Date post: | 15-Dec-2015 |
Category: |
Documents |
Upload: | nathan-henington |
View: | 215 times |
Download: | 0 times |
INFORMATION SYSTEM
CONCEPTS
2
Understand types of information systems
Introduce IS in Education
3
By organisational level By function within organisational level
Examples in functional areas
4
DATA WORKERSDATA WORKERS
KIND OF SYSTEM GROUPS SERVEDKIND OF SYSTEM GROUPS SERVED
STRATEGIC LEVEL STRATEGIC LEVEL SENIOR MANAGERSSENIOR MANAGERS
MANAGEMENT LEVEL MANAGEMENT LEVEL MIDDLE MANAGERS MIDDLE MANAGERS
OPERATIONALOPERATIONAL OPERATIONAL OPERATIONAL LEVELLEVEL MANAGERS MANAGERS
KNOWLEDGE LEVEL KNOWLEDGE LEVEL KNOWLEDGE &KNOWLEDGE &
SALES & MANUFACTURING FINANCE ACCOUNTING HUMAN SALES & MANUFACTURING FINANCE ACCOUNTING HUMAN
RESOURCESRESOURCESMARKETINGMARKETING
5
DATA WORKERSDATA WORKERS
KIND OF SYSTEM GROUPS SERVEDKIND OF SYSTEM GROUPS SERVED
STRATEGIC LEVEL SENIOR MANAGERSSTRATEGIC LEVEL SENIOR MANAGERS
Executive Support System Board of Trustee, Executive Support System Board of Trustee, Advisory Board, VPSAdvisory Board, VPS
MANAGEMENT LEVEL MANAGEMENT LEVEL MIDDLE MANAGERS MIDDLE MANAGERSDecision Support SystemDecision Support System Deans, Heads Deans, HeadsManagement Information SystemManagement Information System
OPERATIONAL OPERATIONAL
OPERATIONAL LEVEL OPERATIONAL LEVEL MANAGERSMANAGERS
TransactionTransactionProcessing System Processing System
KNOWLEDGE LEVEL KNOWLEDGE &KNOWLEDGE LEVEL KNOWLEDGE &Knowledge Working SystemKnowledge Working SystemOffice Automation System Office Automation System
SALES & MANUFACTURING FINANCE ACCOUNTING HUMAN SALES & MANUFACTURING FINANCE ACCOUNTING HUMAN
RESOURCESRESOURCESMARKETINGMARKETING
6
Elementary activities and routine transactions
current and accurate data, e.g.TPS
7
OPERATIONAL LEVEL - SYSTEMSOrder tracking Machine control Securities trading Payroll Compensation
Order processing
Plant scheduling Cash management Accounts payable
Training and development
Material movement and control
Accounts receivable
Employee records
Sales and Marketing
Manufacturing Finance Accounting Human Resources
Systems that perform and record daily routine transactions necessary for business
Goal: to automate repetitive information processing activitiesIncrease speedIncrease accuracyGreater efficiency
8
Computerized system that performs and records Computerized system that performs and records the daily routine transactions necessary to the daily routine transactions necessary to conduct the business; these systems serve the conduct the business; these systems serve the operational level of the organizationoperational level of the organization
• TYPETYPE : Operational-level : Operational-level• INPUTSINPUTS : transactions, events : transactions, events• PROCESSINGPROCESSING : updating : updating• OUTPUTSOUTPUTS : detailed reports : detailed reports• USERSUSERS : operations personnel, : operations personnel,
supervisorssupervisors• DECISION-MAKING: highly structuredDECISION-MAKING: highly structured
EXAMPLE:EXAMPLE: payroll, accounts payable payroll, accounts payable
9
P ayr o l l S ys t e mM a n a g e m e n t
R e po rt s
O n - lin equ e rie s
P ayr o l lm as t e r
fi l e
Em plo y e e da ta (v a rio u s de pa rtm e n ts ) To g e n e ra l le dg e r: wa g e s a n d s a la rie s
G o v e rn m e n t do cu m e n ts
Em plo y e e ch e ck s
10
TYPE OF TPS SYSTEMSales/ Manufacturing! Finance/ Human Other typesmarketing production accounting resources (e.g., university)systems systems systems systems
