1. Introduction to mis

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1. Introduction to mis

  1. 1. Introduction to MIS Dr. C.V. Suresh Babu
  2. 2. Topics <ul><li>What is MIS? </li></ul><ul><li>Why MIS is Important? </li></ul><ul><li>What are e-commerce and e-business? </li></ul><ul><li>What do Managers do? </li></ul><ul><li>Business & Technology Trends </li></ul><ul><li>Re-engineering: Altering the Rules </li></ul><ul><li>Management and Decision Levels </li></ul><ul><li>An Introduction to Strategy </li></ul><ul><li>Case Study </li></ul>
  3. 3. What is MIS? <ul><li>Information </li></ul><ul><ul><li>Data that has been put into a meaningful and useful context. </li></ul></ul><ul><li>Management Information System </li></ul><ul><ul><li>A combination of computers and people that is used to provide information to aid in making decisions and managing a firm. </li></ul></ul><ul><li>Information Technology (IT) </li></ul>
  4. 4. Objectives <ul><li>How can MIS help you do your job? </li></ul><ul><li>Understand the technology. </li></ul><ul><li>Analyze business problems. </li></ul><ul><li>An introduction to systems analysis. </li></ul><ul><li>Identify types of problems that MIS can help solve through cases. </li></ul><ul><li>Ability to classify problems. </li></ul><ul><li>Know when to call for help. </li></ul>
  5. 5. Why is MIS Important? <ul><li>MIS affects all areas of business </li></ul><ul><ul><li>Manufacturing </li></ul></ul><ul><ul><li>Accounting & Finance </li></ul></ul><ul><ul><li>Human resources </li></ul></ul><ul><ul><li>Marketing </li></ul></ul><ul><ul><li>Top management </li></ul></ul><ul><li>Performance evaluations—expectations </li></ul>
  6. 6. What are e-Commerce and e-Business <ul><li>Business-to-Consumer (B2C) </li></ul><ul><ul><li>Selling retail products to consumers </li></ul></ul><ul><li>Business-to-Business (B2B) </li></ul><ul><ul><li>Selling at the wholesale level to other businesses </li></ul></ul><ul><li>E-Business </li></ul><ul><ul><li>Using Internet technologies to conduct any level of business </li></ul></ul><ul><ul><li>E-Commerce </li></ul></ul><ul><ul><li>Intranets </li></ul></ul><ul><ul><li>Most areas of MIS </li></ul></ul>
  7. 7. What do Managers do? <ul><ul><li>Planning </li></ul></ul><ul><ul><li>Control </li></ul></ul><ul><ul><li>Organizing </li></ul></ul>
  8. 8. Meetings Managers and professionals spend considerable time in meetings. Providing support for teamwork and group decisions is an important issues in MIS.
  9. 9. Making Decisions <ul><li>Methodology v Ad Hoc Decisions </li></ul><ul><li>Decision Process </li></ul><ul><ul><li>Collect Data </li></ul></ul><ul><ul><li>Identify Problems & Opportunities </li></ul></ul><ul><ul><li>Make Choices </li></ul></ul>
  10. 10. Traditional Management CEO VP Finance VP Marketing VP Accounting VP HRM VP MIS Layers of middle managers Customers Commands Analyze data Condensed reports Collect data
  11. 11. Decentralization Management Team CEO Finance Team Marketing Team Accounting Team HRM Team Sales Team Franchise Strategy Methodology/Rules Customers VP Fin VP Mrkt VP Acct VP HRM VP MIS Corporate Database & Network
  12. 12. Business Trends <ul><li>Changing business environment </li></ul><ul><ul><li>Specialization </li></ul></ul><ul><ul><li>Management by Methodology and Franchises </li></ul></ul><ul><ul><li>Mergers </li></ul></ul><ul><ul><li>Decentralization and Small Business </li></ul></ul><ul><ul><li>Temporary Workers </li></ul></ul><ul><ul><li>Internationalization </li></ul></ul><ul><ul><li>Service-Oriented Business </li></ul></ul><ul><ul><li>Re-engineering </li></ul></ul><ul><li>Need for faster responses and flexibility </li></ul>
  13. 13. Business Trends & Implications <ul><li>Specialization </li></ul><ul><ul><li>Increased demand for technical skills </li></ul></ul><ul><ul><li>Specialized MIS tools </li></ul></ul><ul><ul><li>Increased communication </li></ul></ul><ul><li>Methodology & Franchises </li></ul><ul><ul><li>Reduction of middle management </li></ul></ul><ul><ul><li>Increased data sharing </li></ul></ul><ul><ul><li>Increased analysis by top management </li></ul></ul><ul><ul><li>Computer support for rules </li></ul></ul><ul><ul><li>Re-engineering </li></ul></ul><ul><li>Mergers </li></ul><ul><ul><li>Larger companies </li></ul></ul><ul><ul><li>Need for control and information </li></ul></ul><ul><ul><li>Economies of scale </li></ul></ul><ul><li>Decentralization & Small Business </li></ul><ul><ul><li>Communication needs </li></ul></ul><ul><ul><li>Lower cost of management tasks </li></ul></ul><ul><ul><li>Low maintenance technology </li></ul></ul>
