Chapter 19C

Organizations must clearly define and acknowledge information security accountability and responsibility.

-Accountability principle -Ethics principle -Timeliness principle -Assessment principle -Equity principle

Disadvantage of outsourcing IS to companies in other countries?

-Integrating domestic and nondomestic workforces -managing multiple languages -defining global work expectations -being perceived as unpatriotic

What to develop in order to increase personal power?

1. A sense of obligation toward the manager 2. A belief that the manager possesses a significant level of expertise within the organization 3. A sense of identification with the manager 4. The perception that they are dependent on the manager

Steps to properly operate Information System (IS)

1. Determining information needs 2. Determining and gathering appropriate data 3. Summarizing data 4. Analyzing data 5. Transmitting information 6. Using the information

Factors that determine the value of information

1. Information appropriateness 2. Information quality 3. Information timeliness 4. Information quantity

Activities to improve Information System (IS) effectiveness

1. Managing user satisfaction 2. Managing the IS workforce 3. Managing IS security

What is total power made up of?

1. Position Power 2. Personal Power

The degree of user satisfaction with the Information System (IS) is determined by what factors

1. The quality of the IS 2. The quality of the information

Operational Control Decisions

Ensure that specific task are carried out effectively and efficiently

Data Contamination

Inaccurate data gathering that makes the data less representative of reality

Advantage of outsourcing IS to companies in other countries?

Lower cost of labor

Equity principle

Management shall respect the rights of all employees when setting policy regarding security measures.

Accountability principle

Organizations must clearly define and acknowledge information security accountability and responsibility.

Timeliness principle

Organizations should act in a timely manner to prevent or respond to breaches of and threats to information systems.

Assessment principle

Organizations should periodically assess the risks to information and information systems.

Ethics principle

Organizations should use information and execute information security in an ethical manner.

Strategic Planning Decisions

Relate to determining organizational objectives and actions to achieve those objectives

Management Control Decisions

Relate to obtaining and using resources to reach objectives

Information technology (IT)

Technology focused on the use of information in the performance of work

Power

The extent to which an individual is able to influence others so that they respond to orders

Data

The process of developing information begins with gathering some type of facts or statistics

Information Overload

Too much information to consider properly which can lead managers to be afraid to make decisions

Information System (IS)

a network of applications established within an organization to provide managers with the information that will assist them in decision making

Symptom

a sign that a problem exists

Problem

any factor within an organization that is a barrier to organizational goal attainment

Technology

any type of equipment or process that organization members use in the performance of their work

Information

details about a project or the set of conclusions derived from data analysis

Control

ensuring that an event occurs as it was planned to occur

Information appropriateness

how relevant the information is to the decision-making situation that the manager faces. If the information is quite relevant, then it is said to be appropriate. Generally, as the appropriateness of the information increases, so does the value of that information

Corrective Action

managerial activity aimed at bringing organizational performance up to the level of performance standards

Personal Power

power derived from a manager's relationships with others

Positional Power

power derived from the organizational position that a manager holds

information quantity

the amount of decision-related information that managers possess

Information Quality

the degree to which information represents reality. The more closely information represents reality, the higher the quality and the greater the value of that information

Information timeliness

the extent to which the receipt of information allows decisions to be made and action to be taken so that the organization can gain some benefit from possessing the information.

Standard

the level of activity established to serve as a model for evaluating organizational performance