Major functions Sales management Scheduling Budgeting Personnel recard Admissionsof system Market research Purchasing General ledger Benefits Grade records
Promotion Shipping/receiving Billing Cornpensation Course recordsPricing Engineering Cost accounting Labor relations AlumniNew products Operations Training
Major Sales order Materials resource General ledger Payroll Registration systemapplication information system planning systemssystems Market research Purchase order Accounts Employee records Student transcript
system control systems receivable/payable systemPricing system Engineering Budgeting Benefit systems Curriculum class
systems control systemsQuality control Funds managementCareer path Alumni benefactorsystems systems systems system
11
Systems that aid the creation and integration of new knowledge into an organisation, e.g KWS, OAS
12
KNOWLEDEGE –LEVEL SYSTEMS
Engineering workstations Graphics workstations Managerial workstations
Systems that aid the creation and integration of new knowledge into an organisation
13
Information system that aids knowledge workers in the creation and integration of new knowledge in the organization.
•TYPE: Knowledge-levelTYPE: Knowledge-level• INPUTS: design specifications INPUTS: design specifications • PROCESSING: modellingPROCESSING: modelling• OUTPUTS: designs, graphicsOUTPUTS: designs, graphics• USERS: technical staff; professionalsUSERS: technical staff; professionals
EXAMPLE:EXAMPLE: Engineering workstations Engineering workstations
14
KNOWLEDGE –LEVEL SYSTEMS
Word processing Document imaging E-mail / electronic calendars
Examples:Communicating and schedulingDocument preparationAnalyzing dataConsolidating information
Systems that are designed to increase the productivity of data workers
15
Computer system, such as word processing, electronic mail system, and scheduling system, that is designed to increase the productivity of data workers in the office.
• TYPE: Knowledge-levelTYPE: Knowledge-level• INPUTS: documents, schedulesINPUTS: documents, schedules• PROCESSING: document management, PROCESSING: document management, scheduling, scheduling, communicationcommunication• OUTPUTS: documents; schedulesOUTPUTS: documents; schedules• USERS: clerical workersUSERS: clerical workers
EXAMPLE:EXAMPLE: document imaging system document imaging system
16
Management-levelPeriodic monitoring, control, decision-making and administrationIs the business working well? e.g. MIS, DSS
17
Management-level Systems
Sales management
Inventory control Annual budgeting Capital investment
Relocation analysis
Sales and Marketing
Manufacturing Finance Accounting Human Resources
Systems that serve planning, control and decision-making and reports
18
Information system at the management level of an organization that serves the functions of planning, controlling, and decision making by providing routine summary and exception reports.
• TYPE: Management-levelTYPE: Management-level• INPUTS: high volume dataINPUTS: high volume data• PROCESSING: simple models PROCESSING: simple models • OUTPUTS: summary reportsOUTPUTS: summary reports• USERS: middle managersUSERS: middle managers• DECISION-MAKING: structured to semi-DECISION-MAKING: structured to semi-structuredstructuredEXAMPLEEXAMPLE: annual budgeting: annual budgeting
19
1. MIS support structured decisions at the operational and management control levels. However, they are also useful for planning purposes of senior management staff.
2. MIS are generally reporting and control oriented. They are designed to report on existing operations and therefore to help provide day-to-day control of operations.
