协作商务复习

There will be 3 sections（Time: 2 hours，中文答题，专有词汇可以使用英文。

）Section 1 （20分）：10 Multiple-ChoicesSection 2 （18分）：3 个辨析列举题Section 3 （12分）：2个绘图说明题Section 4 （30分）：5个简答题Section 5 （20分）：2 scenario driven questions (Assignment related)•Draw diagrams•Analyse – Stories, Features, Roles and Activities. Sample：Short answer questions:•What is knowledge work? What is the difference between collaborative and integrative knowledge work? Explain them with examples.•Define an organisational cultural theory. Why is culture so important in the business environment? •How can social network analysis (SNA) help the businesses? Demonstrate your understanding of SNA. 要点一：•业务流程的概念•业务流程重组BPR•概念与要点•原则•企业资源计划ERP•概念•模块•BPR与ERP的关系业务流程的概念企业以满足客户需求最大化、满意度最大化、对企业期望值最大化为目的所做的一起具有效益和效率的活动，就构成了流程。

企业几乎所有业务本身就是一个流程。

业务流程就是指为完成企业目标或任务而进行的一系列相关的业务活动。

下图即是业务流程图流程的基本要素：客户、过程、输入、输出、供应商•客户：使用流程输出的个人或组织•过程：业务活动的集合。

•输入：过程中需要（涉及）资源•输出：过程中产生的资源•供应商：为活动提供资源的个人或组织What is a business process?Davenport (1993) defines a business process as• “a structured, measured set of activities designed toproduce a specified output for a particular customer ormarket”, and…• “A process is thus a specific order of work activitiesacross time and place, with a beginning, an end, andclearly identified inputs and outputs: a structure foraction.”Kinds of Business Processes•Transaction-based activities: recording outcomes,payroll, inventory, invoicing and payment•Business processes: purchasing, ordering, customerrelationships, contract management•Knowledge-based: product design, businessdevelopment, people management, service provisionBusiness EnvironmentVery competitive: many other businesses trying to solvecustomer needsWhat are the best tools to improve our success?• Agility: responding to change quickly• Innovation: creativity and new products• Social capital: connections with and between groups ofpeople• Knowledge: data, with interpretation, produces usefuland meaningful information业务流程重组（Business Process Reengineering 简称BPR）BPR是对企业的业务流程作根本性的思考和彻底重建，其目的是在成本、质量、服务和速度等方面取得显著的改善，使得企业能最大限度地适应以顾客(Customer)、竞争(Competition)、变化(Change)为特征的现代企业经营环境在Michael Hammer和James Champy 定义中，根本性、彻底性、显著性、业务流程是其核心内容。

（1）根本性：根本性表明业务流程重组所关注的是企业核心问题，必须打破原有的思维定式，进行创造性思维。

（2）彻底性：表明业务流程重组应对流程进行追根溯源。

对已经存在的流程不是进行肤浅的改变或调整性修补完善，而是抛弃所有的陈规陋习，并且不需要考虑一切已规定好的结构与过程，创新完成工作的方法，重新构建业务流程，而不是改良、增强或调整。

（3）显著性：表明业务流程重组追求的不是一般意义上的业绩提升或略有改善、稍有好转等，而是要使企业业绩有显著地增长、极大地飞跃，这也是流程重组工作的特点和取得成功的标志。

（4）业务流程：业务流程重组关注的要点是业务流程，并围绕业务流程展开重组工作。

竞争不是发生在企业与企业之间，而是发生在企业各自的价值链之间，只有对价值链的各个环节——业务流程进行有效管理的企业，才有可能真正获得市场上的竞争优势。

业务流程重组的原则业务流程重组能够为企业创造优化的业务流程，提升企业的核心竞争力，在业务流程重组过程中的工作重点，就是要消除价值传递链中的非增值活动和调整核心增值活动。

