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Test your basic knowledge |
Information Systems
Start Test
Study First
Subjects
:
engineering
,
it-skills
Instructions:
Answer 50 questions in 15 minutes.
If you are not ready to take this test, you can
study here
.
Match each statement with the correct term.
Don't refresh. All questions and answers are randomly picked and ordered every time you load a test.
This is a study tool. The 3 wrong answers for each question are randomly chosen from answers to other questions. So, you might find at times the answers obvious, but you will see it re-enforces your understanding as you take the test each time.
1. Negotiation - commitment - execution - assessment
2. Says competition stems from lowering the cost to perform activities and adding value so buyers will pay more
Service - process
organizational strategy
value chain framework
client/server
3. Interrelated set of activities and tasks that turns inputs into outputs
process
total quality management (TQM)
when business process management systems are most useful
when information strategy changes
4. Company who offers a complementary product (e.g. milk complements cereal)
ES
complementor
enterprise systems are useful for this sort of organizational structure
customer relationship management (CRM)
5. Includes organization's design and the choices it makes to define - set up - coordinate - and control its work processes
ES
business diamond
organizational strategy
business process management (BPM) systems
6. Enterprise systems reflect industry best practices for generic business processes
difference between a process and a service
IS strategy
best practices (characteristic of ES)
processes vs. functions
7. Customer relationship management
customer relationship management (CRM)
CRM
enterprise resource planning
TQM
8. Class of IT applications used to enable information flow within and between business processes
components of the high cost of enterprise systems
what enterprise systems replaced
cost leadership
enterprise systems
9. The unique set of features of a company and its products that are perceived by the target market as significant and superior to the competition
more specific sub- steps in process from strategy to architecture to infrastructure
TQM
competitive advantage
IS strategy triangle
10. Enterprise systems
Endpoint
P2P
characteristics of enterprise systems
ES
11. Processes are horizontal across a corporation - many functional areas of the business will be involved in a process; functions are vertical silos in an organization (e.g. finance - operations - accounting - marketing - administration)
processes vs. functions
value net
more efficient processes have
information resources
12. Awaking a sleeping giant - bad timing - poor implementation - failing to deliver what customers want - breaking the law
enterprise systems
organizational strategy
risks associated with using information systems to gain strategic advantage
Information Systems (IS)
13. Translates strategy into infrastructure - creating plans for the implementation
BPM
architecture
relationship between coopetition and strategic alliance
network effects
14. Self- contained functional units
hypercompetition
when business strategy changes
business diamond
silos
15. Inter- organizational relationship that affords one or more companies in the relationship a strategic advantage
value net
processes vs. functions
ES
strategic alliance
16. Can have coopetition w/o strategic alliance - can have strategic alliance w/o coopetition
service- oriented architecture
IT capability
relationship between coopetition and strategic alliance
difference between a process and a service
17. The situation in which a company's current and emerging business strategy is enabled - supported - and unconstrained by technology
alignment
differentiation
External stakeholders
more efficient processes have
18. Technology - people - and processes that an organization uses to manage information
supply chain management (SCM)
IT asset vs. capability
Information Systems (IS)
enterprise systems are useful for this sort of organizational structure
19. Comprehensive software packages that incorporate all modules needed to run the operations of a business
architecture
SCM
cost leadership
enterprise resource planning
20. Something learned over time for the firm to create - produce - or offer its products
Porter's Generic Strategies Framework
Long- term relationships with software vendors
client
IT capability
21. Coordinated set of actions to fulfill objectives - purposes - and goals
supply chain management (SCM)
network effects
strategy
Porter's Generic Strategies Framework
22. Web- oriented architecture
WOA
business process reengineering (BPR)
characteristics of a business process
risks associated with using information systems to gain strategic advantage
23. Plan of where a business seeks to go and how it plans to get there
business strategy
organizational change management
competitive advantage
architecture
24. R/3 (made by SAP)
business process management (BPM) systems
most widely used enterprise system
customer relationship management (CRM)
What enterprise systems need to be integrated with
25. Holds that the timing of the use of specialized knowledge can create a differentiation advantage as long as the knowledge remains unique
more specific sub- steps in process from strategy to architecture to infrastructure
major benefit of an enterprise system
shareholder value model
Ring and Van de Ven's stages of a strategic alliance
26. For changes in organizational structure - expensive - risky
factors influencing value sustainability
silos
business process reengineering (BPR)
disadvantages of enterprise system
27. Peer- to- peer
shared services
Service - process
D'aveni's model
P2P
28. Architecture where one software program (the client) requests and receives data and instructions from another software program (the server); computers running client programs usually require less computing resources
architecture
client/server
complementor
client
29. The plan an organization uses in providing information services
enterprise systems are useful for this sort of organizational structure
IS strategy
most widely used enterprise system
mission
30. Strategy to goals to business requirements to architecture requirements to architecture to functional specifications to infrastructure specifications (hardware - software - data...)
