MG 371 ch13
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Transcript of MG 371 ch13
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Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Communication and Information
Technology Management
Chapter Thirteen
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Learning Objectives
LO13-1 Differentiate between data and information, list the attributes of useful information, and describe three reasons why managers must have access to information to perform their tasks and roles effectively
LO13-2 Explain why effective communication-the sharing of information-helps an organization gain a competitive advantage and describe the communication process
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Learning Objectives
LO13-3 Define information richness, and describe the information richness of communication media available to managers
LO13-4 Differentiate among four kinds of management information systems
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Information and the Manager’s Job
Data
Raw, unsummarized, and unanalyzed facts.
Information
Data that is organized in a meaningful fashion
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Factors Affecting the Usefulness of Information
Figure 13.1
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Attributes of Useful Information
Attributes
Quality The accuracy and reliability of available information affects the quality of decisions that managers make using the information.
Timelessness The availability of real-time information that reflects current conditions allows managers to maximize the effectiveness of their decisions.
Completeness Complete information allows managers to consider all relevant factors when making decisions.
Relevance Having information specific to a situation assists managers in making better decisions.
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Question?
What type of information system do managers plan and design to provide themselves with the specific information they need?A. Decision Support System
B. Management Information System
C. Employee Decision Matrix
D. Management Support System
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Information Systems and Technology
Information Technology
The set of methods or techniques for acquiring, organizing, storing, manipulating, and transmitting information
Management Information System
A specific form of IT that managers utilize to generate the specific, detailed information they need to perform their roles effectively.
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Information and Decisions
Most of management is about making decisions
To make effective decisions, managers need information, both from inside and outside the organization
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Communication, Information and Management
Communication
The sharing of information between two or more individuals or groups to reach a common understanding.
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Importance of Good Communication
Increased efficiency in new technologies and skills
Improved quality of products and services
Increased responsiveness to customers
More innovation through communication
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The Communication Process
Transmission phase
information is shared by two or more people
Feedback phase
a common understanding is assured
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The Communication Process
Figure 13.2
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Discussion Question
Which part of the communication process is most important?
A. Sender
B. Message
C. Encoding
D. Decoding
E. Feedback
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The Communication Process
Sender person or group wishing to share information
Message information that a sender wants to share
Encoding translating a message into understandable symbols or
language
Noise anything that hampers any stage of the
communication process
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The Communication Process
Receiver
person or group for which a message is intended
Medium
pathway through which an encoded message is transmitted to a receiver
Decoding
interpreting and trying to make sense of a message
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Verbal & Nonverbal Communication
Verbal Communication
The encoding of messages into words, either written or spoken
Nonverbal Communication
The encoding of messages by means of facial expressions, body language, and styles of dress.
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Information Richness andCommunication Media
Managers and their subordinates can become effective communicators by:
Selecting an appropriate medium for each message—there is no one “best” medium.
Considering information richness
A medium with high richness can carry much more information to aid understanding.
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Information Richness
Information Richness
The amount of information that a communication medium can carry and the extent to which the medium enables the sender and receiver to reach a common understanding
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The Information Richness of Communication Media
Figure 13.3
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Communication Media
Face-to-Face communication
Has highest information richness
Can take advantage of verbal and nonverbal signals
Provides for instant feedback
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Face-to-Face Communication
Management by Wandering Around
Face-to-face communication technique in which a manager walks around a work area and talks informally with employees about issues and concerns
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Communication Media
Spoken Communication Electronically Transmitted
Has the second highest information richness.
Telephone conversations are information rich with tone of voice, sender’s emphasis, and quick feedback, but provide no visual nonverbal cues.
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Communication Media
Personally Addressed Written Communication
Has a lower richness than the verbal forms of communication, but still is directed at a given person.
Excellent media for complex messages requesting follow-up actions by receiver
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Communication Media
Impersonal Written Communication
Has the lowest information richness.
Good for messages to many receivers where little or feedback is expected (e.g., newsletters, reports)
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Information Overload
Information Overload
A superabundance of information that increases the likelihood that important information is ignored or overlooked and tangential information receives attention
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IT and the Product Life Cycle
Product life cycle
The way demand for a product changes in a predictable pattern over time.
Figure 13.4
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The Network of Computing Power
The typical organization-wide computing network is a four-tier network solution that consists of “external” mobile computing devices such as netbooks, smartphones, and tablet computers, connected to desktops and laptops, and then through “internal” rack servers to a company’s mainframe
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Figure 13.5
A Four-Tier Information System with Cloud Computing
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The Network of Computing Power
Cloud computing offers outsourced, pay-as-you-go, on-demand Internet software capabilities to companies for a fee.
A major concern of users is information reliability and security
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Software Developments
Operating system software software that tells computer hardware how to run
Applications software software designed for a specific task or use
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The Organizational Hierarchy
Traditionally, managers have used the organizational hierarchy as the main system for gathering information necessary to make decisions and coordinate and control activities
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The Organizational Hierarchy
Drawbacks
Can reduce timeliness of information
Information can be distorted
Tall structure can make for an expensiveinformation system
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Four Computer-Based Management Information Systems
Figure 13.6
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The Organizational Hierarchy
Information distortion
changes in meaning that occur as information passes through a series of senders and receivers
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Types of Information Systems
Transaction Processing Systems
Systems designed to handle large volumes of routine transactions.
First computer-based information systems handling billing, payroll, and supplier payments.
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Types of Information Systems
Operations Information Systems
Systems that gather, organize, and summarize comprehensive data in a form of value to managers.
Can help managers with non-routine decisions such as customer service and productivity.
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Types of Information Systems
Decision Support Systems
An interactive computer-based management information system with model-building capability that managers can use when they must make non-routine decisions
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Types of Information Systems
Expert Systems and Artificial Intelligence
Employ human knowledge captured in a computer to solve problems that ordinarily require human expertise.
Uses artificial Intelligence to recognize, formulate, solve problems, and learn from experience.
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Video: In Good Company
Describe how Gore encourages horizontal communication.
How well does Gore practice open-book management?