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Question 1. What is MIS? Explain different types of information
system serving
at different levels in organization. Give suitable example.
What is Management Information Systems?
Business informations management according to Dr Xuemei Tian is
the process of
managing information as a strategic resource for improving
organizational performance by
developing strategies as well as systems and controls in order
to improve information quality
and ultimately to deliver value (Tian, 2012). Essentially,
information is an extremely important
resource in todays digital age. Relevant and timely information
about the organizations
performance should be readily available to assist management and
operational teams to see
how best to ensure that targets are met and desired output is
delivered. Thus, management
information systems are designed to support the management of
organizational functions at
the managerial level of the organization.
Management Information System (MIS) is field of study that
encompasses the
development, use, management, and study of computer-based
information systems in
organizations (Valacich & Schneider, 2011). The aim here is
to produce detailed information
from the data which is captured, processed via the computer
systems in order to help manage
a firm or a part of the firm.
Types & Examples of Information Systems
There are different types of information systems (IS) for
different levels within the
organization. From the associate or clerk to their supervisors
and subsequently managers of
functions and departments, and finally to the senior managers
and executive managers, the
various IS systems provide relevant data at all levels to help
in decision making and to create
a visibility of how business is evolving per a given period of
time.
Three (3) main levels of decision making can be defined
generally for an organization:
1. Operational Decisions
2. Tactical Decisions
3. Strategic Decisions
These are illustrated in Figure 1
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Figure 1 - Three (3) level pyramid model of information systems
types
1. Operational Decisions - Transactional Processing Systems
Basically these types of systems are used within the
organizations by data entry clerks,
assistants and associates, who perform transactional and
repetitive, day-to-day processes.
This form of systems help to make the processing of these daily
transactions very efficient. A
lot of data is generated from such systems and this in turn is
used to prepare the lines items,
general reports, summary tables etc. which can be used in the
other types of system; MIS
and EIS.
Typical examples of such systems
o Transaction Processing System (TPS): these systems capture the
day-to-day business
events, and data input at the operational level. A common
example is the check-out
counter in a super market. The purchases made by a shopper is
captured, this can
impact the stock levels in real-time if it is networked with the
inventory management
system. So at the end of the day, the products sold by a
particular counter can be
reconciled, and the stock movement can be analyzed for products
which need to be
re-ordered.
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Examples
Payroll systems Order processing systems Reservation systems
Stock control systems Systems for payments and funds transfers
o Office Automation System (Personal Productivity Software):
Another aim of
Information Systems is to make working within the organization
well automated and
organized. Office automation systems support a wide range of
predefined day-to-day
work activities within all types of organizations: small, medium
and large. Typical
example is the Microsoft office suite: Outlook; for mail
exchange servers, meeting
requests etc., MS Word for word processing, MS Excel for
calculations and list, reports,
pivot tables etc. all these make working more productive, the
data generated can be
shared within the organization.
o Collaboration System: All the data and documents generated
from Office
automation systems above can be easily shared with Team rooms
and MS
SharePoint within the organization. These systems enable people
to communicate,
collaborate, and coordinate with each other, share ideas,
document archiving
systems etc.
o Functional Area Information System: Apart from the office
automation systems in an
organization, other specialized systems within the companys
intranet can enable the
implementation of specific tools for use by employees within the
organization. These
can be tools for planning for personnel leave and holidays, for
the management of
Travel Expenses, personal development, planning of on-the-job
training, work
assignments, workflow management etc.
o Enterprise Resource Planning (ERP) System: Finally under the
TPS, we can consider
ERPs. According to Margaret Rouse, and ERP is an industry term
for systems solution,
processes and activities, that helps an organization manage the
important parts of its
business. ERPs provide visibility for key performance indicators
(KPIs) required for
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meeting corporate objectives. Within an ERP, departments such as
Human Resources,
Technical & Production, Sales, Procurement, Finance &
Controlling and Marketing etc.
all have a view of the data within the system. Typically, an ERP
system uses or is
integrated with a relational database system (Rouse, 2007).
According to a website which outlines the Business Value of an
ERP, such systems help
employees do their jobs more efficiently by breaking down
barriers between business
units as illustrated above (NetSuite Inc., 1998 - 2013).
