

Managerial View of an Information System

IT is NOT an isolated resource within organization, its embedded in organizations

process, strategy and structure. It creates a System comprising of a set of components
that work together to achieve a common goal.

Management Information Systems (MIS) is the

study of people, technology, and organizations.

Case Analysis: OTISLINE

Overview of the case
Analysis of elevator industry
Company overview

Impact of OTISLINE

IT Interaction Model

Source: Silver, Mark S., Markus, M. Lynne, and Beath, Cynthia M., "The Information Technology Interaction Model: A Foundation for the MBA
Core Course," Management Information Systems Quarterly, volume 19, no. 3, September 1995, pp. 361-390

External Environment

Firm Strategy
Business Processes
Structure and Culture

The Organization

Initiation

(Organizational Environment)

Hardware
Software
Data
Procedure
People

Information Systems

Build/Buy

Use
Consequences
Individual Impact
Organization Impact

Social Impact
The Information Technology Interaction Model

Adoption

Major Roles of IS

Support
Competitive
Advantage
Support
Business
Decision Making

Support of
Business Processes and Operations

IS Strategy Triangle, Five Forces model, Value chain,

Business Diamond. IS Strategy Mix
Economics: Transaction Cost, Nature of Markets
OB/HR: Managing people and performances
in organization

MIS Decisions for Managers/ IT Governance

IT Productivity Paradox, Relevance and Importance of IT

Information Technologies

MIS

Hardware, Software, Data, Networks,

Three category of business IT
Tech Trends: Open Source, Cloud computing,
Web 2.0

Management Challenges

MIS: Body of Knowledge

Trends in Information Systems

1980s 1990s: Strategic and End-User Support

1990s 2000s: Electronic Business and Commerce

2000s 2010s: ERP and Business Intelligence

Next Decade: ??

OBrien and
Marakas, 2010

Concluding Discussion
MIS is NOT Computer Science
MIS

CS

Focus

Organization

Software

Objective

More efficient or
effective business

Reliable computer
program

Core skill

Problem solving

Logic/procedures

Core task

Determine business
requirements for
information systems

Deliver information
systems to meet defined
requirements

Generic job title

Analyst/Consultant

Builder

Career goals

Senior organizational
manager

Programming manager