1. GROUP4
ORGANIZATION THEORY
INFORMATION
&
PROCESS CONTROL
GROUP
MEMBER
Sam Lin/ Sophin Khoo/ Sonia Wu /David Toppin
Josh Liu/ Stacy Chiang/ Katty Huang

2. AGENDA
│Group4
Textbook │ Introduction
Information Technology Evolution
Operations
Information for Decision Making & Control
The level and Focus of Control System
Strategic Approach1
Strategic Approach2
E-Business Design
IT Impact On Organization Design
Case │ Harras Casino
Case │ Coca-cola
AGENDA
Textbook
(CASE)
Harras Casino
(CASE)
Coca-cola

3. Group4
Textbook
Presented By
Sophin │ Sonia

4. INTRODUCTION
│Group4
 How IT is used for decision making and
control of the organization
 How IT affects organization design ,
interorganizational relationships and
performance.
AGENDA
Textbook
(CASE)
Harras Casino
(CASE)
Coca-cola

5. Information Technology Evolution
AGENDA
Textbook
(CASE)
Harras Casino
│Group4
(CASE)
Coca-cola

6. Operations
│Group4
Transaction processing systems(TPS)
Definition：To automate the organization routine day to day
business transaction.
To effectively and efficiently process and record any data that
is a result of a transaction.
Data Warehousing
Building a data base to access data directly
Data Mining
The process of analyzing data from different perspectives and
summarize it into useful information
AGENDA
Textbook
(CASE)
Harras Casino
(CASE)
Coca-cola

7. Information for D-M & Control
AGENDA
Textbook
(CASE)
Harras Casino
│Group4
(CASE)
Coca-cola

8. Information for D-M & Control
│Group4
For Decision Making
Management Information Systems(MIS)
A computer-based system provides information and
support for managerial decision making
Information reporting system
Provide mid-level managers with reports that
summarize data and support decision making.
AGENDA
Textbook
(CASE)
Harras Casino
(CASE)
Coca-cola

9. Information for D-M & Control
│Group4
For Decision Making
Decision Support Systems(DSS)
Provides specific benefits to managers
at all levels of the organization.
Help managers choose the alternatives
best outcomes.
AGENDA
Textbook
(CASE)
Harras Casino
(CASE)
Coca-cola

10. Information for D-M & Control
│Group4
For Decision Making
Executive Information Systems(EIS)
Provide highest levels of management to make
decision.
Top managers could quickly and easily get
information based on EIS application.
AGENDA
Textbook
(CASE)
Harras Casino
(CASE)
Coca-cola

11. Information for D-M & Control
│Group4
For Control
Feedback control model
AGENDA
Textbook
(CASE)
Harras Casino
(CASE)
Coca-cola

12. Information for D-M & Control
│Group4
For Control
Management Control System
Subsystem
Content and Frequency
Budget, financial reports
Financial, resource expenditures, profit
and loss; monthly
Statistical reports
Nonfinancial outputs, weekly of monthly,
often computer-based
Rewards system
Evaluation of managers based on
department goals and performance, set
rewards, yearly
Quality control system
Participation, benchmarking guidelines,
six sigma goals; continuous
AGENDA
Textbook
(CASE)
Harras Casino
(CASE)
Coca-cola

13. Level & Focus of Control System
│Group4
Organization Level: The balanced Scorecard
Measurements and statistical reports with a concern
for market , customers and employees
Focusing on how well resources and human capital are being
managed for the company’s future.
Strategy map: A cause-effect control technique
Department Level: Behavior v.s. outcome control
How people do their jobs
Outcomes people produce
AGENDA
Textbook
(CASE)
Harras Casino
(CASE)
Coca-cola

14. Strategy Approach 1
│Group4
Strengthening Employee Coordination and Efficiency
Intranets: Private company web site information system
Knowledge Management : Process of
capturing , developing , sharing, and effectively using
organizational knowledge
Social Networking： provides a peer to peer communication
channel , shares all sorts of ideas and opinions
(facebook, twitter……)
Enterprise Resource Planning：pulls together variable types
of information to see how decision and integrates the business
process across the entire firm.
(CASE)
(CASE)
AGENDA
Textbook
Harras Casino
Coca-cola

15. Strategy Approach 2
│Group4
Strengthening Coordination with External Partners
Extranet
An external communications system that uses
the internet and is shared by two or more
organizations.
AGENDA
Textbook
(CASE)
Harras Casino
(CASE)
Coca-cola

16. Strategy Approach 2
│Group4
Strengthening Coordination with External Partners
The Integrated Enterprise
Information Linkages
Horizontal Relationships
AGENDA
Textbook
(CASE)
Harras Casino
(CASE)
Coca-cola

17. Strategy Approach 2
│Group4
Strengthening Coordination with External Partners
Customer Relationship
Share company news directly with customers.
Online community :Facebook, Twitter, company website
Company blog , CEO also have a blog
AGENDA
Textbook
(CASE)
Harras Casino
(CASE)
Coca-cola

18. Strategy Approach 2
│Group4
Strengthening Coordination with External Partners
Customer Relationship
Example:
The Former Minister of Economic- Chii Ming Ying
AGENDA
Textbook
(CASE)
Harras Casino
(CASE)
Coca-cola