More specifically, an ERP solution:
Gives a global, real-time view of data that can enable companies
to address concerns
proactively and drive improvements
Improves compliance with regulatory standards and reduces risk,
as authority limits,
roles allocations, limited views are integrated within such
systems
Automates core business operations such as lead-to-cash,
order-to-fulfillment, and
procure-to-pay, hire-to-retire processes etc.
Enhances customer service by providing one source for billing
and relationship
tracking, CRM systems and SRM systems may be fully
integrated.
An ERP bridges all levels of decision making, the OLAP (online
analytical processing) and OLTP
Online transaction processing aspect of an ERP solution enables
multiple users to easily and
selectively, input, extract, view data and to manage
transaction-oriented applications,
typically for data entry and retrieval transaction processing
(Rouse, 2007). At the upper ends,
Managers are able to extract data, lists, tables and reports
from data cubes and business
warehouses which have the capabilities to summarise and analyse
all the transaction data
being inputted at the TPS level. This moves us to the tactical
and strategic decision levels.
Other systems which are integrated into ERPs are:
o Customer Relationship Management System
o Supply Chain Management System
o Electronic Commerce System
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2. Tactical Decisions - Management Information System
o Management Information System: as previously defined,
comprises the systems
which produce detailed information to help manage a firm or a
part of the firm
(Valacich & Schneider, 2011). Most of the data coming into
these systems originate
from TPSs.
o Decision Support System: Tools for data analysis, database
queries etc. can be found
within such systems. These support quantitative decision making,
demand
forecasting, budgeting, overview on cost centers, profit centers
etc.
Evidently these systems enable the middle level managers,
supervisors and senior
managers to take tactical decisions.
3. Strategic Decisions: Executive Information Systems (EIS)
For strategic and very high level decisions, Executive
Information Systems are used.
These enable executives and senior managers to analyze business
trends, compare
actuals vs. planned, identify long-term trends, overview on
profitability and business
growth, organic growth etc.
Similar to the tactical decision making systems, the data may
originate from TPSs,
additional some external data from social media listening, Group
objectives in the case
of Global businesses etc. may be integrated into Executive
Information Systems.
Usually these systems should be highly visual, graphical and
easy to interpret by top
executives, additionally there should be a capability to drill
down into details where
required. With the increase of mobile computing platforms, it
has also become
necessary that these systems are available on mobile devices
also.
4. Other Specialized Systems
There are also other information systems at use in various
fields, namely
o Data Mining and Visualization System: the main purpose of such
a system is to
analyze data warehouses to better understand the various aspects
of a business. An
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example can be market analysis and consumer insight information
generated from
websites which are mined.
o Knowledge Management System: Collection of technology-based
tools to enable
the generation, storage, sharing, and management of knowledge
assets (Valacich &
Schneider, 2011).
o Geographical Information System: Create, store, analyze, and
manage spatial data
(Valacich & Schneider, 2011)
Conclusion
Information systems as we can see above may come from various
sources, all these forms
and types of systems are all uniquely tailored to provide the
right data to different levels of
the organization in order to optimize efficiency and to deliver
value to the final consumer.
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Question 2
(a) What is re-engineering? Explain BPR?
Re-engineering: Introduction to BPR
Re-engineering is also referred to as, re-design. According to
(Chen, 2001), Business Process
Reengineering can be defined as the fundamental rethinking and
radical redesign of
business processes to achieve dramatic improvements in critical,
contemporary measures of
performance, such as cost, quality, service and speed
The principle herein is to start afresh. To start on a clean
sheet, with special consideration of
only what can be considered as value to the final consumer. No
preference is given to
traditional ways of working the aim is to cut out as much waste
as possible and to render
the new process and efficient as possible.
Workflows and processes are re-analysed. Task allocations
between the people in the
organization is carefully considered in order to come out with
the optimum task allocation
strategy.
The purpose of reengineering is to make all your processes the
best-in-class (Chen, 2001).
History of BPR
In the 1990's, Michael Hammer and James Champy published a
best-selling book,
"Reengineering the Corporation in which they promoted the idea
that sometimes radical
redesign and reorganization of an enterprise was necessary to
lower costs and increase
quality of service and that information technology was the key
enabler for that radical
change.