3. MIS rely an existing corporate data-and data flows.
4. MIS have little analytical capability.
5. MIS generally aid in decision making using past and present data.
6. MIS are relatively inflexible.
7. MIS have an internal rather than an external orientation.
20
▪ Sales forecasting▪ Financial management and forecasting
▪ Manufacturing planning and scheduling
▪ Inventory management and planning
▪ Advertising and product pricing
21
MANAGEMENT –LEVEL SYSTEMS
Sales region analysis
Production scheduling
Cost analysis Pricing / profitability analysis
Contract cost analysis
Sales and Marketing
Manufacturing Finance Accounting Human Resources
Systems that combine data, models and analysis tools for non-routine decision-making
22
Information system at the management level of an organization that combines data and sophisticated analytical models or data analysis tools to support semi-structured and unstructured decision making.
•TYPE: Management-levelTYPE: Management-level• INPUTS: low volume dataINPUTS: low volume data• PROCESSING: simulations, analysis PROCESSING: simulations, analysis • OUTPUTS: decision analysisOUTPUTS: decision analysis• USERS: professionals, staff managersUSERS: professionals, staff managers• DECISION-MAKING: semi-structuredDECISION-MAKING: semi-structured
EXAMPLE:EXAMPLE: sales region analysis sales region analysis
23
1. DSS offer users flexibility, adaptability, and a quick response.
2. DSS operate with little or no assistance from professional programmers.
3. DSS provide support for decisions and problems whose solutions cannot be specified in advance.
4. DSS use sophisticated data analysis and modelling tools.
24
Strategic-level Long-term (e.g. 5 year) planning and
strategy Internal and external information e.g. ESS
25
STRATEGIC-LEVEL SYSTEMS5-year sales trend forecasting
5-year operating plan
5-year budget forecasting
Profit planning
Personnel planning
Sales and Marketing
Manufacturing Finance Accounting Human Resources
Systems that support non-routine decision-making through advanced graphics and communications
Executive-level decision makingLong-range and strategic planningMonitoring internal and external eventsCrisis managementStaffing and labor relations
26
Information system at the strategic level of an organization that address unstructured decision making through advanced graphics and communications.
TYPE: Strategic levelTYPE: Strategic level• INPUTS: aggregate data; internal and externalINPUTS: aggregate data; internal and external• PROCESSING: interactivePROCESSING: interactive• OUTPUTS: projectionsOUTPUTS: projections• USERS: senior managersUSERS: senior managers• DECISION-MAKING: highly unstructured DECISION-MAKING: highly unstructured
EXAMPLEEXAMPLE: 5 year operating plan: 5 year operating plan
27
In t e r n a l D at a
TP S /M IS D at aF i n an c i a l D at aO ffi c e S ys t e m sM o d e l i n g /an a l ys i s
E xt e r n a l D at a
D o w J o n e sG al l u p P o l lS t an d ar d &P o o r 's
E S Sw o r k s t a t i o n
E S Sw o r k s t a t i o n
E S Sw o r k s t a t i o n
M e n u sG ra ph icsC o m m u n ica t io n sL o ca l pro ce s s in g
M e n u sG ra ph icsC o m m u n ica t io n sL o ca l pro ce s s in g
M e n u sG ra ph icsC o m m u n ica t io n sL o ca l pro ce s s in g
28
TPS major producer of data
External data also required for MIS, DSS and ESS
Typical loose coupling of systems
‘Digital firms’ have tighter integration
ESS
TPSKWS
OAS
DSSMIS
29
S tra te g ic L e v e l S y s te m s5 -y e a r
s a le s t re n dfo re c a s t in g
5 -y e a ro p e ra t in g
p la n
5 -y e a rb u d g e t
fo re c a s t in g
P ro fitp la n n in g
M a n p o w e rp la n n in g
M a n a g e m e n t -L e v e l S y s te m sS a le sm a n a g e m e n t
S a le s re g io na n a ly s is
I n v e n to ryC o n tro l
P ro d u c t io nS c h e d u lin g
A n n u a lb u d g e t in g
C o s ta n a ly s is
C a p ita lI n v e s tm e n t a n a ly s is
P ric in g /p ro fita b ilitya n a ly s is
R e lo c a t io na n a ly s is
C o n tra c t c o s ta n a ly s is
K n o w le d g e -L e v e l S y s te m sE n g in e e rin gw o rk s ta t io n s
