INTRODUCTION TO MANAGEMENT INFORMATION SYSTEMS

 

INTRODUCTION TO MANAGEMENT INFORMATION SYSTEMS Management Information Systems - Concept The concept of the MIS has evolved over a period of time comprising many different facets of  the organizational functions. MIS is necessity necessity of all the organizations. The initial concept of MIS was to process data da ta from the organization and present it in the form of  reports as regular intervals. The system was largely capable of handling the data from collection to proces processin sing. g. It was more more impers impersonal onal,, requir requiring ing each each indivi individual dual to pick pick and choose choose the processed data and use it for his requirements. This concept was further modified when a distinction was made between between data and information. The information is a product of an analysis analysis of data. This concept concept is similar similar to a raw material material and the finished finished product. product. What is needed needed is informatio infor mation n and not a mass of data. However, However, the data can be analyzed in a number of ways, producing different shades and specifications specifications of the information as a product. It was, therefore, demanded that the system concept should be an individual oriented, as each individual may have a different orientation orientation towards towards the informatio information. n. This concept was further modified, modified, that the system should present information in such a form and format that it creates an impact on its user, provoking provok ing a decision, decision, an action action or an investigation. investigation. It was later realized realized that even though such an impact was a welcome modification, some sort of selective approach was necessary in the analysis and reporting. Hence, the concept of exception reporting was im imbibed bibed in MIS. The concept remained valid till and to the extent that the norm for an exception remained true and effective. Since the environment turns competitive and is ever changing, fixation of the norm for an exception becomes a futile exercise at least for the people in the higher echelons of the organization. The concept was then evolved that the system should be capable of handling a need based exception reporting. This need may be either of an individual or a group of people. This called for keeping all data together in such a form that it can be accessed by anybody and can be processed to suit his needs. The concept is that the data is one but it can be viewed by different individual indiv idualss in different different ways. ways. This gave rise to the concept of Database, Database, and the MIS based on the database proved much more effective. The concept of MIS gives high regard to the individual and his ability to use the information. An MIS gives informat information ion through through data analys analysis. is. While While analyz analyzing ing the data, data, it relies relies on many many academic disciplines. These include the theories, principles and concepts from tthe he Management Science, Management Accounting, Operations Research, Organization Behavior, Engineering, Comput Com puter er Scienc Science, e, Psychol Psychology ogy and Human Human Behavi Behavior, or, making making the MIS more more effect effective ive and useful. These academic disciplines are used in designing designing the MIS, evolving the decision support tools for modeling and decision-making. MIS uses the concept of management control in its design and relies heavily on the fact that the decision maker or the manager is a human being and is a human processor of information.

 

A management Information System can be evolved for a specific objective if it is evolved after  systemati syst ematicc planning and design. It calls for an analysis analysis of a business, business, management management views and policies, organization culture and the management style. style. The information should be generated in this setting and must be useful in managing the business. This is possible only when it is conceptualized as a system with with an appropriate design. The MIS, therefore, rel relies ies heavily on the systems theory. The systems theory offers solution to handle the complex situations of the input and output flows. It uses theories of communication which helps to evolve a system design capable of handling data inputs, process, and outputs with the least possible noise or distortion in transmitting the information from a source to a destination. It uses the principles of System Design, viz., an open system or a closed system. An open system of the MIS offers an ability of  continuous adjustment or correction in the system in line with the environmental changes in whic wh ich h th thee MIS MIS opera operate tes. s. Such Such a de desi sign gn he help lpss to ke keep ep th thee MIS MIS tu tune ned d wi with th th thee bu busi sine ness ss management needs of the organization. The concept, therefore, is a blend of principles, theories and practices of the Management, Information and System giving rise to single product known as Management Information System (MIS). The MIS is a produc productt of a multimulti-dis discip ciplin linary ary approach approach to the business business managem management ent.. It is a product which needs to be kept under a constant review and modification to meet the corporate needs of the information. The MIS model of organization changes over a time, as the business passes through several phases of developmental growth cycle. It supports the management of business in each phase by giving the information which is crucial in that phase. Every business has critical success factors in each phase of growth cycle and the MIS model gives more information on the critical success factors for decision making.

