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[answered] Business Social IT (information Technology) - System&qu


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This assignment was given in my Strategic Management of Information Technology course. Could anyone please help me with this??

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Business Social IT (information Technology) - System?

 

Directions:

 

Select a business or organization real or fictitious, use the cases or your own creativity. Describe it (see

 

below) it can be highly technical or not, but it must use the basic business functions to some degree. At

 

the end of your description there should be a problem(s), dysfunction(s), error(s), in the business/social

 

system. I include social systems because now we have social media which operates as a business. From

 

this exercise, you will develop Part I ? Current System Narrative which repeats much of this, BUT focuses

 

on problem(s), dysfunction(s), error(s), in the business/social system. Recommendations for

 

improvement are NOT included in Part I.

 

A thorough management analysis (gap analysis) is required.

 

Use:

 

What (product-service),

 

Where (location, cloud, etc.),

 

Why (does it exist, what function-purpose does it serve?),

 

When (does it work, do what it says it does?),

 

Who (clients, customers, B2B, etc.), and

 

How (major business functions).

 

Describe your ?System? and use Churchman?s System?s Approach as a guideline as well (see below). At

 

this level, we are very general. Try to stay around 2-3 pages. You may or may not include IT dys-function? The minimal system

 

In The Systems Approach (1968) Churchman

 

outlines five basic considerations for thinking about the meaning of a

 

system (TSA 29-30): the total system objectives and, more specifically, the performance

 

measures of the whole system;

 

the system?s environment: the fixed constraints;

 

the resources of the system;

 

the components of the system, their activities, goals and measures of

 

performance; and,

 

the management of the system. These aspects can be readily identified in the above concept map, which

 

also shows key relationships between these aspects. What he doesn?t

 

mention is: (a) that the system?s purpose should serve a group of clients or

 

beneficiaries (but they are perhaps implied in the ?system objectives?); and

 

(b) that a plan may be designed to improve the working of the whole system

 

(but that is perhaps implied in the notion of ?resources?).

 

Improving systems

 

The whole point of thinking in systems is to model

 

real systems in such a way that they can be improved. The model itself is

 

also a system. It should in some way resemble the real system, but will

 

never be more than an approximation. In addition to the real system and the

 

model of the system there is also the inquiry system. The inquiry system

 

(perhaps ?learning model? would be a more appealing modern equivalent)

 

uses the same basic elements (?learning categories?) as the ones in the

 

system model, but this time they are used in a process of comprehending

 

reality, a process of ?unfolding?.

 

Unfolding the categories

 

?. can be done in many ways. In a general

 

way it is no more than using the categories as labels or concepts for

 

formulating questions, contemplating them (alone or as a team), and finding

 

answers that can help improve the system of interest. In The Systems

 

Approach and its Enemies (1979) Churchman suggests that ?one way to

 

unfold any of the categories is to try to ?. compare the ?is? with the

 

?ought?. The search for the ?is ? usually leads to a map? (SAE 81).

 

Examples are the benefit-cost map for the ?client? category to trace out

 

where the benefits and costs go, and influence maps for the ?decision

 

maker? or ?planner? categories. Churchman?s books on the systems

 

approach are full of ingenious questions to help in unfolding the categories.

 

Back to our concept map

 

The ?purpose? category could be unfolded by

 

asking what the real objectives of the system are, which may differ

 

considerably from the stated objectives. This is an important distinction,

 

since the purpose must be known to be able to asses the performance and thereby the improvement of the whole system: in fact, both, the

 

performance of the whole system and of the system components (or

 

programmes) must be justified in terms of the system purpose. So the key

 

unfolding question is whether they are. And in the case of the programmes

 

whether the resources devoted to them justify the resources put into their

 

operation.

 


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