...Strategic management of Information systems 1. Introduction Reasons why business managers should participate in information systems decisions 1.A business view (IS must be managed as a critical resource) It both support and consumes a significant amount of an organizations resources this needs to be managed wisely, as a critical resources. 2.People and technology work together (IS enable changes in the way people work together) Correctly incorporating IS into the design of a business enables people to focus their time and resources on issues that bear directly on customers satisfaction and other revenue and profit generating activities. 3. Integrating business with technology (IS are part of almost every aspect of business) Is helps simplify organizational activities and processes such as moving goods, stocking shelves, or communicating with suppliers. 4.Rapid change in technology (IS enable business opportunities and new strategies) The proliferation of new technologies creates a business environment filled with opportunities. The manager’s role is to frame these opportunities so that others can understand them, to evaluate them against existing business needs, and finally to pursue any that fit an articulated business strategy, managers must lead the change driven by IS. 5. Competitive challenges (IS enables business opportunities and new strategies) General managers are in the best position to see the merging threats and utilize IS effectively...
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...RIASSUNTO ECONOMIA E GESTIONE DELLE IMPRESE – LIBRO DI TESTO: L’ANALISI STRATEGICA PER LE DECISIONI AZIENDALI R. GRANT EDIZIONE 2011 CAPITOLO 1 IL CONCETTO DI STRATEGIA Diverse definizioni di strategia 1. La strategia è lo strumento usato dagli individui e organizzazioni per raggiungere i propri obiettivi; 2. Si definisce strategia la determinazione delle finalità e degli obiettivi di lungo periodo di un’ impresa e attuazione delle linee di condotta e allocazione delle risorse necessarie alla realizzazione di tali obiettivi. 3. La strategia è il piano complessivo per lo spiegamento di risorse necessarie a conseguire una posizione di vantaggio sulle altre imprese. 4. Strategia competitiva vuol dire differenziarsi. Vuol dire scegliere deliberatamente un diverso insieme di attività per generare un esclusiva combinazione di valore ( M.Porter) L’essenza della strategia, dunque, consiste nell’effettuare scelte. Affinché una strategia sia di successo è necessario: ▪ Obiettivi siano semplici, coerenti e a lungo termine; ▪ Profonda comprensione dell’ambiente competitivo; ▪ Valutazione obiettiva delle risorse; ▪ Implementazione efficace La strategia ha il ruolo di collegare l’impresa (obiettivi e valori, Risorse e competenze, Struttura e sistemi organizzativi) con l’ambiente settoriale (Concorrenti, Clienti, Fornitori) in cui opera. Le scelte strategiche possono essere ridotte a due questioni fondamentali: Dove competere? Come competere...
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...Voorbeeld MNE: Intel, Unilever, Samsung, McKinsey Starbucks Vb. blz. 3 toont aan dat de invloed van MNE op de wereldeconomie gigantisch is. MNE stellen enorm veel mensen te werk en volgen vaak een zeer complexe strategie. 1. The MNE: Definition, Scope and Influence Wat is een MNE – multinational ( multinationaal management) Niet alle MNE zijn groot, maar de meeste grote bedrijven in de wereld zijn MNE. zijn Men is alleen een MNE als men aan deze voorwaarden voldoet: 1. Directe investeringen doen in het buitenland. MNE doet niet alleen aan export, maar is ook écht aanwezig in het buitenland. Ze voeren er directe investeringen in door vb. te produceren in het buitenland. 2. Actief met de investering bezig zijn (vb. aanwezig zijn in de RvB) 3. Geïntegreerde operaties (geen losse filliaaltjes) Dit betekent ook dat de operationele omgeving sterk verandert, de complexiteit stijgt. ekent omgeving Veel verschillende consumenten, distributiesystemen, … Ook de politieke agenda van de landen waarin we investeren speelt een belangrijke rol. Global game: men speelt wereldwijd waardoor alles complex wordt. Binnen de EU spelen de wisselkoersen geen rol meer maar daarbuiten wel, dit kan een belangrijke invloed hebben op vb. de winst. Ook organisatorisch is de omgeving complex. De meeste MNE zijn vrij recent (na WO II) uitgegroeid tot internationale spelers. In totaal zijn er wereldwijd zo’n 70 000 bedrijven van dit type. De toegevoegde waarde van grote MNE is vaak groter dan het BNP van...
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...NEW YORK UNIVERSITY SCHOOL OF LAW JOURNAL OF INTERNATIONAL LAW AND POLITICS GUIDE TO FOREIGN AND INTERNATIONAL LEGAL CITATIONS FIRST EDITION ● 2006 © Copyright 2006 by New York University Contents FORWARD AND GENERAL INSTRUCTIONS................................................................................................. xiii ACKNOWLEDGEMENTS ......................................................................................................................................xv COUNTRY CITATION GUIDES ARGENTINA...............................................................................................................................................................1 I. COUNTRY PROFILE ..................................................................................................................................1 II. CITATION GUIDE.......................................................................................................................................2 1.0 CONSTITUTION...................................................................................................................................2 2.0 LEGISLATION......................................................................................................................................2 3.0 JURISPRUDENCE ................................................................................................................................3 4.0 BOOKS .....................................
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