MIS - Definition The Management Information System (MIS) is a concept of the last decade or two. It has been understood unders tood and described described in a number of ways. It is also popularl popularly y known as the Information Information System, the Information and Decision Dec ision System, the Computer-based Information System. The MIS has more than one definition, some of which are given below: 

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The MIS is defined as a system which provides information support for decision making in the organization. The MIS is defined as an integrated system of man and machine for providing the information to support the operations, the management and the decision making function in the organization. The MIS is defined as a system based on the database of the organization evolved for the purpose of providing information to the people in the organization. The MIS is defined as a Computer-based Information System.

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The MIS islies a system to support the decision function ininthe organization. The difference in defining the elements of themaking MIS. MIS. However, today’s world, tthe he MIS

 

is a computerized business processing system system generating information information for the people in organization to meet the information needs for decision making to achieve the corporate objectives of the organization. In any organization, small or big, a major portion of the time goes in data collection, processing, documenting and communicating it to the people. Hence, a major portion of the overheads goes into this kind of unproductive work in the organization. Every individual in an organization is continuously looking for some information which is needed to perform his/her task. Hence, the information is people-oriented and it varies with the nature of the people in the organization. In order to get a better grip on the activity of information processing, it is necessary to have a formal system which should take care of the following points: 

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Handling of a voluminous data Confirmation of the validity of data and transaction Complex processing of data and multidimensional analysis Quick search and retrieval Mass storage Communication of the information system to the user on time Fulfilling the changing needs of the information.

The management information system uses computers and communication technology to deal with these points of supreme importance.

Role of the Management information system The role of the MIS in an organization can be compared to the role of hear in the body. The information is the blood and MIS is the heart. In the body the heart plays the role of supplying pure blood to all the elements elements of the body including the brai brain. n. The heart works faster and supplies more blood when needed. It regulates and controls the incoming impure blood, processes it sends it to the destination in the quantity needed. It fulfills the needs of blood supply to human body in normal and also in crisis. The MIS plays exactly the same role in the organization. The system ensures that an appropriate data is collected from the various sources, processed, and sent further to all the needy destinations. The system is expected to fulfill information needs of an individual, a group of  individuals, the management functionaries; the managers and the top management. The MIS satisfies the diverse needs through a variety of systems such as Query Systems, Analysis Systems, Modeling Systems and Decision Support Systems. The MIS helps in Strategic Planning, Management Control Operational Control and Transaction Processing. The MIS helps the clerical personnel in the transaction processing and answers their queries on the data pertaining to the transaction, the status of a particular record and references on a variety of The MIS helps the junior personnel by providing theat operational data fordocuments. planning, scheduling and control, andmanagement helps them further in decision making the operations

 

level to correct an out of control situation. The MIS helps the middle management in short term planning, planni ng, target target setting and controllin controlling g the business functions. functions. It is supported by the use of the management tools of planning and control. The MIS helps the top management in goal setting, strategic planning and evolving the business b usiness plans and their implementation. The MIS plays the role of information generation, communication problems p roblems and helps in the process of decision making. The MIS, therefore, plays a vital role in the management, administration and operations of an organization.

The impact of the Management Information System The impact impact of MIS on the functi functions ons is in its managemen management. t. With With a good MIS support support,, the manage man agement ment of market marketing ing,, financ finance, e, product production ion and person personnel nel become becomess more more effici efficient ent,, the tracki tra cking ng and monito monitorin ring g the functi functional onal target targetss become becomess easy. easy. The functi functional onal manage managers rs are informed about the progress, achievements and shortfalls in the activity and the targets. The manager is kept alert by providing certain information indicating the probable trends in the various aspects of business. This This helps in forecasti forecasting ng and long-term perspective planning. The manager'’ attention is brought to a situation which is exceptional in nature, inducing him to take an action or a decision in the matter. A disciplined information reporting system creates a structured database and a knowledge base for all the people in the organization. The information is available in such a form that it can be used straight away or by blending and analysis, saving the manager’s valuable time. The MIS creates another impact in the organization which relates to the understanding of the business itself. The MIS begins with the definition of a data entity and its attributes. It uses a dictionary of data, entity and attributes, respectively, designed for information generation in the organization. Since all the information systems use the dictionary, there is common understanding of terms and terminology in the organization bringing clarity in the communication and a similar understanding of an event in the organization. The MIS calls for a systemization of the business operations for an effective system design. This leads to streamlini streamlining ng of the operations operations which complicate complicate the system design. It improves improves the administration of the business by bringing a discipline in its operations everybody is required to follow and use systems and procedures. This process brings a high degree of professionalism in the business operations. Since the goals and objective of the MIS are the products of business goals and objectives, it helps indirectly indirectly to pull the entire entire organizatio organization n in one direction direction towards the corporate goals and objectives by providing the relevant information to the people in the organization. A well designed system with a focus on the manager makes an impact on the managerial efficiency. The fund of information motivates motivates an enlightened manager to use a variety of ttools ools of the management. It helps him to resort to such exercises as experimentation and modeling. The use of computers enables him to use the tools and techniques which are impossible to use manually. The ready-made packages makemaking this task simpler. The impact is on the managerial ability to perform. It improves the decision ability considerably.