Re-engineering is ... about rejecting the conventional wisdom
and received assumptions of
the past. ... Reengineering is the search for new models of
organising work. Tradition counts
for nothing. Re-engineering is a new beginning. ... To succeed
at reengineering, you have to
be a visionary, a motivator, and a leg breaker culled from
Hammer and Champy (1993) by
(Chen, 2001)
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According a website article on BPR by Margaret Rouse, Hammer and
Champy felt that the
design of workflow in most large corporations was based on
assumptions about technology,
people, and organizational goals that were no longer valid. They
suggested seven principles
of reengineering to streamline the work process and thereby
achieve significant levels of
improvement in quality, time management, and cost (Rouse,
2009)
Key Concepts of BPR
Challenge assumptions underlying all current processes
Identify all the processes in an organization and prioritize
them
Process and goal orientation not task orientation
Organizational re-structuring
Best use of IT systems to optimize the new processes
Capture information once and at the source
Optimization of information flow
Link parallel activities in the workflow instead of just
integrating their results.
Put the decision point where the work is performed, embed
controls into the
process.
(b) What are the value activities of organization? How
information systems
support the value activities of organizations?
What are the Value Activities in an Organization?
The concept of value chain is attributed to Michael Porter from
his 1985 best-seller,
Competitive Advantage: Creating and Sustaining Superior
Performance.
Investopedia states that: Value-chain analysis looks at every
step a business goes through,
from raw materials to the eventual end-user. The goal is to
deliver maximum value for the
least possible total cost (Investopedia, 2013)
From Figure 2 below, the diagram of the Porter Value Chain
splits activities within the
organization into Primary and Secondary or Support
activities.
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Primary Activities: Inbound Logistics, Operations, Outbound
Logistics, Marketing and Sales
and Service (above)
Secondary Activities: General Administration, Human Resource
management, Technology,
Systems Development and Infrastructure etc. (below in teal)
Diagram from (Valacich & Schneider, 2011)
Figure 2: Porter's value chain and corresponding sample uses of
information systems to add value.
Basically, value is what the customer is willing to pay for. So
the primary activities
(inbound logistics to service) within the Value Chain represent
the internal processes and
activities within the company which directly help to design,
produce, market, deliver and
support its product.
Value is accumulated this chain of activities, which ultimately
lead to an end product or
service. From Porters view these are the firms value-adding
activities, based on its pricing
strategy and cost structure.
According to (Valacich & Schneider, 2011), Value chain
analysis is the process of
analyzing an organizations activities to determine where value
is added to products and/or
services and what costs are incurred for doing so. Appropriate
Information Systems can be
the key enablers of automation of activities along the value
chain, value chain re-design has
become a popular tool for applying information systems,
identifying, analyzing and
eliminating waste in the value chain, and to make processes
Smarter and efficient.
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Value Chain Theory
According to Porters concept, in order for the company to
deliver its products as the
right price to the consumer and to achieve competitive
advantage, the organization should
ensure that its primary and support activities can work
efficiently at optimum level.
If an activity is performed well it is said to add value.
Material flow within the primary
activities should be optimized, similarly information flow
within the support or secondary
activities should also be optimized. This will ensure zero-waste
and efficient resource usage,
hence the right cost to the consumer.
Similar concepts such as the Lean Value Stream design, also aim
at optimizing value to
the customer through a complete value creation process with
minimum waste.
Information Systems to enable Value Chain Optimization
The analysis of the types of information systems in the previous
question provides an
insight into how Information Systems can help to enhance value
chain activities.
Enterprise Resource Planning (ERP) System:
ERP are very huge investments from the start point, however in
the long-term ERPs
are supposed to enable organizations to leverage on the
standardization and analytical
capabilities that such systems offer in order to make people,
systems and processes work
most efficiently within the organization.
As stated earlier, within an ERP, departments such as Human
Resources, Technical &
Production, Sales, Procurement, Finance & Controlling and
Marketing etc. all have a view of
the data within the system. In this light, material flow within
the manufacturing process from
demand planning, procurement of raw materials, production
planning and manufacturing
until the products arrive in the material handling section
(warehouse) and delivery to the final
consumer is completed should be optimized with IS tools within
the ERP.
Technical and Production planning systems (computer-aided
manufacturing) are
available for such purposes and intents. Within the
manufacturing process, critical control
points embedded within the process should ensure minimal rework
which will result from
contamination.
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Accurate demand planning and production planning systems should
ensure timely
delivery, just-in-time to the customer, fresh products and
reduced inventory costs, as demand
is planned accurately.
