1. MIS Definition
A computer-based system that makes information available to users with similar needs. 2

2. Organizational Information Systems
Executive
Information
System
(EIS)
Marketing
information
system
Manufacturing
information
system
Financial
information
system
Human resource
information
system 7

3. MIS is an Organizational Resource
Information
Past, present, future
Periodic reports, special reports, simulations
Similar needs
Functional area
Management level
Managers and nonmanagers 4

4. Report Writing Software
Periodic and special reports may look the same, the difference is in what triggers the report
periodic report - produced on a schedule
special report - produced when something out of the ordinary occurs

5. OVERTIME EARNINGS REPORT
An Overtime Earnings Report
OVERTIME EARNINGS REPORT
FOR WEEK ENDING AUGUST 19
OVERTIME EARNINGS
Department No. Department Name Current Month Year-to-Date
Receiving $ 2, $ 5,319.20
Inspection $ 1, $ 4,386.12
Materials Handling $ 3, $12,629.00
Tooling $ $ 1,049.00
Assembly $ $
Plating $ 3, $12,635.20
Shipping $ 5, $18,294.16
TOTALS $15, $55,105.48

6. SALES BY PRODUCT FOR THE MONTH OF JUNE
PRODUCT PRODUCT CURRENT MONTH YEAR-TO-DATE
NUMBER NAME SALES SALES
GASKET CENTER CASE $ 5, $ 31,764.00
MAINSHAFT , ,329.45
ST MOTION SHAFT , ,243.59
OIL SEAL REAR , ,450.07
LAYGEAR , ,709.03
HUB 5TH ,623.68
SHIFT FORK ,634.44
SYNCHRO RING 2ND , ,963.58
BUSH SHIFT LEVER
OIL SLINGER

7. GROUPED BAR CHART Sales Revenue (c) GROUPED/MULTIPLE LINE CHART Years

8. Putting the MIS in Perspective
The first attempt to make information available to management
Enjoyed its greatest prominence in the 1960s when it first originated

9. The MIS and Problem Solving
Contributes because MIS is an organization-wide resource
Contributes because it keeps a continuous supply of information to the manager for problem identification and understanding

10. Information Reporting Systems (IRS)
Information is data that has been processed and is useful in decision making. it helps decision makers by increasing knowledge and decreasing uncertainty.
IRS Provide the following;
Correct and timely information to appropriate managers
Information on medium and long range operations
summarised information

11. Levels of Management Top Level Management Strategic Decision making
Middle Level Management Tactical Decision Making
Lower Level Management Operational Decision Making

12. Top Level Management
Future Orientated and involves a great deal of uncertainty
Involves establishing goals and objectives for the organisation
May include the following;
Introducing new products, new markets, acquiring facilities,
raising capital, capital expenditure proposals etc

13. Middle Managment Concerned with tactical decision making
Implementing strategy.
activities include;
planning working capital, scheduling working capital, formulating budgets,
managing personnel, etc

14. Lower Level Management
First line supervisors
Operating decisions to ensure specific jobs are done.
examples
stock control, selling, distribution, assigning jobs to staff

15. Differences across the Decision Making levels
Information Attribute
Scope
Orientation
Detail
Source
Accuracy
Timescale
Strategic
Wide
Future
Low
External
Medium to long term
Operational
Narrow
Historic
High
Internal
Day to Day

16. Types of Reports Scheduled listings Exception Reports
Predictive reports
Demand Reports

17. Scheduled listings
Produced at regular intervals and provide routine information to a wide variety of users.
Suffer from information overload and problems of relevance
Control and tracking oriented
Examples
Stock Listings
Standard costs
Customer Balances
Debtors listings
Monthly Sales reports

18. Exception Reports Action Oriented
Monitors the performance of the business and any deviation from expected results triggers the generation of a report.
Examples
Stock Out Reports
Bad debts Report
Customer complaints

19. Predictive Reports Used for planning what if models, Examples MRP
Budgeting

20. Demand Reports Solicited by managers
Normally produced on line and from a database
Examples
Correlation reports
Capital expenditure Evaluations

21. Internal versus External Information
Interest rates
Exchange Rates
Competitor Actions
Industry News
Socio Economic Information
Pricing
Strategic Initiatives by Competitors
Regulations

22. Non Financial Performance Measurement

23. Performance Measurement
Much of the data currently reported by Executive Information Systems is based on Financial Performance Measures. These have several shortcomings including;
There are based on the general accounting model
They tend to be lagging as indicators of future performance
They are often not used by mangers when their making decisions
They can be manipulated or gamed both internally and externally.
They tell an incomplete story.