 

MIS and the User Every person in the Organization is a user of the MIS. The people in the organization operate at all levels in the hierarchy. A typical user is a clerk, an assistant, an officer, an executive or a manager. manage r. Each of them has a specific specific task and a role play in the management management of business. The MIS caters to the needs of all persons. The main task of a clerk is to search the data, make a statement and submit it to the higher level. A clerk can use the MIS for a quick search and reporting the same to higher level. An assistant has the task of collecting and organizing the data, and conducting a rudimentary analysis of it. The MIS offers the user tools to perform these tasks. An officer has a role of integrating the data from different systems and disciplines to analyze it and make a critical comment if anything adverse is found. In MIS offers the methods and facilities to integrate the data and report the same in a proper  format. An executive plays the role of a decision maker. He is in a position of responsibility and accountability; a position position of a planner and a decision decision maker. He is responsible for achieving the targets and goals of the organization. The MIS provides facilities to analyze the data and offers the decision support systems to perform the task of execution. The MIS provides action-oriented information. The manager has a position of responsibility and accountability for the business results. His management role expands beyond his management function. The MIS provides information in a structured or unstructured format for him to react. The MIS caters to his constant changing needs of information. The user of the MIS is expected to be a rational person and the design of the MIS is based on this assumption. However, in reality the impact created on individuals by MIS is difficult to explain. The recent recent major major technol technologic ogical al advance advancess in commun communica icatio tion n such such as Mul Multim timedi edia, a, Ima Imagin ging, g, Graphical User Interface (GUI) etc and the ability to access the data stored at different locations on the variety hardware of platforms would make MIS more attractive and efficient proposition. An intelligent user of information can demonstrate the ability of decision making, since his manipulati manip ulative ve capability capability is considerabl considerably y increased, increased, with the information information now being available on his desktop. Through the MIS, the information can be used as a strategic weapon to counter the threats to business, make businesses more competitive, and bring about the organizational transformation through integration. A good MIS also make an organization seamless by removing all the communication barriers.

 

IMPORTANCE OF MANAGEMENT Introduction to Management Management as defined by Mary Follet is “the art of getting Management getting things done through people”. A manager is defined as a person who achieves the organization’s goals by motivating others to perform – not by performing himself. Whether management is an art or a science is a very su subj bjec ecti tive ve quest questio ion. n. But But it ca can n be sa said id wi with thou outt dou doubt bt th that at mode modern rn mana managem gement ent in th thee environment of technology is becoming more of a science than an art. We define management for the purpose of Management Information Systems as the process of planning, organizing, staffing, coordinating and controlling the efforts of the members of the organization to achieve common stated goals of the organization. In the process of management, a manager uses human skills, material resources and scientific methods metho ds to perform perform all the activities activities leading to the achievement achievement of goals. The managem management ent process involves a continuous resolution of conflicts of one kind or the other which affects the achievement of goals, conflict between alternative resources, conflict of time, conflict of goals, conflict of approach or method and the conflict of choice. The manager uses a variety of tools, techniques and skills while executing the management process of planning, organizing, staffing, coordinating and controlling. The key concepts of the systems theory used in the management are as follows: A system is comprehensive assembly of parts becoming an organization to achieve the stated goals. 

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A system is called open if it has an interaction with the environment, and closed if it does not have an interaction with the environment. A system is defined, described and understood by the boundaries within which it performs. The systems are subject subject to entropy, i.e., the tendency tto o “run down”. Closed systems suffer from entropy as they are cut off from the environment, while open systems interact with the environment and draw upon the support of resources to maintain a given condition. System tries to remain in equilibrium or a steady state by taking recourse to corrective action. This is possible when the system has its own feedback, i.e., an informational input about the state of the system.

