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Management Information Systems

Management Information Systems. MBA (II) Final Semester Lectures 4,5,6 Course Lecturer: Farhan Mir. Lecture 4,5,6. Systems & Models (Concepts & Case Studies). Lecture Administration. Review from first week Questions regarding task 1 Systems Definitions Examples Models

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Management Information Systems

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  1. Management Information Systems MBA (II) Final Semester Lectures 4,5,6 Course Lecturer: Farhan Mir

  2. Lecture 4,5,6 Systems & Models (Concepts & Case Studies)

  3. Lecture Administration • Review from first week • Questions regarding task 1 • Systems • Definitions • Examples • Models • Need for Models • Types • Case Studies • Caulfield Outback Tours • Terrorism Information System

  4. Review from Week 1 • Information Systems • “An organized combination of people, hardware, software, networks and data resources that collect, transforms, and disseminates information in the organization.” James O’Brien (1998). • Management Information Systems • Above definition plus…..Systems that provide people with information relating to organizational operation, to support their Decision-Making activities • Two Crucial Activities • Information Management • Management Reporting

  5. Understanding the nature of information meaning useful unstructured, uninformed facts To conceive of knowledge as a collection of information seems to rob the concept of all of its life... Knowledge resides in the user and not in the collection. It is how the user reacts to a collection of information that matters (Experience) Information is a difference that makes a difference Data Information Knowledge

  6. Various Information Systems • TPS (Transaction Processing Systems) • MIS (Management Information Systems) • MRS (Management Reporting Systems) • DSS (Decision Support Systems) • EIS (Executive Information Systems) • SIS (Strategic Information Systems) • KMS (Knowledge Management Systems) • OIS (Office Information Systems)

  7. IS in Organizations

  8. IS Perspectives & Goals • IS Perspectives • Operational activities • Management support • KM • Networking and e-activities • Objectives & Goals • Operational Efficiency • Functional Effectiveness • Customer Service • Product Creation & Enhancement • Competitive Advantage • Communication and Networking • Control & Feedback

  9. Contemporary Issues • IS Theory seems to be still in evolution • People/Management a trouble area • Keeping yourself updated (choice of technologies) • Investment Analysis for IS • Interaction between IT and other functional areas • Career Development • For us as Academic participants (Teachers & Students) • Controversial area of study (Hype another factor) • Still the most demanded course in field of IT • Have a look at some debates: • http://www.csc.com/features/2001/21.shtml • http://www.csc.com/features/2002/22.shtml

  10. Other Challenges • The challenge of IS planning • The challenge of time required for successful organizational learning about IT limits the practical speed of change • The challenge of managing disruptive technologies (e.g. the Internet) • The challenge of developing competencies for harnessing IT • The challenge of remaining ethical • The challenge of information security

  11. Counter Strategies • ??????????? (More Questions than answers) • Circumstances might change from situation to situation and organization to organization • Continuous search for better IS options • Knowledge about IS issues/strategies is more crucial than having the latest technology • Recommendations • Analysis of the IS decisions will require same care and deep thinking as done for other business and functional problems/situations • Project Management

  12. Systems • A system is made up of a number of parts combined in a particular way to do something useful. We think of the combined parts as a single thing and we give it a name. Wheels, axles, pedals, gears, chain, seat and handlebars are combined to form a single whole we call a bicycle. A bike is a system when all the parts are connected correctly because it allows the rider to move from one place to another more easily.

  13. Systems • Systematic • Words like “Arrangements, Coordination” • Objectives of Systems (clear definition, optimization) • What is a System? • Interrelated Elements that collectively work to achieve a common goal • Physical Elements • Logical constitution • System Environment (internal Vs. external influences) • Types • Open Vs. Closed • For a look at a simple system, go through the link: • http://www.geog.ouc.bc.ca/physgeog/contents/4b.html

  14. Systems….. • Examples • Universities • Departments • Staff • Courses • Hostels etc. • Environment • Logical Arrangements • Class Room • Whiteboard • Chairs, Tables • Technologies (projectors) • Teachers • Students • Non-physical Things (Guess what could be?)

  15. System Models • What is a Model? • Presentation of real world elements and the relationship among them • Porter’s five forces Model, Management level’s Model etc. • Why we need Models • Types (General Vs Specific) • Graphical • Mathematical • Narrative • Physical • Examples • Organization’s general model • Strategic Planning Models • DSS (utilizing models & modeling techniques)

  16. Case Study 1 • Caulfield Outback Tours • Australian Company that arranges tours throughout Australian Outback • Started as a small company with restricted assets and few Location Options. • Gradually expanded it’s operations and now arranging tours for multiple locations with expended facilities • The target customers are basically Students from Universities (especially Monash Uni. Caulfield Campus)

  17. Case Study 2 • Terrorism Information System • Program to detect, classify and identify Foreign terrorism in US • Eventually support timely action in case of terrorism attacks • In case of an event, “Analysis support” to detect past patterns for a similar attach • Policy Making for Future course of action • Have a look at Web for further details: http://www.darpa.mil/iao/TIASystems.htm

  18. Conclusion & Recommendations • Organization need to develop Systematic Approach • To Clearly identify related components and influences • Rearrange components and their relationship to achieve maximum optimization • Models are useful way to • Express complex systems • Both qualitative and quantitative modeling tools help in better understanding about general and specific situations • System Models often utilized to represent the complete picture (the “whole situation”) • System Development one clear example • Decision systems often requires modeling support

  19. Another Case • Systems interact with each other and work in collaboration to achieve overall effectiveness, have a look at an Airport system and supporting subsystems:

  20. References • Charles Parker, Thomas Case. (2000). “Management Information Systems: Action & Strategy”. (2nd Ed). Chapter 3 • Geographical Systems: Systems and the dynamics of their components. Web: http://www.geog.ouc.bc.ca/physgeog/contents/4b.html • Terrorism Information System: Terrorism Information Awareness Program Web: http://www.darpa.mil/iao/TIASystems.htm

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