hypercompetition
differentiation
complementor
more specific sub- steps in process from strategy to architecture to infrastructure
31. When all the activities are in a predetermined order (not when steps vary in a process)
best practices (characteristic of ES)
when business process management systems are most useful
IS strategy
supply chain management (SCM)
32. Mainframe - client/server - SOA - P2P - WOA
business process management (BPM) systems
IS strategy
configurations for IT architecture
silos
33. Tries to minimize risks and maximize benefits of change in an organization
value chain
organizational change management
process
business diamond
34. Processes make services possible; processes have inputs and outputs - while service is a cycle (ongoing)
what ERPs help companies do
difference between a process and a service
P2P
infrastructure
35. Building components of software in a modular way; an architecture where business processes are built on a network - different parts of business functionality reside on different parts of the network - the parts can be combined and reused to create ap
most widely used enterprise system
two essential characteristics of a business process
F.O.A.M.A.
service- oriented architecture
36. Allows functional areas of an organization to share information easily
differentiation
major benefit of an enterprise system
three major categories of IT capabilities
IS strategy
37. Service- oriented architecture
shared services
information resources
SOA
complementor
38. Threat of new entrants - bargaining power of buyers - threat of substitute products or services - bargaining power of suppliers - rivalry among existing competitors
39. Business process management
BPM
three major categories of IT capabilities
Decision
mainframe architecture
40. Firms achieve competitive advantage through cost leadership - differentiation - or focus
41. Business strategy should not be affected because it is at a more abstract level
alignment
value chain
when information strategy changes
complementor
42. Supply chain management
strategic alliance
SCM
the business triangle
Porter's 5 Forces
43. ERP II makes information available to...
what enterprise systems replaced
External stakeholders
F.O.A.M.A.
Long- term relationships with software vendors
44. On a process flow diagram - a circle represents a...
managerial levers
relationship between coopetition and strategic alliance
business process reengineering (BPR)
Endpoint
45. Relates business strategy with IS and organizational strategy; business strategy at the top - organizational and information strategy at the base
IS strategy triangle
major benefit of an enterprise system
when business process management systems are most useful
Information Systems (IS)
46. Software program that requests and receives data and instructions from another
Information Systems (IS)
managerial levers
architecture
client
47. Suggests that speed and aggressiveness of the moves and countermoves create an environment in which advantages are rapidly created and eroded
hypercompetition
enterprise systems
major benefit of an enterprise system
the business triangle
48. Inputs/outputs and tasks
SOA
three major categories of IT capabilities
two essential characteristics of a business process
what enterprise systems replaced
49. Utilizes a large base of resources that allows organization to outlast competitors by practicing a differentiation strategy
co-oopetition
network effects
architecture
unlimited resources model
50. The basic human tendency to make specific inferences on the basis of a general impression (EX: assuming that because a business is successful - it has good management-- ignoring other forces at work)
most widely used enterprise system
halo effect
enterprise systems
co-oopetition