管理信息系统
教学大纲
发布时间: 2009-08-17   浏览次数: 3360

A Core Course of School of Management at Fudan University

 

 

 

 

 

Management Information Systems

 

 

----Approach to New Organization

 

 

Course Outline

 

 

 

Lihua HUANGHong LING

Weihui DAI, Ye FU, Hai SUN

 

School of Management, Fudan University

 

 

Feb. 2005

 

 

 


 

Management Information Systems

---- Approach to New Organization

 

Course Purpose and Content:

The purpose of the course is to provide undergraduates with understanding why an organization need information systems, how the companies in 21st century can gain the competitive advantage by use of IT/IS. The course focus on the key management, organization and technology issues relating to information systems use in business, particularly issues in introduction to the technology concepts underlying modern computing and information management, aligning IT/IS to business strategy, the organization, and business model, and transitioning to e-Business or e-Enterprise.

The course content will be composed of four sections:

(1)     Concept and role of Information Systems. The section will address the following special issues. How to understand the concept of information systems from business perspective? How do IT/IS affect current & future competitiveness? What is the strategic role of information systems? What relationship are there between organization, business processes and information systems?

(2)     Technical Foundation of Information Systems. The section will cover both the fundamental building blocks of today’s information systems, including hardware, software, database, telecommunication, and Internet, as well as the most important applications such as Electronic Businesses, ERP(Enterprise Resource Planning),  Knowledge Management and DSS.

(3)     Managing IT-Enabled Organizational Change and Information Systems Planning. The section will let student to understand how can redesign the business process with information systems and to comprehend how to plan IT/IS strategically.

(4)     Building Information Systems and Managing Information Systems. This section discuss the varieties of approaches to building and implementing information systems The section will address the issues such as how to evaluate the value of information systems, how to manage IT projects in business, how to enhance the information systems security and control, how to manage the information resource and infrastructure, and what is the CIO role?

 

This course contains 34 classes (not including final exam), each class is 90 minutes.

 

Teaching Format

Achieving the course purpose relies absolutely on the consensus among the instructor and all participant that everyone should contribute his/her effort and wisdom to the success.

 

The lectures to build up the fundamental framework of Managing Information Systems are offered by instructor, especially in the first section and the early part of other sections. Cases, reading, and discussion will be used for further understanding the issues in each section.

In addition, group discussion are very important part of the class learning. For each group, you should, at least, present case study 2 times at class and complete written assignments and a term project(optional).

 

Group Form

All of students are submitted to form a study group to prepare for the cases, both written and oral, as well as for the term project. It is appropriate that each study group consists of 5 persons. 12 groups will be formed since there are about 60 students in the class. In the first session, the instructor will indicate the basic principles to let you know how to organize your study group. The students should consult your final group list with the instructor, then the groups will be confirmed in the second session.

 

Grading

Class participation, presentation and contribution      20%

Written case study reports and assignments           30%

Final Exam                                    50%

 

Textbook

Kenneth C. Laudon, Jane P. Laudon , Management Information Systems: Organization and Technology in the Networked Enterprise, Prentice Hall, Pearson Education 2000. (高等教育出版社引印,2001)

Reference Web

http://www.prenhall.com/laudon, Management Information Systems, 8 ed./ Student

http://vcampus.fudan.edu.cn/
Reading materials

Articles:

1.         Ross, J.W. & Rockart, J.F., “Reconceptualizing IT”, CISR WP No.302, Sloan WP No.3986, January 1999 Revised.

2.         Michael Porter & Victor Millar, “How Information Gives You Competitive Advantage,” Harvard Business Review, July-Aug 1985, pp. 149-160.

3.         Max D. Hopper, “Ratting SABRE: New Ways to Compete on Information”, May-June, 1990.

4.         T. J. Rodgers, “No Excuses Management”, Harvard Business Review, July-August 1990.

5.         J C Henderson; H Venkatraman, “Strategic alignment: Leveraging information technology for transforming organizations; IBM Systems Journal, Armonk; 1993; Vol. 32, Iss. 1; pg. 4, 13 pgs

6.         Rockart, J.F., “Chief Exectives Define Their Own Data Needs”, Harvard Business Review, Mar-Apr 1979, reprint #79209.