这里要遵循的原则如下：清除、简化、整合、自动化。

清除：应该发现并消除非增值活动。

如过量生产或过量供应、等待时间、运输、转移和移动、不增值或失控流程中的加工处理环节、库存与文档、缺陷、故障与返工、重复任务、信息格式重排或转移、调停、检验、监视和控制等。

简化：在尽可能清除了不必要的活动之后，应该对剩下的必要活动进行简化，如程序和流程、沟通流程、技术分析流程和问题区域设置流程等。

整合：经过简化的任务需要进一步整合，以使之流畅、连贯并能够满足顾客需要。

如为实现面向订单的单点接触的全程服务，由一位员工独立承担一系列任务的工作任务整合；为了高效优质地满足顾客需要，组建单个成员无法承担的系列任务的团队；整合顾客和供应商的资源等。

要点二：•协同的概念•协同的方法有哪些•如何理解“System of systems”•stories, features, BAM与ESN什么是协同“the act of working together to produce a piece of work”(Collins English Dictionary).“a recursive process where two or more people...worktogether toward an intersection of common goals...bysharing knowledge, learning, and building consensus.”Collaboration• Must be quick/agile to beat other businesses.• Must be innovative to create new ideas.• Must have knowledge of customer, world and trends.Agility and innovation and knowledge rely oncollaboration.Collaboration methodsBehaviors and conversations that relate to collaborationbetween individuals. These methods specifically aim toincrease the success of teams as they engage incollaborative problem solving.Forms, charts and graphs (Info graphics) are useful inthese situations to objectively document personal traitswith the goal improving performance in current andfuture projects.From structure to serviceImportant to have systems talk to each other? Maintaining awareness across systemsThrough people and objects - sensorsFacilitating collaborative activities or arrangements as people (and agents) pass messages across systems Simplifying interactions between citizens and citySome generic examples of needed innovationEnable people to do things with less resourcesFinding out quicker how to get health servicesFinding way around the city quickerUsing smart cards for automatic paymentsSystem of SystemsGroup– deals with one or two activities – decisions are simple. Carries out well defined activities. Organization– can coordinate a number of groups – has multiple decisions –can contain groups or other organizationsCommunity–a loose connection of people or systems with common goals and rules of behaviour. Organizations can be part of a community. They can also include a community, for example academics in a University.Business or Enterprise – is made up of many organizations or groups.We will use this template How will this work - stories1 Parents contact administration to find carers2 Administration provides transport to support center3 Agent advises parents of locations4 Administrators look up available places and suggest toparents5 Administrators certify carersPUT STORIES TOGETHER TO IDENTIFY FEATURES AND(BUSINESS) ACTIVITIESStoriesCustomer wants the location of the closest bicycleExampleSomething more IT orientedFeaturesRemember a feature is something you provide to makepeoples work better. It can be access to some otherpeople, a computer program, an expert to provide advice,a new way to access customers, or a new way to dobusiness.Ask yourself what knowledge is a feature going to captureor produce. What new or improved communication pathwill the feature provide. Will the new feature reduce costsof moving physical objects.An important criteria in feature design1 Have you made sure roles get the knowledge they(specifically) need2 Is it easy for roles to capture knowledge3 Do roles should have the ability to use any knowledge4 Can roles store the knowledge for later use or sharing5 Does your feature provide the opportunity to shareknowledgeCreating knowledge - Something is like something else? Analogies or metaphorsAutomatic typewriter WWW pageBoth have tabs to show where to start a new line ModelsHigh level organizational model. This defines the systemsand boundary roles.Each system is made up of a number of business activities.Each system is described by a business activity model (BAM).The BAM defines the roles, people, artifacts, socialnetworksIdentify the processes and how social structures fit intothemDefine collaborative arrangements and how they createnew knowledge and support innovationService for minding children while shopping - ESN要点三:Knowledge CreationWhere is the knowledgeHow to capture and use at work Explicit vs Tacit KnowledgeNonaka’s Knowledge Creation ProcessSocialization => Externalization => Combination => InternalizationDavenport – Kinds of knowledge workTransactive, Integrative, Collaborative and Expert Work Data, Information and knowledgeWhat is