Rabu, 27 Januari 2016

CHAPTER 7

CHAPTER 7
STORING ORGANIZATIONAL INFORMATION - DATABASE


KPP1 - LIBRARY UITM

Assalamualaikum and hai guys ;)

Today i have learn some of chapter 7 in subject MGT 300 it's about storing organizational information - database.Okay ,what i'm going to tell your guys is every single chapter in subject MGT 300 that i have learn from Madam Intan Liana Binti Suhaime are must link with another chapter from beginning until this chapter.So, i hope that your guys can understand the chapter before this to understood every words that your will learn in this chapter.

Relational Database Fundamentals

What is information?

Information is everywhere in an organization

Information is stored in databases
Database – maintains information about various types of objects (inventory), events (transactions), people (employees), and places (warehouses)


Database models include:
  • Hierarchical database model – information is organized into a tree-like structure (using parent/child relationships) in such a way that it cannot have too many relationships
  • Network database model – a flexible way of representing objects and their relationships
  • Relational database model – stores information in the form of logically related two-dimensional tables


Entities and Attributes


Entity – a person, place, thing, transaction, or event about which information is stored
The rows in each table contain the entities


Attributes (fields, columns) – characteristics or properties of an entity class
The columns in each table contain the attributes

Keys and Relationships


Primary keys and foreign keys identify the various entity classes (tables) in the database

  1. Primary key – a field (or group of fields) that uniquely identifies a given entity in a table
  2. Foreign key – a primary key of one table that appears an attribute in another table and acts to provide a logical relationship among the two tables

Relational Database Advantages

Database advantages from a business perspective include
  • Increased flexibility
  • Increased scalability and performance
  • Reduced information redundancy
  • Increased information integrity (quality)
  • Increased information security

Increased Flexibility

A well-designed database should:
  • Handle changes quickly and easily
  • Provide users with different views
  • Have only one physical view
  • Physical view – deals with the physical storage of information on a storage device
  • Have multiple logical views
  • Logical view – focuses on how users logically access information


Increased Scalability and Performance

A database must scale to meet increased demand,  while maintaining acceptable performance levels
  • Scalability – refers to how well a system can adapt to increased demands
  • Performance – measures how quickly a system performs a certain process or transaction

Reduced Information Redundancy

Databases reduce information redundancy
Redundancy – the duplication of information or storing the same information in multiple places

Inconsistency is one of the primary problems with redundant information


Increase Information Integrity (Quality)


Information integrity – measures the quality of information

  • Integrity constraint – rules that help ensure the quality of information
  • Relational integrity constraint
  • Business-critical integrity constraint

Increased Information Security

Information is an organizational asset and must be protected 
  • Databases offer several security features including:
  • Password – provides authentication of the user
  • Access level – determines who has access to the different types of information
  • Access control – determines types of user access, such as read-only access



Database Management Systems



Database management systems (DBMS) – software through which users and application programs interact with a database


DATA-DRIVEN WEB SITES

Data-driven Web sites – an interactive Web site kept constantly updated and relevant to the needs of its customers through the use of a database



Data-Driven Web Site Business Advantages
  • Development
  • Content Management
  • Future Expandability
  • Minimizing Human Error
  • Cutting Production and Update Costs
  • More Efficient
  • Improved Stability

Data-Driven Business Intelligence

BI in a data-driven Web site



Integrating Information among Multiple Databases

  • Integration – allows separate systems to communicate directly with each other
  • Forward integration – takes information entered into a given system and sends it automatically to all downstream systems and processes
  • Backward integration – takes information entered into a given system and sends it automatically to all upstream systems and processes

Forward integration and Backward integration



Building a central repository specifically for integrated information























CHAPTER 6

CHAPTER 6
VALUING ORGANIZATIONAL INFORMATION

LIBRARY UITM

Assalamualaikum and hai guys ;)

Organizational Information
Information is everywhere in an organization

Employees must be able to obtain and analyze the many different levels, formats, and granularities of organizational information to make decisions

Successfully collecting, compiling, sorting, and analyzing information can provide tremendous insight into how an organization is performing

Levels, formats, and granularities of organizational information.