24. Non Financial Performance Measures
The objective of many of these measures is to achieve a balanced score card form of reporting for management with financial, customer, quality and innovation information reported in tandem.
Order Cycle Times
Percent of Orders delivered on time
Inventory Turnover
Warranty Claim Rates
Service Outages
Order fulfilment accuracy
Friendliness of customer service staff

25. Non Financial Performance Measures
Response time to customers calls
Shareholder Value Analysis
Design to market Time
Employee Turnover
Process Cycle Times
Time to market
Capacity utilisation
Set up Times
Order management Time
Right First time

26. Manufacturing Information Systems1

27. Manufacturing Information System
Inventory
Control
Master
Production
Scheduling
Design
Engineering
Standard
Costing
Materials
Requirements
Planning
Bill of
Materials
Job Costing
Capacity
Requirements
Planning
Shop Floor
Control
Labour
Performance

28. Manufacturing Information System
Definition (same components as marketing)
A computer-based system that works in conjunction with other functional information systems to support the firm's management in solving problems that relate to manufacturing the firm's products 14

29. A Model of a Manufacturing System
Output
subsystems
Input
subsystems
Data Information
Production
subsystem
Accounting
information
system D A T B S E
Internal
sources
Inventory
subsystem
Industrial
engineering
system
Users
Quality
subsystem
Environmental
sources
Manufacturing
intelligence
subsystem
Cost
subsystem 15

30. An MRP II System Order entry Purchasing Billing Receiving Accounts
Other functional
information systems
Executive
information
system
Order
entry
Purchasing
Material
requirements
planning
Billing
Receiving
Accounts
receivable
Accounts
payable
General
ledger 10

31. An MRP System Purchasing system 3. Capacity Bill of Customer
material
file
3. Capacity
requirements
planning
Customer
order file
Order release
report
Sales
forecast
file
Planned
order
schedule
Master
produc-
tion
schedule
1.Production
scheduling
system
2. Material
requirements
planning system
4.Order
release
system
Finished-
goods
inventory
file
Order release
report
Produc-
tion
capacity
file
Raw
materials
inventory
file
Planning reports
Performance reports
Exception reports
Changes to
planned orders
Shop floor
control
system 8

32. Computers in the Physical System
CAD (a.k.a. computer-aided engineering)
Design database
CAM
Robotics 2

33. ACCOUNTING APPLICATIONS SOFTWARE

34. Introduction
The term accounting applications software refers to packages which computerise the firm’s ledger accounting system and related functions such as payroll.
The emphasis is on transaction processing; hence, such software carries out a data processing function rather than an MIS or DSS function.
The accounting applications software can often be used to provide summary reports which may be useful for managerial decision-making.

35. The structure of accounting applications software
Accounting applications software is generally modular in design. This means that the software can be purchased and operated in individual sections or modules (for example, a small business might decide to computerise only its sales ledger) but that where several modules are used simultaneously data is efficiently shared and transferred between them.
For example, when data is entered to the sales ledger, it is posted automatically by the system to the nominal ledger if that module also exists.

36. Accounting Information Systems
Word
Processing
Order
Processing
and entry
Accounts
Receivable
Fixed
Assets
and
Depreciation
General
Ledger
Payroll
Purchase
Order &
Receiving
Inventory
Management
Accounts
Payable

37. A Model of an Accounting Information System
Environment
Information
Management
Data
processing
software
Data
Database
Accounting
Information
System
Input
physical
resources
Output
physical
resources
Transform
Environment 3

38. Characteristics of the AIS
Performs necessary tasks
Standard procedures
Detailed data
Historical focus
Provides minimal problem-solving information 9

39. The AIS is the first information-oriented CBIS subsystem to implement
MIS Depends on a good AIS
DSS Depends on a good AIS
ES Depends on a good AIS 28

41. The Financial Information System
A computer-based information system that works in conjunction with other functional information systems to support the firm’s management in solving problems that relate to financial operations and status
It provides information to persons both inside and outside of the firm 3

