Executive Information Systems (EIS) are successfully providing computer support for senior executives in a growing number of organizations. As previous attempts to support senior executives failed, what was learned from these attempts, should be incorporated in future efforts. The role of EIS within an organization depends on the context. Various factors-among them, including political and cultural, can contribute to the deployment of EIS. With the aid of an interpretive framework and relevant theories, this report will provide an analysis of the social context and processes which influence the use of an EIS. Furthermore, it will also address important issues involved in the role of EIS, particularly in response to radical change and its effect on the distribution of power within an organization. The example of a UK health authority, namely the Lakeshire Health Authority, will be explored for the identification of key issues on the impact of EIS on organizational change and managerial decision making. Furthermore, this assignment will endeavour to elucidate the relationship between information systems and the work of an organization.
The target group for computer support in organizations has evolved over the years. Since the 70s, Decision Support Systems (DSS) provided assistance for specific decision-making tasks. Among the latest developments are expert systems, which capture the expertise of highly trained and experienced professionals in specific problem domains.
As far as the evolution of computer support for organizational personnel is considered, one group, the senior executives of a firm, is neglected from this process and for various reasons little support has been provided to them. However, Main (1989) argues that this lack of support is rapidly changing, as EIS are being developed in many organizations.
Executive Information Systems (EIS) or Executive Support Systems (ESS) have been developed to provide... [continues]
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