1 Sistem Maklumat Pengurusan Copyright © 1998 Addison Wesley Longman

2 Fungsi Pengurusan Klasik Historically, managers have had these main functions: PlanningPlanning OrganizingOrganizing StaffingStaffing DirectingDirecting ControllingControlling

3 Perancangan Managers devise both short-range and long-range plans for the organization and set goals to achieve those plans.

4 Organizing Managers must decide how to use resources, such as people and materials.

5 Staffing Managers must hire and train workers.

6 Directing Managers guide employees to perform their work in a way that supports the organization’s goals.

7 Controlling Managers monitor the organization’s progress toward reaching its goals.

8 Classic Management Pyramid Top-level managers Middle-level managers Low-level managers Strategic Tactical Operational

9 Strategic Level Management This level of management focuses on the planning functions of the organization.

10 Tactical Level Management At this level, management focuses on organizing and staffing to carry out the visions of top-level managers.

11 Operational Level Management The focus of this level of management is on directing and controlling workers to perform the planned activities.

12 Management Information Systems (MIS) MIS is a set of formal business systems designed to provide information for decision making.

13 MIS Manager The MIS manager runs the MIS department. The MIS manager must be comfortable with both computer technology and the organization’s business.

14 New Management Model Many industries are finding that they can do without middle managers. For these businesses, communication that was once carried out by middle managers has been replaced by computer networks. The result has been a flattened management pyramid.

15 Flattened Management Pyramid Top-level managers Low and Middle-level managers Workers Strategic Tactical Operational

16 Impact of Groupware The introduction of groupware has contributed to the flattening of the management pyramid. Fewer lower- and middle-managers are needed in an organization that is information-driven and supports team-based projects.

17 Impact of Teamwork Networks and groupware help to organize employees into task- focused teams. Small-sized teams of highly skilled workers need fewer managers to dispense ideas and make decisions.

18 Top Managers and Computers Top managers need sophisticated software to help them make decisions.

19 Decision Support System (DSS) A DSS is a computer system that supports managers in nonroutine decision-making tasks and supplements an MIS. A DSS uses an interactive computer model to simulate a real-life situation.

20 Executive Support System (ESS) An ESS is a decision support system especially made for senior-level executives. Unlike a DSS, this system must take into consideration how decisions will affect the entire organization over a period of time.

21 Managing Personal Computers Acquiring and managing the personal computers in an organization requires: A personal computer managerA personal computer manager Acquisition policiesAcquisition policies An information centerAn information center

22 The Personal Computer Manager This manager is in charge of the personal computers used by an organization and attends to: Technology overloadTechnology overload Cost controlCost control Data security and integrityData security and integrity Computer junkiesComputer junkies

23 Technology Overload The personal computer manager strives to prevent users of these computers from becoming over- whelmed by the technical jargon.

24 Cost Control The cost of a personal computer is only a fraction of the cost incurred by a business. Additional expenses include training, hardware and software upgrades, networking components, and maintenance.

25 Data Security and Integrity The personal computer manager must also address the use of personal computers to access corporate data.

26 Computer Junkies The personal computer manager must also respond to workers who cannot resist using the computer for work not related to their job. Personal computers, especially those networked to the Internet, distract the user from what they should be doing.

27 Acquisition Policies Acquisition policies should address compatibility with current hardware and software.

28 The Information Center This center should provide the following services to employees: Software selectionSoftware selection Data accessData access Network accessNetwork access TrainingTraining Technical assistanceTechnical assistance

29 Software Selection The information center staff helps users determine which software packages suit their needs.

30 Data Access The staff of the information center helps users get data from the large corporate computer systems for use on the users’ computers.

31 Network Access Information center staff offers help on using the network system. This might include password management, security information, and in-house network training.

32 Latihan The largest role the information center has is offering training to members of the corporation.

33 Technical Assistance Information center staff provide technical assistance to the organization’s employees. This assistance ranges from advice on hardware and software adoptions, system problem-solving, and coordination with the MIS department.

34 Increasing Productivity To increase productivity, managers must provide: TrainingTraining Worker involvementWorker involvement

35 Training Ongoing training is now necessary for every aspect of a company’s organization. However, follow-up support is important if the newly trained personnel are to retain the new skill.

36 Worker Involvement Rather than simply installing new technology and training workers, management should involve the people who will be working with the technology.

37 Conclusion Today, most presidents and CEOs of business come from legal, financial, or marketing backgrounds. As the computer industry and its professionals mature, this pattern could change. Who will lead business in the future?