Edrftgyihu jiuh
Information Technology for
Management Advancing Sustainable
ST
Profitable Business Growth 11th Edition
SOLUTIONS
UV
IA
MANUAL
_A
Efraim Turban
PP
Carol Pollard
Gregory Wood
────────────────────────────────────────────────────
RO
Comprehensive Solutions Manual for Instructors
and Students
VE
© Efraim Turban, Carol Pollard & Gregory Wood. All
rights reserved. Reproduction or distribution without
permission is prohibited.
D?
||| ||| || ||| || | || ||| | || ||| |
9781118890790
© Medgeek
, Edrftgyihu Manual
Solutions jiuh — Information Technology for Management: Advancing
Sustainable, Profitable Business Growth, 11th Edition — Turban, Pollard,
and Wood
Description
This solutions manual corresponds to the 11th edition of Information
ST
Technology for Management: Advancing Sustainable, Profitable Business
Growth by Efraim Turban, Carol Pollard, and Gregory Wood. It follows the
official textbook structure and supports instruction in information systems, data
analytics, networking, cybersecurity, e-commerce, enterprise systems, IT
UV
strategy, systems development, and ethical, sustainable technology management.
Table of Contents
Chapter 1: Disruptive IT Impacts Companies, Competition, and Careers
Chapter 2: Information Systems, IT Architecture, Data Governance, and Cloud
IA
Computing
Chapter 3: Data Management, Data Analytics, and Business Intelligence
Chapter 4: Networks, Collaborative Technology, and the Internet of Things
Chapter 5: Cybersecurity and Risk Management Technology
_A
Chapter 6: Search, Semantic, and Recommendation Technology
Chapter 7: Web 2.0 and Social Technology
Chapter 8: Retail, E-Commerce, and Mobile Commerce Technology
Chapter 9: Functional Business Systems
PP
Chapter 10: Enterprise Systems
Chapter 11: Data Visualization and Geographic Information Systems
Chapter 12: IT Strategy, Sourcing, and Strategic Technology Trends
Chapter 13: Systems Development and Project Management
RO
Chapter 14: IT Ethics, Privacy, and Sustainability
VE
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© Medgeek
, CHAPTER 1
Disruptive IT Impacts Companies, Competition and Careers
IT at Work
IT at Work 1.1
ST
1. How did Fitbit manage to take the title of biggest selling manufacturer of wearable
technology tech and sustain it?
UV
Fitbit disrupted the health and fitness industry when they brought to market a smart-
connected wearable activity tracker that fits effortlessly into users’ life styles and thus
launched an industry and propelled themselves to market leader. Within five years, Fitbit
managed to take the title of biggest selling manufacturer of wearable tech when it sold 21
million devices in one year.
IA
2. What could other companies who produce fitness trackers do to challenge Fitbit in the
marketplace?
Answers may vary. Other companies may focus on cost to target a low-end market with
_A
inexpensive products while others may focus on product development to enhance the
capability and features of their device to maintain or grow respective market shares.
3. What other features do you think consumers would like Fitbit to incorporate into its’
fitness tracker to further improve it? How would consumers and Fitbit benefit from
these improvements?
PP
Answers may vary. Features could include feedback on movements to improve
performance (as with time-motion studies) and alerting workers when they have had too
much repetitive movement or not enough movement for good health (as in a sedentary
job). Additional features might include the ability to monitor heart rate and sleep activity,
RO
waterproof devices that can be worn in the shower or pool, advanced personal training
features, relaxation tools and integration with social networks.
VE
IT at Work 1.2
1. What are two reasons why Zulpo had trouble finding qualified IT talent?
First, finding the talent and determining if they have the necessary skills and experience
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and second, finding the qualified talent at a time when very few IT workers are out of
, work. The unemployment rate for tech workers is about 2%, according to reports on
recent data from the U.S. Bureau of Labor Statistics (Bureau of Labor Statistics 2016).
2. What type of position(s) was Zulpo trying to fill?
A senior project manager, a network analyst and a help desk worker.
3. What methods would you recommend to Zulpo help him in his efforts to recruit new IT
personnel?
Answers may vary. Provided competitive benefits such as a signing bonus, additional paid
ST
time off, flexible work schedule or work-from-home days.
Review Questions
UV
1.1 Doing Business in the On-Demand Economy
1. What precipitated the on-demand economy?
Answers may vary. Years of technological innovation and a change in consumer behavior
IA
laid the foundation for an on-demand economy. As technology companies have become
more digitized, they are looking for ways to bring together consumers and providers of
products and services focusing on speed, ease and convenience. A low barrier to enter the
_A
on-demand economy enables competition and growth.
2. How is IT contributing to the success of the on-demand economy?
Answers may vary. The proliferation of smartphone-connected consumers, simple and
secure purchase flows and location-based services are market conditions and
PP
technological innovations that propel the on-demand economy forward. Companies are
focused on the strategic use of technology platforms that consist of hardware, software,
and networks that provide connectivity for diverse transactions, such as ordering,
tracking, user authentication, and payments.
RO
3. List the six IT business objectives.
1) Product development
2) Stakeholder integration
3) Process improvement
4) Cost efficiencies
VE
5) Competitive advantages
6) Globalization
4. What are the key strategic and tactical questions that determine an organization’s
profitability and management performance?
• Strategic direction:
D?
o What do we do?
o What is our direction?
