1. What are the main components of network?

Write a detailed note on the advantages of

networks.
Answer
In order to set up a home Ethernet or wireless network, you will need the components
listed below. All of the components are used in both wired and wireless networks, except
Ethernet cable which is only used in wired networks. This section also gives an overview
of the components needed to set up different sized home networks.
Network Interface Card (NIC) - The best means of connecting a computer to a network is
through a Network Interface Card (NIC). A NIC will allow a computer to send and receive
electrical or radio signals in a manner that other computers can understand. Most modern
computers come with Ethernet NICs installed by default. Laptops usually even come with wireless
NICs. If your computer does not already have a NIC, you can purchase one from your local
computer supply store. Before you buy a NIC, make sure you have decided whether you are
going to create a wireless or Ethernet network.
Hub - In order to connect more than two computers together, a device that distributes packets, or
blocks of data, must be used. A hub is the most basic of these devices. When a computer
connected to a network makes a request for data from another computer, that request will be sent
to the hub. The hub will then send that request to every computer it is connected to, including the
originating computer. Most of the computers on the network will ignore the request. The computer
that the request is being sent to will accept the data packet and send out a reply packet. The
reply packet will then be sent to every computer by the hub. One problem with hubs is that they
often cause collisions between packets. As a result, data is lost in transmission and must be re-
sent.
Switch - A switch is a device that distributes packets, or blocks of data, between computers in a
network. Switches function in a similar fashion to hubs, but are much more efficient. A switch can
send a packet directly to a specific destination, instead of sending it to every computer in a
network.
Router - A router is a device that joins two different networks together. Home networks usually
employ routers to connect to the Internet. The majority of routers contain a switch within them so
that all of the computers on a network can communicate.
Modem - A modem is a device that allows you to connect to your Internet service provider and
browse the Internet. Because modems only provide one IP address each, the best way to use a
high-speed modem is to share its services among computers.
Ethernet Cable - To set up a wired network, Ethernet cables are needed that allow the
transmission of data from one networked device to another. Category 5 (Cat 5) cable is one of the
most common types of Ethernet cable. When connecting computers to a network, one end of the
Cat 5 cable is plugged into the computer’s NIC and the other is plugged into the hub, switch, or
router.
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ADVANTAGES OF NETWORKS

File Sharing: Networks offer a quick and easy way to share files directly. Instead of using a disk
or USB key to carry files from one computer or office to another, you can share files directly using
a network.
Software Cost and Management: Many popular software products are available for networks at
a substantial savings in comparison to buying individually licensed copied for all of your
computers. You can also load software on only the file server which saves time compared to
installing and tracking files on independent computers. Upgrades are also easier because
changes only have to be done once on the file server instead of on individual workstations.
Security: Specific directories can be password protected to limit access to authorized users.
Also, files and programs on a network can be designated as "copy inhibit" so you don’t have to
worry about the illegal copying of programs.
Resource Sharing: All computers in the network can share resources such as printers, fax
machines, modems, and scanners.
Communication: Even outside of the internet, those on the network can communicate with each
other via electronic mail over the network system. When connected to the internet, network users
can communicate with people around the world via the network.
Flexible Access: Networks allow their users to access files from computers throughout the
network. This means that a user can begin work on a project on one computer and finish up on
another. Multiple users can also collaborate on the same project through the network.
Workgroup Computing: Workgroup software like Microsoft BackOffice enables many users to
contribute to a document concurrently. This allows for interactive teamwork.

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2. What are the main features of an MIS? Discuss the main reasons for success and failure
of
an information system?
Answer
The primary features of MIS include:
? permissions-based data entry
? Strategic plans, measures, and evaluations
? Custom-built reports with viewing permissions
? Server configured to protect data privacy

==============================================================
THE SUCCESS/ FAILURE OF MIS DEPENDS ON TWO FACTORS.

1.MIS developers

-done a through needs analysis for information requirements.

-tailor the information system for the organization requirements.
-user friendly.

2.USERS
-all managers/ staff are well trained to use the information.
-the benefits are evaluated.

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3. Visit some of the organizations to identify the information systems used for better
management. Suggest the ways and means for the improvement.

Answer

information systems used for better management.

