Chap01_Introduction to the CBIS

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Chapter 1Introduction to the Computer-BasedIntroduction to the Computer-BasedInformation SystemInformation System

MANAGEMENT INFORMATION SYSTEMS 8/E

Raymond McLeod, Jr. and George Schell

Copyright 2001 Prentice-Hall, Inc.1-1


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Information ManagementInformation Management

Information:

The most valuable resourceThe most valuable resource

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Five Main ResourcesFive Main Resources

s PersonnelPersonnel

s MaterialMaterial

s MachinesMachines

(including facilities and energy)(including facilities and energy)

s MoneyMoneys Information (and data)Information (and data)

PhysicalPhysical

ConceptualConceptual}

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How Resources are ManagedHow Resources are Managed

s AcquireAcquire

s Assemble, or prepareAssemble, or prepare

s Maximize useMaximize use

s ReplaceReplace

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Factors Stimulating Interest inFactors Stimulating Interest in

Information ManagementInformation Management

s Increasing complexity of business activityIncreasing complexity of business activity

International economyInternational economy

Worldwide competitionWorldwide competition

Increasing complexity of technologyIncreasing complexity of technology

Shrinking time framesShrinking time frames

Social constraintsSocial constraints

s Improved computer capabilitiesImproved computer capabilitiesSizeSize

SpeedSpeed

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Who are the Users?Who are the Users?

s ManagersManagers

s NonmanagersNonmanagers

s Persons & organizations in the firmsPersons & organizations in the firms

environmentenvironment

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The Influence of ManagementThe Influence of Management

Level on Information SourceLevel on Information Source

Strategic planning levelStrategic planning level

Management control levelManagement control level

Operational control levelOperational control level InternalInternal

EnvironmentalEnvironmental

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The Influence of ManagementThe Influence of Management

Level on Information FormLevel on Information Form


Management control levelManagement control level

Operational control levelOperational control level DetailDetail

SummarySummary

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Managers Can Be Found on AllManagers Can Be Found on All

Levels and in All FunctionalLevels and in All Functional

Areas of the FirmAreas of the Firm

Finance

FunctionHuman

Resources

Function

Information

Services

Function

Manufacturing

Function

Marketing

Function


Management Control LevelManagement Control Level

Operational ControlOperational Control

LevelLevel

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What Managers do --What Managers do --

Fayols FunctionsFayols Functions

StrategicPlanning Level

ManagementControl Level

OperationalControl Level

Plan

Control

Organize

Direct

Staff

Organize

Staff

Direct

Plan

Control

Direct

StaffPlan

Control

Organize

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What Managers do --What Managers do --

Mintzbergs RolesMintzbergs Roles

s Interpersonal rolesInterpersonal roles

FigureheadFigurehead

LeaderLeaderLiaisonLiaison

s Informational rolesInformational roles

MonitorMonitorDisseminatorDisseminator

SpokespersonSpokesperson

s Decisional rolesDecisional roles

EntrepreneurEntrepreneur

DisturbanceDisturbancehandlerhandler

Resource allocatorResource allocator

NegotiatorNegotiator

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Management SkillsManagement Skills

s CommunicationsCommunications

s

Problem solvingProblem solving

How can anHow can an

informationinformation

specialist help?specialist help?}

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Problem Solving InformationProblem Solving Information

Comes in Many FormsComes in Many Forms

Com

puterReports

Com

put erReports

Noncomputerreports

Noncomputerreports

Electronicmail

Electronicmail

Periodicals

Periodicals

Telephone

Telephone

Problem SolvingProblem Solving

Written MediaWritten Media Oral MediaOral Media

Internal SourcesInternal Sources External SourcesExternal Sources

ScheduledMeetings

ScheduledMeetings

Unsch

eduledMeetings

Unsch

eduledMeetings

VoiceMail

VoiceMail

Tours

Tours

B

usinessMeals

B

usinessMeals

Le

tters&Memos

Le

tters&Memos

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Management KnowledgeManagement Knowledge

s Computer literacyComputer literacy

s Information literacyInformation literacy

s Whats the difference?Whats the difference?

