Question

Compare the concept between Function and Process in an organization.  Explain the reasons why the concept of process is so important in building information systems.  Please choose 3 major reasons.

Discuss how internet affects the Porter’s five forces model.   Assuming that you run an offline pharmacy company, discuss the positive (or negative) impacts of each force on your business.

The decision-making process is explained by three phases: Intelligence, Design, and Choice.  Your company’s revenues are decreasing for years.   Now you have to make the decision to find the best action that increases the revenue.  Please discuss how IS can be used for three phases of decision-making process.   You need to mention clearly the name of technologies that can be used for each phase using examples.

Answer 1

A business process can be defined as- ‘A structured set of acts formulated to accomplish a particular objective. A process takes one / more definite inputs & turns them into definite outputs.’ A business function can be defined as- ‘An act performed by a device/ department/ individual which produces a result. A function remains more or less constant whereas the purpose (which denotes intent or objective) usually changes.’ The distinction lies in flow & movement. Process means a flow of related acts which work together to accomplish an objective. On the other hand, a function means a discrete act which produces a result. A function may definitely be included in a process, or may be the name of a process, but basically, it isn’t the same thing. We can probably all consent that they’re different, however when encountered with making changes, normally under tight timelines, what kind of info is more readily available? In my opinion, documented functions are while documented processes aren’t.

The information process is that part of the overall IS related to a specific business process. The information process plays a key role in the way all 3 processes work together. The operational process is a man-made arrangement comprising of the equipment, persons, organization, policies, and practises whose aim is to accomplish the organization’s work. Operations processes normally include distribution, manufacturing, HR, and their sub-processes. The management process is a man-made system comprising of the persons, authority, organization, policies, & practises whose aim is to plan & to control the functions of the organization. The 3 most prominent managerial activities are planning, controlling, & decision-making. These processes operate together to fulfil the objectives of the corporate process—& thus the organization

• The informational process assists operations by maintaining inventory & consumer data & by giving electronic signals (such as those utilized in automated storehouses) & paper documents with which to implement corporate events, such as shipments to consumers.
• The informational process gives the means by which management supervises the operations process. For instance, managers learn sales outcomes only from the sales report.
• Managers design the operations & informational processes & establish these processes by providing persons, equipment, other physical elements, & policies.
• Informational process users comprise operations personnel, management, & persons external to the organization, like the consumer.