The advantage of viewing the management as a system is that it enables us to see the critical variables, constraints and their interaction interaction with one another. It forces the manager to look at the situation in such a way that due regard is given to the consequences arising out of interaction with the related elements or subjects.

 

Approaches to Management Frederick W Taylor, Taylor, is recognized as the father of scientific management. His principles can be summarized as follows: Replace the rules of thumb with scientific rules 

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Obtain a harmony in group action. Achieve cooperation of human beings, rather than chaotic individualism. Work for a maximum output. Develop all workers to the fullest possible potential for their own highest possible prosperity.

Fayol regarded the elements of management as planning, organizing, commanding, coordinating and controlling. He believed that the operational management would succeed tthrough hrough the elements of management. Hawthorne’s studies brought out the theory that man is “Social Animal” operating in the sociotechnical system and, therefore, the emphasis in effective management is on behavioral sciences. Chester Barnard advocated the theory of systems as an approach to the management. Barnard said that due to the physical and biological limitations of individuals, they cooperate in the work  environment. The cooperation increases with effective and efficient incentives. He further said that the cooperation is more effective if the members of the group communicate with one another, are willing to contribute to group action, and have a conscious common purpos pur pose. e. He further further said that a group group of people people in the system system work as an organizat organization ion.. An effective management is possible if the organization is looked upon as a system of functions, a system of incentives, a system of authority and a direction and a system of logical decision making. The emergence of the modern management thought is credited to the social scientists, the behavioral scientists, the systems scientists and the practicing managers.

Function of the Manager An individual who gets the things done is a Manager. It is necessary to dis distinguish tinguish between the task ta skss an and d th thee fu funct nctio ions ns.. Whil Whilee mana managi ging ng,, a mana manager ger may may pe perf rfor orm m th thee act activ ivit itie iess su such ch as accounting selling, manufacturing, purchasing, etc. These activities are called as tasks and not as functions. The activities that are performed through the managerial functions are:   

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Planning Organizing Staffing Directing Coordinating and Controlling.

 

Planning Planning is a process of determining the goals and objectives and evolving strategies, policies, programmes and procedures for the achievement of these goals. Organization Organization involves evolving the structure of the people working in the organization and their  roles. Staffing Staffing involves manning the the positions in the organization structure. structure. It requires defining the the manpower needs per position or centre of activity. Directing Directing is a complex task task of implementing the process of management. In the process, the manager is required to guide, clarify and solve the problems of the people an and d their activities. Coordinating Coordinating is the function which brings a harmony and smoothness in the various group activities and individual efforts directed directed towards the accomplishment of goals. It is a process of  synchronizing individual actions and the efforts which may differs because of the differences in the personal goals and the common goals, the differences in the interpretation of methods and directions. Controlling is a process of measurement of an output, comparing it with the goals, the objectives and the target, and taking corrective actions, if the output is falling short of the stated norms. Controlling ensures an achievement of the plan.

Managers and the Environment All manage managers, rs, whether whether they they are managi managing ng a busine business, ss, a school school,, a hos hospit pital, al, Govern Governmen mentt department, or any enterprise, work in an environment in which the organization operates. There are a number of forces which are generated in the environment, which have an impact on the managerial manage rial performance. performance. These forces may be from within within or from outside outside the organizatio organization. n. They affect, directly or indirectly, the process of the management and a manager is required to meet these forces effectively. effectively. While to some extent the inter internal nal environment is controllable, the external environment is beyond his control. control. Since it is preventing that the external environment also also has an im impa pact ct on the the bu busi sine ness ss manag manager er’s ’s pe perf rfor orma mance nce,, it is neces necessa sary ry to know know an and d unders und erstan tand d the enviro environme nment. nt. For the purpos purposee of discus discussio sion, n, the extern external al environ environmen mentt is classified into five classes as the economic, the technological, the social, the political and the ethical environment.

