Writing Assignment Web Based SurveyIn 1-2 pages explain how to .docx

Writing Assignment: Web Based Survey
In 1-2 pages explain how to create a Web Based Survey using
the guidelines on page 300 in the text. Conclude with a couple
paragraphs explaining technologies role in evaluation tools.
Your paper should reflect scholarly writing and current APA
standards. Please include citations to support your ideas.
Managing and Using Information Systems:
A Strategic Approach – Sixth Edition
Keri Pearlson, Carol Saunders,
and Dennis Galletta
© Copyright 2016
John Wiley & Sons, Inc.
Chapter 4
IT and the Design of Work

2
American Express Opening Case
What is the “Blue Work” program?
What was the strategic thrust behind the Blue Work program?
What are “hub,” “club,” “home,” and “roam” employees?
What is the role of technology in these arrangements?
What was the impact of Blue Work?
Have other firms found roaming employment useful?
© 2016 John Wiley & Sons, Inc.
3
It represents a flexible workplace: staggered hours, off-site
work areas (such as home), shared office space, touch-down
space (laptop-focused, temporary), and telecommuting.
American Express viewed workplace flexibility as a strategic
lever. Also, AmEx had a corporate focus on results rather than
hours clocked.
Hub: Work in the office; Club: Share time between the office
and other locations; Home: work at home at least 3 days a week;
Roam: Are on the road or at customer sites
Technology drives the flexibility, it doesn’t just enable
productivity
American Express saves $10 million annually. Productivity
improvements, office expense savings, employee satisfaction
are all up. Managers are happy too.
IBM, Aetna, AT&T use this approach for a third or more of
their employees. Sun Microsystems has saved $400 million in

real estate costs by allowing half of their employees to roam.
3
4
Work Design Framework
IT Has Changed Work
IT has:
Created new types of work
Bureau of Labor Statistics: IT employment in the USA is at an
all-time high
New jobs such as:
Data scientists/data miners
Social media managers
Communications managers
Enabled new ways to do traditional work
Supported new ways to manage people
5
5

How IT Changes Traditional Work
Changes the way work is done
Broadens skills; faster but more tasks
Sometimes IT disconnects us from the tasks
Sometimes people can perform more strategic tasks
Few staff are engaged in order entry any longer
Crowdsourcing is now possible at very low cost (M.Turk)
Changes how we communicate
More asynchronous and more irregular
Social networking has provided new opportunities for customer
interaction
Collaboration allows a firm to look “big” with new tools
6
Zuboff provides an example of disconnection from the task at a
paper mill where the masters could no longer smell and squeeze
the pulp to make sure of the chlorine content (to know the pulp
was ready).
Also, the skills of salespeople have turned from order takers and
stock counters to marketing consultants.
6
Changes decision-making
Real-time information; more information available
Data mining can identify new insights
Ideas can be gleaned from social networks
Middle management ranks have shrunk as Leavitt/Whisler
predicted
Changes collaboration

Work is now more team oriented; more collaborative
Sharing is easier than ever, using multiple methods
Crowdsourcing can now provide quick answers from tens,
hundreds, or even thousands of people
We now can disconnect PLACE and TIME (Figure 4.2)
7
Example of collaboration: Dell uses IdeaStorm and 23,000 ideas
have been submitted, 747,000 votes recorded, and over 100,000
comments have been made. Dell’s management have
implemented over 500 of the ideas.
7
Collaboration Technologies Matrix
8
New ways to connect
Many employees are always connected
Lines between work and play are now blurred
For many, home technologies are better than work technologies
New ways to manage people

Behavior controls – direct supervision
Outcome controls – examining outcomes not actions
Personnel controls – pick the right person for the task
The digital approach provides new opportunities at any of those
three levels (Fig. 4.3)
9
Example of personnel control: Apple’s hiring of Steve Jobs
while on the verge of bankruptcy. Apple didn’t know exactly
what Steve’s task would be. Evaluating him if he didn’t do the
stellar things he did would be difficult because the goal was
unclear.
9
Changes to Supervision/Evaluations/ Compensation/Hiring
10
Where Work is Done: Mobile and Virtual Work
Much work can be done anywhere, anytime
People desire the flexibility
Telecommuting = teleworking = working from home or even in
a coffee shop

Mobile workers work from anywhere (often while traveling)
Remote workers = telecommuters + mobile workers
Virtual teams include remote workers as well as those in their
offices, perhaps scattered geographically
Virtual teams have a life cycle (Figure 4.4)
11
Key Activities in the Life Cycle of Teams
12
Telecommuting: Global Status
A poll of 11,300 employees in 22 countries: 1 in 6 telecommute
When employees in 13 countries were asked if they need to be
in the office to be productive:
Overall 39% said “yes”
But specific countries differed in the “yes” votes:
Only 7% in India, but
56% in Japan
57% in Germany
13