Applications of MIS
With computers being as ubiquitous as they are today, there's hardly any large business that
does not rely extensively on their IT systems.

However, there are several specific fields in which MIS has become invaluable.

* Strategy Support

While computers cannot create business strategies by themselves they can assist management
in understanding the effects of their strategies, and help enable effective decision-making.

MIS systems can be used to transform data into information useful for decision making.
Computers can provide financial statements and performance reports to assist in the planning,
monitoring and implementation of strategy.

MIS systems provide a valuable function in that they can collate into coherent reports
unmanageable volumes of data that would otherwise be broadly useless to decision makers. By
studying these reports decision-makers can identify patterns and trends that would have
remained unseen if the raw data were consulted manually.

MIS systems can also use these raw data to run simulations – hypothetical scenarios that answer
a range of ‘what if’ questions regarding alterations in strategy. For instance, MIS systems can
provide predictions about the effect on sales that an alteration in price would have on a product.
These Decision Support Systems (DSS) enable more informed decision making within an
enterprise than would be possible without MIS systems.

* Data Processing

Not only do MIS systems allow for the collation of vast amounts of business data, but they also
provide a valuable time saving benefit to the workforce. Where in the past business information
had to be manually processed for filing and analysis it can now be entered quickly and easily onto
a computer by a data processor, allowing for faster decision making and quicker reflexes for the
enterprise as a whole.
Management by Objectives

While MIS systems are extremely useful in generating statistical reports and data analysis they
can also be of use as a Management by Objectives (MBO) tool.

MBO is a management process by which managers and subordinates agree upon a series of
objectives for the subordinate to attempt to achieve within a set time frame. Objectives are set
using the SMART ratio: that is, objectives should be Specific, Measurable, Agreed, Realistic and
Time-Specific.

The aim of these objectives is to provide a set of key performance indicators by which an
enterprise can judge the performance of an employee or project. The success of any MBO
objective depends upon the continuous tracking of progress.

In tracking this performance it can be extremely useful to make use of an MIS system. Since all
SMART objectives are by definition measurable they can be tracked through the generation of
management reports to be analysed by decision-makers.

Benefits of MIS

The field of MIS can deliver a great many benefits to enterprises in every industry. Expert
organisations such as the Institute of MIS along with peer reviewed journals such as MIS
Quarterly continue to find and report new ways to use MIS to achieve business objectives.

Core Competencies

Every market leading enterprise will have at least one core competency – that is, a function they
perform better than their competition. By building an exceptional management information system
into the enterprise it is possible to push out ahead of the competition. MIS systems provide the
tools necessary to gain a better understanding of the market as well as a better understanding of
the enterprise itself.

Enhance Supply Chain Management

Improved reporting of business processes leads inevitably to a more streamlined production

process. With better information on the production process comes the ability to improve the
management of the supply chain, including everything from the sourcing of materials to the
manufacturing and distribution of the finished product.

Quick Reflexes

As a corollary to improved supply chain management comes an improved ability to react to

changes in the market. Better MIS systems enable an enterprise to react more quickly to their
environment, enabling them to push out ahead of the competition and produce a better service
and a larger piece of the pie.

Further information about MIS can be found at the Bentley College Journal of MIS and the US
Treasury’s MIS handbook, and an example of an organisational MIS division can be found at the
Department of Social Services for the state of Connecticut.

SUGGESTION FOR IMPROVEMENT.

1.CONDUCT STRATEGIC PLANNING ANNUALLY.
2.LINK IT WITH THE '' BALANCED SCORECARD'' FOR MONITORING AND
EVALUATION.
=========================================================
4. Which form of organizational change requires business processes to be analyzed,
simplified
and redesign?

Major Types of Organizational Change

Typically, the phrase “organizational change” is about a significant change in the organization,
such
as reorganization or adding a major new product or service. This is in contrast to smaller
changes,
such as adopting a new computer procedure. Organizational change can seem like such a vague
phenomena that it is helpful if you can think of change in terms of various dimensions as
described
below.