Customer Relationship Management System: These can help to
manage customer orders
within the system, reduce delays which may result when customers
orders are blocked for
reasons of credit limits.
This can ensure also timely customer order processing, Customer
Service Response
systems, can also enable handling of customer enquiries and to
ensure customer satisfaction.
Supply Chain Management & Supplier Relationship Management
(SRM) System: Sourcing
of raw materials and other goods and services; machine parts,
services etc. from suppliers can
be greatly enhances with SRM systems. Competitive bidding,
timely re-ordering, on-time
payment can all be enhanced with such systems.
Electronic Commerce System: these systems enable customers to
have access to the portfolio
of goods and services offered, to compare easily with other
brands and to sample views from
other buyers and their comments.
Conclusion
In a nut shell, value activities can be enhanced with IS tools
which can provide
information, automation and analytical capabilities to render
processes for efficient. BPR also
offers the platform for businesses to re-design their processes
and systems and to focus on
value adding activities and to eliminate waste.
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Question 3
(a) What is Database? Explain DBMS.
Introduction to Databases
According to (Valacich & Schneider, 2011) databases are
collections of related data
organized in a way that facilitates data searches, are vital to
an organizations operations and
often are vital to competitive advantage and success.
Data values kept in tables which interrelate with other tables
and other databases.
This enables the capability to find records and attributes or
related information by means of
search and query functions. Other files, images, supporting
documents can easily be linked
with other database values by means of document archiving
systems.
Basically there should be a source or data entry point.
Information may be inputted
by a clerk or multiple users via a transactional processing
system which captures the data.
The design of the database enables the data captured to be
stored for easy retrieval and for
further analysis and queries.
Types of Databases
Two (2) main categories of databases, these are:
Flat-file databases: very simple and ideal for small amounts of
data
Relational databases: more complex, with a logical structure and
scripts
Based on the nature and type of data to be stored and also the
volume of data, an appropriate
type of database can be selected.
There are however a lot of different examples of types of
databases, some of these are:
Active Databases
In-Memory Database
Cloud Database
Document-Oriented Database
Knowledge Base
Parallel Database
Embedded database
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Database Management Systems (DBMS)
This is defined as a specific type of software or platform for
creating, entering, storing,
organizing and accessing data contained in the databases. Such
applications and programs
allow organizations to easily store, retrieve, and analyse
data.
A DB Administrator usually manages of a database, ensuring the
right access and
authorization is given to the right users, backup systems and
redundancy checks are in place
and also to ensure that the scripts are running fine.
End-users may access the data from various platforms and
devices. Various logical
views may be made available to different users depending on
their authorization and access
rights.
Advantages of databases (Valacich & Schneider, 2011):
Programdata independence: data is not necessary stored within a
program, thus,
upgrades and new implementations can be completed and the data
remains intact
within the DB
Minimal data redundancy: no duplication of data as data can be
interlinked
Improved data consistency
Improved data sharing
Increased productivity of application development
Enforcement of standards: the DB administrator can enforce
rules
Increased security by the use of access restrictions.
Reduced program maintenance: Information changed in the central
database is
replicated seamlessly throughout all applications.
Costs & Risks of databases (Valacich & Schneider,
2011):
Setup Costs and complexity of installation
Cost to hire a DB Administrator
Need for backup and recovery
Conversion costs: where there is a need to convert data from a
legacy system
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(b) List the different Database models. Explain any one of
them.
Database Models
Different database models exist. A data model is a collection of
concepts and rules
for the description of the structure of the database (GITTA,
2010). There are different models
of databases and data types, similar to the categories, types
and examples previously cited.
Some of these are:
Network Model
Hierarchical Model
Relational Model
Object-oriented Model
Object-relational Model
Hierarchical Model
According to Wikipedia, the hierarchical database stores data in
a series of records.
Records have attributes, a set of field values attached to them.
Parent - Child Relationships
are used to create links between record types. Hierarchical
databases do this by using trees,
and it is only able to cope with one tree, implying that there
can only be one parent per child,
and no relationships among the child records are possible. It is
one of the oldest models of
databases
Advantages of Hierarchical Databases
Easy to design
Cheap to maintain
Easy to use
All data are stored in a common database
Shortcomings of Hierarchical Databases
Relationships are difficult to implement in a hierarchical
model.
