Summer Session 3, 2013

Management Information Systems (INFS510)

Course Description

Covers current issues that effective managers must address as their organizations grow increasingly dependent on information technologies. Topics include hardware, software, telecommunications, networking and the management challenges involving these technologies. Extensive use of case studies.

Course Pre/Co-requisites

Word processing and spreadsheet skills are assumed.

General Class Information

Location: CSH210

Time/Day: July 15 – 26, 1pm – 4:30pm

Credits: 3.0

Instructor Contact Information

Instructor: William Greenley

Telephone:269-782-4395

Email:greenley@andrews.edu

Office Location: CSH207

Office Hours: 12pm-1pm, 4:30pm – 5:00pm

Web Site: http://www.andrews.edu/~greenley/INFS510/outline.html

Course Materials

Required:

Laudon & Laudon, Management Information Systems, 12th ed, Prentice Hall, ISBN-13: 978-0-13-214285-4, ISBN-10: 0-13-214285-6

For price information, please see the listing at the Andrews University Bookstore www.andrews.edu/bookstore.

Course Objectives

The intention of this course is to enable you to:

1.    gain a business organization perspective of IT/IS

2.    understand, exploit and manage information systems to advantage within your organization

3.    analyze information needs in your area of responsibility

4.    understand the information architecture required to support an enterprise

5.    identify potential strategic applications of information systems within your industry

6.    explore management concerns in the selection, use, and maintenance of an integrated computer-based information resource

7.    understand the changes to your enterprise driven by competition and information technology

8.    align information systems with people and technology to be consistent with business direction

Course Requirements

a) Course Requirements

1.    A key element of the learning process is the in-class analysis and discussion of case studies and other topics that arise during class. You are expected to listen attentively and participate actively, maintaining classroom professionalism at all times. Class attendance is vital in order to fully understand the business process and technology concepts and applications. Please note that, per university policy, class absences must not exceed 10% (2 class periods for this 2 - week intensive) of the total attendance requirements for graduate classes. Excessive absences may result in a failing grade.

2.    You will need access to the Internet and to your own email account. Information relative to the course will be posted on the course page (http://www.andrews.edu/~greenley/infs510/outline.html), and you will be expected to use web searches to locate additional information resources.

3.    Each chapter ends with a case study, an individual case study report is to be written and submitted on two of these cases, your choice of case, but one must be from the chapters 1-8 of the text, and one from chapters 9-15. Guidelines for writing the case study reports are at http://www.andrews.edu/~greenley/INFS510/casestudies.html. 20% extra credit is given to individual case studies turned in the first day of classes.

4.    The review questions at the end of each chapter should be written up for submission. 50% extra credit is given to any turned in the first day of classes, otherwise they are due the day the presented in class.

5.    The individual case study reports are due the day the corresponding chapters are covered in class.

6.    The first day of class groups will be formed and each will be assigned three chapters for group case study reports. This means that each class member will be writing a case study report for two of the cases at the end of each chapter, and as part of a group they will be writing an expanded report on three of these case studies.

b) Course Content

The time requirements that constitute the content of this class are as follows:

Direct faculty-student contact:
10 days x 3.5 hours = 35.0 hours
Final examination = 3.5 hours

Total faculty-student contact = 38.5 hours

Pre-class reading of text and answering review questions = 60.0 hours *
Case studies (2 x individual) = 14.0 hours *

Case studies (4 x group comprehensive cases) = 32.0 hours
IT Projects = 15.0 hours
Study for Exam = 10.0 hours
Total student time = 131 hours

Total hours for 3 semester credits = (44 + 136 = 180 hours)

*Needs to be completed before starting the course.

c) Teaching Strategies

This course is not prepared as a purely "lecture" course. Students are expected to be active participants in the discussions. We will regularly have discussions on current topics, as well as discussions relating to cases and problems which will be handed out in class.

Critical Thinking

This course builds on the business knowledge and understanding of computing that the student already has. It focuses on conceptual issues relating to information systems in organizations, and assumes that the student already has an understanding of computer fundamentals, and is fluent in the use of word processors, spreadsheets and databases. A variety of information resources will be referred to, including the Internet.

In order for you to gain the most from this class, you will have to integrate the knowledge you have gained from undergraduate business classes in accounting, marketing, management, finance, operations, economics, and law, as well as knowledge and experience gained in the workplace.

Topics which will be discussed include:

*       Information Systems Role in the Organization

*       Information Systems Planning and Strategic Role

*       Ethical and Social Implications of Information Systems

*       Technical Aspects - Computers, Software, Managing Resources

*       Communications (including the Internet and other networks)

*       System Development Alternatives

*       Knowledge Management and Decision Support

*       Group Systems

*       International Issues in Information Systems

*       Infrastructure and Enterprise Integration

Schedule/Course Outline

The following is a tentative schedule. This is subject to change. You are responsible for checking with your classmates if you are absent to verify any schedule changes and/or new assignments.