The Value of Transactional and Analytical Information

Transactional information verses analytical information




The Value of Timely Information

Timeliness is an aspect of information that depends on the situation
  • Real-time information – immediate, up-to-date information
  • Real-time system – provides real-time information in response to query requests

The Value of Quality Information

  • Business decisions are only as good as the quality of the information used to make the decisions 
  • You never want to find yourself using technology to help you make a bad decision faster
  • Characteristics of high-quality information include:

  1. Accuracy
  2. Completeness
  3. Consistency
  4. Uniqueness
  5. Timeliness


Understanding the Costs of  Poor Information

The four primary sources of low quality information include:
  • Online customers intentionally enter inaccurate information to protect their privacy
  • Information from different systems have different entry standards and formats
  • Call center operators enter abbreviated or erroneous information by accident or to save time
  • Third party and external information contains inconsistencies, inaccuracies, and errors



Potential business effects resulting from low quality information include:
  • Inability to accurately track customers
  • Difficulty identifying valuable customers
  • Inability to identify selling opportunities
  • Marketing to nonexistent customers
  • Difficulty tracking revenue due to inaccurate invoices
  • Inability to build strong customer relationships


High quality information can significantly improve the chances of making a good decision

Good decisions can directly impact an organization's bottom line




CHAPTER 5

CHAPTER 5
ORGANIZATION STRUCTURES THAT SUPPORT STRATEGIC INITIATIVES


COMPUTER LAB
Assalamualaikum and hai guys ;)

Today i would like to share again about chapter 5 is organization structures that support strategic initiatives in subject MGT 300 for this chapter you will know about(CIO),(CTO),(SCO) and (CKO).

Organizational Structures
Organizational employees must work closely together to develop strategic initiatives that create competitive advantages

Ethics and security are two fundamental building blocks that organizations must base their businesses upon

IT Roles and Responsibilities
Information technology is a relatively new functional area, having only been around formally for around 40 years

Recent IT-related strategic positions:
  • Chief Information Officer (CIO)
  • Chief Technology Officer (CTO)
  • Chief Security Officer (CSO)
  • Chief Privacy Officer (CPO)
  • Chief Knowledge Office (CKO)


Chief Information Officer (CIO) – oversees all uses of IT and ensures the strategic alignment of IT with business goals and objectives

Broad CIO functions include:
  • Manager – ensuring the delivery of all IT projects, on time and within budget
  • Leader – ensuring the strategic vision of IT is in line with the strategic vision of the organization
  • Communicator – building and maintaining strong executive relationships

Chief Technology Officer (CTO) – responsible for ensuring the throughput, speed, accuracy, availability, and reliability of IT

Chief Security Officer (CSO) – responsible for ensuring the security of IT systems

Chief Privacy Officer (CPO) – responsible for ensuring the ethical and legal use of information

Chief Knowledge Office (CKO) - responsible for collecting, maintaining, and distributing the organization’s knowledge


The Gap Between Business Personnel and IT Personnel



  • Business personnel possess expertise in functional areas such as marketing, accounting, and sales 
  • IT personnel have the technological expertise 
  • This typically causes a communications gap between the business personnel and IT personnel

Improving Communications



  1. Business personnel must seek to increase their understanding of IT
  2. IT personnel must seek to increase their understanding of the business
  3. It is the responsibility of the CIO to ensure effective communication between business personnel and IT personnel


Organizational Fundamentals – Ethics and Security

  • Ethics and security are two fundamental building blocks that organizations must base their businesses on to be successful
  • In recent years, such events as the Enron and Martha Stewart, along with 9/11 have shed new light on the meaning of ethics and security

Ethics

Ethics – the principles and standards that guide our behavior toward other people

Privacy is a major ethical issue
Privacy – the right to be left alone when you want to be, to have control over your own personal possessions, and not to be observed without your consent

Issues affected by technology advances
  • Intellectual property
  • Copyright
  • Fair use doctrine
  • Pirated software
  • Counterfeit software

Intellectual property - Intangible creative work that is embodied in physical form
Copyright - The legal protection afforded an expression of an idea, such as a song, video game, and some types of proprietary documents
Fair use doctrine - In certain situations, it is legal to use copyrighted material
Pirated software - The unauthorized use, duplication, distribution, or sale of copyrighted software
Counterfeit software - Software that is manufactured to look like the real thing and sold as such

Security

Organizational information is intellectual capital - it must be protected

Information security – the protection of information from accidental or intentional misuse by persons inside or outside an organization

E-business automatically creates tremendous information security risks for organizations




















CHAPTER 4

CHAPTER 4
MEASURING THE SUCCESS OF STRATEGIC INITIATIVES


COMPUTER LAB

Assalamualaikum and hai ;)
i'm fathi and today i would like to share with you guys about chapter 4 in subject MGT 300.In this chapter you can understand how to success and make plan strategic for business.

