教學大綱與進度
課程基本資料:
學年期
課號
課程名稱
階段
學分
時數
修
教師
班級
人
撤
備註
101-2
174011
資訊管理
1
3.0
3
▲
耿慶瑞
經管所
45
0
教學大綱與進度:
教師姓名
耿慶瑞
Email
cjkeng@ntut.edu.tw
最後更新時間
2012-12-29 14:40:59
課程大綱
資訊管理是一門較新的管理學門,在電腦早期發展時期,只有專業電腦人員才會懂得如何操作電腦,但隨著資訊科技的進步,個人電腦的普及,一般非資訊人員也可以很容易操作與使用電腦。然而會用電腦不見的對企業有所幫助,思考資訊科技如何給企業帶來競爭優勢是資訊管理領域所考慮的重要議題。一般來說,資訊管理主要探討企業如何對資訊系統及資訊人員作最有效的管理,以其與企業目標結合,替企業增加競爭優勢。本課程即站在管理與策略的角度分析企業應如何對資訊資源(包括資料、資訊系統與資訊人員)做最有效的管理,上課方式將採用個案研討為主,以期學生能瞭解理論與實務的發展。
課程進度
個案討論: 本課以個案討論為主,講課或文選討論為輔。上課前必須準備好當天要討論之個案與文選。學生須準備篇個案,須於上課前繳交一頁個案問題與答案之書面資料。 上課規則如下: 9:10—10:00 相關教材補充說明 10:00—10-:40 休息時間與小組討論 10:40—12:00 80分鐘個案討論(請準時入座) 期末考: 所有個案討論的問題為題庫 週次 日期 課程主題 課程內容(case) 1 2/22 課程介紹與個案分組 2 2/29 第一部份:理論探討 系統觀念、管理資訊系統(MIS)的基本概念。資訊系統的發展與企業的資訊需求。 3 3/7資訊系統的分類與應用 組織中之資訊系統管理 VCD case C計畫 大同公司供應鏈電子化融資 4 3/ 14 Business Impact Ch1 IT and Strategy CASE1: Ms. Fields(影印) Q1.費太太餅乾產業競爭分析 與其競爭優勢為何 Q2.資訊系統在該公司的角色 Q3.對費太太有何建議 5 3/21 Ch2 IT and Organization CASE2:Otisline(影印) Q1.電梯產業競爭分析 Q2.導入OTISLINE前之顧客服務流程為何 Q3.導入之後流程 Q4.otisline 對otis公司的影響與角色 6 3/28 Ch3 Extending Enterprise CASE3: FritoLay(1980-1986) (影印) Q1. What challenges did Frito-Lay face as it entered the 1980s? Evaluate the company’s strategy and organization design in light of those challenges. Q2. How important was information technology in addressing the challenges Frito-Lay faced in the late 1970s? In light of those challenges, evaluate the information infrastructure in place in 1981. Q3. What was Korn's vision for transforming Frito-Lay to meet the challenges of the 1980s? What recommendations might you have made to him in 1985? Q4. What would your advice have been to Jordan in 1987? Q5. Evaluate the actions taken by managers at Frito-Lay during 1990 and 1991. 7 4/4 Spring Break 8 4/11 Ch3 Extending Enterprise CASE4: FritoLay(1987-1992) (影印) Q1. What key lessons were learned from analysis of the problems the company faced in 1986? How did these lessons help senior management clarify its future vision for the company? Q2. Evaluate Jordan's actions between 1987 and 1989. What was he trying to accomplish? What would you have done differently? Q3. Evaluate the information infrastructure developed to support business operations and management systems at all levels of the organization. Describe the HHC project, the "Pipeline" project, the "Blue Chip" project. Explain how these IT projects relate to the company's overall strategy. Q4. Evaluate the actions taken by managers at Frito-Lay during 1990 and 1991. 9 4/18 Ch3 Extending Enterprise CASE5: Li& Fung(7th ed) (影印) Q1.li and fung 是否應該發展lifung.com 事業?會成功嗎? Q2.li and fung 虛實事業如何管理? 是否會互相吞噬? 10 4/25 Ch4 Making the Case for IT CASE6:雄獅旅行社(光華個案) Q1:當面臨產業到大環境改變,雄獅旅行社調整價值核心,將營運方向開始轉向直客方面發展。若公司考慮朝直客發展有哪些優勢,還需要哪些配套? Q2:為什麼雄獅要建立協同運籌平台,在管理通路當中扮演何種角色? Q3:協同運籌平台未來的延伸?是否繼續推旺來卡? 11 5/2 Business Model CASE 7: IBM (課本8th ed) Q1.說明IBM在1960-1970成功的原因,以及1980--1990所面對的問題? Q2.說明Gerstner在1993年接任CEO做了哪些事?他的危機管理與公司轉型做得如何?他在為公司的成長定位時面臨了哪些挑戰? Q3.Sam Palmisano在2002年所面臨的挑戰為何?IBM可以兼顧創新與作業效率嗎?他可以同時保持大企業與小企業之優點嗎? 12 5/9 e-business model VCD case 永豐餘 CASE 8: Royal DSM N.V. (課本8th ed) Q1.What challenges and opportunities do senior executives at this company face in 2000? Q2. What challenges and opportunities does newly-hired CIO Jo van den Hanenberg face in 2000? Q3. How should Jo van den Hanenberg position IT as a strategic asset and organize and govern the IT function?