7.         Venkatraman, N, “IT-enabled business transformation: From automation to business scope redefinition;”, Sloan Management Review, Winter 1994; Vol. 35, Iss. 2; pg. 73,  15 pgs, reprint#3526.

8.         Xiong WeiHuang LihuaXue HuachengA BPR_based Approach to Information System Planning, System Engineering:Theory Methodology Application (Chinese), Vol.8, No.21, 1999, p.27-32.

9.         Hammer, M. “Reengineering Work: Don’t Automate, Obliterate”, Harvard Business Review, July-August 1990, pp.104-112, reprint #90406.

10.      Zheng DabingHuang LihuaThe Application of QFD in Business Process ImprovementJournal of Management Science (Chinese), Vol.2 No.4, 1999, pp8-15

11.      Huang Lihua, He Hui, The Rules and Methodology of Business Process Structure Optimum, Journal of Systems Engineering (Chinese), No.3,Vol 15, Sep.2000.

12.      Quinn, J.B., “Strategic Outsourcing: Leveraging Knowledge Capabilities”, Sloan Management Review,  Summer 1999, reprint #4041, pp9-21.

13.      Kaplan, R.S. & Norton, D.P., “The Balanced Scorecard—Measures That Drive Performance”, Harvard Business Review, Jan-Feb 1992, reprint #92105.

14.      Ross, J.W. & Feeny, D.F., “The Evolving Role of the CIO”, CISR WP No.308, Sloan WP No. 4089, August,1999.

15.      Fang Jun, IT is no more important?

16.      Information Systems Value Evaluation: a Hi-tech Company Case Study, School of Management, 2003

17.      Henneth L. Kraemer, Jason Dedrick, Sandra Yamashiro, Refining and Extending the Business Model with Information Technology: Dell Computer Corporation, Center for research on Information Technology and Organizations, University of California at Berkeley, May 1999

18.      K.L. Kraemer and J. Dedrick, “Leveraging the Global Networked Business Model: Cisco Systems”, Center for Redesign on Information Technology and Organizations, University of California, Irvine, Feb. 1999.

Cases

序号

案例

教学重点

1

上海三菱电梯有限公司:ERP实施

n         基于软件包的开发方法

n         基于信息系统应用的企业变革管理

2

上海元祖食品有限公司:精致的信息系统

n         信息系统建设中供应商的管理和软件产品选择

n         信息系统实施中企业变革管理

3

零售业的革命:联华超市信息系统应用

n         信息系统与管理经营模式

n         中国企业信息化建设的环境分析

4

该上什么信息系统?上海柴油机股份有限公司案例

n         信息系统规划决策

n         信息系统规划方法

n         信息系统规划执行

5

数据仓库的接受与应用上海日立空调股份有限公司

n         数据仓库的概念、应用过程

n         数据仓库应用成功关键因子分析

6

电子商务的价值:爱姆意机电的经营模式

n         电子商务概念

n         电子商务的影响与价值

n         电子商务应用的潜在机会分析

7

上海冠生园:分销链的变革

n         企业流程的分析与设计

n         企业流程变革的过程

8

Industrial and Commercial Bank of China (Shanghai) - The Internet Banking Project

n         信息系统项目管理

9

IT的味道,CIO & CEO, Vol.1, 2000

n         自主开发信息系统的方法与过程

10

信息系统价值评价:某科技公司案例,2003

n         信息系统价值分析与评价

 


Detail Schedule

PART I: Concept and Role of Information Systems

In this part, we will discuss the organizational and business challenges and opportunities in an information age, and try to formulate the basic concept and role of information technology/information systems (IT/IS) from business perspective.

 

Session1-2: The Information Systems Revolution: Transforming Business and Management.

