Management and Information Systems

Describe different requirements for information by managers in organizations today. 

     Executives require information to support unstructured decisions related to strategic planning. Much of this information is derived from external sources, and it relates to economic, political, social, and competitive issues. General networks and telecommunication systems that access public data bases, bring together geographically dispersed offices, and provide industrial  information are therefore important to executives. Middle managers have less abstract decisions to consider, though these decisions are not concrete and programmed like operational decisions. Therefore, middle managers require information that can be used in statistical models, such as predictive reports, and information derived from operating summaries. Decision support systems&-&-once thought of as executive tools&-have become important for middle managers, who use data from operating summaries to simulate near&-term conditions and model alternative decisions. Operating managers need immediate feedback on activities, and are concerned with concrete, programmed decisions. Ideally,information systems provide them with "real&-time" reports. 

Distinguish between the types of information systems and their  organizational uses.

     Transaction processing systems (TPS) record, sort, and process data that require repetitive calculations. TPS are most efficient when large amounts of data must be processed, such as payroll checks, and data are used to create various reports for managerial controls over transactions. Office information systems (0AS) are designed to improve office efficiency using electronically integrated tools such as word processors, facsimile machines, data storage and retrieval systems, and applications tailored to forms and filing. OAS seldom generate new data, but provide efficient ways to organize information for better productivity. Decision support systems (DSS) allow managers to access central databases, selectively using and analyzing information without direct assistance by MIS staff. Managers use applications software to create their own models of data analysis and reports. DSS are valuable tools because managers can work privately and at their own pace without resorting to expensive centralized MIS projects. Client systems (G/SS) are based on networks of work stations that are themselves linked to broader networks. The C/SS concept is to lead software and data "off&-system" to local independent users, giving them the computing power and breadth of access currently restricted to central systems. Expert systems (ES) mimic the thinking of human experts by using models of expert decisions and stored knowledge. ES programs use logical if&-then arguments to compute probable solutions to organization problems. ES are valuable because they can access prodigious amounts of information and perform extraordinary analyses faster than is humanly possible, but they do not create or think in human terms. Artificial intelligence (AI) involves computing technologies that allow machines to emulate the way a human brain processes information. AI is not yet a reality, but when it evolves, it will be able to engage in "error&-learning" processes similar to those human reasoning engages in.

Explain the components of an MIS and why it is a service within a company.

     The five components of MIS are hardware, software, people, procedures, and data. Consequently, merely having an exotic array of machinery does not constitute a system, nor does any other component or incomplete combination of components. Too often the "human" element of the end user is ignored with designing a system, and the result is an expensive grouping of technology with exquisite capabilities that is of little use to the person (or purpose) for which it was designed. This is such a problem that MIS has begun to transform itself as a field into a "client service," designing services for human users and designing systems in conjunction with their end users. This is a major change is MIS philosophy, and with its acceptance has come a pervasive change in relationships and how MIS are organized and managed.

Discuss how information technology has changed human relationships in organizations.

     The act of distributing information resources and altering responsibilities for computer processing has led to disassociation as individuals become isolated at their work stations. This trend is most notable where various forms of telecommunications allow remote "meetings" and activities such as teleconferences or network electronic communications that eliminate the need for human interaction. On the other hand, the efficiencies generated by these systems have improved company and global communications. In addition new systems called "groupware" allow people to work jointly on single programs, thereby helping to bring work groups together and improve their coordination. PCs, however, have made people and teams more autonomous and new organizational structures are evolving around team concepts. One of these, called "cluster" organizations, involve consolidating team&-based work cells or activities around common responsibilities and information centers.