THE SIXTH CHAPTER

       So for the sixth chapter we learn about VALUING ORGANIZATIONAL INFORMATION which is very interesting .

                                             ORGANIZATIONAL INFORMATION

 Employee must be able to obtain and analyze the many different levels, formats, and granularities of organizational information to make decisions . Employee will need to compare these different types of information for what they commonly reveal to make strategic SCM decisions. Successfully collecting , compiling, sorting, and finally analyzing information from multiple levels in varied formats, exhibiting different granularity can provide tremendous insight into how organization is performing.

                                          THE VALUE OF TIMELY INFORMATION

Timeliness is an aspect of information that depends on the situation . In some industries , information that is a few days or weeks old can be relevant while in other industries information that is a few minutes old can be almost worthless.
Real-time information is immediate , up-to-date information , while real-time system is provides real-time information .

                                         THE VALUE OF QUALITY INFORMATION

Business decisions are only as good as the quality of the information used to make decisions . Characteristics of high quality information include :

• Accuracy
• Completeness
• Consistency
• Uniqueness
• Timeliness

Example of low quality information :

• Missing information
• Incomplete information
• Duplication information
• Wrong information
• Inaccurate information

                         UNDERSTANDING THE COST OF POOR INFORMATION

The four primary sources of low quality information include  :

• Online customers intentionally enter inaccurate information to protect their privacy .
• Information from different systems have different entry standards and formats
• Call center operators enter abbreviated or erroneous information by accident or to save time
• Third party and external information contains inconsistencies , inaccuracies and errors . 

Bad information can cause serious business ramifications such as :

• Inability to accurately track customers , which directly affects strategies initiatives such as CRM and SCM.
• Difficulty identifying the organizations 's most valuable customers.
• Inability to identify selling opportunities and wasted revenue from marketing to nonexisting customers and nondeliverable mail.
• Difficulty tracking revenue because of inaccurate invoices.
• Inability to build strong relationships with customers which increase buyer power.

                          UNDERSTANDING THE BENEFITS OF GOOD INFORMATION

High quality information can significantly improve the chances of making a good decision which can directly impact an organization's bottom line. High quality information does not automatically guarantee that every decision made is going to be good but it ensure that the basis of the decisions is accurate.


       Hopefully this information will give benefit to you and hope that you are excited for the other new chapter !

Thank you again :)

THE FIFTH CHAPTER

Holla everybody ! Its been two weeks I am not updating my blog . Bet you all are very upset dont you . haha . Btw I think its still not too late to wish all of you a HAPPY NEW YEAR

Okey I have lot to tell you about this new chapter which is ORGANIZATIONAL STRUCTURES THAT SUPPORT STRATEGIC INIATIVES . 

There are several IT positions in the organization which is :

CHIEF INFORMATION OFFICER (CIO)
Responsible for oversees all uses of infromation technologies and ensures the strategic alignment of IT with business goals and objective . Broad functions of a CIO include :

• Manager : Ensuring the delivery of all IT projects , on time and within budget .
• Leader : Ensuring the strategic vision of IT is in line with the strategic vision of the ogranization
• Communicator : Building and maintaining strong executive relationship . 

What concern CIOs the most ?

• Enhancing customer satisfaction
• Security
• Technology evaluation
• Budgeting
• Staffing
• ROI analysis
• Building new application
• Outsourcing hosting

CHIEF TECHNOLOGY OFFICER (CTO)
Responsible for ensuring the throughput, speed , accuracy , avaibility , and realibility of an organization's information technology .

CHIEF SECURITY OFFICER (CSO)
Responsible for ensuring the security of IT systems and developing strategies and IT safeguards againts attacks from hackers and viruses .

CHIEF PRIVACY OFFICER (CPO)
Responsible for ensuring the ethical and legal legal use of information within an organization .

CHIEF KNOWLEDGE OFFICER (CKO)
Responsible for collecting, maintaining, and distributing the organization's knowledge . The CKO design programs and systems that make it easy for people to reuse knowledge .

                       SKILL PIVOTAL FOR SUCCESS IN EXECUTIVE IT ROLES

• Ability to communication effectively
• Strategic thinking and planning
• Understanding business processes and operations
• Negotiation or sales skills
• Thorough knowledge of technology options
• Technical proficiency

                  THE GAP BETWEEN BUSINESS PERSONNEL AND IT PERSONNEL

Business personnel posses expertise in functional areas such as marketing , accounting , and sales while IT personnel expertise in technologies . This typically causes a communications gap between the business personnel and IT personnel . To overcome this gap they must improving communication between them . Business personnel and OT personnel must seek to increase their understanding about each other . This is CIO responsibility to ensure that the effective communication between business personnel and OT personnel.

               ORGANIZATIONAL FUNDAMENTALS - ETHNICS AND SECURITY

Ethnics and security are two fundamental building blocks that organizations must base their businesses on to be successful . The value of highly secure organization should be evident .

                                                                 ETHNICS

Ethnics is the principle and standards that guide our behaviour toward other people . Privacy is a major ethnical issue . Privacy is the right to be left alone when you want to be, to have control over your own personal possessions , and not to be observed without your consent . Issues affected by technologies advanced :

• Intellectual property : Intangible creative work that is embodied in physical from

• Copyright : The legal protection afforded an expression of an idea such as song , video game , and some types of proprietary documents

• Fair use dictrine : In certain situations , it is legal to use copyrighted software

• Pirated software : The unauthorized use , duplication, distribution or sale of copyrighted software

• Counterfeit software : Software that is manufactured to look like the real thing and sold as such .

                                                               SECURITY

Information security is the protection of information from accidental or intentional misuse by persons inside or outside an organization. E- business automatically creates tremendous information security risks for organizations . Organizational information is intellectual capital it must be protected .

For your time :D

CASE STUDY : AIRASIA NOW EVERYONE CAN FLY

QUESTION 1

Identify five (5) of competitive advantages used by AirAsia

• Low cost travelling
• The first airline in the region to implement fully ticketless travel and unassigned seats.
• AirAsia operates with the world's lowest unit cost
• A crew productivity level that is triple that of Malaysia Airlines and achieves an average
  aircraft utilisation rate of 13 hours a day.
• It has hedged 100% of its fuel requirements for the next three years

QUESTION 2

Which of the Porter's generic strategies were applied by AirAsia in the case study and explain with examples.

The porter's generic strategies used by Airasia is narrow market which its offer the transportation services to the customers with the low prices . For example :

• AirAsia operates scheduled domestic and international flights 
•  Asia's largest low fare,no frills airline
• AirAsia operates with the world's lowest unit cost of US$0.023/ASK(available seat perkilometer) and a passenger break-even load factor of 52%.

QUESTION 3

Based on Porter's Five Force Model, analyze AirAsia's buyer power and supplier power.

Buyer power

Buyer power high when buyers have many choice of whom to buy from and low when their choice are few . In this case AirAsia are Asia's largest low fare , this means the customer have very limited choices about the airlines services . This is because only AiAsia offer a very low prices compare to the other . This make the buyer power is low because the did not have many choices and the AirAsia is the cheapest . 

Supplier power

Supplier power high when buyers have few choices of whom to buy from and low when their choices are many . AirAsia have high supplier power because they have many choices to buy their needs to operate . For example , AirAsia is currently the main customer of the Airbus A320. The company has placed an order

of 175 units of the same plane to service its routes. This make the supplier power is high because AirAsia have many choices of supplier .