1. MIS 2000 Class 9 Process View of Organization and Information Systems Updated: Jan. 2014.

2. Outline Typology of information systems: Time, User, and Organizational Function Focus (important topic, on exams!) IS Impacts on Process Design (CCCFIS) Process Design Impacts on Process Performance (CVCT) IS and Organizational Data Data Quality Summary 2

3. Typology of Information Systems: Time Focus IS store & process data into useful outputs * Outputs and so IS can be: –Past/present focused (recording/tracking; e.g., reports) –Future focused (decision making; e.g., scenarios - key to decision making) Information System Computer hardware System and Application Software Databases Use Procedures User Interface 3

4. Typology of Information Systems (IS): User Focus Different systems serve different groups of users. System types have different level of detail, processing capabilities, and outputs. Transaction Processing system (TPS) - Daily operations control Supervisory Management Mid-level Management Management Information System (MIS) - Mid-range performance control & planning Executive Management Decisions Support System (DSS) - Strategic decision making Knowledge Work Systems (professionals) Knowledge Work Systems (professionals) Communication Systems (everybody) Communication Systems (everybody) Group Support Systems (any teams) Group Support Systems (any teams) Office Automation Systems (clerks, others) Office Automation Systems (clerks, others) 4

5. Queries Database Queries TPS serves supervisors. Stores & processes data created in operations (‘transactions’). TPS is a database with stored queries reflecting daily operations. MIS serves middle management. Uses outputs from TPS, additional queries and reports to reflect the transpired business in longer periods (month, quarter). DSS serves executive management. Highly aggregated figures showing overall state of business. Upcoming topic. IS Types – Basic Concepts Transaction Processing System (TPS) 5 Queries Database Queries Queries & Reports with summary figures on longer periods Your lab and project. More in next classes.

6. 6 Typology* of Information Systems: Organizational Function Focus Organizational Function-based IS User-based IS Type Human Resources IS (HRIS) TPSMISDSS Database of travel claims with some queries More queries and reports on travel claims in past month, drawn from TPS database Module with if-then rules that processes MIS reports and identifies deviations from organization’s rules. IS based on organizational function (Purchasing, Inventory, Production, Human Resources, Accounting, Finance, Sales, Marketing, Planning, Research, Engineering, etc.). Relationship between User-based and Function-based IS types:

7. 7 Information Systems and Business Processes 2. Key role in optimizing process design (CCCFIS; next slides) Optimized process performs better Indirect impact of IS on process performance 3. Directly impacts on process performance (speed, continuity…) 1. Carries process parts or whole system use procedures are the work procedures replacing or complement- ing paper trail IS performs its roles by responding to: IS performs its roles by responding to: (a) functional requirements – performing useful work (doing right things) – roles 1 and 2 above; * (b) non-functional requirements – performing well (doing things right) – role 3 above ** IS Roles

8. IS and Process Design - Composition IS can help to optimize process design. IS can help to optimize process design. IS and Process Composition: IS can influence the selection of activities, performers (workers), departments, and organizations to be included in process. IS and Process Composition: IS can influence the selection of activities, performers (workers), departments, and organizations to be included in process. Example: A new Purchasing TPS implemented at Ford made its purchasing order process* leaner. It had (a) different work activities than those used before and brought a (b) 10 fold-reduction of process performers. Example: A new Purchasing TPS implemented at Ford made its purchasing order process* leaner. It had (a) different work activities than those used before and brought a (b) 10 fold-reduction of process performers. Example: A part quality process connected Kia with service shops. Kia became able to determine exactly which parts did not perform well and then to work on improving their quality. MIS at Kia and at service shops were linked via computer network, which in effect extended the process in space and across organizations. Example: A part quality process connected Kia with service shops. Kia became able to determine exactly which parts did not perform well and then to work on improving their quality. MIS at Kia and at service shops were linked via computer network, which in effect extended the process in space and across organizations. 8

9. IS and Process Design - Complexity IS and Process Complexity: IS can absorb complexity or simplify process a process looking from the perspective of process performers. This is possible because IS performs some activities and decisions instead of people, which is called automation. IS and Process Complexity: IS can absorb complexity or simplify process a process looking from the perspective of process performers. This is possible because IS performs some activities and decisions instead of people, which is called automation. Example: DSS that is usually used by a single person in decision making process, performs very complex calculations that would be difficult even for a group of experts to do. Many organizations. Example: DSS that is usually used by a single person in decision making process, performs very complex calculations that would be difficult even for a group of experts to do. Many organizations. Example: By transforming transaction data and creating reports automatically, MIS do much of the reporting process that mid-level managers had performed manually in the past. This capability moderates the size of this management level, which in turn can make an organization “flatter” (less hierarchical). Many organizations. Example: By transforming transaction data and creating reports automatically, MIS do much of the reporting process that mid-level managers had performed manually in the past. This capability moderates the size of this management level, which in turn can make an organization “flatter” (less hierarchical). Many organizations. 9

