BAB 2. Sistem informasi pada. Organisasi. Organisasi dan Sistem Informasi. ❑
Organisasi. ▫ Kumpulan formal orang dan sumberdaya lain yang disiapkan untuk
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BAB 2
Sistem informasi pada Organisasi
Organisasi dan Sistem Informasi Organisasi
Kumpulan formal orang dan sumberdaya lain yang disiapkan untuk mencapai sekumpulan tujuan.
Model Umum Organisasi (Slide berikut)
Rantai Nilai Dikenalkan oleh Michael Porter in a 1965 article in the Harvard Business Review Def: serangkaian kegiatan meliputi inbound logistics, warehouse and storage, production, finished product storage, outbound logistics, marketing and sales, and customer service yang menciptakan nilai bagi organisasi. Schematic
Organisasi Struktur Organisasi
Subunit organisasi dan caranya berhubungan satu dengan lain dalam keseluruhan organisasi.
Struktur Organisasi Tradisional
Kepala departemen melapor kepada presiden atau top manajer. Schematic
A.Bailey, Legal counsel
B. Wong, VP Accounting
C.Rodrig, VP Information Systems
S. Burry, President
R. Henderson, VP Marketing
K. Kelly, VP Production
S. Samuel Supervisor
V. Cisborn, VP Human Resources
L. Bashran, Supervisor
Traditional Organizational Structure
Terminology (1) Struktur Organisasi Hirarkis
Slide pertama Serangkaian tingkatan Level tertinggi mempunyai wewenang yang lebih tinggi di organisasi.
Struktur Organisasi Datar (flat)
Struktur organisasi yang mengurangi jumlah tingkatan (layers).
Terminology (2) Penguatan
Memberi karyawan dan manajer wewenang yang lebih tinggi, tanggungjawab, dan wewenang membuat keputusan, mengambil keputusan, tindakan tertentu, dan wewenang yang lebih untuk mengendalikan pekerjaan.
Struktur Organisasi (1) Struktur Organisasi Projek
Schematic
Struktur organisasi berpusat pada barang dan jasa.
Berbeda dengan struktur tradisional. Struktur Organisasi Tim
Struktur organisasi berpusat kepada Tim atau grup.
B. Woods, President Air & Aerospace Co.
T. Walker, Senior VP, Aircraft Division
VP, Finance
VP, VP, Marketing Production
O. Teco, Senior VP, Communications & Satellite Division
W. Butler, Senior VP, Aerospace Division
VP, Sales
Struktur Organisasi Proyek.
VP, Finance
VP, VP, Marketing Production
VP, Sales
VP, Finance
VP, VP, Marketing Production
Struktur Organisasi Lainnya (2) Struktur Organisasi Multidimensional
Struktur yang dapat digunakan bersamaan dengan struktur lainnya.
Schematic
Vice President, Marketing
Vice President, Production
Vice President, Finance
Publisher, College Division
Marketing Group
Production Group
Finance Group
Publisher, Trade Division
Marketing Group
Production Group
Finance Group
Publisher, High School Division
Marketing Group
Production Group
Finance Group
Struktur Organisasi Multidimensional
Stuktur organisasi Lainnya (3) Advantages and disadvantages of different organizational structures
Kultur Organisasi dan Perubahan (1) Kultur
Seperangkat pemahaman utama dan asumsi yang di “share” oleh anggota.
Kultur Organisasi
Pemahaman dan asumsi utama untuk satu bisnis, korporasi , atau organisasi.
Kultur Organisasi dan Perubahan (1) Perubahan Organisasi
Berkaitan dengan organisasi bertujuanlaba dan buka merencanakan, mengimplmentasikan, dan menangani perubahan.
Pembelajaran Organisasi
Cara organisasi mengadopsi kepada kondisi baru atau merubah praktik mereka sepanjang masa.
Models of Change ‘Model Perubahan ’
Teori perubahan yang dikembangkan Kurt Lewin and Edgar Schein in 1969
Tiga Tahap Pendekatan • Unfreezing • Moving • Refreezing Schematic
Change Model
Reengineering Disebut juga ‘Process redesign’ Rancangan radikal bisnis: proses, struktur organisasi, sistem informasi, dan sistem dan nilaiog mencapai penyelesaian bisnis. Contoh • Mengurangi waktu pengiriman • Meningkatkan produk dan kualitas jasa. • Memperbaiki kepuasan pelanggan. • Meningkatkan penerimaan dan kemampulabaan.
