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MBA
8125
Information Technology
Management
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Catalog Description
This course addresses using
information technology to position company operations to be effective, efficient
and adaptable in the rapidly changing global economy while appropriately handing
the challenges, ethical concerns, and risks. Issues and various approaches
involved in defining, developing or acquiring, and deploying information systems
are studied within both strategic and support roles. Students will examine how
information technology can be used as an enabler for business process
improvement and service innovation, how to recognize business processes and
assess their information-related needs, and how to develop organizational
agility through business process innovations enabled by information technology.
Detailed Course Description
Business organizations have become increasingly dependent upon information
technology. What a firm will be able to do in five years will be greatly
influenced by what its information technology can do. This has important
implications for managers who must understand the capabilities and limitations
of information technology as it applies to their company’s operations in a
global economy.
This first part of the
course is designed to help managers understand the challenges, opportunities and
risks involved in information technology management. It examines the issues
involved in acquiring information systems that support and maintain business
operations in an efficient, effective, and ethical manner. Students should be
able to understand the strategic and support roles of information technology and
various approaches to acquiring and deploying information systems.
The second part, examines
how information technology can be used as an enabler
for business process improvement and service innovation. There are the five
“I’s” of business processes: Identify, Improve, IT-enable, Innovate and
Implement. These I’s represent major learning objectives. Students learn
how to recognize business processes and assess their information-related needs.
They also learn how to develop organizational agility through business process
innovations enabled by information technology.
Course Learning Objectives
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Articulate
how information systems provide business value.
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Assess the ethical,
privacy, and security issues involved in the use of information systems.
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Distinguish
the different types of systems that are used to support business processes.
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Analyze the ways in which
information systems can be acquired.
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Select among emerging
trends in information technology to create business value.
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Utilize the fundamentals
of business process innovation and appreciate the importance of these efforts
for contemporary business.
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Recommend how to organize
and manage business process innovation initiatives.
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Evaluate how alternative
process configurations impact business agility.
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Demonstrate an
understanding of the role played by information technology as a source of
business process innovation.
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Identify the enablers and
barriers of process implementation and the key tactics for achieving
successful implementation.
Grading
Component
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Percentage
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Group Assignment (2 Case Analyses) |
15% |
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Midterm |
20% |
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Webcast |
5% |
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Class Participation |
10% |
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Project |
20% |
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Final (open book, open note) |
30% |
Each team will write up two cases. One team
will be given the opportunity to present the case in class, instead of
completing a case write-up. Teams may volunteer to do the case presentations and
will be selected on a first come basis. If no team volunteers, teams will be
randomly selected. Students are responsible for all cases. Case analyses should
be 4-5 pages (1.5 line spaced and 12 pt font). The case analyses should focus
on the questions provided for the case and the answers should draw upon the
material presented in class. If asked for an opinion, is and should be
supported with background justification based on the course content.
Text
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Customized textbook
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Fingar,
Peter: Extreme Competition: Innovation and The Great 21st
Century
Business Reformation, Meghan-Kiffer Press, Tampa, FL, 2006, 222p. ISBN: 10:
0-929652-38-X.
Lecture Outline
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Session |
Topics |
Assignments |
Readings/Notes |
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1
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Course overview
Information Systems and Business Processes
Data Management |
Case: Dollar General (Posted) |
Reading: Chapter 1, Laudon and Laudon:
Managing the Digital Firm (course packet)
Lecture notes: Course Overview
Lecture notes: Information Systems for
Business Operations
Lecture notes: Data Management |
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2
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Information Systems and Corporate Strategy
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Case: Carnival Cruise Lines
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Reading: Chapter 3: Laudon and Laudon
"Information Systems, Organizations, Management, and Strategy" (course
packet)
Lecture notes:
Strategic Information
Systems
Reading: Extreme
Competition pp.15-28 |
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3
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Information Systems Security
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Case: N. Carr, “The End of Corporate
Computing.”
