1. Copyright © Prentice Hall 20001 Management Information Systems Chapter 16 Classic Models and New Approaches

2. Copyright © Prentice Hall 20002 Classic Management Functions Historically, managers have had these main functions: PlanningPlanning OrganizingOrganizing StaffingStaffing DirectingDirecting ControllingControlling

3. Copyright © Prentice Hall 20003 Planning Managers devise both short-range and long-range plans for the organization and set goals to achieve those plans.

4. Copyright © Prentice Hall 20004 Organizing Managers must decide how to use resources, such as people and materials.

5. Copyright © Prentice Hall 20005 Staffing Managers must hire and train workers.

6. Copyright © Prentice Hall 20006 Directing Managers guide employees to perform their work in a way that supports the organization’s goals.

7. Copyright © Prentice Hall 20007 Controlling Managers monitor the organization’s progress toward reaching its goals.

8. Copyright © Prentice Hall 20008 Classic Management Pyramid Top-level managers Middle-level managers Low-level managers Strategic Tactical Operational

9. Copyright © Prentice Hall 20009 Strategic Level Management This level of management focuses on the planning functions of the organization.

10. Copyright © Prentice Hall 200010 Tactical Level Management At this level, management focuses on organizing and staffing to carry out the visions of top-level managers.

11. Copyright © Prentice Hall 200011 Operational Level Management The focus of this level of management is on directing and controlling workers to perform the planned activities.

12. Copyright © Prentice Hall 200012 Management Information Systems (MIS) MIS is a set of formal business systems designed to provide information for decision making.

13. Copyright © Prentice Hall 200013 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. Copyright © Prentice Hall 200014 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 For these businesses, communication that was once carried out by middle managers has been replaced by computer networks.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. Copyright © Prentice Hall 200015 Flattened Management Pyramid Top-level managers Low and Middle-level managers Workers Strategic Tactical Operational

16. Copyright © Prentice Hall 200016 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. Copyright © Prentice Hall 200017 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. Copyright © Prentice Hall 200018 Top Managers and Computers Top managers need sophisticated software to help them make decisions.

19. Copyright © Prentice Hall 200019 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. Copyright © Prentice Hall 200020 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. Copyright © Prentice Hall 200021 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. Copyright © Prentice Hall 200022 The Personal Computer Manager This manager is in charge of the personal computers used by an organization and attends to: Technology overloadTechnology overload Data security and integrityData security and integrity Computer junkiesComputer junkies

23. Copyright © Prentice Hall 200023 Technology Overload The personal computer manager strives to prevent users of these computers from becoming over- whelmed by the technical jargon.

24. Copyright © Prentice Hall 200024 Data Security and Integrity The personal computer manager must also address the use of personal computers to access corporate data.

25. Copyright © Prentice Hall 200025 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.

26. Copyright © Prentice Hall 200026 Acquisition Policies Acquisition policies should address compatibility with current hardware and software.

27. Copyright © Prentice Hall 200027 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

28. Copyright © Prentice Hall 200028 Software Selection The information center staff helps users determine which software packages suit their needs.

29. Copyright © Prentice Hall 200029 Data Access The staff of the information center helps users get data from the large corporate computer systems for use on the users’ computers.

30. Copyright © Prentice Hall 200030 Network Access Information center staff offers help on using the network system. This might include password management, security information, and in-house network training.

31. Copyright © Prentice Hall 200031 Training The largest role the information center has is offering training to members of the corporation.

32. Copyright © Prentice Hall 200032 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.

33. Copyright © Prentice Hall 200033 Increasing Productivity To increase productivity, managers must provide: TrainingTraining Worker involvementWorker involvement

34. Copyright © Prentice Hall 200034 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.

35. Copyright © Prentice Hall 200035 Worker Involvement Rather than simply installing new technology and training workers, management should involve the people who will be working with the technology.

36. Copyright © Prentice Hall 200036 Computer Auditing Accurately tracking information on hardware and software resources is needed to support budgeting for future needsAccurately tracking information on hardware and software resources is needed to support budgeting for future needs Special software can count networked computer users and related equipment.Special software can count networked computer users and related equipment.

37. Copyright © Prentice Hall 200037 Remote User Issues Security of company dataSecurity of company data Adequate trainingAdequate training

38. Copyright © Prentice Hall 200038 Total Cost of Ownership (TCO) Includes: Initial hardware and software costsInitial hardware and software costs TrainingTraining SupportSupport UpgradingUpgrading MaintenanceMaintenance Communication networksCommunication networks

39. Copyright © Prentice Hall 200039 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?