14DriverEffectShift to knowledge-based work
Changing demographics and lifestyle preferences
New technologies with enhanced bandwidth
Web ubiquity
“Green” concernsDecouples work from any particular place
Workers desire geographic and time-shifting flexibility
Remotely-performed work is practical and cost-effective
Can stay connected 24/7
Reduced commuting costs; real estate energy consumption;
travel costsDrivers of Remote Work and Virtual Teams
14
15Advantages of Remote WorkPotential Problems Reduced
stress: better ability to meet schedules; less distraction at work

Higher morale and lower absenteeism
Geographic flexibility
Higher personal productivity
Housebound individuals can join the workforce
Informal DressIncreased stress: Harder to separate work from
home life
Harder to evaluate performance
Employee may become disconnected
from company culture
Telecommuters are more easily replaced by offshore workers
Not suitable for all jobs or employees
Security might be more difficult
Some advantages and disadvantages of remote work
15
Virtual Teams
Virtual Teams: geographically and/or organizationally dispersed

coworkers:
Assembled using telecommunications and IT
Aim is to accomplish an organizational task
Often must be evaluated using outcome controls
Why are they growing in popularity?
Information explosion: some specialists are far away
Enhanced bandwidths/fast connections to outsiders
Technology is available to assist collaboration
Less difficult to get relevant stakeholders together
16
16
ChallengesVirtual TeamsTraditional
TeamsCommunicationsMultiple time zones can lead to greater
efficiency but can lead to communication difficulties and
coordination costs (passing work).
Non-verbal communication is difficult to conveySame time
zone. Scheduling is less difficult.
Teams may use richer communication
media.TechnologyProficiency is required in several
technologies.Support for face-to-face interaction without
replacing it
Skills and task-technology fit is less criticalTeam
DiversityMembers represent different organizations and/or
cultures:
- Harder to establish a group identity.
- Necessary to have better com. skills
- More difficult to build trust, norms
- Impact of deadlines not always consistentMore homogeneous

members
Easier group identity
Easier to communicate
17
Challenges facing virtual teams.
Click to edit Master text styles
Second level
Third level
Fourth level
Fifth level
17
Managerial Issues In Telecommuting and Mobile Work
Planning, business and support tasks must be redesigned to
support mobile and remote workers
Training should be offered so all workers can understand the
new work environment
Employees selected for telecommuting jobs must be self-starters
18
18

Managing the Challenges
Communications challenges
Policies and practices must support the work arrangements
Must prepare differently for meetings
Slides and other electronic material must be shared beforehand
Soft-spoken people are difficult to hear; managers must repeat
key messages
Frequent communications are helpful (hard to
“overcommunicate”)
Technology challenges
Provide technology and support to remote workers
Use high quality web conferencing applications
Clarify time zones for scheduling
Information should be available for everyone (cloud storage can
help)
Policies and norms about use of the technology can be important
19
Managing the Challenges
Diversity challenges
Concept of time differs throughout the world
Anglo-American cultures view time as a continuum (deadlines
are important; many prefer not to multitask)
Indian cultures have a cyclical view of time (deadlines are less
potent; many prefer to multitask)
Team diversity might need nurturing:
Communications differences
Trust building
Group identity formation

20
Gaining Acceptance For It-induced Change
Many changes might be a major concern for employees
Changes might be resisted if they are viewed as negative
impacts
Several types of resistance:
Denying that the system is up and running
Sabotage by distorting or otherwise altering inputs
Believing and/or spreading the word that the new system will
not change the status quo
Refusing to use the new system (if voluntary)
21
21
Kotter’s Model
22

and Dennis Galletta
© Copyright 2016
and Dennis Galletta
© Copyright 2016
Chapter 5

IT and Business Transformation
2
Sloan Valve
What was wrong with their Product Development Process?
What did Sloan do? What is NPD?
Did it help?
Are all enterprise system implementations this successful?
3
Complex and slow; 16 units had to coordinate; took 18-24
months to bring new products to market; >50% of ideas didn’t
make it; nobody accountable
New Product Development: Adoption of ERP. Process: team
included members across the firm; proposed new process of (1)
ideation (2) business case development, (3) project portfolio
management, (4) product development, (5) product/process
validation, (6) launch
Results: Time to market reduced to 12 months, poor ideas
filtered out early; better access to info and customer feedback;

better accountability
Other firms: No, some failed, such as: Overstock.com, Levi
Strauss, Avis Europe
3
SILO PERSPECTIVE
VERSUS
BUSINESS PROCESS PERSPECTIVE
4
4
Silo (Functional) Perspective
Specialized functions (sales, accounting, production, etc.
Advantages:
Allows optimization of expertise.
Group like functions together for transfer of knowledge.
Disadvantages:
Sub-optimization (reinvent wheel; gaps in communication;
bureaucracy)
Tend to lose sight of overall organizational objectives.
Executive Offices
CEO
President
Operations