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Lecture notes: Security
Reading: Extreme
Competition pp.58-63 |
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4
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Ethics, Privacy, and Social Issues
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Case: Google Inc.: Launching GMail
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Reading: Chapter 5: Laudon and Laudon
"Ethical and Social Issues in the Digital Firm" (course packet)
Lecture notes: Ethics and Social
Implications |
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5
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Global Information Systems Acquisition
Project Management
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Case: None of our
Business |
Lecture notes: Systems Development
Reading: Twenty Practices for Offshore
Outsourcing
Lecture notes: IT Architectures
Lecture notes: Pitfalls |
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6
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Enabling Process Innovation with IT |
Case: IBM Offshoring |
Reading: Extreme
Competition pp.64-104 |
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7
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Transformers and Agile Organizations
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Reading: T. Davenport:
“The Coming Commoditization of Processes” Harvard Business Review, June,
2005
Reading: Appian
Are Perfect Processes Possible?
http://www.appian.com/Literature/pdfs/
Reading: Extreme
Competition pp.105-185 |
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8 |
Mid-term: Open book, open notes |
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9
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The first I:
Identifying
(discovering)
processes.
Modeling the
process
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Case: Commoditization of
Processes
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1. Michael Anthony: “A Study of
Strategic Change, Process
Alignment, and Notation: FNGC
Tap Process,” International
Performance Group, March 2003,
33p.
Optional:
2. Colin Cook, Yoram Wind: “The
Power of Impossible Thinking: Our
Models Define our World,” sample
chapter, Feb 2006, 8p. |
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10
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The Second
and Third I’s:
Process
improvement
and
innovation
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.
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1. Clayton M. Christensen and
Michael Overdorf: Meeting the
Challenge of Disruptive Change,
Harvard Business Review, March-
April 2000. (10 Pages).
2. Stephen M. Shapiro: The 7R’s of
Process Innovation, The 24/7
Innovation Thought Leadership
Series, 2002. (3 Pages)
3. Stephen M. Shapiro: Innovate Your
Organization, The 24/7 Innovation
Thought Leadership Series,
November/December 2002. (6
pages) |
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11
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The Fourth I:
IT enablement
of processes
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.
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Varies |
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12
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The fifth I:
Implementin
g
Business
Process
Change
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.
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1. C. Hildebrand: The Greenhouse
Effect, CIO Magazine, May 1997,
10 pp. (10 pages)
2. David McCoy: Soft-Side Suicide:
Using BPM to Enshrine Ignorance,
Arrogance and Isolation, Business
Integration Journal, Dec/Jan 2005,
p.13. (1 page)
3. David McCoy: Soft-Side BPM:
Household Cleaners as Process
Training on the Cheap, Business
Integration Journal, Feb 2005, p.12.
(1 page)
4. David McCoy: Business Process
Management: The Soft Issues,
Business Integration Journal,
November 2004, p.40. (1 page) |
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13
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Innovating Processes with
Ubiquitous Technology
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Steven Alter: at the top
but, CIO Insight, February 2002.
Reading: Extreme
Competition pp.185-199 |
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14
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Group Projects
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Presentations
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Lecture notes: Course
Wrap-Up
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15
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Finale
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Exam: Open book, open notes.
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Departmental General Class Policies
Prerequisites are strictly
enforced. Students failing to complete a prerequisites with a grade of “C” or
higher will be administratively withdrawn from the course in which they are in
violation with a loss of tuition fees. There are no exceptions.
Student work submitted in fulfillment of course requirements and any student
activity recorded is deemed to be granted in the public domain (copyright-free)
for the purposes of use as instructional or research material or for examples of
student work in future courses.
Students are expected to
attend all classes and group meetings, except when precluded by emergencies,
religious holidays or bona fide extenuating circumstances.
Students who, for
non-academic reasons beyond their control, are unable to meet the full
requirements of the course should notify the instructor. Incompletes may be
given if a student has ONE AND ONLY ONE outstanding assignment.
