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© 2007 by Prentice Hall Management Information Systems, 10/e Raymond McLeod and George Schell 1 Management Information Systems, 10/e Raymond McLeod Jr. and George P. Schell
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© 2007 by Prentice Hall Management Information Systems, 10/e Raymond McLeod and George Schell 2 Part I: Essential Concepts Chapter 1 Introduction to Information Systems
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© 2007 by Prentice HallManagement Information Systems, 10/e Raymond McLeod and George Schell 3 Introduction to Computer Architecture ► Hardware-processor, keyboard, monitor, mouse, printer, etc. ► Software-application, operating, etc. ► Used to support managerial decision making.
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© 2007 by Prentice HallManagement Information Systems, 10/e Raymond McLeod and George Schell 4 Introduction to Computer Architecture (Cont’d) ► Modem-hardware device that modulates ينظم the digital signals from a computer into analog signals (telephone system), and vice versa. ► Direct communication standards Between computers is much faster. ► Wireless networks
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© 2007 by Prentice HallManagement Information Systems, 10/e Raymond McLeod and George Schell 5 The Evolution in Computer Applications ► Information systems are virtual systems that enable management to control the operations of the physical system of the firm. ► Physical system-tangible resources such as materials, personnel, machines, and money. ► Virtual system-information resources that are used to represent the physical system.
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© 2007 by Prentice HallManagement Information Systems, 10/e Raymond McLeod and George Schell 6 Figure 1.6 The Physical System of the Firm
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© 2007 by Prentice HallManagement Information Systems, 10/e Raymond McLeod and George Schell 7 The Evolution of Computer Applications (Cont’d) ► Open system is a firm’s physical system that interacts with its environment by means of physical resource flows. ► Closed system is one that does not communicate with its environment.
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© 2007 by Prentice HallManagement Information Systems, 10/e Raymond McLeod and George Schell 8 Transaction Processing Systems ► Data-facts and figures that are generally unusable due to their large volume and unrefined nature. ► Information-processed data that is meaningful; tells users something. ► Transaction Processing System (TPS) processes data that reflects the activities of the firm.
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© 2007 by Prentice HallManagement Information Systems, 10/e Raymond McLeod and George Schell 9 Figure 1.7 A Model of a Transaction Processing System
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© 2007 by Prentice HallManagement Information Systems, 10/e Raymond McLeod and George Schell 10 Management Information Systems ► Management Information System (MIS) is a computer-based system that makes information available to users with similar needs. Report-writing software produces both periodic and special reports. Mathematical models produces information as a simulation of the firm’s operations.
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© 2007 by Prentice HallManagement Information Systems, 10/e Raymond McLeod and George Schell 11 Management Information Systems (Cont’d) ► Information provided by MIS describes the firm or one of its major systems. What has happened in the past. What is happening now. What is likely to happen in the future. ► Interorganizational information system (IOS)–is formed when a firm interacts with others, such as suppliers.
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© 2007 by Prentice HallManagement Information Systems, 10/e Raymond McLeod and George Schell 12 Virtual Office Systems ► Office automation-use of electronics to facilitate communication. ► Personal productivity systems-use technology to self-manage clerical tasks such as calendars, address books, etc. ► Virtual office-performing office activities independent of a particular physical location.
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© 2007 by Prentice HallManagement Information Systems, 10/e Raymond McLeod and George Schell 13 Decision Support Systems ► Decision Support System (DSS)–assists management in solving a problem. ► Groupware–group-oriented software. ► Group decision support system (GDSS) combines groupware and the DSS. ► Artificial intelligence (AI)–the science of providing computers with human intelligence.