1.           Description of the Course, including Objectives, Structure, Teaching Format, etc

2.           Managing in an Information Age: Organizational and business Challenges and Opportunities.

3.           Case study

4.           The Concept of Information Systems from Business Perspectives.

 

Reading Materials:

1.   Textbook1, Introduction

 

Session 3-4:. Winning Competitive Advantages with IT

1.           Case Study: UPS

2.           The key applications in business

3.           Strategic Information systems

4.           Summary of how IT can be used to implement Competitive Advantages

 

Reading Materials:

a)         Textbook1: chapter1,chapter4

b)         Michael Porter & Victor Millar, “How Information Gives You Competitive Advantage,” Harvard Business Review, July-Aug 1985, pp. 149-160.

c)         Richard L. Nolan; Kelley Porter; Christina Akers, Cisco Systems Architecture: ERP and Web-enabled IT, Harvard Business Review, March 24, 2001, Product#: 30109Textbook: chapter 3, 4.

d)         Henneth L. Kraemer, Jason Dedrick, Sandra Yamashiro, Refining and Extending the Business Model with Information Technology: Dell Computer Corporation, Center for research on Information Technology and Organizations, University of California at Berkeley, May 1999

e)         Nicholas G. Carr, IT Doesn’t Matter, Harvard Business Review, May 2003.

 

Session 5-6: Organization, Management, Business Processes, and Information systems

1.       Case Study: Dell Computer Corporation

2.       Designing and Managing the Information Age Organization

Discussion: (1) No Excuses Management;

  (2) Ratting SABRE: New Ways to Compete on Information

 

Reading Materials:

1)        Textbook1: chapter 2-3

2)        T. J. Rodgers, “No Excuses Management”, Harvard Business Review, July-August 1990.

3)        Max D. Hopper, “Ratting SABRE: New Ways to Compete on Information”, May-June, 1990.

 

PART II: The Strategic Use of Information Technology with Business

IT/IS is transcending its traditional "back office" role and is evolving toward a "strategic" role with the potential not only to support chosen business strategies, but also to shape new business strategies and models. IT/IS can alter the basic nature of an industry. The effective and efficient utilization of information technology requires the alignment of the IT strategies with the business strategies. In this part, we will further discuss the efficient business model IT-enabled through cases for varieties of industries, which provides approach to strategic application of IT/IS and to incorporating IT/IS strategy into overall business strategy. Then the analytical approach is discussed through the Strategic Alignment Model. We will discuss perspectives of alignment with specific implications for guiding management practice.

 

Session 7-8  Cases Studies

a)         Discussion on Challenge on Business, Strategy, Business Model IT-enabled, etc, for Cisco Systems

b)         Discussion on Challenge on Business, Strategy, Business Model IT-enabled, etc, for Seven-Eleven Japan.

c)         Discussion on Challenge on Business, Strategy, Business Model IT-enabled, etc, for Charles Schwab Corporation.

d)        Discussion on Challenge on Business, Strategy, Business Model IT-enabled, etc, for American Express Corporation.

 

Reading Materials:

        i.            Textbook1, Chapter5,7,8

      ii.            K.L. Kraemer and J. Dedrick, “Leveraging the Global Networked Business Model: Cisco Systems”, Center for Redesign on Information Technology and Organizations, University of California, Irvine, Feb. 1999.

    iii.            “Seven-Eleven Japan: Managing a Networked Organization”, Insead Euro-Asia Center, 05/7-4690

      iv.             “Charles Schwab Corporation(A),” HBS 9-300-024, Sep 9, 1999.

       v.            “Charles Schwab Corporation(B),” HBS 9-300-025, Sep 13, 1999.

      vi.            “AXIsm Travel—American Express Interactive”, HBS 9-399-014,2001.

 

Session 9: Aligning Business Strategy and Business Model with IT

1.           The Significance of Alignment of Information Technology and Business

2.           The Framework of Alignment and The Approach to Alignment

 

 

Reading Materials:

1)        J C Henderson; H Venkatraman, “Strategic alignment: Leveraging information technology for transforming organizations; IBM Systems Journal, Armonk; 1993; Vol. 32, Iss. 1; pg. 4, 13 pgs

2)        Textbook1, Chapter 4, 6.

 

PART : Managing IT-Enabled Organizational Change

New IT/IS capabilities make it possible to achieve systematic and dramatic gains in business performance. Dramatic improvement in company performance requires equally dramatic changes to business processes and management practices. We will discuss the framework and journey management model for managing IT-enabled organizational change. Meanwhile, a power, flexible IT infrastructure has become a prerequisite for new business model and organizational change. Information system planning has been defined as the process of identifying a portfolio of computer-based applications that will assist an organization in executing its new business model. In this part, from view of tactical, we will discuss the concept and implementation methodology of BPR and information system planning.