Marketing
Accounting
Finance
Administration
5
5
The Process Perspective
Examples of processes:
Fulfill customer orders
Manufacturing, planning, execution
Procurement (see below)
Processes have:
Beginning and an end
Inputs and outputs
A process to convert inputs into outputs
Metrics to measure effectiveness
They cross functions
6

6
Receive Requirement for Goods/Services
Create and Send Purchase Order
Receive Goods
Pay Vendor
Verify Invoice
Cross-Functional Nature of Business Processes
7

7
How to Manage a Process
Identify the customers of processes (who receives the output?)
Identify the customers’ requirements (how do we judge
success?)
Clarify the value each process adds to the organizational goals
Share this perspective so the organization itself becomes more
process focused
8
Comparison of Silo Perspective and
Business Process PerspectiveSilo PerspectiveBusiness Process
PerspectiveDefinitionSelf-contained functional units such as
marketing, operations, financeInterrelated, sequential set of
activities and tasks that turns inputs into
outputsFocusFunctionalCross-functionalGoal
AccomplishmentOptimizes on functional goals, which might be
suboptimal for the organizationOptimizes on organizational
goals, or the “big picture”BenefitsHighlighting and developing
core competencies; functional efficienciesAvoiding work
duplication and cross-functional communication gaps;

organizational effectivenessProblemsRedundancy of information
throughout the organization; cross-functional inefficiencies;
communication problemsDifficult to find knowledgeable
generalists; sophisticated software is needed
Click to edit Master text styles
Second level
Third level
Fourth level
Fifth level
9
What do you do when things change?
Dynamic and agile processes
Examples:
Agile: Autos are built with wires and space for options
Dynamic: Call centers route incoming or even outgoing calls to
available locations and agents
Software defined architectures (see chapter 6)
IT is required to pull this off well
10
Techniques to Transform a Static Process

Radical process redesign
Also known as business process reengineering
Incremental, continuous process improvement
Including total quality management (TQM) and Six Sigma
11
Incremental Change
Total Quality Management
Often results in favorable reactions from personnel
Improvements are owned and controlled
Less threatening change
Six-Sigma is one popular approach to TQM
Developed at Motorola
Institutionalized at GE for “near-perfect products”
Generally regarded as 3.4 defects per million opportunities for
defect (6 std dev from mean)
12
12

Time
Improve-ment
Radical Change
Business Process Reengineering (BPR)
Sets aggressive improvement goals.
Goal is to make a rapid, breakthrough impact on key metrics in
a short amount of time.
Greater resistance by personnel.
Use only when radical change is needed.
13
13
Time

Improve-ment
Comparing the Two
14
Improve-ment
Key Aspects of Radical Change Approaches
Need for quick, major change
Thinking from a cross-functional process perspective
Challenge to old assumptions
Networked (cross-functional organization)
Empowerment of individuals in the process
Measurement of success via metrics tied to business goals and
effectiveness of new processes
15
Workflow and Mapping Processes

Workflow diagrams show a picture of the sequence and detail of
each process step
Objective is to understand and communicate the dimensions of
the process
Over 200 products are available to do this
High-level overview chart plus detailed flow diagram of the
process
16
BPM
Information systems tools used to enable information flow
within and between processes.
Comprehensive, enterprise software packages.
Most frequently discussed:
ERP (Enterprise Resource Planning),
CRM (Customer Relationship Management),
SCM (Supply Chain Management)
Designed to manage the potentially hundreds of systems
throughout a large organization.
SAP, Oracle, Peoplesoft are the most widely used ERP software
packages in large organizations.
17
17

BPM Architecture
18
Standardization vs IntegrationBusiness Process
StandardizationLowHighBusiness Process
IntegrationHighSingle face to customers and suppliers but
standards not enforced internallyHigh needs for reliability,
predictability, and sharing; single view of
processLowDecentralized design; business units decide how to
meet customer needsTasks are done the same way across units,
but there is little need for business units to interact
Source: J. Ross “Forget Strategy: Focus IT on your Operating
Model,”
MIT Center for Information Systems Research Briefing
(December 2005)
19
Enterprise Systems (Enterprise Resource Planning or ERP)
Seamlessly integrate information flows throughout the
company.

