1. If I were the manager of the branch, the specific components of the Information System (IS) that I would consider in addressing the connectivity issue with the central bank system are:

a) Hardware: I would assess the computers being used by the tellers and staff members to ensure they meet the necessary technical requirements for connecting to the central bank system. This would involve checking the hardware specifications, network connectivity, and any potential hardware malfunctions.

b) Software: I would evaluate the software being used on the computers to ensure they are compatible with the central bank system. This would involve checking the operating system, network protocols, and any necessary software updates or patches.

c) Network: I would examine the network infrastructure within the branch to identify any potential issues that may be causing the connectivity problem. This would involve checking the network cables, routers, switches, and any network configuration settings.

d) Security: I would also consider the security measures in place to protect the connection between the branch computers and the central bank system. This would involve assessing the firewall settings, antivirus software, and any potential security breaches or vulnerabilities.

1. The dimensions of impacts of 15 in organization being referred to in this context are the 15 dimensions of service quality. These dimensions include reliability, responsiveness, assurance, empathy, tangibles, access, communication, credibility, competence, courtesy, credibility, convenience, customization, consistency, and cost-effectiveness. By delivering services that are specifically designed based on individual customer preferences, managers are addressing the dimension of customization, which focuses on tailoring services to meet the unique needs and preferences of customers. This approach helps in retaining customers for a longer period of time by providing them with personalized and satisfactory experiences.

2. The two specific competitive strategies that can be considered based on the description provided are:

a) Product Differentiation: The private banking industry in Ethiopia has come up with a product called PSS (Payment Switching System) that enables customers to access services from ATMs of multiple banks that are members of PSS. This strategy differentiates the private banks from their competitors by offering a unique and convenient service that is not available in other banks. By providing access to a wider network of ATMs, the private banks are able to attract and retain customers who value the convenience and flexibility offered by the PSS product.

b) Strategic Alliances: The establishment of the PSS product involves collaboration and partnership between multiple banks. This indicates the use of a strategic alliance as a competitive strategy. By joining forces and pooling their resources, the private banks are able to create a network of ATMs that offers greater coverage and accessibility to customers. This strategic alliance helps the banks to compete effectively against other banks in the industry and provide a differentiated service to their customers.

1. The types of information systems that employees at different parts of the management pyramid can use will vary depending on the specific organization of interest. However, in a general sense, the following information systems can be aligned with different levels of the management pyramid:

a) Operational Level: At the operational level, employees typically use transaction processing systems (TPS) to record and process day-to-day transactions and operational activities. These systems provide real-time data and support routine decision-making processes.

b) Middle Management Level: At the middle management level, employees use management information systems (MIS) to generate reports and analyze data for decision-making purposes. MIS provide summarized and structured information to support tactical and operational decision-making.

c) Strategic Management Level: At the strategic management level, employees use executive support systems (ESS) or decision support systems (DSS) to analyze complex and unstructured data for strategic decision-making. These systems provide access to external and internal data, as well as advanced analytical tools to support long-term planning and strategic initiatives.

It is important to note that the specific information systems used by employees at different levels of the management pyramid may vary depending on the organization and its industry.