 

Session 10-11-12: Managing IT-Enabled Organizational Change

1.       IT-enabled business transformation: from automation to business scope redefinition

2.       Business process & business process reengineering(BPR)

3.       Managing organization change framework: Business Architecture Model & Journey Management Model

4.       Case Study: Global Manufacturing Incorporated

 

Reading Materials:

1)      Textbook1: Chapter 5

2)      Textbook2

3)      Venkatraman, N, “IT-enabled business transformation: From automation to business scope redefinition;”, Sloan Management Review, Winter 1994; Vol. 35, Iss. 2; pg. 73,  15 pgs, reprint#3526.

4)      Hammer, M. “Reengineering Work: Don’t Automate, Obliterate”, Harvard Business Review, July-August 1990, pp.104-112, reprint #90406.

5)      Zheng DabingHuang LihuaThe Application of QFD in Business Process ImprovementJournal of Management Science (Chinese), Vol.2 No.4, 1999, pp8-15

6)      Huang Lihua, He Hui, The Rules and Methodology of Business Process Structure Optimum, Journal of Systems Engineering (Chinese), No.3,Vol 15, Sep.2000.

 

Session 13:  Information Systems Planning as Planned Organization change

1.           The Significance, content of Information Systems Planning

2.           The Methodology and Varieties of Approaches to ISP

3.           Case Study: Shenzhen Huawei Technology Co. Ltm.

 

Reading Materials:

a)         Textbook1 chapter 6

b)        Rockart, J.F., “Chief Executives Define Their Own Data Needs”, Harvard Business Review, Mar-Apr 1979, reprint #79209.

c)         Xiong WeiHuang LihuaXue HuachengA BPR_based Approach to Information System Planning, System Engineering:Theory Methodology Application (Chinese), Vol.8, No.21, 1999, p.27-32.

d)        “Reengineering Service Process enabled by IS/IT in Shenzhen Huawei Technology Co, Ltd.”, School of Management, Fudan University, 1999.(Chinese)

 

 

PART : Building Information Systems and Information Systems Management

 

From the view of the implementation of information systems in business, in this part, we will let you know all kinds of methods of building information systems. In addition, we will discuss relative issues about information systems management.

 

Session 14-15: Alternative System Building Methods

1.       The Life Cycle of MIS Development

2.       Methods of MIS Development

3.       In-house Development;

4.       The Package Based Development;

5.           Outsourcing Development

 

Reading Materials:

1)      Textbook1 chapter 8

2)      The Taste of IT----The story of Baogong Chuyun Company. CIO & CEO, Vol.1, 2000(Chinese)

3)      “Shanghai Mitsubishi Inc: ERP Implementation”, School of Management, Fudan University, 2002.

4)      “Shanghai Yuanzu Food Company: Baking deliciously information system”, School of Management, Fudan University, 2002.

5)      Quinn, J.B., “Strategic Outsourcing: Leveraging Knowledge Capabilities”, Sloan Management Review,  Summer 1999, reprint #4041, pp9-21.

 

 

Session 16: Information Systems Project Management and Information Management

1.         Information Systems Project Management

2.         Risk Analysis and Assessment

3.         IS/IT Investment Evaluation and Benefits Management

4.         The Role of CIO and IT/IS Department

5.        Managing Information Systems Infrastructure

 

 

Reading Materials:

1)        Textbook1, Chapter 8, 10

2)        Ross, J.W. & Feeny, D.F., “The Evolving Role of the CIO”, CISR WP No.308, Sloan WP No. 4089, August,1999.

3)        Kaplan, R.S. & Norton, D.P., “The Balanced Scorecard—Measures That Drive Performance”, Harvard Business Review, Jan-Feb 1992, reprint #92105.

4)        Report: Information Systems Value Evaluation: a Hi-tech Company Case Study

 

Session 17-18 : Group Project Presentation and Wrap-up

Requirement: to use concepts and examples from the material we have covered in session to investigate the impact of IT/IS(or e-Business) on one industry, to analyze the challenge to a real, typical company, to present new business model enabled IT/IS, to give the management and organizational solution, and to give suggestion about implement IS and change management to Executives.  

Time Limits: Every group will present in 20 minutes and Q & A in 5 minutes;

There will be 4 groups in every session.