ATURAN Reengenering mengisyaratkan temuan dan dihadang oleh aturan lama. Rule
Original rationale
Potential problem
Small orders held until full truckload
Reduce delivery costs
Customer deliver is delayed
No order accepted until credit approved
Reduce potential for bad debt
Customer service is poor
All product decisions Reduce number of made at headquarters items in inventory
Perception of limited product selection
Model Lain Perbaikan Berkelanjutan
Tetap menari cara perbaikan memperbaiki proses bisnis menambahkan nilai kepada barang dan jasa.
Continuous Improvement vs. Reengineering Reengineering Strong action to solve serious problem Driven by senior executives
Continuous Improvement Routine action Worker-driven
Broad in scope; cuts across organizations Goal to achieve a major breakthrough
Narrow in scope
Often led by outsiders
Led by workers
IS integral to the solution
IS provides data to guide
Continuous, gradual
Total Quality Management Quality
Kemampuan barang dan jasa melebihi apa yang diharapkan oleh konsumen.
TQM
Kumpulan pendekatan peralatan, eknik, yang menawarkan komitmen kualitas menyeluruh pada organisasi.
Outsourcing and Downsizing Outsourcing Contracting with outside professional services to meet specific business needs
E.g., advertising, hiring Downsizing Reducing the number of employees to cut costs Also called ‘rightsizing’ May have serious side effects • E.g., low employee morale, a need for expensive consultants, lost time, waning productivity
Competitive Advantage Competitive advantage
A position, product, service, etc., within a business that improves a position within a market with respect to competitors
Porter’s ‘Five force’ model of competitive advantage
Identifies factors that lead to competitiveness Schematic
Substitute Products
Buyer Power
Rivalry
New Entrants Porter’s Five-force Model
Supplier Power
Strategic Planning for Competitive Advantage Four techniques:
Strategic alliances (aka strategic partnerships) Creating new goods or services Improving existing goods or services Using information systems for strategic purposes
Next slide
1. Strategic alliance An agreement between two or more companies that involves the joint production and distribution of goods and services E.g., Chrysler + Daimler Benz 2. Creating new goods or services A company may become stagnant without the introduction of new goods and/or services E.g., Compaq, Dell 3. Improving existing goods or services Small variations to existing goods or services, and/or complete modifications E.g., “light” foods 4. Using information systems for strategic purposes IS for improving organizational effectiveness E.g., SABRE (airline reservation system)
Performance-based Information Systems (IS) Productivity
A measure of the output achieved divided by the input required
Output achieved Productivity =
Input required
Productivity An example is given in the top paragraph on p. 65 This is a bad example! Why?
Return on Investments (ROI) and the Value of IS Return on investment (ROI) represents
A measure of IS value that investigates the additional profits or benefits that are generated as a percentage of the investment in information systems technology
Measures of IS Value Earnings growth Market share Customer awareness and satisfaction One of my favourite quotes: When you cannot measure, your knowledge is of a meager and unsatisfactory kind. Kelvin
Justifying IS Categories:
Tangible savings Intangible savings Legal requirements Modernization Pilot project
Roles, Functions, and Careers in the IS Department Categories:
Operations Systems development Support Liaisons (information service units) Schematic
CEO
Other functional areas
CIO
Information Resource Management Functions
Operations
Systems development
Support
Computer facility operations
Systems analysis & design
Data administration
Data entry
Programming
Information centre
Local Area network operations
IS Department
Information technololgy
Information service unit
Information Centre Information centre
Provides users with assistance, training, application development, documentation, equipment selection and setup, standards, technical assistance, and troubleshooting
Information Service Unit Information service unit
Attached to a functional area of the business. Acts as a local information support organization within a functional area.
Performs the critical role of liaison between the functional area and IS
Chief Information Officer (CIO) Chief Information Officer (CIO)
A manager at the vice-president level responsible for IS planning, policy, and standards Focused on supporting corporate goals
Other IS Roles Database Administrator Systems Programmer Network Specialist LAN Administrator Webmaster Trainer
IS Principles Use of IS strongly influenced by organizational structure and problem orientations IS are often intertwined within the value-added processes IS usage may require change that could meet with resistance Value-added IS needs to be continually sought
End of Chapter 2
Chapter 3