 

Economic Environment The economic economic environment environment comprises capital, labor, price changes, productivity, productivity, fiscal and monetary policy and customers. Capital It is required to run the organization. The enterprise needs a long-term and a sshort-term hort-term capital. The capital required can be either from the internal sources or borrowed from the financial instituti inst itutions. ons. When a capital is borrowed, borrowed, it is borrowed at an intere interest. st. The organiz organizationa ationall is forced to borrow for various reasons and the interest charged by the lending financial institutions forms the cost of the capital. Hence management of the capital is an important aspect of the business. Labor  The next important cost of a business is the cost of labor. The cost of labor is determined every two to three years by a union agreement. The settlement of an agreement is based on the cost of  li livin ving g index, index, the industry industry wag wagee standa standards rds,, the availabi availabilit lity y of labor, labor, etc. etc. These These aspect aspectss are external to the organization and a manager has no control on them. Price Changes Price changes occur in the economy for various reasons. The changes occur because of decrease in the demand and supply, the changes in the consumer behavior, in the consumption pattern and the money supply, and so on. The price changes affect the cost of raw material and labor and on these changes a manager has no control. Productivity Productivity is a result of the capital, labor and technology. Many a times an organization’s business is taken over by better technology. The costs are affected by the technology changes affecting affec ting the productivi productivity. ty. The manager has to respond respond quickly quickly to the technological technological changes to save the business. Fiscal and Monetary Policy The Government announces fiscal policies and controls them. The organization’s profit position is affected by these policies. These policies affect the credit terms, the prices of the inputs and the money supply affecting the cash position of the organization. A manager has a very little leverage to deal with these policy changes. Changes The customers rule the business, especially especially when the business operates in a buy buyer’s er’s market. In a competitive world, it is very difficult to predict the customer behavior. The changes in the

 

demands occur with growth and technology. The customer does not show consistent preference to the product. The change in the business orientation to suit the changes in the customer demand is a difficult difficult task for the manager. It is not always possible possible to predict these changes changes well in advance in order to take any managerial action to meet the changed situation.

Technological Environment The technology has a major impact impact on the business. It affects the business prospects, cuts down the profits and forces the management to change the course of the business operations. Any change in technology technology changes the work culture cultures, s, the methods and the systems systems.. It affects affects the speed spe ed of the operation operationss and gives gives a boost boost to the product productivi ivity ty of the product production ion sy syste stems. ms. Examples of technological changes are seen in aviation, electronics, energy, communication, consumer goods industry, optics, medicines and manufacturing.

Social Environment The social environment is built around the attitudes, the desires, the expectations, the degree of  intelligence and education, the beliefs and customs, the religion, the caste and creed of the people. environment is built intant centuries it isiness deeply rooted society. The social socThe ial social environ environmen mentt has an impor importan t impact impactand onhence the busine bus ss and the in organi orgthe anizat zation ional al productivity. Social factors create an attitude towards the work, generate the product choices, and manipulate the consumer behavior. It is well known that it took a lot of time to convince the farmers in India about the use of fertilizers. fertilizers. It is recognized recognized that rural marketing marketing is different from the urban market mar keting ing.. Inspit Inspitee of the techno technolog logica icall advance advances, s, frozen frozen foods foods are not findin finding g consum consumer  er  preferences. Introduction of computers in the service industry is still a difficult proposition. A number of such examples can be cited to prove that the social environment affects business and makes the manager’s task very difficult and challenging.

Political Environment The political factor is the most important factor which affects the business in Indian environment. The unstable political environment brings stagnancy in the development. The changes in ruling party bring economic policy changes, affecting the business. The sectorial preferences, such as an agricultural versus an industrial, an educational versus a basic research, an investment in the service versus a core sector come about with chang changee in the ruling political party and its policies. Such changes have a long-term impact on business performance. The manager has to deal with such changes effectively.

Ethical Environment - Systems of a Moral Behavior Some business problems arise due to failing on the ethical grounds. The government has enacted many laws and regulations regulations to bring about harmonious operat operations ions in business. However, However, some

