L2 - A MANAGER’S VIEW OF INFORMATION SYSTEMS
Transcript of L2 - A MANAGER’S VIEW OF INFORMATION SYSTEMS
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A MANAGERS VIEW
OF INFORMATIONSYSTEMS
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FUNCTIONS OF MANAGEMENT
Management is the process of directing tasksand organizing resources to achieveorganizational goals. The main functions of
management are Planning
Organizing
Leading
Controlling
Managers are also responsible for adapting tochanges in the external & internal environment.
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PLANNING
Deciding what to do.
Evaluating the organizations resources andenvironment and establishing a set oforganizational goals
Developing tactics to achieve these goals
Creating a decision making process that will
monitor the results
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ORGANIZING
Deciding how to achieve the goals
Developing an organizational structure
Acquiring & training personnel Establishing communication networks
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LEADING
Directing the employees to meetorganizational goals
Motivating the employees to meetorganizational goals
Develop incentives to motivate employees
Organize team building exercises to maintaingood morale
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CONTROLLING
Enables the manager to determine if theperformance of the organization is on target
May develop performance standards to assessemployee performance
Information Systems help in producing reportsand comparing plans with actual happenings
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MANAGERIAL ROLES
1. Interpersonal
2. Informational
3. Decisional
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INTER PERSONAL
The figurehead role Perform ceremonial duties
The leader role
Hire train & motivate employees The liaison role
Contacts outside their vertical chain of command
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INFORMATIONAL ROLE
Managers have access to information fromvirtually every internal staff member as wellas external information
Monitoring or scanning the environment forinformation is one of the most importanttasks of the manager
He is also a disseminator of information -spokesperson - to peers, subordinates, theexternal community, and to the press, govt.officials etc.
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DECISIONAL ROLE
This is of prime importance and includes theentrepreneurial role, the disturbance handlerrole, the resource allocator role and thenegotiator role
Managers also have to be disturbancehandlers
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LEVELS OF MANAGEMENT
Top management Senior executives who establish goals
Middle management
Allocate resources -time, training & budgets - toachieve the goals of the top management
First line management
Supervise day-to-day operations and make surethe performance is suitable
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ACTIVITIES OF THE ORGANIZATION
1. Operational
2. Tactical3. Strategic
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STRATEGICPLANNING
Long-range plans
TACTICAL
Budgets etc.
OPERATIONALDay-to-day
transactions.
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OPERATIONAL SYSTEMS
Repetitiveness
Predictability
Emphasis on past Detailed nature
Internal origin
Structured form Great accuracy
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OPERATIONAL SYSTEMS
Repetitiveness (at periodic interval)
Predictability (no surprise information)
Emphasis on past activities of organization, sales, purchase, etc)
Detailed nature pay cheque, invoices, etc.
Internal origin Structured form
(input and output)
Great accuracy
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TACTICAL SYSTEMS
Summary reports Exception reports
Ad hoc reports
Periodic nature Unexpected findings
Comparative nature
Summary form
Both internal & external sources
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TACTICAL SYSTEMS Summary reports
Overtime hours , weekly sales, etc.
Exception reports Change in weekly sales, etc.
Ad hoc reports For unique problem.
Characteristics of Tactical information. Periodic nature Unexpected findings Comparative nature Summary form Both internal & external sources
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STRATEGIC PLANNING SYSTEMS
Ad hoc basis Unexpected information
Predictive nature
Summary form External data
Unstructured format
Subjectivity
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Comparison of ISCharacteristic Operational Tactical Strategic planning
Frequency Regular, repetitive Mostly regular Often ad hoc
Dependability ofresult
Expected results Some surprise mayoccur
Result often containsurprises
Time periodcovered
The Past Comparative Predictive of thefuture
Level of detail Very detailed Summaries of data Summaries of data
Source of data Internal Internal & External Mostly External
Nature of data Highly structured Some unstructureddata
Highly unstructureddata
Accuracy Highly accuratedata
Some subjective data Highly subjectivedata
Typical user First-linesupervisors
Middle Managers Top Management
Level of decision Task oriented Oriented toward
control and resourceallocation
Goal Oriented
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STAGES OF NEW IT GROWTH
Edgar Schein proposed 4 stages Investment or project initiation
Technology learning & adaptation
Management control Widespread technology transfer
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Phase III
Management
control
Stagnation A
Too little
management
Phase IITechnology
learning
& adaptation
Phase I
Investment /
Project initiation
Phase IV
Widespread
Technology
transfer
Stagnation B
Too focused on
implementation
Stagnation C
Too much
standardization
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Thank you
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Practice Questions
Q1. Considering a large organization List thetypes of reports generated from a tacticalinformation system.
Q2. Give out the characteristics of Strategicplanning systems?
Q3. In an Organization, why is tactical levelinformation so important to middle levelmanagers?
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