Information Systems for Management (CIS 401/EXP 434)To use Information Technology competitively, your organization must embed IT within its structure, culture, and business strategy. INFORMATION SYSTEMS FOR MANAGEMENT teaches you how to seize the vast opportunity presented when you do IT right.
Remember, those who know only HOW, work for those who know WHY. Therefore strategically understanding the why, is our main focus here.
- Tech skills are being “built into” jobs everywhere.
- There isn’t a single modern managerial discipline that isn’t being deeply and profoundly impacted by tech.
- Most of the jobs you are likely to land on did not exist twenty years ago..
We plan to begin with a general overview of today's information economy, identifying some of the forces that are changing the many organizational structures. The course will then explore five major themes:
- The information economy
- Managing corporate data resources
- Developing effective information systems
- Business uses of creative global networks, such Web 2.0
- The role of information technologies in business process innovations
- Lessons in how to best use your information resources
- Strategies to improve customer intimacy using the Internet
- Frameworks for improving the fit between IT investments and your business strategy
- Business models for strategic use of computing and e-commerce: what works, what doesn’t
Course Outline 2012 (EXP 434)
Management of Healthcare Service Processes (HSM 437)Professor Avi Seidmann
Professor Vera Tilson
Although already a dominant and continually growing service industry, health care faces many challenges including increasing costs, variable quality, inadequate access. As early as 1967 the Regenstrief Foundation sought to promote the application of engineering and production concepts to healthcare delivery. In 1986 The National Demonstration Project on Quality Improvement in Health Care (NDP) was launched to explore the application of modern quality improvement methods to health care. The Leapfrog Group was formed in 2000 driven by the need of employers to exercise control over the cost and quality of healthcare purchased for the employees, and spurred by the 1999 Institute of Medicine Report (IOM) on medical errors. The 2006 IOM report on the Future of Emergency Medicine called on hospital leaders to learn from the experiences of industries outside of health care and recommended training in operations management and related approaches.
Operations managers are responsible for the vital function of producing the goods and services in any organization. Operations management is concerned with evaluating the performance of operating units, understanding why they perform as they do, designing new or improved operating procedures and systems for competitive advantage, making short- and long-run decisions that affect operations, and managing the workforce. The aim of this course is to familiarize students with the most commonly used operations management tools of process flow analysis, capacity management, and quality improvement. Using cases, assignments, and guest speakers we will demonstrate how these tools have been used to improve processes in healthcare setting, as well as point out what are the institutional challenges unique to healthcare.Course Outline 2012 (HSM 437/OMG 437)