Extensive programming activities required
Navigation inside the tree is complicated
Inability to link a child document with multiple parents
documents
Alteration of data is difficult due to rules governing the
relationship of records.
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Question 4. Explain the various steps involved in developing
information
system development life cycle.
Developing Information Systems (IS)
Increasingly, there are various forms of information systems and
technological
solutions emerging in todays workplace. Ranging from simple
software for a single user to
more advanced Online Analytical Processing systems (OLAP), which
offer complex and multi-
dimensional data query functionality typical of Enterprise
Resource Planning (ERP) solutions
for multiply users, it is only foreseeable that one may be
involved in the development of some
IS solution, regardless of which department one may work in.
Just as we have a myriad information system solutions comprising
hardware, software
and web-hosted services, platforms, applications etc., there are
various methods and
approaches for developing, acquiring and implementing these
systems. Furthermore, there
are different phases and stages within the development life
cycle of such systems. I will thus
proceed to explain the system development process and
specifically the steps involved in
developing these systems.
System Development Life Cycle (SDLC)
According to a systems development lifecycle (SDLC) manual by
Bender RBT Inc., there are
three (3) primary objectives for any Information systems
deployment project (Bender RBT
Inc., 2003):
Ensure that high quality systems are delivered
Provide strong management controls over the projects
Maximize the productivity of the systems staff
The SDLC process describes the life cycle of an information
system from initiation to
retirement (Valacich, et al., 2011). The process has several
phases:
Initiation, Systems Planning & Selection
Systems Analysis
Systems Design
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Systems Development
Systems Implementation and Operation
Systems Maintenance
The steps within the tailored to ensure that the main objective
for the implementation or
deployment are achieved.
Initiation, Planning & Selection
This is the start-up phase, where the feasibility studies are
carried out. A business case is
developed, possible projects and systems are compared.
After the decision is taken on the system to be developed, a
project plan is elaborated.
Systems Analysis
At this stage, business requirements are clearly defined for the
system to be implemented.
Information is sought from users. The system designers seek to
gain a thorough
understanding of an organizations current way of doing things in
the area for which the new
information system will be constructed (Valacich &
Schneider, 2011). A Joint application
design (JAD) session is also recommended in order for all
stakeholders to sit down and to
draw up the system design within joint sessions.
The future process flows and data flows are modelled. The system
designers and analysts
evaluate and compare alternative system designs and solutions.
At the end a system approach
is selected, details of that particular system approach can be
defined. So a major deliverable
from this phase is a document with a list of the business
requirements.
Systems Design
The main question at this stage is How will the system deliver
the business requirements?
(Tian, 2012). The system design and configurations are also
evaluated out at this stage.
Systems Development
At this point the system design or solution agreed at the
previous stage is programmed,
configured and deployed. Here the deployment plan is
elaborated.
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Systems Implementation and Operation
Implementation, deployment and testing. These can occur in
different testing environments
depending on the solution being implemented. In the case of some
ERPs, developments and
initial configurations are completed in a testing environment
e.g. Sandbox, Regression, Pre-
Production. Some of the data from the legacy system is imported
into the testing environment
to ensure that the system functions as expected.
After testing is successful and validated by stakeholders and
end-users, a cut-over plan can
be elaborated for the Live or Production environment (final
changeover) into the new system.
Once the go-live is planned, executed and successful, the
development cycle usually moves
into a hyper care mode, to ensure that processes are running
fine and all minor bugs and
issues are fixed, then the implementation can move into Sustain
mode and operations can
take over fully.
Importantly all documentation and training required for the use
of the new system should be
available for the organization. The support structure in case of
escalations and error
corrections required should be clearly defined.
Systems Maintenance
Monitoring, sustaining, revising and upgrading the system. Some
ERP have elaborate
maintenance procedure. Any new enhancements go through the
previous phases outlined
above until they are fully tested and validated for Production
environment. Release cycles are
also scheduled to ensure systematic monitoring of all updates,
patches and new releases.
Conclusion
Other models exists apart from the SDLC such as the waterfall
model, prototyping, Agile
software development, timeboxing etc.
Essentially, the phases to ensure that an appropriate solution
is selected, designed to meet
the exact business requirements of the business, and that the
users are properly trained.
Finally all the data prepared for the cut-over should be
properly prepped for the new system,
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as the saying goes; Garbage in, garbage out. So if the cut-over
is poorly done, and inaccurate
information is loaded, the new solution or system may become a
new nightmare.