42. A Model of a Financial Information System
Output
subsystems
Input
subsystems
Data Information
Forecasting
subsystem
Accounting
information
system
Internal sources
Internal
audit
subsystem
Funds
management
subsystem
Users
Database
Environmental
sources
Financial
intelligence
subsystem
Control
subsystem 4

43. More Prewritten Software Exists for the Financial Area than Any Other
Most is accounting in nature
Both general business and personal productivity software 5

45. The Budgeting Process 1. 2. 3. 4. 5. Forecasting model Sales forecast
Top
management 2.
Approved sales forecast
Resource planning
model 3.
Finance
requirements
Human resource
requirements
Information services
requirements
Manufacturing
requirements
Marketing
requirements 4.
Human resource
manager
Information
services
manager
Finance
manager
Manufacturing
manager
Marketing
manager
Requested
human
resources
budget
Requested information
services budget
Requested
finance
budget
Requested
manufacturing
budget
Requested
marketing
budget
Top
management 5.
Final organizational
budget 29

46. AS OF JANUARY 31 MIDWEST REGION
BUDGET REPORT
AS OF JANUARY MIDWEST REGION
CURRENT MONTH YEAR-TO-DATE
ITEM BUDGET ACTUAL DOLLARS BUDGET ACTUAL DOLLARS
SALARIES $23, $22, $1, $59, $54, $4,750-
TRAVEL , , , , ,600+
ENTERTAINMENT , , , ,
TELEPHONE
RENT , ,
FURNITURE
SUPPLIES , ,
MISC , ,
TOTAL $34, $34, $92, $93, 31

47. INFORMATION REPORTING SYSTEMS IN MARKETING

48. Marketing Information Systems
Customer
Service
Analysis
Sales Force
Management
Logistics
and
Distriubution
Sales
Performance
Analysis
Promotion
Market
Research
Budgeting
Product
Analysis

49. Functional information systems Physical system of the firm
Functional Information Systems Represent
Functional Physical Systems
Functional information systems
Human resource
information
system
Information resource
information
system
Marketing
information
system
Manufacturing
information
system
Finance
information
system
Human
resources
function
Information Services
function
Marketing
function
Manufacturing
function
Finance
function
Physical system of the firm 3

50. Kotler’s Information Flows
Marketing intelligence
Internal
marketing
information
Environ-
ment
Firm
Marketing communications 6

51. Marketing Information System Model
Data
Information
Input subsystems
Output subsystems
Product subsystem D A T B S E
Accounting informationsystem
Place subsystem
Internal sources
Marketing research subsystem
Promotion subsystem
Users
Price subsystem
Environmental sources
Marketing intelligence subsystem
Integrated-mix subsystem

52. Should the product strategy
The Product Life Cycle and Related Decisions
STAGES
Introduction
Growth
Maturity
Decline
Sales
Volume
Should the
product be
introduced
Should the
product be
deleted
Should the product strategy
be changed

53. Model Use Is Becoming More Balanced
Strategic planning
level
Strategic planning
level
Management
control
level
.70
Management
control
level
.54
Operational control
level
Operational control
level
1980
1990
Note: The percentages are based on the number of respondents
ranking the particular management levels first. 32

54. Overall Support from the Marketing Information System Is Becoming More Balanced
Strategic planning
level
.25
Strategic planning
level
.28
Management control
level
.57
Management control
level
.40
Operational Control
level
Operational control
level
1980
1990
Note: The percentages are based on the number of respondents ranking the particular management levels first. 33

55. Human Resource Information Systems1

56. The HR manager is often a director who is not a member of the executive committee.
The importance of the human resource
function and the human
resources information system has
grown over the last ten years 2

57. Primary HR Activities Employees Data Management The Firm Education
& Training
Hiring
Terminat-
ion
Benefit
Administration
Recruiting
The Firm
Potential
Employees
Employees
Retired
Employees
Data Management 3

58. HRIS Model Recruiting subsystem HRIS Database Compensation Subsystem
Output
subsystems
Input
subsystems
Work force
planning
subsystem
Data Information
Accounting
information
system
Recruiting
subsystem
Internal
sources
Human
resources
research
system
Work force
management
subsystem
Users
HRIS
Database
Environmental
sources
Compensation
Subsystem
Manufacturing
intelligence
subsystem
Benefits
subsystem
Environmental
reporting
subsystem 9