School of Business
Course Outline
INFS510 MANAGEMENT INFORMATION
SYSTEMS
Summer 2011 (July 11
- 27, 2011)
Updated on 7/12/11
[Course Home Page]
[Course Description] [Textbook]
[Objectives] [Course
Content]
[Requirements] [Grading]
[Schedule] [Bibliography]
Preparing for class: In preparation for the start of class, you are
required to write up individually a basic case study report on the case at the
end of chapter one as described at http://www.andrews.edu/~greenley/INFS510/casestudies.html,
and write answers to the review questions at the end of that chapter. It is recommended
that you do this for the first three chapters in preparation for the course.
Faculty Information
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Instructor: |
William Greenley, DBA |
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Office: |
Chan Shun Hall |
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Phone: |
+1 (269) 471-6558 (but email is much better)
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E-Mail: |
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WWW: |
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Class URL: |
This course focuses on the growing strategic
importance of information systems and the way developments in
telecommunications and the Internet, B2B and EDI, digital integration, and
decision support are fundamentally transforming the way organisations conduct
their business activities. It will look at managing the essential information
technologies, system development and end-user computing. Social and business
process aspects of information systems are considered in addition to the
technology.
Laudon, Kenneth. C., and Laudon,
Jane. P., (2010). Management Information Systems: Managing the Digital Firm
(11th ed.). Prentice Hall.
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
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.
It is not
intended that this be 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.
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
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 1/2 - 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 each of these cases, one per chapter. Guidelines
for writing the case study reports are at http://www.andrews.edu/~greenley/INFS510/casestudies.html.
4.
The review questions at the end of each chapter should be written up to
submit on the class day when the chapter is presented.
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 a
chapter for the group case study report. This means that each class member
will be writing a simple case study report for the last case of each chapter,
and as part of a group they will be writing an expanded report on one of these
case studies.
Grades will
be assigned based on the following weights:
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20% |
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20% |
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Quest 1 (small test or large quiz) |
10% |
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Quest 2 (small test or large quiz) |
10% |
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Class Participation – attendance,
asking questions, answering questions |
10% |
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Review Questions |
10% |
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Final Exam |
20% |
Late work receives
a grade of 0. Grades are due two days 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.
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.
Homework
submission may be required in electronic format, via email. You are urged to
make good backups of all your work throughout the course.
Disability Accomodations - If you qualify for accommodations under the American Disabilities Act, please see the instructor as soon as possible for referral and assistance in arranging such accommodations.
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 208
Time: 13:00 - 16:20
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Session |
Date |
Topic |
Notes |
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1 |
July 11
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Introduction |
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2 |
July 12
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Ch 2. Global E-Business: How
Businesses Use Information Systems |
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3 |
July 13
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Ch 3. Information Systems,
Organizations, and Strategy Ch 4. Ethical and Social Issues in
Information Systems |
Start of Group Case Study
Presentations |
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4 |
July 14
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Ch 5. IT Infrastructure and
Emerging Technologies |
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5 |
July 15
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Ch 6. Foundations of Business
Intelligence: Database and Information Management Quiz 1 |
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6 |
July 18
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Ch 7. Telecommunications, the
Internet, and Wireless Technology Ch 8. Securing Information Systems |
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7 |
July 19
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Ch 9. Achieving Operational
Excellence and Customer Intimacy: Enterprise Apps Ch 10. E-Commerce: Digital
Markets, Digital Goods |
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8 |
July 20
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Ch 11. Managing Knowledge Ch 12. Enhancing Decision Making |
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8 |
July 21
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Field Trip |
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9 |
July 22
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Ch 13. Building Information
Systems Quiz 2 |
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10 |
July 25
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Ch 14. Managing Projects |
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11 |
July 26
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Ch 15. Managing Global Systems |
Last day to submit work. Final
Group Case |
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July 27
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Final Exam |
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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.
Last Modified: Tuesday, June 21, 2011 9:31 AM