 

aspects of the business operations are left as ethics, called the business ethics. The business ethics emerge from the professional conduct, the business norms and codes on confidentiality, the payment and documentation, the adherence to generally accepted standards of accounting and auditing. Business ethics is a set of norms which are universally accepted as a business behavior. All these factors discussed discussed so far, are beyond the control of the manager. At best he can predict, assess, evaluate and take such action a ction which will help him to control the situation. Management as a control system Planning, organizing, staffing, coordinating, directing and controlling are the various steps in a management process. All the steps prior to a control are necessary but are not necessarily necessarily selfassuring the results unless it is followed by strong control mechanism. The management experts have viewed these steps as `Management Control System’. They postulate the hypothesis that unless a control is exercised on the process, the goals will not be achieved. They advocate a system of effective control to ensure the achievement of the business objectives. Definition A definition of control is the process through which managers assure that actual activities conform confor m to the planned activities activities,, leading to the achievement of the stated common goals goals.. The control process measures a progress towards those goals, and enables the manager to detect the deviations from the original plan in time to take corrective actions before it is too late. Rober J Mockler defines and points out the essential elements of the control process. The managemen managementt is a sy syste stemat matic ic effort effort to set the perfor performan mance ce standar standards ds in li line ne with with the performance perfo rmance objectives, objectives, to design design the information information feedback feedback systems, systems, to compare compare the actual performance with these predetermined standards, to identify the deviations from the standards, to measure its significance and to take corrective actions in case of significant deviations. This systematic effort is undertaken through the management control system. The control system is essential to meet the environmental changes discussed earlier, to meet the complexity of today’s complexity today’s business, to correct correct this mistakes mistakes made by the people, people, and to effectivel effectively y monit mon itor or the delega delegatio tion n proces process. s. A reliab reliable le and effect effective ive control control system system has the follow following ing features. Early Warning Mechanism This is a mechanism of predicting the possibility po ssibility of achieving the goals and the standards before it is too late and allowing the manager to take corrective actions. Performance Standard The performance standard must be measurable and acceptable to all the organization. The system sys tem should should have have meanin meaningfu gfull standa standards rds relati relating ng to the work work areas, areas, respon responsib sibil ility ity,, and

 

manageria manage riall functi functions ons and so on. For example, example, the top managemen managementt would would have have standar standards ds relating relat ing to the business performance, performance, such as production, production, sales, inventory, inventory, quality, quality, etc. The operational management would have standard relating to the shift production, rejection, down ti time, me, utiliza utilizatio tion n of resource resources, s, and sale sale in typical typical market market segmen segmentt and so on. The chain of  standards, when achieved, will ensure an achievement of the goals of the organization. Strategic Controls In every business there are strategic areas of control known as the critical success factors. The system should recognize them and have controls instituted on them. Feedback  The control system would be effective, if it continuously monitors the performance pe rformance and send the information to the control centre for action. It should not only highlight the progress but also the deviations. Accurate and Timely The feedback should be accurate in terms of results and should be communicated on time for  corrective action. Realistic The system system should should be realisti realisticc so that the cost of control control is far less than the benefit benefits. s. The standards are realistic realistic and are believed as achievable. Sufficient incentive and rewards are tto o be provided to motivate the people. The Information Flow The system should have the information flow aligned with the organization structure and the decision makers should ensure that the right people get the right information for action and decision making. Exception Principle The sy syste stem m should should select selective ively ly approv approvee some some signif significa icant nt deviati deviations ons form form the perfor performan mance ce standards on the principle of management by exception. A standard is meaningful when it is achievable and provides a challenge to the achiever. A management control system has a set of objectives, standards to measure, a feedback mechanism and an action centre as elements of the system. They need to be properly evolved and instituted in the organization with due recognition to the internal and the external env environment. ironment. The system as a whole should be flexible to be changed with ease so that the impact of changed environments is handled effectively.

 

A management information system (MIS) is a system that provides information needed to manage organizations effectively. [1] Management information systems involve three primary resources: technology, information, and people. It's important to recognize that while all three resources are key components when studying management information systems ... the most important resource is people. Management information systems are regarded to be a subset of the overall internal controls procedures in a business, which cover the application of people, documents, technologies, and procedures used by management accountants to solve business problems such as costing a product, service or a business-wide strategy. Management information systems are distinct from regular information systems in that they are used to analyze other  information systems applied in operational activities in the organization. [2] Academically, the term is commonly used to refer to the group of information management methods tied to the automation or support of human decision making, e.g.  e.g. Decision Support Systems, Systems, Expert [2] systems,, and Executive information systems systems systems..