評量方式與標準
13 5/16 Business Model CASE9: Aamzon.com (課本8th ed) Q1. On a scale of “1” (Very Poor) to “5” (Excellent), how would you rate Jeff Bezos as an entrepreneur? How would you rate him as an operating manager? Q2. Trace the evolution of the Amazon.com business from the company’s launch in 1995 to the dotcom collapse in 2000. How did the company’s strategy change over time? How did capabilities evolve? What value did it deliver to all stakeholders? Q3. Do you agree with the decision to pursue the Toys “R” Us deal? Why did the company do the deal? Should they do more deals like this? What impact does the Toys “R” Us deal have on Amazon.com’s business model in early 2000? Q4. Consider the challenges facing the company. As a member of the Amazon.com board of directors in early 2001, what actions would you take? 14 5/23 Business Model CASE10: :Ford Motor Company(課本8th ed) The Power of Virtual Integration: the interview of Dell’s Michael Dell. 1.請比較汽車與電腦供應鏈差異 2.Dell SCM 模式是否可適用於FORD 3. SCM 對FORD 的效益如何 15 5/30 IT Infrastructure Ch5 Understanding Internetworking Infrastructure CASE11:匯豐汽車(光華個案) Q1. 匯豐汽車是否需要強制業務代表使用eMentor系統? Q2. 面對使用率不高的狀況,匯豐汽車之知識平台是否有必要推行繼續推行?有什麼要點是匯豐汽車可以在知識管理平台上進行改進? Q3. eMentor系統是否必要在如此經濟不景氣的環境下繼續投入資金進行開發與推動? 16 6/6 Leadership Issue Ch8 Organizing and Leading the IT Function CASE12: Canyon Ranch (課本8th ed) Q1. What is the value of customer information to Canyon Ranch? Q2. As CIO, how would you make the case of business intelligence systems and CRM at Canyon Ranch? Q3. What impact would anticipate these systems on the Canyon Ranch’s strategy and capabilities? 17 6/13個案總整理 18 6/20 期末考 教學方式: 課堂教授,個案討論,網路討論區 http://fashion.ntut.edu.tw 個案討論( 40%),個案作業及筆記(30%),出席率(10%),期末考(20%)
使用教材、參考書目或其他
【遵守智慧財產權觀念,請使用正版教科書,不得使用非法影印教科書】
使用外文原文書:
其他 指定用書: Applegate, L.M., F. Warren McFarlan, and James L. McKenney, Corporate Information Strategy and Management: Text and Cases,IRWIN.8 ed. 2009 ,華泰書局代理(必購) 哈佛商學院個案 CASE1: Ms. Fields CASE2:Otisline CASE3: FritoLay(1980-1986) CASE4: FritoLay(1987-1992) CASE5: Li& Fung CASE 7: IBM CASE 8: Royal DSM N.V. CASE9: Aamzon.com CASE10: :Ford Motor Company CASE12: Canyon Ranch 光華基金會個案:雄獅,永豐餘(必購) CASE6:雄獅旅行社 CASE11:匯豐汽車(光華個案)
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