IS Undergrads Class 1
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Transcript of IS Undergrads Class 1
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Information SystemsClass 1
BAMBI, NOT BARBIE
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BOOK
Open to the unique approach taken in class
Intro., ch. 1, ch. 2, ch. 3, ch. 4, ch. 8 and ch. 12
A demanding evaluation process...
...which seeks to bring you closer to the course materials.
Exam (50%)
Practical assignment
(25%)
Lecture Case
(25%)
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Exam (50%)
50% of the final gradeMinimum grade of 10/20 in the exam to pass the course
12 multiple-choice questions based on the book (6pts)
12 true/false questions based on the book (6pts)
1 Semi-open question from the book (2pts)
2 open-eded question from the theoretical class (6pts)
25% of the final gradeOnly available to students with a blog
*INDIVIDUAL blog updated weekly (no blog, grade = 0), address submitted by September 20th
*Group assignment, based on the cases in the book:15 min presentation, report of 1 page per question
*Groups are the same in practical classes and lectures: They are to be submitted by September 20th
Lecture Case
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25% of the final grade
*Group flash-reports submitted weekly (1 page, double space)
*Every class one group is selected to present (2 presents/wk)
*Grade is based on report chosen to be presented, presentation and other reports only count if very good or very bad.
*One report not submitted means grade = 0Practical
assignment
What do managers do?
! ? ??
What is the role of IT?
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What does this tell us about managers and IT?
Information technology creates:
*Additional work for managers, because delivering results is not enough, they also have to deliver the representation of results
*Additional opportunities for managers to showcase their apparent success
Add to the case for participating... (p. 2)
Information systems are *the* source of strategic info
ISs need to be coaxed into producing strategic info, it’s not automatic
The IT effect on strategy is led by people, not technology
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Add to assumptions on managers (p. 9)
1. Managers’ primary motivation is their own unit / career:
Company comes second!
2. Management is a ‘political’ endeavor
3. Managers carry a tool, not a toolbox