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Question 5
(a) Explain the relationship between information system and
organization.
(b) Explain how IS an act as an organization resource vis-a-vis
more traditional
resource like man, machine and money.
Introduction
Information systems and technological solutions are available in
varied forms today.
Information systems are combinations of hardware, software, and
telecommunications
networks that people build and use to collect, create, and
distribute useful data, typically in
organizational settings (Valacich & Schneider, 2011).
Organizations employ various types of information system
solutions as mentioned earlier
within this document in order to automate, simplify and to make
processes, workflows and
systems more productive and effective.
The aim of an organization is to employ its tools and resources
in order to deliver the
goods and services which it seeks to offer to the final
consumer. The role of Information
Systems, thus is to provide the capability, via the data
processing tools in order to provide the
support to help business to succeed at their goals and
objectives.
Information Systems & Organizations
According to (Tian, 2012), information systems and organizations
influence each
other. IS can be an enabler of competitive advantage and
efficiency to an organization if
correctly used. It is important however to note that factors
such as culture, politics, business
processes, management decisions, the external environment etc.
all impact this interaction
between the IS and the firm.
Impact of IS on organizations:
ERP: full integration of all the department within the
organization. Enhanced information and
data flow. The TPS solutions help to automate data entry and to
make these processes more
effective.
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Customer & Supplier Relationship Management Systems: These
have enhanced the
interactions with external suppliers and customers so that
procurement and sales processes
can be enhanced and automated.
Employee Self-Service Portals: Tools which enables employees to
manage their trainings,
leave and development plans etc. have greatly encouraged
learning organisations
Office Automation System (Personal Productivity Software):
Information Systems able to
make working within the organization well automated and
organized. Office automation
systems support a wide range of predefined day-to-day work
activities within all types of
organizations: small, medium and large. Typical example is the
Microsoft office suite: Outlook;
for mail exchange servers, meeting requests etc., MS Word for
word processing, MS Excel for
calculations and list, reports, pivot tables etc. all these make
working more productive, the
data generated can be shared within the organization.
Collaboration System: All the data and documents generated from
Office automation
systems above can be easily shared with Team rooms and MS
SharePoint within the
organization. These systems enable people to communicate,
collaborate, and coordinate with
each other, share ideas, document archiving systems etc.
There are other systems that impact the organization, it is
important that these IS solutions
usually come at a great expense to the business, and so the use
must be optimized to
ensure that waste is rather not generated.
Information Systems as a Resource
From the above we can see that IS can be viewed as a resource to
the organization
Employee Empowerment: Employees have the power to determine
their progress within
the organization to a very large extent. The learning and
personal development is greatly
enhances with IS tools.
Controls Embedded, Improved Control: with the business controls
embedded within
workflows and processes, risk of fraud, operational controls
etc. are enhances
Authorizations and Access Restrictions: Access control goes a
long way to ensure security
and to prevent data misuse.
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Empowering Mobile Computing, Flexibility: With IS, mobile
computer via VPNs can be
developed. This can promote working from home for workers who
need time with kids at
home and can work remotely.
Decision Support: Quantitative data can be obtained from IS to
enable fact based decision
making
Harmonization: With ERPs, harmonization and standardization
which can offer an
opportunity to leverage on size for automation and innovation is
also encouraged.
Collaboration: With IS, sharing has been enhanced, via
teleconferencing capabilities, team
rooms, share points etc.
Conclusion
From an economic point of view a resource is viewed as a factor
required to accomplish an
activity, or as means to undertake an enterprise and achieve
desired outcome. The
attributes listed above enables IS to be viewed as a traditional
resource. Clearly IS enables
outputs to be achieved more effectively if properly used.
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Question 6
(a) Explain CSF method for information system planning.
Introduction
CSF is simply; Critical Success Factors. It is a means of
determining what success looks
like. For a given process or activity some key performance
indicators can be highlighted to
show clearly the business requirements expected.
Information systems need to be planned thoroughly and to be
properly executed since they
are costly and consume a lot of resource during their
implementation.
According to (Reddy, 2013) and other manuals on information
system planning, the following
CSF are essential for planning an IS.
Proper Planning: Understand clearly the business requirements,
make an appropriate choice
of the best solution. Build a robust implementation plan which
is well understood, validated
by all stakeholders and is adequately monitored.