19. E-Business Organization Design
AGENDA
Textbook
(CASE)
Harras Casino
│Group4
(CASE)
Coca-cola

20. IT Impact On Organization Design │Group4
Smaller Organizations
Decentralized Organizational Structures
Improved Horizontal Coordination
Improved Interorganizational Relationships
Enhanced Network Structures
AGENDA
Textbook
(CASE)
Harras Casino
(CASE)
Coca-cola

21. Harras Casino │ CASE
Presented By
David
Group4

22. Harras Casino Notes
│Group4
CEO Phil Satre invested in the development of the
intellectual and technological capabilities needed to
assemble and analyze data about casino customers.
The goal was to provide good service to them and
thus encourage their loyalty to the company’s brand.
AGENDA
Textbook
(CASE)
Harras Casino
(CASE)
Coca-cola

23. Enhance Customer Loyal
With Total Gold
│Group4
Incentives for regular customers to visit Harrah’s.
Earned credits for free hotel rooms, dinners show tickets
and gift certificates while they played
Total Gold wasn’t good for keeping customers but was
for tracking millions of individual transactions.
IT systems assembled a vast amount of data
on customer preferences.
AGENDA
Textbook
(CASE)
Harras Casino
(CASE)
Coca-cola

24. Slicing and Dicing The Data
│Group4
The data base showed the total gold card holders were
spending only 36% of their annual gaming budgets at
Harrah’s.
Need to slice and dice the data finely to develop effective
marketing programs and differentiate the brand.
26% of the gamblers who visited Harrah’s generated 82% of
the revenue. Did not stay in the hotel but visited the casino
on the way home from work or on a weekend out.
Data showed customers that were happy with the Harrah’s
experience increased their spending by 10% per year.
AGENDA
Textbook
(CASE)
Harras Casino
(CASE)
Coca-cola

25. Breaking The Rules
│Group4
Businesses usually insist that you treat customers equally.
Harrah’s thought that approach was wrong.
Human nature wants people to aspire to higher levels so there
are three tiers: Gold, Platinum and Diamond cardholders based
on their annual theoretical value.
Platinum
Gold
Set up triggers in the data base and analyzed the customers
responses to those triggers.
AGENDA
Textbook
(CASE)
Harras Casino
(CASE)
Coca-cola

26. Hitting the Customer
Service Jackpot
│Group4
An absolute focus on customer satisfaction was the purpose of
deep data mining and decision science marketing.
Our data told us that our customers want friendly and helpful
attention in addition to fast service.
Maintain competitive advantage by using human capital and
technology systems to get to know customers better.
Other Casinos lure tourists with pirate ships or mini manhattans.
Harras just keep refining and drilling into their data and making
sure their regular customers are more than satisfied.
AGENDA
Textbook
(CASE)
Harras Casino
(CASE)
Coca-cola

27. Coca Cola │ CASE
Group4
Presented By
Sam│Sophin

28. Strengthen Employee Coordination │Group4
senior
Newcomer
AGENDA
Textbook
(CASE)
Harras Casino
(CASE)
Coca-cola

29. Strengthen Employee Coordination │Group4
AGENDA
Textbook
(CASE)
Harras Casino
(CASE)
Coca-cola

30. Information Technology
│Group4
Data warehousing system
Enterprise Data Warehouse (EDW)
AGENDA
Textbook
(CASE)
Harras Casino
(CASE)
Coca-cola

31. Strengthen Employee Coordination │Group4
Intranets
I connect
AGENDA
Textbook
(CASE)
Harras Casino
(CASE)
Coca-cola

32. Strengthen Employee Coordination │Group4
Intranets
I connect
AGENDA
Textbook
(CASE)
Harras Casino
(CASE)
Coca-cola

33. Strengthen Employee Coordination │Group4
Social Networking
Facebook
AGENDA
Textbook
(CASE)
Harras Casino
(CASE)
Coca-cola

34. Strengthen Employee Coordination │Group4
Social Networking
Facebook
Christmas Post
AGENDA
Textbook
(CASE)
Harras Casino
(CASE)
Coca-cola

35. Strengthen Employee Coordination │Group4
Social Networking
Twitter
AGENDA
Textbook
(CASE)
Harras Casino
(CASE)
Coca-cola

36. Strengthen Employee Coordination │Group4
ERP SYSTEM │ SAP R/3
AGENDA
Textbook
(CASE)
Harras Casino
(CASE)
Coca-cola

37. Conclusion
│Group4
After introducing lots of IT,
we know that there are exactly lots of companies using it.
There is no best information technology
for every organization.
However, there should be a most suitable
in different hierarchies/departments/companies.
Presented By
Sam Lin/ Sophin Khoo/ Sonia Wu/David Toppin

38. GROUP4
ORGANIZATION THEORY
《Q & A》
Thank You
For Your Attention !
GROUP
MEMBER
Sam Lin/ Sophin Khoo/ Sonia Wu/David Toppin
Josh Liu/ Stacy Chiang/ Katty Huang

39. Strengthen Employee Coordination │Group4
Intranets
Employee Refreshment
AGENDA
Textbook
(CASE)
Harras Casino
(CASE)
Coca-cola

40. E-Business Organization Design
│Group4
Separate Business
In-House Division
Integrated Design
AGENDA
Textbook
(CASE)
Harras Casino
(CASE)
Coca-cola

41. E-Business Organization Design
AGENDA
Textbook
(CASE)
Harras Casino
│Group4
(CASE)
Coca-cola

42. Information for D-M & Control
│Group4
For Control
Executive Dashboard
AGENDA
Textbook
(CASE)
Harras Casino
(CASE)
Coca-cola