Contents [hide] hide]

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1 Overview   2  Types of information management systems 3  See also 4 References  

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5  External links

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[edit] edit] Overview Initially in businesses and other organizations, internal reporting was made manually and only periodically, as a by-product of the accounting system and with some additional statistic(s), and gave limited and delayed information on management performance. Previously, data had to be separated individually by the people as per the requirement and necessity of the organization. Later, data was distinguished from information, and so instead of the collection of mass of data, important and to the point data that is needed by the organization was stored. Earlier, business computers were mostly used for relatively simple operations such as tracking sales or payroll data, often without much detail. Over time, these applications became more complex and began to store increasing amount of information while also interlinking with previously separate information systems. As more and more data was stored and linked man began to analyze this information into further detail, creating entire management reports from the raw, stored data. The term "MIS" arose to describe these kinds of applications, which were developed to provide managers with information about sales, inventories, and other data that would help in managing the enterprise. Today, the term is used broadly in a number of contexts and includes (but is not limited to): decision support systems systems,, resource and people management applications,, Enterprise Resource Planning (ERP), Supply Chain Management (SCM), Customer  applications

 

Relationship Management (CRM), (CRM),  project management and database retrieval applications. An 'MIS' is a planned system of the collection, processing, storage and dissemination of data in the form of information needed to carry out the management functions. In a way, it is a documented report of the activities that were planned and executed. According to Philip Kotler   "A marketing information system consists of people, equipment, and procedures p rocedures to gather, sort, analyze, evaluate, and distribute needed, timely, and accurate information to marketing decision makers."[3] The terms MIS  MIS and and information system are often confused. Information systems include systems that are not intended for decision making. The area of study called MIS is sometimes referred to, in a restrictive sense, as information technology management. management. That area of study should not be science.. IT service management is a practitioner-focused discipline. MIS confused with computer science has also some differences with ERP which incorporates elements that are not necessarily focused on decision support. The successful MIS must support a business's Five Year Plan or its equivalent. It must provide for reports based upon performance analysis in areas critical to that plan, with feedback loops that allow for MIS titivation every of how the business, recruitment training In effect, mustof not onlyaspect indicate things areincluding going, but why they and are not goingregimens. as well as planned where that is the case. These reports would include performance relative to cost centers and projects that drive profit or loss, and do so in such a way that identifies individual accountability, and in virtual real-time. Anytime a business is looking at implementing a new business system it is very important to use a system development method such as System Development Life Cycle. The life cycle includes Analysis, Requirements, Design, Development, Testing and Implementation.

[edit] edit] Types of information management systems There are many types of information management systems in the market that provide a wide range of benefits for companies. Strategic information management system, customer relation management systems and enterprise resource planning systems are some of them. The following are some of the benefits that can be attained for different types of information management systems..[4] systems Advantages of information management systems (1) The company is able to highlight h ighlight their  strength and weaknesses due to the presence of revenue reports, employee performance records etc. The identification of these aspects can help the company to improve their business processes and operations. (2) The availability of the customer data and feedback can help the company to align their business processes according to the needs of the customers. The effective management of customer data can help the company to perform direct marketing and promotion activities. (3) Information is considered to be an important asset for any company in the modern competitive

world. The consumer buying trends and behaviors can be predicted by the analysis of sales and

 

revenue reports from each operating region of the company.

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 Bachelor of Computer Information Systems  Computing  Management  Business Intelligence  Business Performance Management  Business rules  Data Mining o  Predictive analytics o  Purchase order request  Enterprise Information System  Enterprise Architecture  Information technology governance  Information technology management  Knowledge management  Management by objectives  Online analytical processing  Online office suite  Information Technology

According to Kenneth C. Laudon and Jane Price Laudon in their book Management book  Management Information Systems: A Contemporary Perspective, an information system is "a set of procedures that collects (or retrieves), processes, stores, and disseminates information to support decision making and control." In most cases, information systems are formal, computerbased systems that play an integral role in organizations. Although information systems are computerbased, it is important to note that any old computer or software program is not anfoundation, informationthe system. "Electronic computers and related software programs are necessarily the technical tools and materials, of modern information systems, " Laudon and Laudon wrote. "Understanding information systems, however, requires one to understand the problems they are designed to solve, the architectural and design solutions, and the organizational processes that lead to these solutions." Though it is sometimes applied to all types of information systems used in businesses, bu sinesses, the term "management information systems, " or MIS, actually describes specific systems that "provide managers with reports and, in some cases, on-line access to the organization's current performance and historical records, " Laudon and Laudon noted. "MIS primarily serve the functions of planning, controlling, and decision making at the management level." MIS are one of a number of different types of information systems that can serve the needs of different levels in an organization. For example, information systems might be developed to support upper  management in planning the company's strategic direction or to help manufacturing in