Location: Chan Shun Hall 210

Time: 13:00 - 16:30

 

Session

Date

Topic

Notes

1  

July 15

Introduction
Ch 1. Information Systems in Global Business Today;

2  

July 16

Ch 2. Global E-Business: How Businesses Use Information Systems

3  

July 17

Ch 3. Information Systems, Organizations, and Strategy
Ch 4. Ethical and Social Issues in Information Systems

Start of Group Case Study Presentations

4  

July 18

Ch 5. IT Infrastructure and Emerging Technologies

5  

July 19

Ch 6. Foundations of Business Intelligence: Database and Information Management
Quest 1

6  

July 21

Ch 7. Telecommunications, the Internet, and Wireless Technology
Ch 8. Securing Information Systems

7  

July 22

Ch 9. Achieving Operational Excellence and Customer Intimacy: Enterprise Apps
Ch 10. E-Commerce: Digital Markets, Digital Goods

8  

July 23

Ch 11. Managing Knowledge
Ch 12. Enhancing Decision Making

Download for Chap 12

9  

July 24

Ch 13. Building Information Systems

10  

Jul 25

Ch 14. Managing Projects
Ch 15. Managing Global Systems

Last day to submit work. Final Group Case
Study Presentation.

Final Exam Schedule

July 26, 1pm – 4:30pm

Evaluation of Student Performance

Grades will be assigned based on the following weights:

Individual Case Study Reports

20%

Group Case Study Report

30%

Quest (small test or large quiz)

10%

Class Participation – attendance, asking questions, answering questions

10%

Review Questions

10%

Final Exam

20%

Late work receives a grade of 0. Grades are due shortly after the end of class so no time is left for late assignments. If you must be late to (or miss) some class period or test, please make arrangements beforehand, and in no case will assignments be accepted after the end of class.

Homework submission may be required in electronic format, via email. You are urged to make good backups of all your work throughout the course. Remember failing to backup may end up being the same as failing to do the work in the first place.

Assessment and Grading Scale

TBA

Assignments (see course requirements for more detail)

Written chapter reviews at the end of each chapter.

Two individual case studies.

Three group case studies/presentations.

IT Projects.

Course Policies

Attendance Policy

Regular attendance at all classes, laboratories and other academic appointments is required of each student.

Class Absences. Whenever the number of absences exceeds 20% (10% for graduate classes) of the total course appointments, the teacher may give a failing grade. Merely being absent from campus does not exempt the student from this policy. Absences recorded because of late registration, suspension, and early/late vacation leaves are not excused. The class work missed may be made up only if the teacher allows. Three tardies are equal to one absence.

Academic Integrity Policy

Honesty in all academic matters is a vital component of personal integrity.  Breaches in academic integrity principles are taken seriously.  Acts of academic dishonesty as described in the University Bulletin are subject to incremental disciplinary penalties with redemptive intent.  Such acts are tracked in the office of the Provost.  Repeated and/or serious offenses will be referred to the Committee on Academic Integrity for further recommendations on penalties. Except when specifically told otherwise by the instructor, everyone should work on their own. If you do work with a friend, make sure that your work is not a copy of theirs. If cheating does occur, a grade of "F" will be assigned for the course. For further information please see the Andrews University Code of Academic Integrity at http://www.andrews.edu/academics/academic_integrity.html.

Disability Accommodation

If you qualify for special assistance under the American Disabilities Act, please contact the Student Success office at Nethery Hall 100 or disabilities@andrews.edu.

Professionalism

To prepare students for the professional world, certain behaviors/activities are not allowed in the classroom.

·         Cell Phones, Personal Laptops, and Recording devices: Cell phones should be turned off before entering the classroom. Picture-taking during class is not allowed, unless permission is requested and granted. Recording devices are allowed only if pre-approved by instructor, and if approved, under no circumstance are recordings—visual or verbal—to be posted on a public website.

Laptops should not be used for surfing the web or watching movies during class. It is disrespectful and unprofessional to use these devices inappropriately during class.

·         Late Assignments are unacceptable unless prearranged with instructor.

·         Tardiness

·         Eating in class: Please do not bring food or beverages to class. Water is permitted.

Presentation is important. Your attention to detail, demeanor, and attire factor into how you are perceived as a professional. Active participation in class discussions and critiques is an essential part of learning. Without participating and expressing opinions and thoughts, it is impossible to clarify your goals and develop a personal style.

Emergency Protocols

Andrews University takes the safety of its student seriously.  Signs identifying emergency protocol are posted throughout buildings.  Instructors will provide guidance and direction to students in the classroom in the event of an emergency affecting that specific location.  It is important that you follow these instructions and stay with your instructor during any evacuation or sheltering emergency.

Classroom Seating

Give a statement about your policy on classroom seating (e.g.  To facilitate the instructor in learning each student’s name, please select a permanent seat (for at least the first half of the semester) in the classroom.)

 

Late Submission of Assessment

Give a statement about your policy on late submission of assessment  (e.g.  All late assessment will incur a 10% per day penalty.)

