Professional Documents
Culture Documents
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
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THE SUCCESS/ FAILURE OF MIS DEPENDS ON TWO FACTORS.
1.MIS developers
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
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.
Quick Reflexes
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.
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.
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!
* 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 ]
[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 ]
[ INFORMATION ]
Strengths
Weaknesses
Opportunities
Threat
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FROM HERE ON, THE COMMUNICATION IS SUPPORTED
BY ''COMPLEMENTARY'' INFORMATION.
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.
[ INFORMATION ]
Grow; hold; milk; get out
[INFORMATION ]
(Grow; hold; milk)
Market; business unit; product/services
COMPETITIVE ADVANTAGE
Cost /Value/ differentiation
[ INFORMATION ]
Product Convenience
Service Image
Target customer Geography
Distribution Product design
Delivery Quality
Value Reliability
Pricing Advertising/promotion
[ 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 ]
[ INFORMATION ]
LEADERSHIP: who
OBJECTIVES
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
INDIVIDUAL OBJECTIVES:
Performance appraisal
INFORMAL VIGILANCE
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