A “W” grade will be assigned
if a student withdraws before mid-semester while maintaining a passing grade.
Withdrawals after the mid-semester date will result in a grade of “WF”. Refer
to GSU catalog or Registrar’s office for details.
Spirited class participation
is encouraged and informed discussion in class is expected. This requires
completing readings and assignments before class.
Unless specifically stated
by the instructor, all exams and assignments are to be completed by the student
alone.
Within group collaboration
is allowed on project work. Collaboration between project groups will be
considered cheating unless specifically allowed by an instructor.
Work copied from the
Internet without a proper reference will be considered plagiarism and is subject
to disciplinary action as delineated in the Student Handbook.
Any non-authorized
collaboration will be considered cheating and the student(s) involved will have
an Academic Dishonesty charge completed by the instructor and placed on file in
the Dean’s office and the CIS Department. All instructors regardless of the
type of assignment will apply this Academic Dishonesty policy equally to all
students. See excerpt from the Student Handbook below.
Academic Honesty
(Abstracted from GSU’s
Student Handbook Student Code of Conduct “Policy on Academic Honesty and
Procedures for Resolving Matters of Academic Honesty” -
http://www.gsu.edu/~wwwcam/academichonesty.html)
As members of the academic
community, students are expected to recognize and uphold standards of
intellectual and academic integrity. The University assumes as a basic and
minimum standard of conduct in academic matters that students be honest and that
they submit for credit only the products of their own efforts. Both the ideals
of scholarship and the need for fairness require that all dishonest work be
rejected as a basis for academic credit. They also require that students refrain
from any and all forms of dishonorable or unethical conduct related to their
academic work.
Students are expected to
discuss with faculty the expectations regarding course assignments and standards
of conduct. Here are some examples and definitions that clarify the standards
by which academic honesty and academically honorable conduct are judged at GSU.
Plagiarism.
Plagiarism is presenting another person’s work as one’s own. Plagiarism includes
any paraphrasing or summarizing of the works of another person without
acknowledgment, including the submitting of another student’s work as one’s own.
Plagiarism frequently involves a failure to acknowledge in the text, notes, or
footnotes the quotation of the paragraphs, sentences, or even a few phrases
written or spoken by someone else. The submission of research or completed
papers or projects by someone else is plagiarism, as is the unacknowledged use
of research sources gathered by someone else when that use is specifically
forbidden by the faculty member. Failure to indicate the extent and nature of
one’s reliance on other sources is also a form of plagiarism. Failure to
indicate the extent and nature of one’s reliance on other sources is also a form
of plagiarism. Any work, in whole or part, taken from the internet or other
computer based resource without properly referencing the source (for example,
the URL) is considered plagiarism. A complete reference is required in order
that all parties may locate and view the original source. Finally, there may be
forms of plagiarism that are unique to an individual discipline or course,
examples of which should be provided in advance by the faculty member. The
student is responsible for understanding the legitimate use of sources, the
appropriate ways of acknowledging academic, scholarly or creative indebtedness,
and the consequences of violating this responsibility.
Cheating on Examinations.
Cheating on examinations involves giving or receiving unauthorized help before,
during, or after an examination. Examples of unauthorized help include the use
of notes, texts, or “crib sheets” during an examination (unless specifically
approved by the faculty member), or sharing information with another student
during an examination (unless specifically approved by the faculty member).
Other examples include intentionally allowing another student to view one’s own
examination and collaboration before or after an examination if such
collaboration is specifically forbidden by the faculty member.
Unauthorized
Collaboration.
Submission for academic credit of a work product, or a part thereof, represented
as its being one’s own effort, which has been developed in substantial
collaboration with assistance from another person or source, or computer
honesty. It is also a violation of academic honesty knowingly to provide such
assistance. Collaborative work specifically authorized by a faculty member is
allowed.
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