10. IS and Process Design - Coordination  IS and Process Coordination: IS can enhance coordination among the process activities and process performers. Example: The supply process at Walmart uses inventory management MIS at Walmart stores and its distribution centres, which in turn are connected via computer networks with sales MIS of Walmart’s suppliers. Stores, distribution centers and suppliers are well coordinated and Walmart is able to have its shelves filled continuously with products. Example: The supply process at Walmart uses inventory management MIS at Walmart stores and its distribution centres, which in turn are connected via computer networks with sales MIS of Walmart’s suppliers. Stores, distribution centers and suppliers are well coordinated and Walmart is able to have its shelves filled continuously with products. Group decision making process that includes a GDSS makes it possible for decision makers to brainstorm in parallel (at the same time). Each person can type his/her idea at the same time without waiting for turn to speak (as happens in a manual group decision making process). Big user of GDSS used to be IBM. Group decision making process that includes a GDSS makes it possible for decision makers to brainstorm in parallel (at the same time). Each person can type his/her idea at the same time without waiting for turn to speak (as happens in a manual group decision making process). Big user of GDSS used to be IBM. 10 Facilitator drives the session Decision makers

11. IS and Process Design - Flexibility  IS and Process Flexibility: IS can contribute to controlling variation in a process.  Think of variation in terms of (A) availability of options, and (B) deviation from a benchmark. Variation form A may be desirable, while form B may not be.  Example A: Various reservation processes (hotel, travel, university course) could be done with the start activity supported by different IS. So, a customer of the process could use Website, email, or phone to submit booking requests.  Example B: The quality control process in manufacturing rests on controlling variation between a part under production and desired benchmarks of size, shape and other characteristics. In modern car manufacturing, the quality control process is automated via IS that continuously inspect and report on the state of assembly lines. 11

12. IS and Process & Organizational Performance Processes with optimized design (previous slides) perform better in terms of customer value, time, and costs (next slide). Better performing processes improve organizational performance (profitability, service level, etc.). 12 Organizational Performance Organizational Performance Process Design Process Performance Information Systems

13. Process Design Aspect impacted by IS TimeCostCustomer Value Composition improvement Savings in process time at Ford Labor reduced at Ford Quality improved at Kia Complexity reduction Savings in decision making process Savings on mid- level management Coordination improvement - Savings in Walmart’s sourcing process - Savings in group decision making at IBM Savings in opportunity costs at IBM* - Satisfied customer at Walmart - Satisfied group member at IBM Flexibility control- Automated quality control in car manufacturing (mfg.) faster than manual - Less fallout due to better quality control in car mfg. - Process options - Quality of cars raised Process Design improvement – Process Performance improvement due to IS 13

14. IS and Organizational Data  IS are the main vehicle for managing organizational data: – business documents (decisions, financial, market analyses, orders, contracts…) – professional documentation (problem solving guides, engineering drawings, manuals, knowledge repositories, patents…) – communications (messages and memos managed by email, chat, electronic bulletin boards and other communication systems). Note: Process can contain more data than those managed by the IS that carry the process. Note: Process can contain more data than those managed by the IS that carry the process. 14

15. Quality of Data IS is the vehicle for managing process data. The quality of IS outputs is evaluated in terms of: @ The quality of IS outputs is evaluated in terms of: @ 1.Relevance (correspond to user needs; rule applied when IS designed) 2.Consistency (a piece of data appears in the same format and content throughout a system; e.g., customer name with 3 parts) 3.Non-redundant (duplication of data reduced; e.g., relational databases)** 4.Accuracy (reflects factual state of affairs; e.g., real costs) 5.Completeness (all the data required are provided; data entry matters!) 6.Timeliness (available on time as the business demands; sometimes ASAP*, but not always) 15

16. Summary IS types can be differentiated on Time, User, and Organizational Function Basic IS types serving managers are TPS, MIS and DSS IS can help to optimize process design (Composition, Complexity, Coordination, Flexibility) Improvements in process design reflect in process performance (Customer Value, Cost, Time) To carry processes, IS should meet functional and non-functional requirements. IS manage organizational data, which should meet six quality requirements. 16