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System ComponentsSystem ComponentsComponent parts of a system thatComponent parts of a system that

can control its own operationscan control its own operations

Objectives

ControlControl

mechanismmechanism

TransformationTransformationInputInput OutputOutput

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Open-Loop SystemOpen-Loop System

TransformationTransformationInputInput OutputOutput

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Open versus Closed SystemsOpen versus Closed Systems

s Open systemOpen system

Connected to its environment by means ofConnected to its environment by means of

resource flowsresource flowss Closed systemClosed system

Not connected to its environmentNot connected to its environment

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SystemsSystemsCan Be Composed of Subsystems or Elemental PartsCan Be Composed of Subsystems or Elemental Parts

Subsystem A-2

Subsystem A-3

Subsystem B-2

Subsystem B-1

System

Subsystem A Subsystem BElemental

Part C

Subsystem A-1

Elemental

part B1 1-18


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Physical and Conceptual SystemsPhysical and Conceptual Systems

s Physical systemPhysical system

The business firmThe business firm

Composed of physical resourcesComposed of physical resourcess Conceptual systemConceptual system

Represents a physical systemRepresents a physical system

Uses conceptual resourcesUses conceptual resources InformationInformation

DataData

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A Systems ViewA Systems View

sBusiness operations are embedded within a larger environmental settingBusiness operations are embedded within a larger environmental setting

Reduces complexityReduces complexity

Requires good objectivesRequires good objectives

Emphasizes working togetherEmphasizes working together

Acknowledges interconnectionsAcknowledges interconnections

Values feedbackValues feedback

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Data and InformationData and Information

s Information processorInformation processor

Key element in the conceptual systemKey element in the conceptual system

ComputerComputerNoncomputerNoncomputer

CombinationCombination

s Data is the raw material transformed intoData is the raw material transformed intoinformationinformation

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Evolution of the CBISEvolution of the CBISs Data Processing (DP)

s Management Information Systems (MIS) 1964

IBM promoted the concept as a means of selling disk files and

terminals

s Decision Support Systems (DSS) 1971

Text books distinction:

MIS: Organizational/group - general

DSS: Individual - specific

s Office Automation (OA) 1964

s Artificial Intelligence (AI)/ Expert Systems (ES) - 1990s Heavy investment by businesses

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The CBIS ModelThe CBIS Model

Computer-based

Information System

(CBIS)

Accounting

Information System

Management

Information System

Decision Support

Systems

The Virtual

Office

Knowledge-based

Systems

DecisionsDecisions

ProblemProblem

InformationInformation

ProblemProblem

SolutionSolution

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Information ServicesInformation Services

Information specialistsInformation specialists havehave

full-time responsibility forfull-time responsibility for

developing and maintainingdeveloping and maintainingcomputer-based systemscomputer-based systems

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Traditional Communication ChainTraditional Communication Chain

Database

Administrator

UserUser SystemsAnalystProgrammer Operator ComputerComputer

NetworkSpecialist

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End-User Computing (EUC)

s End-user computingEnd-user computing

Development of all or part of applicationsDevelopment of all or part of applications

Information specialists act as consultantsInformation specialists act as consultantss Stimulants to EUCStimulants to EUC

Increased computer literacyIncreased computer literacy

IS backlogIS backlogLow-cost hardware (the PC)Low-cost hardware (the PC)

Prewritten software (electronic spreadsheets)Prewritten software (electronic spreadsheets)

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IS and EUCIS and EUCThe End-User ComputingThe End-User Computing

Communication ChainCommunication Chain

User Computer

Information

Specialists

SupportSupport

CommunicationCommunication

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Justifying the CBISJustifying the CBIS

s Justify in the same manner as any otherJustify in the same manner as any other

large investmentlarge investment

s

EconomicEconomicCost reductionCost reduction

Reduced inventory investmentReduced inventory investment

Increased productivity (CAD/CAM)Increased productivity (CAD/CAM)

s NoneconomicNoneconomic

Perceived valuePerceived value

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Achieving the CBISAchieving the CBIS

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Reengineering the CBISReengineering the CBIS

s Business Process Reengineering (BPR)Business Process Reengineering (BPR)

Reworking systemsReworking systems

Good system features retainedGood system features retainedBecoming development methodology ofBecoming development methodology of

choicechoice

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o es aye y t e anagero es aye y e anager


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o es aye y t e anagero es aye y e anagerand by the Informationand by the Information

SpecialistSpecialist

Implementation

Phase Manager Information Specialist

Control

Control

Control

Control

Planning

Analysis

Design

Use

Define problem Support

System Study

Design system

Implement system

Make available

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SummarySummary

s Information is one of five main resourcesInformation is one of five main resources

s Computer output used by managers andComputer output used by managers and

nonmanagersnonmanagerss A system is an integration of elements workingA system is an integration of elements working

toward an objectivetoward an objective

PhysicalPhysical

ConceptualConceptual

s Data vs. InformationData vs. Information

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Summary [cont.]Summary [cont.]

s CBIS composed of various componentsCBIS composed of various components

AISAIS

MISMISDSSDSS

Virtual officeVirtual office

Knowledge-based systemsKnowledge-based systems

s End-user computing trendsEnd-user computing trends

s CBIS developmentCBIS development

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Documents

Chap01_Introduction to the CBIS