Management Information

Systems
 Overview
MANAGEMENT CHALLENGES
WHY INFORMATION SYSTEMS?
CONTEMPORARY APPROACHES TO
INFORMATION SYSTEMS
NEW ROLE OF INFO SYSTEMS IN
ORGANIZATIONS
LEARNING TO USE INFO SYSTEMS: NEW
OPPORTUNITIES WITH TECHNOLOGY

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 GLOBALIZATION
MANAGEMENT & CONTROL
COMPETITION IN WORLD MARKETS
GLOBAL WORK GROUPS
GLOBAL DELIVERY SYSTEMS

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 TRANSFORMATION
KNOWLEDGE-BASED ECONOMIES
PRODUCTIVITY
NEW PRODUCTS & SERVICES
KNOWLEDGE AS AN ASSET
TIME-BASED COMPETITION
SHORTER PRODUCT LIFE
TURBULENT ENVIRONMENT
LIMITED EMPLOYEE

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 TRANSFORMATION OF ENTERPRISE
FLATTENING
DECENTRALIZATION
FLEXIBILITY
LOCATION INDEPENDENCE
LOW TRANSACTION COSTS
EMPOWERMENT
COLLABORATIVE WORK

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 SOCIOTECHNICAL PERSPECTIVE

OPTIMIZE SYSTEM PERFORMANCE:

TECHNOLOGY & ORGANIZATION

MUTUALLY ADJUST TO ONE ANOTHER
UNTIL FIT IS SATISFACTORY

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 NEW OPTIONS FOR
ORGANIZATIONAL DESIGN:
FLATTENING ORGANIZATIONS
SEPARATING WORK FROM LOCATION
REORGANIZING WORK-FLOWS
INCREASING FLEXIBILITY
REDEFINING ORGANIZATIONAL
BOUNDARIES

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 THE CHANGING MANAGEMENT
PROCESS:
ELECTRONIC COMMERCE
ELECTRONIC BUSINESS
ELECTRONIC MARKET

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 CHALLENGE OF INFO SYSTEMS

STRATEGIC: COMPETITIVE & EFFECTIVE

GLOBALIZATION: MULTINATIONAL INFO
INFO ARCHITECTURE: SUPPORT GOALS
INVESTMENT: VALUE OF INFORMATION
RESPONSIBILITY & CONTROL: ETHICS

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 Technology and Industrial
Revolution Overview:
Pre-industrial revolution Exploit material
Industrial revolution Exploit energy
Post-industrial revolution Exploit information
Substitution of knowledge for manual labour is
the greatest change in the history of work Peter
Drucker in Rise of Knowledge Worker

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 Introductory Framework
Importance of MIS:
Decision making (rational) managerial function
Reliable, timely info essential
MIS a logical, well-structured method of info
collection, processing, and disseminating to
decision-makers
Era of liberalization and globalization
Era of computers and IT
MIS nerve center
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 Provides MI at various levels of decision-making
Often not adequately planned for provides
inaccurate, irrelevant, or obsolete info
Was unrecognized, but vital
Now business and management have grown to
unprecedented levels of complexity
Environmental pressures necessitates that info be
an important resource
Managers are transducers transfer info to
decisions
Computer based Management Info Systems
(CBMIS) organizations cannot survive without

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 MIS A concept:
Management
Koontz Art of getting things done through
and with the people in formally organized
groups

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 Managerial functions:
Planning
Organizing
Staffing
Directing
Control

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 Planning
Process of foreseeing the future
What, when, who, how, where, why
Setting goals and objectives
Lay down policies, procedures, budgets,
strategies, programmes and schedules, to
achieve the plans

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 Organizing
Process of identifying the entire job
Dividing the job into convenient subtasks
Allocating subtasks to persons/groups
Delegating authority, for effective operation
and achievement of goals

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 Staffing
Right person at the right job
Define job requirements people perspective
Select suitable person/s for the positions
Training and development (?)
Organizing vis--vis Staffing (?)
Job-orientation vs. person-orientation

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 Directing
Issuing commands classical view
Modern philosophy
Communication
Motivation
Leadership
People have to be guided, motivated and led by
the MANAGER

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 Controlling
Controlling and planning two sides of the
same coin
Ensures that activities are performed as per
plans
Fixing standards of work measurements
Measurement of actual performance
Taking corrective measures
Decision-making is the essence of
management

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 Management hierarchy:
Robert Anthony 3 levels of business activities
Strategic management (Top management)
Exploring different markets, formulating policies,
plans and budgets
Management control (Middle management)
Facilitator role; scheduling, monitoring
Operational control (Operating management)
Process and control the basic products and services
Raw matl procurement, selling of products,
physical recording and posting of cheques
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Interaction amongst the 3 levels:
Policies, plans, objectives and budgets of Top
management
Passed to middle mngt as Revenue, cost, profit
goals
Review and agreement
Middle mngt issues specific schedules and
operating goals along with yardsticks of
measurement
Operating mngt produce goods and services to
meet the revenue and profit goals

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 Information
Processed data, presented in a form which
assists decision-makers
May contain an element of surprise, reduce
uncertainty
May provoke a manager to initiate action
Data and Info relative concepts
Recency
Producer-consumer relationship
Often used interchangeably
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 Info needs of different levels:
According to J. Kanter (1996)
Top Management
Unstructured
Non-programmed
Futuristic
Approximate
External

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 Operating Management:
Structured
Programmed
Historical
Exact
Internal

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 New perspective of Information:
MIS = MI + S
MIS must provide MI to managers for decision-
making
MI quality info
Timeliness
Accuracy
Completeness
Adequacy
Explicitness
MI a subset of the entire available info
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 System
A set of interconnected elements to achieve
a common objective
Elements are interrelated and
interdependent
Composed of sub-systems, which in turn
may be made up of other subsystems
The set of elements may be: Input(s),
Process(es), or output(s)
Info system converts data into information
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 Cybernetic systems self-regulating, self-
monitoring (feedback and control elements
attached)
A system cannot exist in vacuum
It exists and functions in an environment,
separated by its boundary
Several systems may share the same environment
Some systems may be connected by a shared
boundary
Open system: interacts with its environment,
exchanges inputs and outputs
Closed systems: do not interact, or exchange any
inputs or outputs with its environment

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 MIS: A Definition:
An MIS is
An integrated (computer-based) user-machine
system
For providing information
To support decision-making functions
In an organization

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 The system utilizes:
Computer hardware and software
Manual procedures
Models for decision-making, and
A database

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 Interdisciplinary Nature:
Borrowed concepts from:
Computer science
Accounting
Operations Research
Management sciences

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 MIS Characteristics:
System approach
Takes Comprehensive view in the light of its
objective
Management oriented
Top down approach followed
Derived from the overall business objectives
Need based
Caters to info needs at different levels
Exception based
Exception based reporting principle 31
 Futuristic
On the basis of projections
Integrated
Blends info from several operational areas
Common data flows
Should avoid data duplication and redundancy
Long term basis
Strive to be futuristic
Divide and conquer
Use partitioning into subsystems
Central database
Let subsystems access the master data
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 MIS Functions:
Data capturing
Processing of data
Storage
Retrieval
Dissemination of MI finished product of
MIS

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