1. MIS

2. MIS Overview Management Information System:
The combination of human and computer-based resources that result in the collection , storage, retrieval, communication and use of data for the purpose of efficient management of operations and for business planning.

3. MIS Information system is viewed as a means of processing data.
The routine facts/figures of the organisation into information then used for decision making.
The changes in the decision behaviour which distinguishes the data from the information.
Following figure summaries this….

4. Decision Focus of MIS MIS Processes User Information Flows Data
Decisions

5. A typical information-processing system
Typical Inputs
Typical Outputs
Typical Processes
From External Sources:
Environmental data
Market data
Competitive data
Supply / materials data etc
From Internal Sources:
Company transactions of all types (sales, purchases, outputs, cash flows, personnel etc)
Management plans, estimates, assumptions, instructions etc.
Classify
Code
Interpret
Store / retrieve
Compare
Calculate
Summarise
Identify trends / exceptional items
Monitor
Highlight
Routine decisions etc
Regular reports on performance, budgets, sales, productivity, accounting etc.
Forecasts, trends, comparisons, analyses.
Routine decisions and instructions.
Enquiry responses, decision support information.
Modelling, simulation and interactive responses.
A typical information-processing system

6. Overview…. Qualitatively different from data processing systems.
Involvement and interaction between management and information specialists a key element of a successful system.

7. Second definition….
A system to convert data from internal and external sources into information and to communicate that information, in an appropriate form, to managers at all levels in all functions to enable them to make timely and effective decisions for planning, directing and controlling the activities for which they are responsible.
The emphasis is on the use of information, not how it is produced.

8. Knowledge requirements for the development and operation of MIS
General
Systems
Concepts
The nature
of Data ,
Information &
Communications
The influence
of I.T.
Organisational
Structures
& Processes
Management
Functions
& Levels
Planning &
Decision Making
Methods & Techniques
Control
Principles
Feedback
& Feed forward
Knowledge requirements for the development and operation of MIS

9. Reasons for lack of good Information.
Lack of management involvement in MIS design.
Incorrect emphasis of the computer system.
Lack of computer knowledge by management.
Poor appreciation by IS of the managements true Info requirements.
Lack of support from senior management level.

10. Planning, Decision Making and Control
Should contain the following in a cyclical cycle:
Objective setting
Planning
Decision making and action
Accomplishment
Feedback
Control

11. What is Planning?
Managerial process of deciding in advance what is to be done and how it is to be done.
Planning not an end in itself, its purpose is to provide guidelines for DM and resulting action through the organisation.
Formal and Informal basis.
Internal and External sources.
Process gathers, translates, communicates info to improve quality of current decisions based on future expectations.
Heavily dependent on information flows.

12. Planning Summary…. What is to be done How to do it When to do it
Who is to do it

13. Plans must have flexibility.
Future ….
Planning deals with the future, creating uncertainty which is always present.
Plans must have flexibility.
Despite the above problems, plans give direction and purpose to an organisation

14. Planning Terms …. Mission: Purpose of the organisation as a whole.
Objectives: Statement of the Aims or Goals to be achieved.
Plans: Statements of specific actions and activities to achieve objectives (Strategies)
Policies: Acceptable behaviour in terms of standards, social responsibilities, ethical and moral values etc.

15. Policies are statements of conduct.
Objectives are ends.
Plans are means
Policies are statements of conduct.
Policies are not actions but they can cause management to take actions in certain ways. (Guidelines)

16. Level of Planning
All levels of management make plans but each type of planning varies in scope and timescale. Planning has a natural hierarchy and must commence at the top level or the strategic level of the organisation. Planning at tactical or operational level takes place within the guidelines of strategic plans which are essential to the organisation otherwise no sense of direction or overall purpose will be apparent.

17. Planning is a vital process but is often passed by and avoided by management. The following are examples of such practice:
Time consuming and intensive task.
Hard mental work.
Planning reduces the freedom of action.
Plans are often made and then ignored.
Lack of confidence by managers to meet targets.
Lack of appropriate information.