Management Information System Chapter 2

Only available on StudyMode
  • Download(s) : 1018
  • Published : October 20, 2011
Open Document
Text Preview
MANAGEMENT INFORMATION SYSTEMS ASSIGNMENT
CHAPTER 2 “GLOBAL E-BUSINESS:
HOW BUSINESS USE INFORMATION SYSTEMS”

By:
ANGGITA REBBICA HAMIDYA
040912196 – ENGLISH CLASS

DEPARTMENT OF MANAGEMENT
ECONOMIC AND BUSINESS FACULTY
AIRLANGGA UNIVERSITY
2011

* BUSINESS PROCESS AND INFORMATION SYSTEMS
Business processes are Manners in which work is organized, coordinated, and focused to produce a valuable product or service. They are concrete work flows of material, information, and knowledge—sets of activities. They are also refer to unique ways to coordinate work, information, and knowledge, and the Ways in which management chooses to coordinate work. Many Business Processes may be tied to functional area or be cross-functional •Businesses can be seen as collection of business processes. Business processes may be assets or liabilities

Information technology enhances business processes in two main ways: 1. Increasing efficiency of existing processes
Automating steps that were manual
2. Enabling entirely new processes that are capable of transforming the businesses Change flow of information
Replace sequential steps with parallel steps
Eliminate delays in decision making

* Types of Business Information Systems
Systems from a FUNCTIONAL PERSPECTIVE
1. Sales and marketing systems
Functional concerns: Sales management, customer identification market research, advertising and promotion, pricing, new products Examples:
•Order processing (operational level)
•Pricing analysis (middle management)
•Sales trend forecasting (senior management)
2. Manufacturing and production systems
Functional concerns: Managing production facilities, production goals, production materials, and scheduling Examples:
•Machine control (operational management)
•Production planning (middle management)
•Facilities location (senior management)
3. Finance and accounting systems
Functional concerns: Managing financial assets (cash, stocks, etc.) and capitalization of firm, and managing firm’s financial records Examples:
•Accounts receivable (operational management)
•Budgeting (middle management)
•Profit planning (senior management)

4. Human resources systems
Functional concerns: Identifying potential employees, maintaining employee records, creating programs to develop employee talent and skills Examples:
•Training and development (operational mgmt)
•Compensation analysis (middle mgmt)
•Human resources planning (senior mgmt)

Systems from a CONSTITUENCY PERSPECTIVE
1. Transaction processing systems: supporting operational level employees * Perform and record daily routine transactions necessary to conduct business Examples: sales order entry, payroll, shipping

* Allow managers to monitor status of operations and relations with external environment * Serve operational levels
* Serve predefined, structured goals and decision making

2. Management information systems and decision-support systems: supporting managers Management information systems
* Serve middle management
* Provide reports on firm’s current performance, based on data from TPS * Provide answers to routine questions with predefined procedure for answering them * Typically have little analytic capability

Decision support systems
* Serve middle management
* Support nonroutine decision making, Example: What is impact on production schedule if December sales doubled? * Often use external information as well from TPS and MIS * Model driven DSS: Voyage-estimating systems

* Data driven DSS: Intrawest’s marketing analysis systems

3. Executive support systems: supporting executives
* Support senior management
* Address nonroutine decisions requiring judgment, evaluation, and insight * Incorporate data about external events (e.g. new tax laws or competitors) as well as summarized information from internal MIS and DSS Examples: ESS that provides minute-to-minute...
tracking img