Organization-wide Versus Subsystem Change

Examples of organization-wide change might be a major restructuring, collaboration or
“rightsizing.”
Usually, organizations must undertake organization-wide change to evolve to a different
level in their life cycle, for example, going from a highly reactive, entrepreneurial organization to
one that has a more stable and planned development. Experts assert that successful
organizational
change requires a change in culture – cultural change is another example of organization-wide
change.
Examples of a change in a subsystem might include addition or removal of a product or service,
reorganization of a certain department, or implementation of a new process to deliver products or
services.

Transformational Versus Incremental Change

An example of transformational (or radical, fundamental) change might be changing an
organization’s structure and culture from the traditional top-down, hierarchical structure to a large
amount of self-directing teams. Another example might be Business Process Re-engineering,
which
tries to take apart (at least on paper, at first) the major parts and processes of the organization
and
then put them back together in a more optimal fashion. Transformational change is sometimes
referred to as quantum change.
Examples of incremental change might include continuous improvement as a quality
management
process or implementation of new computer system to increase efficiencies. Many times,
organizations experience incremental change and its leaders do not recognize the change as
such.

Remedial Versus Developmental Change

Change can be intended to remedy current situations, for example, to improve the poor
performance
of a product or the entire organization, reduce burnout in the workplace, help the organization to
become much more proactive and less reactive, or address large budget deficits. Remedial
projects
often seem more focused and urgent because they are addressing a current, major problem. It is
often easier to determine the success of these projects because the problem is solved or not.

Change can also be developmental – to make a successful situation even more successful, for
example, expand the amount of customers served, or duplicate successful products or services.

Developmental projects can seem more general and vague than remedial, depending on how
specific
goals are and how important it is for members of the organization to achieve those goals.

Some people might have different perceptions of what is a remedial change versus a
developmental
change. They might see that if developmental changes are not made soon, there will be need for
remedial changes. Also, organizations may recognize current remedial issues and then establish
a
developmental vision to address the issues. In those situations, projects are still remedial
because
they were conducted primarily to address current issues.

Unplanned Versus Planned Change

Unplanned change usually occurs because of a major, sudden surprise to the organization, which
causes its members to respond in a highly reactive and disorganized fashion. Unplanned change
might occur when the Chief Executive Officer suddenly leaves the organization, significant public
relations problems occur, poor product performance quickly results in loss of customers, or other
disruptive situations arise.

Planned change occurs when leaders in the organization recognize the need for a major change
and
proactively organize a plan to accomplish the change. Planned change occurs with successful
implementation of a Strategic Plan, plan for reorganization, or other implementation of a change
of
this magnitude.

Note that planned change, even though based on a proactive and well-done plan, often does not
occur in a highly organized fashion. Instead, planned change tends to occur in more of a chaotic
and
disruptive fashion than expected by participants.

There are two strategies, which we can combine, for moving forward;
a) Reinforce the vision of the future.
Do everything we can, to keep the vision of where we want to get to, crystal clear in our minds.
Reduce ambiguity.
Emphasize benefits.
Create visual reminders of the goal.
Identify clearly what must change and what can remain the same.
Have you ever noticed how someone obsessed with a goal, ignores every obstacle put in their
path?
b) Minimize the pain of the transition.
The pain of transition can become an insurmountable hurdle; anything we can do to reduce the
pain, makes it more likely we'll stay the course.
Create a support structure.
Have a plan of action to reduce the chaos.
Celebrate every little success.
Reward effort, even when the results weren't perfect.
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5. It is said, “Information and communication are most of the time complementary and
sometimes supplymetary to each other” Elaborate!

1.INFORMATION AND COMMUNICATION ARE COMPLEMENTARY,

BECAUSE IT SERVES TO COMPLETE THE TASK.

IF WE TAKE THE STRATEGIC PLANNING PROCESS,

AND SEE HOW THE INFORMATION SUPPLEMENTS THE
COMMUNICATION AND ENABLES TO COMPLETE THE TASK.

. Key elements of the strategic planning process.