W o rdp ro c e s s in g
G ra p h ic sw o rk s ta t io n s
D o c u m e n tI m a g in g
M a n a g e ria lw o rk s ta t io n s
E le c tro n icC a le n d a rs
O p e ra t io n a l L e v e l S y s te m s
O rd e r T ra c k in g
O rd e r p ro c e s s in g
M a c h in e c o n tro l
P la n t s c h e d u lin g
M a te ria l m o v e m e n tc o n tro l
S e c u rit ie stra d in g
C a s hm a n a g e m e n t
P a y ro ll
A c c o u n ts p a y a b le
A c c o u n ts re c e iv a b le
C o m p e n s a t io n
T ra in in g & d e v e lo p m e n t
E m p lo y e e re c o rd k e e p in g
T Y P E S O F S Y S T E M S
E S S
M I S
D S S
K W S
O A S
T P S
S a le s a n dm a rk e t in g
M a n u fa c tu rin g F in a n c e A c c o u n t in g H u m a nR e s o u rc e s
30
The accounting information systemThe finance information systemThe manufacturing (operations,
production) information systemThe marketing information systemThe human resources information
system
31
Examples of IS by function: Sales and marketing Manufacturing and production Finance and accounting Human resources
32
System Description Organisational Level
Order processing Enter, process and track orders
Operational
Market analysis Identify customers and markets
Knowledge
Pricing analysis Determine prices Management
Sales trends Prepare 5 year forecasts
Strategic
33
Systems that help the firm identify customers for the firm’s products or services, develop products and services to meet customer’s needs, promote products and services, sell the products and services, and provide ongoing customer support.
EXAMPLESSystem Description Organizational LevelOrder processing Enter, process, and track orders OperationalMarket analysis Identify customers and markets using Knowledge
data on demographics, markets,consumer behavior, and trends
Pricing analysis Determine prices for products Managementand services
34
System Description Organisational Level
Machine control Control actions of equipment
Operational
Computer-aided design (CAD)
Design new products Knowledge
Production planning Decide number and schedule of products
Management
Facilities location Decide where to locate facilities
Strategic
35
Systems that deal with the planning, development, and production of products and services and with
controlling the flow of production.
ExamplesSystem Description Organizational LevelMachine control Control the actions of machines Operational
and equipmentComputer-aided design (CAD) Design new products using Knowledge
the computerProduction planning Decide when and how many Management
products should be produced
36
System Description Organisational Level
Accounts receivable Track money owed to firm
Operational
Portfolio analysis Design firm’s investments
Knowledge
Budgeting Prepare short-term budgets
Management
Profit planning Plan long-term profits Strategic
37
Systems that keep track of the firm’s financial assets and fund flows.
ExamplesSystem Description Organizational Level
Accounts receivable Track money owed the firm OperationalPortfolio analysis Design the firm's portfolio of investments KnowledgeBudgeting Prepare short-term budgets ManagementProfit planning Plan long-term profits Strategic
38
System Description Organisational Level
Training and development
Track training, skills and appraisals
Operational
Career paths Design employee career paths
Knowledge
Compensation analysis Monitor wages, salaries and benefits
Management
Human resources planning
Plan long-term workforce needs
Strategic
39
Systems that maintain employee records; Track employee skills, job performance, and training; And support planning for employee compensation and career development.
ExamplesSystem Description Organizational Level
Training and development Track employae training, skills, Operationaland performance appraisals
Career pathing Design career paths for employees KnowledgeCompensation analysis Monitor the range and distribution Management
ofemployee wages, salaries, and bene6csHuman resources planning Plan the long-term labor force needs Strategic
of the organization