KnowledgeKnowledge ManagementWisdom HierarchyWhere does knowledge comes from?Knowledge Creation ProcessNonaka Spiral Process Benefit of KMTacit and Explicit Knowledge CreatingknowledgebyassociationFeaturesRemember a feature is something you provide to makepeoples work better. It can be access to some otherpeople, a computer program, an expert to provide advice,a new way to access customers, or a new way to dobusiness.Ask yourself what knowledge is a feature going to captureor produce. What new or improved communication pathwill the feature provide. Will the new feature reduce costsof moving physical objects.An important criteria in feature design1 Have you made sure roles get the knowledge they(specifically) need2 Is it easy for roles to capture knowledge3 Do roles should have the ability to use any knowledge4 Can roles store the knowledge for later use or sharing5 Does your feature provide the opportunity to shareknowledgeMetaphors to describe knowledgelook up Andriessen on Science DirectRetaining knowledgeCurrent databasesKeep storiesLook through social softwareKeep and organize notesOrganizing your teamCreating and managing teamsDefining team rolesCoordinatorBusiness analystSystem architectDeveloperTesterProviding teams with tools (Innoworks, Facebook) To document systemA Process of Getting KnowledgeA View Knowledge - From Data to Wisdom Theory: NONAKA’s Knowledge Creation ProcessKinds of knowledge work Davenport – Thinking or a Living要点四:Communication, Team Work & ESNESNContext and AwarenessSynchronous and Asynchronous communicationNetwork Measures – CentralityDegrees, Betweeness and ClosenessConnection: Context and AwarenessContext and awareness are important considerations inimproving a person’s connectivity.Awareness Situational & Peripheral Awareness Synchronous and Asynchronous Using Technology to support tasksWhy communication is importantMost businesses work with other businesses to trade and to exchange ideasIndividuals connect with each other to exchange knowledge, come up with ideas and develop new productsDifferent connections are needed for different kinds of workOne purpose of communication Getting ideas Assessing ideasBuild and commercializeNetwork measures (for interest)DegreesIn the example, Susan’s node is the most active node in the network.Common sense: "the more connections, the better." – This is not always so. What really matters is wherethose connections lead to and how they connect the otherwise unconnected! – Susan has connections only to others in herimmediate cluster -- her clique. She connects only those who are already connected to each other. Measures the network activity for a node“Degrees” is the number of direct connections a node has.Whose node has the most direct connections in the network is considered the most active node in the network. ClosenessSarah and Steven have fewer connections than Susan, yet the pattern of their direct and indirect ties allow them to access all the nodes in the network more quickly than anyone else.They have the shortest paths to all others -- they are close to everyone else.They are in an excellent position to monitor the information flow in the network. They have the best visibility into what is happening in the network.People who areclosetoothershave greater ability to influence the whole network BetweennessClaudia plays a powerful role in the network Claudia is a single point of failure.– Without her, Ben and Jennifer would be cut off frominformation and knowledge in Susan's cluster.A node with high betweenness has great influence over what flows in the network.Many shortest paths go through ClaudiaIt is in a position to coordinate other people’s activities While Susan has many direct ties, Claudia has few direct connections -- fewer than the average in the network. Claudia has a specific location in the networkshe is a boundary spanner and plays the role of 'broker' she is between two important parts of the network. 要点五：• 价值链（定义 图示） • 供应链（定义 图示） • 价值链与供应链的关系 Value ChainSupply Chain要点六：Culture and OrganizationCulture–values, norms and artifacts/ Models ofCulture/ Organisational Cuture Theory/ Iceberg andOnion model/ Globalisation, Challenges and Successes/Impact of Collaboration/ Collaboration tools/ ConflictResolution/ Evaluation – SWOT and Value analysisCultureGeert Hofstede’s Study霍夫斯泰德研究成果权力距离：存在分离开管理者与雇员的强大而又合法的决策权力的信念。