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Seatwork# 3. Romer T. Bulanos Lesson 4 - Organizational Strategy and Information Systems

The document discusses organizational strategy and information systems. It contains answers to 4 discussion questions about how information systems impact managers' jobs, monitoring employee computer use, critical control systems for "elastic enterprises," and Mary Kay's new e-commerce systems and suggested changes to management systems to realize their benefits. The key points are that information systems aid managers by improving access to data and decision making, monitoring employee computer use must consider ethics and employee well-being, elastic enterprises require agile control systems like customer feedback, and Mary Kay's new systems may require changes to evaluation, reward, and feedback systems to encourage independent consultants to use the new tools.

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116 views3 pages

Seatwork# 3. Romer T. Bulanos Lesson 4 - Organizational Strategy and Information Systems

The document discusses organizational strategy and information systems. It contains answers to 4 discussion questions about how information systems impact managers' jobs, monitoring employee computer use, critical control systems for "elastic enterprises," and Mary Kay's new e-commerce systems and suggested changes to management systems to realize their benefits. The key points are that information systems aid managers by improving access to data and decision making, monitoring employee computer use must consider ethics and employee well-being, elastic enterprises require agile control systems like customer feedback, and Mary Kay's new systems may require changes to evaluation, reward, and feedback systems to encourage independent consultants to use the new tools.

Uploaded by

Roh Mer
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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SEATWORK# 3.

ROMER T. BULANOS
Lesson 4 - Organizational Strategy and Information Systems

DISCUSSION QUESTIONS

1. How might IS change a manager's job?


Answer: Managers benefit from computerized information systems in more ways than one.
They also improve the efficiency of managers. Systems for retrieving and analyzing data to
systems for evaluating decisions using accounting, modeling, optimization, or actuarial models
are all examples of management decision support systems.

These systems are used by managers as persuasion, networking, and organizational


management tools. Managers have benefited the most from information systems because they
have aided them in disseminating information, acting as liaisons between organizational levels,
and allocating resources.

2. Is monitoring an employee's work on a computer a desirable or undesirable activity from a


manager's perspective? From the employee's perspective? How does the organization's
culture impact your position? Defend your position.

Answer: Software tracking is a mixed blessing for administrators. It's appealing because it's
easy. Computer work is available, and if it requires repetitive tasks (such as filling out forms), it
is easily quantifiable.

In terms of the workers, tracking work performed on a computer is equivalent to monitoring any
other production. If the monitoring is done secretly, without telling staff, it becomes a separate
problem from an ethical standpoint as well as in terms of increasing employee stress.

Every business, no matter how big or small, has an organizational culture. A company's culture
can emerge organically, without the intervention of management or ownership, or it can be
consciously created by the application of a set of principles and performance expectations.

The role of a manager in the culture of an organization is defined by how the company wants
the manager to communicate with other employees and how much authority the company
grants the manager.

You can keep track of your company's productivity growth by monitoring employees' computer
activities. However, as an employer, you must weigh a variety of factors such as employee
engagement, morale, team management, communication, and technological solutions. You will
increase job efficiency in the company by integrating both of these factors.
3. Consider the brief description of the elastic enterprise. What is an example of a control system
that would be critical to manage for success in elastic enterprise? Why?

Answer: An elastic organization is flexible and adaptable, with the ability to swiftly change
resources and personnel. Such businesses are adaptable, allowing them to swiftly adjust to
changing client demands. Elastic businesses may swiftly acquire partners in order to adapt to
changing client demands. They establish a platform and a common interface that reduces
partnering’s work and friction. Elastic businesses show amazing competitive adaptability and
growth capability in today's changing marketplace. In order to manage for success in the elastic
business, you'll need a control system that allows people, processes, and technology to adjust
swiftly. A consumer feedback system is an example of such a control. A customer feedback
system receives feedback from consumers and aids the elastic organization in determining what
they want. This allows the company to respond swiftly to client demand. Customer feedback
may also be analyzed to detect changes in customer taste and preferences. This data may be
utilized to create goods that meet the changing wants of customers. Customer input may also
be used to examine and enhance a company's supply chain. An enhanced supply chain allows a
company to provide greater value to its consumers.

4. Mary Kay, Inc. sells facial skin care products and cosmetics around the globe. The business
model is to provide one-on-one, highly personalized service. More than 500,000 Independent
Beauty Consultants (IBCs) sell in 43 markets worldwide. Each IBC runs his or her own business by
developing a client base and then providing services and products for sale to those clients. The
IBCs were offered support through an e-commerce system with two major components:
mymk.com and MaryKay InTouch. Mymk.com allows IBCs to create instant online sites where
customers can shop anytime directly with their personal IBC. Mary Kay InTouch streamlines the
ordering process by automatically calculating discounts, detecting promotion eligibility, allowing
the IBCs to access up-to-date product catalogs, and providing a faster way to transact business
with the company.
a. How would the organizational strategy need to change to respond to Mary Kay's new
business strategy and information system?
Answer: Changes to the company will have to be in line with a new organizational plan.
We should expect many employees to oppose the programs if no organizational changes
are made. Managers would expect IBCs to use the programs, but since they are
autonomous agents, they are unlikely to do so unless they are encouraged to do so.

b. What changes would you suggest Mary Kay, Inc. managers make in their management
systems in order to realize the intended benefits of the new systems? Specifically, what
types of changes would you expect to make in the evaluation systems, the reward
systems, and feedback systems?
Answer: The majority of businesses seek to hire the best staff and keep them loyal and
productive. Companies provide a "package" that comprises remuneration (money),
incentives (special bonuses or awards for exceptional performance), and benefits to
recruit and retain their best employees (valuable options such as health insurance and
paid vacation). Larger organizations provide a variety of mix-and-match alternatives to
meet individual requirements and tastes, owing to the fact that each employee is
unique. As a manager, you may be able to provide special incentives to your team
members depending on their work type and special areas of interest and necessity. You
may need to discuss remuneration with your new recruit as well as inside your company
as a manager.

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