 

controlling a plant's operations. Some of the other types of information systems include: transaction processing systems, which simply record the routine transactions needed to conduct business, like payroll payroll,, shipping, or sales orders; and office automation systems, which are a re intended to increase the productivity of office workers and include such systems as word processing, electronic mail, and digital filing. Ideally, the various types of information systems in an organization are interconnected to allow for information sharing. Systems Development The development of effective information systems holds a number of challenges for small businesses. "Despite, or perhaps because of, the rapid development of computer technology, there is nothing easy or mechanical about abou t building workable information systems, " Laudon and Laudon stated. "Building, operating, and maintaining information systems are challenging for a number of reasons." For example, some information cannot can not be captured and put into a system. Computers often cannot be programmed to take into account competitor responses to marketing tactics or changes in economic conditions, among other things. In addition, the value of  information erodes over time, and rapid changes change s in technology can make systems become obsolete very quickly. Finally, many companies find systems development to be problematic because the services of skilled programmers are at a premium. Despite the challenges inherent in systems development, however, howev er, MIS also offer businesses a number of advantages. "Today, leading companies and organizations are using information technology as a competitive tool to develop de velop new products and services, forge new relationships with suppliers, edge out competitors, and radically change their internal operations and organizations, " Laudon and Laudon explained. For example, using MIS strategically can help a company to become a market innovator. By providing a unique product or service to meet the needs of customers, a company can raise the cost of market entry for potential competitors and thus gain a competitive advantage. Another strategic use of MIS involves forging electronic linkages to customers and suppliers. This can help companies to lock in business and increase switching costs. Finally, it is possible to use MIS to change the overall basis b asis of competition in an industry. For example, in an industry characterized by price wars, a business with a new means of processing customer data may be able to create unique product features that change the basis of competition to differentiation. d ifferentiation. The impetus to develop a new information system can grow out of end-user d demands, emands, the availability of new technology, or management strategy. A variety of tools exist for analyzing a company's information needs and designing systems to support them. The basic process of  systems development involves defining the project, creating a model of the current system, deriving a model for the new system, measuring the costs and benefits of all alternatives, selecting the best option, designing the new n ew system, completing the specific programming functions, installing and testing the new system, and completing a post-implementation  post-implementation audit. audit. Information systems designers, whether internal to the company or part of an outside firm, are generally responsible for assuring the technical quality of the new system and the ease of the user  interface. They also oversee the process of system design and implementation, assess the impact of the new system on the organization, and develop ways to protect the system from abuse after 

 

it is installed. But it is the responsibility of small business owners and managers to plan what systems to implement and to ensure that the underlying und erlying data are accurate and useful. "The organization must develop a technique for ensuring that the most important systems are attended to first, that unnecessary systems are not built, and that end users u sers have a full and  and  meaningful  meaningful role in determining which new systems will be built and how, " according to Laudon and Laudon. Knowledge Management Knowledge management (KM) is a relatively new form of MIS that expands the concept to include information systems that provide decision-making tools and data to people at all levels of  a company. The idea behind KM is to facilitate the sharing of information within a company in order to eliminate redundant  redundant work and improve decision-making. KM becomes particularly important as a small business grows. When there are only a few employees, they can remain in constant contact with one another and share knowledge directly. But as the number of employees increases and they are divided into teams or functional units, it becomes more difficult to keep the lines of communication open and encourage the sharing of ideas. Knowledge management is a way w ay of using technology to facilitate the process of collaboration across an organization. A small business might begin sharing information between groups of  employeeswho by creating a best-practices or designing an electronic company directory indicating holds what knowledge. database Larger companies, as David Coleman wrote in Computer  Reseller News, can implement KM systems through targeted pilot projects or through a broader  strategy involving the firm's technical infrastructure. Many companies have installed intranets—  or enterprise-wide computer networks with databases all employees can access—as acc ess—as a form of  KM. A number of software programs exist to facilitate KM efforts. Some of the leaders in the field include Lotus Notes, Microsoft Exchange Server, and a variety of systems based on XML XML..

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