 

Examinations

“Credit is not granted in courses unless the required examinations are completed by the student.  Students are expected to follow the published examination schedule.  In cases where the schedule requires a student to complete four exams in one day, arrangements may be made with the dean to complete one of the examinations at another time.”  

 

Excused Absence

“Excuses for absences due to illness are granted by the teacher.  Proof of illness is required.  Residence hall students are required to see a nurse on the first day of any illness which interferes with class attendance.  Non-residence hall students should show written verification of illness obtained from their own physician.  Excuses for absences not due to illness are issued directly to the dean’s office.  Excused absences do not remove the student’s responsibility to complete all requirements of a course.  Class work is made up by permission of the teacher.”

 

Teacher Tardiness

“Teachers have the responsibility of getting to class on time.  If a teacher is detained and will be late, the teacher must send a message to the class with directions.  If after 10 minutes no message has been received, students may leave without penalty.  If teacher tardiness persists, students have the right to notify the department chair, or if the teacher is the department chair, to notify the dean.”

 

 

Instructor Profile

 

William Greenley, DBA
Assistant Professor, Andrews University
President, Silver Creek Programmers, Inc.

 

Bibliography

 

Applegate, Lynda. M., McFarlan, F. Warren., and McKenney, James. L., (5th ed.) (1999) Corporate Information Systems Management. Text and Cases. Chicago, Irwin.

This book is written for students and managers who desire an overview of contemporary information systems technology (IT) management. It explains the relevant issues of effective management of information services activities and highlights the areas of greatest potential application of the technology. No assumptions are made concerning the reader's experience with IT, but it is assumed that the reader has some course work or work experience in administration or management. This text is comprised of an extensive collection of Harvard Business cases devoted to Information Technology. Amazon.com

Broadbent, Marianne and Kitzis, Ellen S. (2005) The new CIO leader: Setting the agenda and delivering results. Harvard Business School Press.

As information technology becomes increasingly essential within organizations, the reputation and role of the CIO has been diminishing.

To regain credibility and avoid obscurity, CIOs must take on a larger, more strategic role. Here is a blueprint for doing exactly that.

This book shows how CIOs can bridge the gap between IT and the rest of the organization and finally make IT a strategic advantage rather than a cost sink.

Carlopio, James. (2003). Changing gears: The strategic implementation of technology. Palgrave Macmillan.

The focus of this book is upon the implementation of new technology, strategy, business models, and new innovations. It takes a social-psychological perspective on the management of change and technology/strategy implementation and crosses the boundaries of change management, technology implementation, and organizational strategy. Amazon.com

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

As information technology’s power and ubiquity have grown, its strategic importance has diminished. The way you approach IT investment and management will need to change dramatically. Nicholas G. Carr (opening sentence)Cats-Baril, William, and Thompson, Roland. (1997) Information Technology for Management, Chicago, Irwin.

Carr, Nicholas G., (May, 2004) Does IT Matter? Information Technology and the Corrosion of Competitive Advantage. Boston, Harvard Business School Press.

Companies around the world have spent billions of dollars on information technology, yet in most cases the investment has failed to produce any genuine competitive advantage. In his timely and provocative book, Nicholas G. Carr explains why this is so, and challenges business leaders to take a more prudent and practical view of the role of IT in business success. Gary Hamel

CIO.com. http://www.cio.com/

Website for “Business Technology Leadership.”

Gray, Patrick. (2007). Breakthrough IT: Supercharging organizational value through technology. John Wiley & Sons.

As business changes, so, too, does the role of the CIO and the overall IT organization. In Breakthrough IT, Patrick Gray provides a necessary roadmap for shifting IT from an operational entity that simply manages technology, to a powerhouse that combines strategy and technology to deliver measurable business results and long-term value. Mark D. Lutchen

Davenport, Thomas H., HBR Editors, et al. (1999). Harvard Business Review on the business value of IT. Harvard Business School Press.

Information Technology (IT) influences all aspects of business today, and this wide-ranging resource will help managers understand the key concepts and terms and to envision the strategic potential of their IT assets. The articles provide a candid dialogue on the issues surrounding outsourcing and take a look at planning for connectivity in the year 2000 and beyond. From the Back Cover

Laudon, Kenneth C. and Laudon, Jane P. (2003). Essentials of management information systems (5th ed.). Prentice Hall.

Murphy, Tony. (2002). Achieving business value from technology: A practical guide for today's executive. Hoboken, New Jersey: John Wiley & Sons.

Achieving Business Value from Technology offers the expert guidance, real-world advice, and practical methodology managers need to ensure that their dollars aren't wasted on IT disasters. It shows them how to assess projects in real time and decide whether to alter, abandon, or continue them with a clear understanding of likely impact on the business.

With the increasing importance of technology in a business world redefined by globalization, high-octane competition, and the shift from mass production to mass customization, it's more important than ever that your IT dollars are well spent in pursuit of efficiency, adaptability, and market mobility. Knowing which initiatives offer real business value can be the competitive advantage your business needs to thrive. Simply put, no matter what your business is, IT is your business.