Strong Leadership: Effective Project Control & Management is
required for any IS
implementation project. Quality information flow should be
encouraged
Collaboration: between the users, designers, analysts, project
leads, employees etc. this is
Critical to ensure that what the user requires is exactly the
solution which is delivered.
Implementation Skills: Effective monitoring of all the multiple
tasks which are running during
the implementation is critical to ensure that testing is
completed appropriately and the
solution is of top notch quality
Integration & System Test: Testing is very critical to the
success of an implementation. Tools
and solutions can be put in place to monitor all testing
completed. All issues arising should be
appropriately handled and resolved.
Education & Training: Documentation and tools, as well as
support teams should be clearly
defined for all IS project especially in the sustain phase after
the project has gone live.
-
(b) Differentiate between DSS and MIS.
Definition of Decision Support System (DSS)
A Decision Support System (DSS) is a collection of integrated
software applications and
hardware that supports business and organizational
decision-making activities (Valacich &
Schneider, 2011).
Management Information System (MIS) is field of study that
encompasses the development,
use, management, and study of computer-based information systems
in organizations
(Valacich & Schneider, 2011). The aim here is to produce
detailed information from the data
which is captured, processed via the computer systems in order
to help manage a firm or a
part of the firm (Stair, et al., 2010).
The following summarize the main differences between these two
systems (Stair, et al., 2010):
Speed: DSSs usually have a faster response time than MIS
systems
Support: DSSs support individual users within the organization
and in the short run users
have more controls over the DSS, but in the case of the MIS
users have less control in the
short run.
Problem Type: A DSS handles unstructured problems that cannot be
easily programmed, but
MISs handle only structured problems
Emphasis: DSS is for decision making styles but an MIS
emphasizes information only.
-
Question 7. Explain with the help of suitable example how
organization can
achieve competitive advantage with information system
Introduction
Competitive advantage occurs when an organization acquires or
develops an
attribute or combination of attributes that allows it to
outperform its competitors, according
to Wikipedia.
Information system (IS) encompasses the hardware and software
tools employed by
people and organizations use to collect, filter, process,
create, and distribute data. Many
varied forms of IS have been outlined in the previous
questions.
In actual fact, in order for a company to achieve competitive
advantage, the IS solution
in place must be efficiently used and the processes should be
Lean, smart and should contain
little waste. Many companies have even failed at attempting to
implement ERPs to help to
automate and enhance their operations. Some companies
implemented but are
underutilizing their ERPs and are seeing little benefit, thus it
is essentially that to be well
positioned as an organization to achieve competitive advantage,
business processes should
have minimal waste.
Porters Competitive Forces Model
Basically, with this model, Michael Porter outlines 5 market
factors can be analysed so
as to make a strategic assessment of the competitive position of
a given organisation in a
given market (Tian, 2012). These are:
Existing competitive rivalry between suppliers: these are the
traditional
competitors who are developing new brands and ensuring they
become more
efficient within the market, so as to secure market
leadership
Threat of new market entrants: free economies, no barriers to
entry, start-up costs
not too high etc. these can encourage new organizations to enter
the existing
market, thus a point of concern for the organization.
Bargaining power of buyers:
Power of suppliers
Threat of substitute products (including technology change)
-
In view of such forces as outlined by Porter, organizations who
wish to have competitive
advantage should understand the competitive forces, the key
issues as far as their industry
is concerned, and the capacity to anticipate changes within
their industry.
With IS, things can be done more effectively and in a Smarter
way.
DSS and MIS tools can enhance Strategic decision making which
can help the business to
stay ahead of competition.
Producing at a lower cost by leveraging on size, economies of
scale, and a Computer-Aided
production plant via an ERP can help an organization to be the
Best in Class.
Other sources of competitive advantage are outlined below
(Valacich & Schneider, 2011):
Quality products: best-made product on the market
Deliver superior customer service: CRM systems
Optimize production costs: Achieving lower costs than rivals
Having a proprietary manufacturing technology, formula, or
algorithm
Shorten lead times in developing and testing new products by
means of Value
Stream Redesign and BPR
Build a well-known brand name and reputation: Effective
Marketing, E-Commerce
etc.
Giving customers more value for their money: Eliminate waste
within the value
chain, and strive for zero-waste
-
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