MEASURING INFORMATION TECHNOLOGY'S SUCCESS

  1. Key performance indicator – measures that are tied to business drivers
  2. Metrics are detailed measures that feed KPIs 
  3. Performance metrics fall into the nebulous area of business intelligence that is neither technology, nor business centered, but requires input from both IT and business professionals

Efficiency and Effectiveness

Efficiency IT metric – measures the performance of the IT system itself including throughput, speed, and availability

Effectiveness IT metric – measures the impact IT has on business processes and activities including customer satisfaction, conversion rates, and sell-through increases

Bench-marking – Base lining Metrics

Regardless of what is measured, how it is measured, and whether it is for the sake of efficiency or effectiveness, there must be benchmarks – baseline values the system seeks to attain

Bench marking – a process of continuously measuring system results, comparing those results to optimal system performance (benchmark values), and identifying steps and procedures to improve system performance



Efficiency IT Metrics

Efficiency IT metrics focus on technology and include:
  • Throughput
  • Transaction speed
  • System availability
  • Information accuracy
  • Web traffic
  • Response time

Effectiveness IT metrics focus on an organization’s goals, strategies, and objectives and include:
  • Usability
  • Customer satisfaction
  • Conversion rates
  • Financial

The Interrelationships of Efficiency and Effectiveness IT Metrics
Security is an issue for any organization offering products or services over the Internet

It is inefficient for an organization to implement Internet security, since it slows down processing
However, to be effective it must implement Internet security
Secure Internet connections must offer encryption and Secure Sockets Layers (SSL denoted by the lock symbol in the lower right corner of a browser)

Metrics for Strategic Initiatives

Metrics for measuring and managing strategic initiatives include:
  • Web site metrics
  • Supply chain management (SCM) metrics
  • Customer relationship management (CRM) metrics
  • Business process reengineering (BPR) metrics
  • Enterprise resource planning (ERP) metrics

WEB SITE METRICS

Web site metrics include:
  • Abandoned registrations
  • Abandoned shopping cards
  • Click-through
  • Conversion rate
  • Cost-per-thousand
  • Page exposures
  • Total hits
  • Unique visitors


SUPPLY CHAIN MANAGEMENT METRICS

  • Back order
  • Customer order promised cycle time
  • Customer order actual cycle time
  • Inventory replenishment cycle time
  • Inventory turns (inventory turnover)


CUSTOMER RELATIONSHIP MANAGEMENT METRICS
Customer relationship management metrics measure user satisfaction and interaction and include
  • Sales metrics
  • Service metrics
  • Marketing metrics



























CHAPTER 3


Chapter 3

STRATEGIC INITIATIVES FOR IMPLEMENTING COMPETITIVE ADVANTAGES


MGT 300


Assalamualaikum and hey there.. ;)

Hello...it's me..Fathi..
Okay today i want to share with you guys out there especially in course business and have subject MGT 300 for chapter 3.Don't worry for this chapter is easy to understand because it relates with our daily life actually..hehehe..

What is strategic initiative?
  1. A strategic initiative is an endeavor intended to achieve three interrelated outcomes: A boundary-spanning vision or “strategic intent” Realization of important benefits to “strategic” stakeholders and. Transformation of the organization.
  2. Organizations can undertake high-profile strategic initiative including:
  • Supply chain management (SCM)
  • Customer process management (CRM)
  • Business process engineering (BPR)
  • Enterprise resource planning (ERP)


supply chain management


What is supply chain management?
  1. involves the management of information flows between and among stages in a supply chain to maximize total supply chain effectiveness and profitability
  2. Four basic components of supply chain management include:


  • Supply chain strategy  
    strategy for managing all resources to meet customer demand
  • Supply chain partner– partners throughout the supply chain that deliver finished products, raw materials, and services.
  • Supply chain operation – schedule for production activities
  • Supply chain logistics – product delivery process

process SCM






PROCESS SCM

Effective and efficient SCM systems can enable an organization to:
  • Decrease the power of its buyers
  • Increase its own supplier power
  • Increase switching costs to reduce the threat of substitute products or services
  • Create entry barriers thereby reducing the threat of new entrants
  • Increase efficiencies while seeking a competitive advantage through cost leadership


Effective and efficient SCM systems effect on Porter’s Five Forces

Organisation 's supply chains
Decrease
  • buyer power
  • treat of new entrance
  • treat of substitute product or service
Increase
  • supply power



CUSTOMER RELATIONSHIP MANAGEMNET

What is customer relationship management?

  1. Customer relationship management (CRM) – involves managing all aspects of a customer’s relationship with an organization to increase customer loyalty and retention and an organization's profitability 
  2. Many organizations, such as Charles Schwab and Kaiser Permanente, have obtained great success through the implementation of CRM systems

CRM is not just technology, but a strategy, process, and business goal that an organization must embrace on an enterprisewide level
  1.  CRM can enable an organization to:
  • Identify types of customers
  • Design individual customer marketing campaigns
  • Treat each customer as an individual
  • Understand customer buying behaviors
process CRM





BUSINESS PROCESS RE ENGINEERING


What is business process re engineering?


Business process
 – a standardized set of activities that accomplish a specific task, such as processing a customer’s order

Business process re engineering (BPR) 
– the analysis and redesign of workflow within and between enterprises
The purpose of BPR is to make all business processes best-in-class


Re engineering the Corporation – book written by Michael Hammer and James Champy that recommends seven principles for BPR







Finding Opportunity Using BPR

  1. A company can improve the way it travels the road by moving from foot to horse and then horse to car 
  2. BPR looks at taking a different path, such as an airplane which ignore the road completely




Types of change an organization can achieve, along with the magnitudes of change and the potential business benefit.





-fails to keep up with competitors


What is Enterprise Resource Planning?


  1. Enterprise resource planning (ERP) – integrates all departments and functions throughout an organization into a single IT system so that employees can make decisions by viewing enterprisewide information on all business operations 
  2. Keyword in ERP is “enterprise”



ERP systems collect data from across an organization and correlates the data generating an enterprise wide view


Saab required a consolidated customer view among its three primary channels:
  1. Dealer network
  2. Customer assistance center
  3. Lead management center






Selasa, 5 Januari 2016

True/False:
1. A competitive advantage is typically temporary, unless its a first-mover advantage.

=True

2. An entry barrier is typically used to influence the threat of new entrants.

=True

3. Switching cost are typically used to influence the threat of substitute products or services.

=True

4. The Five Forces Model helps to determine the relative attractiveness of an industry.

=True

5. Organizations can add value by offering lower prices or by competing in a distinctive way.

=False

6. An entry barrier is typically used to influence the rivalry among existing competitors.

=False

7. Competitive advantage occurs when an organization can significantly impact its market share by being first to market with a an advantage.

=True

8. Buyer power, supplier power, threat of products or services, threat of new entrants and rivalry   
    among existing competitors are all included in Porter's Five Forces Model.

=True

9. Switching costs are typically used to influence the threat of substitute products or services.

=True

10. Long Essay.

1. Describe three (3) Porter Generic Strategies. Support your answer with examples. (12 marks)

=Porter Generic Strategies are cost leadership , differentiation , and focused strategy.

Cost Leadership Strategy.This generic strategy calls for being the low cost producer in an industry for a given level of quality. The firm sells its products either at average industry prices to earn a profit higher than that of rivals, or below the average industry prices to gain market share. In the event of a price war, the firm can maintain some profitability while the competition suffers losses. Even without a price war, as the industry matures and prices decline, the firms that can produce more cheaply will remain profitable for a longer period of time. The cost leadership strategy usually targets a broad market.