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© 2007 by Prentice HallManagement Information Systems, 10/e Raymond McLeod and George Schell 14 Enterprise Resource Planning Systems ► Enterprise Resource Planning System (ERP) is a computer-based system that enables the management of all of the firm’s resources on an organization-wide basis. Y2K complaint SAP–ERP Provider
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© 2007 by Prentice HallManagement Information Systems, 10/e Raymond McLeod and George Schell 15 Information System Users ► First users were clerical users on TPSs. ► MISs added problem-solvers as users. ► Managerial Levels Strategic planning level Management control level Operational control level
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© 2007 by Prentice HallManagement Information Systems, 10/e Raymond McLeod and George Schell 16 Managerial Functions ► Henri Fayol was the first to describe the four managerial functions when he was the CEO of a large mining company in the later 1800’s. ► Fayol noted managers at all levels, operating in a for profit or not for profit organization, must perform each of the functions of: Planning, organizing, leading, controlling.
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© 2007 by Prentice HallManagement Information Systems, 10/e Raymond McLeod and George Schell 17 Four Functions of Management Planning Choose Goals Organizing Working together Leading Coordinate Controlling Monitor & measure
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© 2007 by Prentice HallManagement Information Systems, 10/e Raymond McLeod and George Schell 18 PlanningPlanning Planning is the process used by managers to identify and select appropriate goals and courses of action for an organization. 3 steps to good planning : 3 steps to good planning : 1. Which goals should be pursued? 2. How should the goal be attained? 3. How should resources be allocated? The planning function determines how effective and efficient the organization is and determines the strategy of the organization.
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© 2007 by Prentice HallManagement Information Systems, 10/e Raymond McLeod and George Schell 19OrganizingOrganizing ► In organizing, managers create the structure of working relationships between organizational members that best allows them to work together and achieve goals. ► Managers will group people into departments according to the tasks performed. Managers will also lay out lines of authority and responsibility for members. ► An organizational structure is the outcome of organizing. This structure coordinates and motivates employees so that they work together to achieve goals.
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© 2007 by Prentice HallManagement Information Systems, 10/e Raymond McLeod and George Schell 20 LeadingLeading ► In leading, managers determine direction, state a clear vision for employees to follow, and help employees understand the role they play in attaining goals. ► Leadership involves a manager using power, influence, vision, persuasion, and communication skills. ► The outcome of the leading function is a high level of motivation and commitment from employees to the organization.
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© 2007 by Prentice HallManagement Information Systems, 10/e Raymond McLeod and George Schell 21 ControllingControlling ► In controlling, managers evaluate how well the organization is achieving its goals and takes corrective action to improve performance. ► Managers will monitor individuals, departments, and the organization to determine if desired performance has been reached. Managers will also take action to increase performance as required. ► The outcome of the controlling function is the accurate measurement of performance and regulation of efficiency and effectiveness.
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© 2007 by Prentice HallManagement Information Systems, 10/e Raymond McLeod and George Schell 22 Management Levels ► Organizations often have 3 levels of managers: First-line Managers: responsible for day-to-day operation. They supervise the people performing the activities required to make the good or service. Middle Managers: Supervise first-line managers. They are also responsible to find the best way to use departmental resources to achieve goals. Top Managers: Responsible for the performance of all departments and have cross-departmental responsibility. They establish organizational goals and monitor middle managers.
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© 2007 by Prentice HallManagement Information Systems, 10/e Raymond McLeod and George Schell 23 Top Managers Middle Managers First-line Managers Non-management Three Levels of Management
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© 2007 by Prentice HallManagement Information Systems, 10/e Raymond McLeod and George Schell 24 Problem Solving and Decision Making ► Problem– condition or event that is harmful or potentially harmful to a firm or that is beneficial or potentially beneficial. ► Solution–outcome of the problem-solving activity. ► Decision–a particular selected course of action.
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© 2007 by Prentice HallManagement Information Systems, 10/e Raymond McLeod and George Schell 25 Problem-Solving Phases ► The four phases are: ► Intelligence activity. Search the environment for conditions calling for a solution. ► Design activity. Invent, develop, and analyze possible courses of action. ► Choice activity. Select a particular course of action from those available. ► Review activity. Assess past choices.
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