NAME: Zainab Jimoh

MATRIC NO: CSC/2017/075

1. An organization is a formal collection of people and various other resources

established to accomplish a set of goals.
2.
● All modern organizations have certain characteristics. They are
bureaucracies with clear-cut divisions of labour and specialization.
● Organizations try to hire and promote employees on the basis of technical
qualifications and professionalism (not personal connections).
● Clear Line of Authority: Whatever the form of structure be adopted, there
should be clear lines of authority running from top to bottom or in
horizontal directions. It implies that one should be very clear about what
he is expected to achieve or contribute and what relationships should be
maintained by him at his official level.
● Unity of Command and Direction: The principles of unity of command and
direction should be followed. Unity of command suggests that one person
should receive orders and instructions from one superior only. Unity of
direction refers to the concept of ‘one plan one man’. Every work in an
organization having the same objective must be assigned to a single
person. Thus, the activities and functions of the same type can be
grouped together. This provides clarity in carrying out the activities.
3. A. Economic impacts
• There are three forms of developments we can see from an economic
standpoint.
• IT affects the relative cost of capital and the cost of knowledge.
• Information technology is regarded as a development element that can be
substituted for conventional capital and labor.
• Information technology has an effect on the cost and quality of data.
B. Behavioral and organizational impacts
• Lower levels now make the majority of the decisions. There is no need for a
large number of managers. This is something that only a few administrators are
capable of. Due to technological advancements, major corporations are reducing
their workforce and market levels. In time, correct information is sent to the
managers.
• Postindustrial organizations are historically and sociologically focused.
Managers in the postindustrial era are selected based on their competencies,
abilities, expertise, and experience. Professional workers' decision-making is
much more autonomous and self-managed. Staff are the ones that network the
 task force. They meet in person to complete various tasks. They move on to the
next task after finishing one.
• Recognizing organizational transition resistance
Organizational politics may have an effect on businesses. Since it has the ability
to control key tools such as who does what to whom, where, where, why, and
how, one can envision organizational resistance. There are four factors that
suggest innovating the organization.
1. The nature of the IT innovation
2. The structure of the organizations
3. The culture of the organization
4. Tasks impacted by the innovation

4. In the present time, information systems not only help the companies in
enhancing the organizational performance but also create innovative
opportunities to utilize the available resources effectively. For case, any
information system adopted by the company also offers unique opportunities to
the organizational strategic goals, vision, mission and competitive scope
effectively. Role of information system in promoting synergies and core
competencies: in the present time there are different business associations that
work their business capacities under diverse business circumstances. Alongside
this, it ought to likewise be noted that, so as to survive today more confused and
quickly developing nature, business firms use diverse sorts of data framework
and innovation that assume an advancing part in pushing collaboration and
center capability so that hierarchical can be attained in a viable and noteworthy
way. Besides, these organizations additionally portrayed the gathering of key
specialties units and data frameworks assume a noteworthy part in enhancing
the general execution of these.

5. A. Traditional competitors: existing firms that share a firm market place

B. New market entrants: new companies have certain advantages such as not
being locked into old equipment and high motivation as well as disadvantages
such as less expertise and little brand recognition
C. Substitute product and service: these are substitute that your customers
might use if your price becomes too high
D. Customers: the power of customers grows if they can easily switch to a
competitor product and services or if they can force a business and its
competitor to compete on price alone in a transparent marketplace where there is
little product differentiation and all price are known instantly
E. Supplier: the more different supplier a firm has, the greater the control it can
exercise over suppliers in terms of price, quality and delivery schedules.
6. A. An organized occurrence: The strategy includes a set of action plans that
are not contrary to each other because they are covered by a common theme.
It's not just a great idea; it lets the idea happen as well. The strategy is a unified,
systematic, and integrated action plan.
B. Goal-oriented approach
SMIS is a goal-oriented process. The process is carried out with the aim and
objective of evaluating the different elements through SWOT analysis and other
methods and designs a plan or strategy that enables the organization to
maneuver it around every hurdle and make use of its strength.
C. Involvement of top executives
Strategic management applies to many aspects of the activities of an
organization. So, it needs the participation of top management. In general, the
broad consequences of its decisions and the power to approve the required
resource allocations are only understood by top management.
D. Multidisciplinary approach
The strategy includes marketing, financing, human resources, and strategy
development & execution tasks. A strategy is an integrated view of its activities. It
is multidisciplinary and an approach that affects all the functional fields, i.e.
marketing, financial, human resources, and operations.
E. Prosperity in the long term: if an organization has committed to a specific
strategy then the strategy is related to its objectives and in a competitive way; its
prosperity depends for a long time on such a strategy.

7. A. Management information systems are closely interlinked with organization

structure and process
B. Strategic information system are very expensive
C. These systems are not sustainable as they can be copied by other
organization
D. Lack of support from top management in the implementation of system
E. Difficulty in reconfiguring business process as per needs of information
technology