 Some of the ways that firms acquire cost advantages are by improving process efficiencies, gaining unique access to a large source of lower cost materials, making optimal outsourcing and vertical integration decisions, or avoiding some costs altogether. If competing firms are unable to lower their costs by a similar amount, the firm may be able to sustain a competitive advantage based on cost leadership. Firms that succeed in cost leadership often have the following internal strengths: Access to the capital required to make a significant investment in production assets; this investment represents a barrier to entry that many firms may not overcome. Skill in designing products for efficient manufacturing, for example, having a small component count to shorten the assembly process. High level of expertise in manufacturing process engineering. Efficient distribution channels. Each generic strategy has its risks, including the low-cost strategy. For example, other firms may be able to lower their costs as well. As technology improves, the competition may be able to leapfrog the production capabilities, thus eliminating the competitive advantage. Additionally, several firms following a focus strategy and targeting various narrow markets may be able to achieve an even lower cost within their segments and as a group gain significant market share.
  Differentiation Strategy.A differentiation strategy calls for the development of a product or service that offers unique attributes that are valued by customers and that customers perceive to be better than or different from the products of the competition. The value added by the uniqueness of the product may allow the firm to charge a premium price for it. The firm hopes that the higher price will more than cover the extra costs incurred in offering the unique product. Because of the product's unique attributes, if suppliers increase their prices the firm may be able to pass along the costs to its customers who cannot find substitute products easily. Firms that succeed in a differentiation strategy often have the following internal strengths: Access to leading scientific research. Highly skilled and creative product development team. Strong sales team with the ability to successfully communicate the perceived strengths of the product. Corporate reputation for quality and innovation. The risks associated with a differentiation strategy include imitation by competitors and changes in customer tastes. Additionally, various firms pursuing focus strategies may be able to achieve even greater differentiation in their market segments.
  Focus Strategy.The focus strategy concentrates on a narrow segment and within that segment attempts to achieve either a cost advantage or differentiation. The premise is that the needs of the group can be better serviced by focusing entirely on it. A firm using a focus strategy often enjoys a high degree of customer loyalty, and this entrenched loyalty discourages other firms from competing directly. Because of their narrow market focus, firms pursuing a focus strategy have lower volumes and therefore less bargaining power with their suppliers. However, firms pursuing a differentiation-focused strategy may be able to pass higher costs on to customers since close substitute products do not exist. Firms that succeed in a focus strategy are able to tailor a broad range of product development strengths to a relatively narrow market segment that they know very well. Some risks of focus strategies include imitation and changes in the target segments. Furthermore, it may be fairly easy for a broad-market cost leader to adapt its product in order to compete directly. Finally, other focusers may be able to carve out sub-segments that they can serve even better.





2. Porter's Five Forces Model is a one of common tools used in industry to analyze and develop competitive advantages. List and describe each of the five (5) forces in Porter's Five Forces Model.                                                                                                                         (20 marks)


Porter's Five Forces Model is a one of common tools used in industry to analyze and develop competitive advantages.Forces in Porter's Five Forces Model.

Buyer Power: High when the buyers have many choices of whom to buy. Low when their choices are few.

Supplier Power: High when the buyers have few choices of whom to buy from. Low is when their choices are many.

Threat of Substitute Products & Services: High when there many alternatives to a product or service. Low when there are few alternatives from which to choose.

Treat for New Entrants: High when it is easy for new competitors to enter a market. Low when there are significant entry barriers to entering a market.

Rivalry among Existence Competitors: High when competition is fierce in a market. Low when competition is more complacent.




3. Michael Porter's Five Forces Model is one of the tools used by the organization to analyze and  develop competitive advantages. Explain how information technology can develop a competitive
 advantage for each force in Five Forces Model.                                                         
(20 marks)

Competitive rivalry. This force examines how intense the competition currently is in the marketplace, which is determined by the number of existing competitors and what each is capable of doing.

Bargaining power of suppliers. This force analyzes how much power a business's supplier has and how much control it has over the potential to raise its prices, which, in turn, would lower a business's profitability.

Bargaining power of customers. This force looks at the power of the consumer to affect pricing and quality.
Threat of new entrants. This force examines how easy or difficult it is for competitors to join the marketplace in the industry being examined.


Threat of substitute products or services. This force studies how easy it is for consumers to switch from a business's product or service to that of a competitor.