Information Technology for
Management Advancing Sustainable
ST
Profitable Business Growth 11th Edition
SOLUTIONS
UV
IA
MANUAL
_A
Efraim Turban
PP
Carol Pollard
Gregory Wood
────────────────────────────────────────────────────
RO
Comprehensive Solutions Manual for Instructors
and Students
VE
© Efraim Turban, Carol Pollard & Gregory Wood. All
rights reserved. Reproduction or distribution without
permission is prohibited.
D?
||| ||| || ||| || | || ||| | || ||| |
9781118890790
© Medgeek
, Edrftgyihu Manual
Solutions jiuh — Information Technology for Management: Advancing
Sustainable, Profitable Business Growth, 11th Edition — Turban, Pollard,
and Wood
Description
This solutions manual corresponds to the 11th edition of Information
ST
Technology for Management: Advancing Sustainable, Profitable Business
Growth by Efraim Turban, Carol Pollard, and Gregory Wood. It follows the
official textbook structure and supports instruction in information systems, data
analytics, networking, cybersecurity, e-commerce, enterprise systems, IT
UV
strategy, systems development, and ethical, sustainable technology management.
Table of Contents
Chapter 1: Disruptive IT Impacts Companies, Competition, and Careers
Chapter 2: Information Systems, IT Architecture, Data Governance, and Cloud
IA
Computing
Chapter 3: Data Management, Data Analytics, and Business Intelligence
Chapter 4: Networks, Collaborative Technology, and the Internet of Things
Chapter 5: Cybersecurity and Risk Management Technology
_A
Chapter 6: Search, Semantic, and Recommendation Technology
Chapter 7: Web 2.0 and Social Technology
Chapter 8: Retail, E-Commerce, and Mobile Commerce Technology
Chapter 9: Functional Business Systems
PP
Chapter 10: Enterprise Systems
Chapter 11: Data Visualization and Geographic Information Systems
Chapter 12: IT Strategy, Sourcing, and Strategic Technology Trends
Chapter 13: Systems Development and Project Management
RO
Chapter 14: IT Ethics, Privacy, and Sustainability
VE
D?
© Medgeek
, CHAPTER 1
Disruptive IT Impacts Companies, Competition and Careers
IT at Work
IT at Work 1.1
ST
1. How did Fitbit manage to take the title of biggest selling manufacturer of wearable
technology tech and sustain it?
UV
Fitbit disrupted the health and fitness industry when they brought to market a smart-
connected wearable activity tracker that fits effortlessly into users’ life styles and thus
launched an industry and propelled themselves to market leader. Within five years, Fitbit
managed to take the title of biggest selling manufacturer of wearable tech when it sold 21
million devices in one year.
IA
2. What could other companies who produce fitness trackers do to challenge Fitbit in the
marketplace?
Answers may vary. Other companies may focus on cost to target a low-end market with
_A
inexpensive products while others may focus on product development to enhance the
capability and features of their device to maintain or grow respective market shares.
3. What other features do you think consumers would like Fitbit to incorporate into its’
fitness tracker to further improve it? How would consumers and Fitbit benefit from
these improvements?
PP
Answers may vary. Features could include feedback on movements to improve
performance (as with time-motion studies) and alerting workers when they have had too
much repetitive movement or not enough movement for good health (as in a sedentary
job). Additional features might include the ability to monitor heart rate and sleep activity,
RO
waterproof devices that can be worn in the shower or pool, advanced personal training
features, relaxation tools and integration with social networks.
VE
IT at Work 1.2
1. What are two reasons why Zulpo had trouble finding qualified IT talent?
First, finding the talent and determining if they have the necessary skills and experience
D?
and second, finding the qualified talent at a time when very few IT workers are out of
, work. The unemployment rate for tech workers is about 2%, according to reports on
recent data from the U.S. Bureau of Labor Statistics (Bureau of Labor Statistics 2016).
2. What type of position(s) was Zulpo trying to fill?
A senior project manager, a network analyst and a help desk worker.
3. What methods would you recommend to Zulpo help him in his efforts to recruit new IT
personnel?
Answers may vary. Provided competitive benefits such as a signing bonus, additional paid
ST
time off, flexible work schedule or work-from-home days.
Review Questions
UV
1.1 Doing Business in the On-Demand Economy
1. What precipitated the on-demand economy?
Answers may vary. Years of technological innovation and a change in consumer behavior
IA
laid the foundation for an on-demand economy. As technology companies have become
more digitized, they are looking for ways to bring together consumers and providers of
products and services focusing on speed, ease and convenience. A low barrier to enter the
_A
on-demand economy enables competition and growth.
2. How is IT contributing to the success of the on-demand economy?
Answers may vary. The proliferation of smartphone-connected consumers, simple and
secure purchase flows and location-based services are market conditions and
PP
technological innovations that propel the on-demand economy forward. Companies are
focused on the strategic use of technology platforms that consist of hardware, software,
and networks that provide connectivity for diverse transactions, such as ordering,
tracking, user authentication, and payments.
RO
3. List the six IT business objectives.
1) Product development
2) Stakeholder integration
3) Process improvement
4) Cost efficiencies
VE
5) Competitive advantages
6) Globalization
4. What are the key strategic and tactical questions that determine an organization’s
profitability and management performance?
• Strategic direction:
D?
o What do we do?
o What is our direction?