Reflect industry “best” practices.
Need to be integrated with existing hardware, OSs, databases,
and telecommunications.
Some assembly (customization) is required
The systems evolve to fit the needs of the diverse marketplace.
20
20
ERP Advantages and
DisadvantagesAdvantagesDisadvantagesRepresent “best
practices”
Modules throughout the organization communicate with each
other
Enable centralized decision-making
Eliminate redundant data entry
Enable standardized procedures in different locationsEnormous
amount of work
Require redesign of business practices for maximum benefit
Require customization if special features are needed
Very high cost
Sold as a suite, not individual modules
Requires extensive training
High risk of failure
21

ERP II
Makes information available to external stakeholders too
Enables e-business applications
Integrates into the cloud
Includes ERP plus other functions (see Figure 5.8)
22
ERP and ERP II Functions
23
Customer Relationship Management
Customer Relationship Management (CRM) is a natural
extension of applying the value chain model to customers.
CRM includes many management activities performed to
obtain,
enhance relationships with, and
retain customers.
CRM can lead to better customer service, which leads to
competitive advantage for the business.
24

24
CRM
Common systems are:
Oracle
SAP
Salesforce.com (web-based cloud system)
Oracle and SAP integrate into their ERP systems
25
Supply Chain Management (SCM)
An enterprise system that manages the integrated supply chain
Translation: processes are linked across companies
The single network optimizes costs and opportunities for all
companies in the supply chain
Every part of the supply chain has the latest information about
sales expected and inventories from source materials at all
stages
Bullwhip effect occurs when the supplier at each stage adds a
small “buffer” for it’s suppliers in case demand is higher than
expected

26
Difficulties in Integrated Supply Chains
Information integration requires agreement of what information
to share, how to share it, and the authority to view it.
Trust must be established
Planning must be synchronized carefully
Workflow must be coordinated between partners to determine
what to do with the information they obtain
27
Advantages and Disadvantages
of Enterprise Systems
28
The Adoption Decision

The enterprise system sometimes should drive business process
redesign when:
Just starting out.
Organizational processes are not relied upon for strategic
advantage.
Current systems are in crisis.
It is inappropriate for the enterprise system to drive business
process redesign when:
Changing an organization’s processes that are relied upon for
strategic advantage.
The package does not fit the organization.
There is a lack of top management support.
29
29
and Dennis Galletta
© Copyright 2016

Discussion: The Future of Offices
Given the growth in telecommuting and other mobile work
arrangements, how might offices physically change in the
coming years? Will offices as we think of them today exist in
the next ten years? Why or why not?
Please make your initial post substantive. A substantive post
will do at least TWO of the following:
· Ask an interesting, thoughtful question pertaining to the topic
· Answer a question (in detail) posted by another student or the
instructor
· Provide extensive additional information on the topic
· Explain, define, or analyze the topic in detail
· Share an applicable personal experience
· Provide an outside source (for example, an article from the UC
Library) that applies to the topic, along with additional
information about the topic or the source (please cite properly
in APA)
· Make an argument concerning the topic.
At least one scholarly source should be used in the initial
discussion thread. Be sure to use information from your
readings and other sources from the UC Library. Use proper
citations and references in your post.Research Paper: Business
Process Redesign
If you have you been involved with a company doing a redesign
of business processes, discuss what went right during the
redesign and what went wrong from your perspective.
Additionally, provide a discussion on what could have been
done better to minimize the risk of failure. If you have not yet
been involved with a business process redesign, research a
company that has recently completed one and discuss what went
wrong, what went right, and how the company could have done

a better job minimizing the risk of failure.
Your paper should meet the following requirements:
• Be approximately 4-6 pages in length, not including the
required cover page and reference page.
• Follow APA6 guidelines. Your paper should include an
introduction, a body with fully developed content, and a
conclusion.
• Support your answers with the readings from the course and at
least two scholarly journal articles to support your positions,
claims, and observations, in addition to your textbook. The UC
Library is a great place to find resources.
• Be clearly and well-written, concise, and logical, using
excellent grammar and style techniques. You are being graded
in part on the quality of your writing.
Attachments:
· influence of digital technology.pdf (1.308 MB)
· Technology Adoption by Global Virtual Teams.pdf (12.823
MB)
·
Chapter 4, “Digital Systems and the Design of Work” pp. 83-98
Harris, W. J. (2018). Technology adoption by global virtual
teams: Developing a cohesive approach. SAM Advanced
Management Journal, 83(1), 4-21. Retrieved
from http://search.ebscohost.com/login.aspx?direct=true&AuthT
ype=shib&db=buh&AN=135806019&site=eds-live
Chapter 5, “Information Systems and Digital Transformation”

pp. 109-121
Strutynska, I., Kozbur, G., Dmytrotsa, L., Sorokivska, O., &
Melnyk, L. (2019). Influence of digital technology on roadmap
development for digital business transformation. 2019
9th International Conference on Advanced Computer
Information Technologies (ACIT), 333-337. Retrieved
from https://doi.org/10.1109/ACITT.2019.8780056
PowerPoints
· ch05.pptx (2.401 MB)
· ch04.pptx (2.779 MB)

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