信息系統(tǒng)管理實踐

前言

由Prentice Hall于2005年出版、西安交通大學出版社影印出版的Information Systems Management in Practice(Seventh Edition)(《信息系統(tǒng)管理實踐》)(第七版)一書是信息系統(tǒng)管理領域一本領先的教科書。作者Barbara C．MCNurlin畢業(yè)于University of California，SantaBarbara，從1969年她與自己的父親Dick Canning編寫每月一期的新聞通訊EDP Analyzer，就開始了信息系統(tǒng)領域的作家生涯，她特別擅長于從事公司如何創(chuàng)造性地使用信息技術方面的案例寫作。她在GartnerExecutive Programs(EXP)從事研究和寫作，是MIS Quarterly Execu-tive的制作編輯，曾先后兩次獲得信息管理學會(Society for InformationManagement)的年度論文獎。她還是California State University，Sac-ramento的講師，為MBA講授信息系統(tǒng)核心課程。作者Ralph H．Sprague，Jr．是夏威夷大學工商管理學院信息技術管理系的教授，有30多年從事組織中的計算機和信息技術應用的教學、研究和咨詢的經(jīng)驗，他的專長在決策支持系統(tǒng)、戰(zhàn)略信息系統(tǒng)規(guī)劃、信息系統(tǒng)管理以及電子文檔管理方面。他發(fā)表和出版了數(shù)十篇學術論文和專著，其中關于決策支持系統(tǒng)框架的論文是1980年以來信息系統(tǒng)領域引用最多的25篇論文之一，他被公認為是管理信息系統(tǒng)領域10位頂尖學者之一。過去的30年里，他曾多次擔任Hawaii International Confer-ence on System Sciences(HICSS)會議主席或聯(lián)合主席，先后給包括Xerox，Apple，IBM，Coca-Cola of Australia，F(xiàn)uj itsu，Bank of Ameri-ca，the Governments of Egypt and Israel等機構和組織咨詢過。這兩位作者從1985年起合作撰寫本書的第一版，2005年出版的第七版在全球的很多大學和學院使用，包括MIS專業(yè)的核心課程和MBA的核心課程。本書論述了當代組織在信息技術(IT)管理方面的實踐，重點放在信息系統(tǒng)主管認為重要的一些問題上，全書的框架便于初學者理解。本書對MIS的發(fā)展歷程進行了細致的描述和回顧，對各種IS管理的風格和戰(zhàn)略提供了全面和深刻的見解。

內(nèi)容概要

《信息系統(tǒng)管理實踐》（第七版影印版）論述了當代組織在信息技術管理方面的實踐，重點放在信息系統(tǒng)主管認為重要的一些問題上，全書的框架便于初學者理解。本書對管理信息系統(tǒng)（MlS）的發(fā)展歷程進行了細致的描述和回顧，對各種信息系統(tǒng)管理的風格和戰(zhàn)略提出了全面和深刻的見解，且理論與實踐相結合，技術與管理并重，特別適合作為我國信息管理與信息系統(tǒng)、電子商務、信息工程等專業(yè)的本科高年級相關課程，以及工商管理碩士（MBA）管理信息系統(tǒng)課程的教材和教學參考書，對于我國各類組織的信息系統(tǒng)經(jīng)理或者高層主管了解信息系統(tǒng)在組織中的應用實踐也是一本相當出色的參考書。

作者簡介

麥克納林，畢業(yè)于加州大學圣芭芭拉分校，從1969年她與自己的父親Dick Cannin9編寫每月一期的新聞通訊EDP Analyzer，就開始了信息系統(tǒng)領域著作的寫作生涯，她特別擅長于從事公司如何創(chuàng)造性地使用信息技術方面的案例寫作。

書籍目錄

Preface  CHAFFER 1  111e Importance of Information Systems ManagementPARTⅠ  LEADERSHIP ISSUES  CHAPTER 2  TheTop IS Job  CHAPTER 3  Strategic Uses of Information Technology  CHAPTER 4  Information Systems Planning  Part Ⅰ  Discussion Case：Ⅵmat IT Strategy Would You Recommend Based on Royal Dutch／Shell Group’S Scenarios?PARTⅡ  MANAGING THE ESSENTlAL TECHNOLOGIES  CHAPTER 5 Distributed Systems：111e Overall Architecture  CHAPTER 6  Managing Telecommunications  CHAPTER 7  Managing Information Resources  CHAPTER 8  Managing Operations  Part Ⅱ Discussion Case：Managing Information Security on a Shoestring BudgetPARTⅢ  MANAGING sYSTEM DEvELOPMENT  CHAPTER 9  Technologies for Developing Systems  CHAFFER 10  Management Issues in System Development  Part Ⅲ  Discussion Case：A Dream Project Turns Nightmare：HOW Flawless Software Never Got ImplementedPart Ⅳ  SYSTEMS FoR SUPPORTING KNOWLEDGE-BASED WORK  CHAFFER 11  Supporting Decision Making  CHAPTER 12  Supporting Collaboration  CHAPTER 13  Supporting Knowledge Work  Part Ⅳ Discussion Case：How Should Lego Protect Its Trademark，Operating System， and Applications?PART Ⅴ THINKING AHEAD  CHAPTER 14  Ihe Challenges AheadGlossaryIndex

章節(jié)摘錄

During the 1990s, the push for open systems was driven primarily by software pur-chasers who were tired of being locked in to proprietary software (or hardware). Theopen systems movement continues to demand that different products work together,that is, interoperate. Vendors initially accommodated this demand with hardware andsoftware black boxes that performed the necessary interface conversions, but the costof this approach is lower efficiency.Another major trend in the 1990s was toward enterprise resource planning (ERP)systems, which tightly integrate various functions of an enterprise so that managementcan see cross-enterprise financial figures and order and manufacturing volumes. Somefirms implemented ERP to replace legacy systems that were not Y2K compliant(i.e., the systems would think that an "02" would mean 1902 rather than 2002).Implementing ERP involves integrating components, which is called systems integra-tion, rather than application development. Implementation has been expensive andtroublesome, especially for companies wanting to modify the ERP software to fit theirunique processes. However, for many large corporations, their ERP system has becometheir foundation information system, in essence, defining their IT architecture.Like hardware, software is becoming more network-centric. Rather than replacelegacy systems, many companies are adding Web front ends to broaden access to the sys-tems to employees, customers,' and suppliers. Companies are establishing corporateportals where employees log into their company intranet to use software housed at thatsite. This approach moves the software from being decentralized (on PCs) to beingcentralized (on a server somewhere).Another change in software is the move to Web Services. Web Services are packagesof code that each perform a specific function and have a URL (Uniform ResourceLocator; an address on the Internet) so that they can be located via the Internet to fulfilla request. For example, if you have accessed FedEx's Web site to track a package, youhave used a Web Service. MacAfee's virus protection also is delivered to PCs using a WebServices approach. The software industry is morphing into a Web Services industry.The significance of Web Services is that it moves software and programming tobeing truly network-centric; the network becomes the heart of the system, linking allWeb Services. Packages of code can be concatenated to produce highly tailored andquickly changed processes. In the past, once software was programmed to handle aprocess in a specific way, it essentially cast that process in electronic concrete becausethe process could not change until the software was modified. The tenet of Web Servicesis that a process is defined at the time it is executed, because each Web Service decidesat that time which of its many options to use to answer the current request. The world ofWeb Services entails its own jargon, standards, and products. Importantly, it builds onthe past——functions in legacy systems can be packaged to become Web Services.

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