1. External Assessment [communication ]

Areas for opportunities and threats [information ]

* Markets [ what is the market situation, which is forcing the change requirements
*Customers [ how can service the customer -internal / external -better .
* Industry [ is the industry trend ]
* Competition [ is it the competitive situation
*Factors of business [ causing the change]
* Technology [ is it technology change ]

2. Internal Assessment [ communication ]

Areas for strengths, weaknesses, and barriers to success [ information ]

ORGANIZATION DIMENSIONS [ communication]

[INFORMATION]
*Culture [ is the working culture change ]
* Organization [ is the organization demanding change ]
* Systems [ is it the systems change ]
* Management practices [ change in managemement process]
OTHER KEY DIMENSIONS [ COMMUNICATION]

[INFORMATION ]

*Cost-efficiency[ is it for cost efficiency ]

* Financial performance [ is it for financial performance improvement ]
* Quality [ is it for quality performance improvement
*Service [ is it for service performance improvement
*Technology[ is it for technology performance improvement
* Market segments [ is it for sales performance improvement
* Innovation[ is it for performance improvement
*new products[ is it for new product performance improvement
*Asset condition[ is it for financial performance improvement
*productivity[ is it for financial performance improvement

3. Source Strategic objectives and programs [COMMUNICATION]

The critical issues that must be addressed if the organization

Is to succeed

[ INFORMATION ]

Strengths
Weaknesses
Opportunities
Threat

PRIORITY ISSUES [ COMMUNICATION ]

FROM THE ABOVE , DETERMINE THE CORE ISSUES

WHICH NEEDS TO SOLVED WITH YOUR INVESTMENT.

STRATEGIC PROGRAMS [ COMMUNICATION ]

FROM THE ABOVE CORE ISSUES , DETERMINE YOUR

STRATEGIC PROGRAMS.

=================================================
FROM HERE ON, THE COMMUNICATION IS SUPPORTED
BY ''COMPLEMENTARY'' INFORMATION.

Mission STATEMENT [ COMMUNICATION ]

VISION STATEMENT [ COMMUNICATION ]

Your CORE PURPOSE [ COMMUNICATION ]

Your CORE OBJECTIVES [ INFORMATION ]

Your Core markets; [INFORMATION ]
Your CORE strategic thrusts. [INFORMATION ]
BUSINESS DEFINITION:

The arena of products, services, customers, technologies, distribution methods, and geography in which you'll
compete to get results.

VALUES: [ COMMUNICATION ]
Desired attitudes and behavior toward internal and external stakeholders that
will yield the culture and business results you want and that you will execute and turn into
action through

[ INFORMATION ]
-policy,
-programs,
-processes,
-procedures,
-personnel selection.

levels and tiers of strategies

OVERALL FINANCIAL POSTURE [ COMMUNICATION ]

[ INFORMATION ]
Grow; hold; milk; get out

PRIORITIES AND POSTURES [ COMMUNICATION]

[INFORMATION ]
(Grow; hold; milk)
Market; business unit; product/services

Internal development [ COMMUNICATION]

[ INFORMATION]
Divest
Restructure

COMPETITIVE ADVANTAGE
Cost /Value/ differentiation

EXTERNAL STRATEGIES [ COMMUNICATION ]

[ INFORMATION ]

Product Convenience
Service Image
Target customer Geography
Distribution Product design
Delivery Quality
Value Reliability
Pricing Advertising/promotion

INTERNAL STRATEGIES [ COMMUNICATION ]

[ INFORMATION ]

People/skills / Facilities
Organizational / Product
structure / development
Management style /Incentives/rewards
Training Spending
Equipment Sourcing/
manufacturing
technology / Systems
R&D / Service
FINANCING / Quality
Strategy Statement Content [ COMMUNICATION ]

[ INFORMATION ]

v Priorities and Posture

Business unit
Market
Product
Strategic thrust/competitive advantage
External strategies
Internal strategic thrust
Internal strategies
Strategic fixes

8. Strategic Program Content [ COMMUNICATION ]

[ INFORMATION ]

LEADERSHIP: who

OBJECTIVES

KEY STEPS: who, what, when

FINANCIAL AND STRATEGIC

GAIN AND COST

PEOPLE: numbers and skills

COORDINATION REQUIREMENTS:

People and organizational units outside your control who must contribute

LEVERAGE: the high leverage individuals and units who must contribute at lower levels

Strategic
-Accountability~/Reviews

QUARTERLY: Programs and strategic numbers' progress

INDIVIDUAL OBJECTIVES:
Performance appraisal

REWARDS AND CONSEQUENCES: Based on strategic performance of teams and individuals

INFORMAL VIGILANCE
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