  14. 14. Business Trends & Implications <ul><li>Temporary Workers </li></ul><ul><ul><li>Managing through rules </li></ul></ul><ul><ul><li>Finding and evaluating workers </li></ul></ul><ul><ul><li>Coordination and control </li></ul></ul><ul><ul><li>Personal advancement through technology </li></ul></ul><ul><ul><li>Security </li></ul></ul><ul><li>Internationalization </li></ul><ul><ul><li>Communication </li></ul></ul><ul><ul><li>Product design </li></ul></ul><ul><ul><li>System development and programming </li></ul></ul><ul><ul><li>Sales and marketing </li></ul></ul><ul><li>Service Orientation </li></ul><ul><ul><li>Management jobs are information jobs </li></ul></ul><ul><ul><li>Customer service requires better information </li></ul></ul><ul><ul><li>Speed </li></ul></ul>
  15. 15. Business Trend Summary <ul><li>Management jobs are information jobs </li></ul><ul><li>Customer service requires better information </li></ul><ul><li>Speed </li></ul>Service Orientation <ul><li>Communication </li></ul><ul><li>Product design </li></ul><ul><li>System development and programming </li></ul><ul><li>Sales and marketing </li></ul>Internationalization <ul><li>Managing through rules </li></ul><ul><li>Finding and evaluating workers </li></ul><ul><li>Coordination and control </li></ul><ul><li>Personal advancement through technology </li></ul><ul><li>Security </li></ul>Temporary Workers <ul><li>Communication needs </li></ul><ul><li>Lower cost of management tasks </li></ul><ul><li>Low maintenance technology </li></ul>Decentralization & Small Business <ul><li>Four or five big firms dominate most industries </li></ul><ul><li>Need for communication </li></ul><ul><li>Strategic ties to customers and suppliers </li></ul>Mergers <ul><li>Reduction of middle management </li></ul><ul><li>Increased data sharing </li></ul><ul><li>Increased analysis by top management </li></ul><ul><li>Computer support for rules </li></ul><ul><li>Re-engineering </li></ul>Methodology & Franchises <ul><li>Increased demand for technical skills </li></ul><ul><li>Specialized MIS tools </li></ul><ul><li>Increased communication </li></ul>Specialization Implications for Technology Business Trend
  16. 16. MIS Organization Business Operations Tactical Management Strategic Mgt. EIS ES DSS Transaction Process Control
  17. 17. Management Hierarchy
  18. 18. Operations, Tactics,Strategy
  19. 19. Decision Levels Transactions, accounting, human resource management, inventory. Scheduling employees, ordering supplies. Day-to-day actions to keep the company functioning. Operations Expenses, schedules, sales, models, forecasts. New tools to cut costs or improve efficiency. Improving operations without restructuring the company. Tactical External events, rivals, sales, costs quality, trends. New product that will change the industry. Competitive advantage, become a market leader. Long-term outlook. Strategic Type of Information Example Description Decision Level
  20. 20. Introduction to Strategy <ul><li>Risk & Reward </li></ul><ul><li>Creativity </li></ul><ul><li>Porter’s External Agents </li></ul><ul><ul><li>Customers </li></ul></ul><ul><ul><li>Suppliers </li></ul></ul><ul><ul><li>Competitors </li></ul></ul><ul><ul><li>Government </li></ul></ul>
  21. 21. Baxter/Strategy Supply storeroom Supply Closets Hospital Warehouse American Hospital Supply Supplier Typical Supply Relationship Supplier Supplier
  22. 22. Baxter/Strategy Supply Closets Hospital Warehouse American Hospital Supply Supplier Baxter Supplier Supplier AHS/Baxter Computer Link Computer Monitor Usage data Deliver Supplies as needed Accurate usage data Free space
  23. 23. Strategy/Porter Rivalry Among Existing Competitors Bargaining Power of Buyers Bargaining Power of Suppliers Threat of New Entrants Threat of Substitute Products or Services
  24. 24. Strategy/Organization <ul><li>Strength </li></ul><ul><ul><li>Source of strength </li></ul></ul><ul><ul><li>Value of strength </li></ul></ul><ul><ul><li>How can it be developed? </li></ul></ul><ul><ul><li>What could undermine it? </li></ul></ul><ul><ul><li>Development costs </li></ul></ul><ul><ul><li>Additional benefits (opportunities) </li></ul></ul><ul><li>Weaknesses </li></ul><ul><ul><li>Effect on company </li></ul></ul><ul><ul><li>Possible solutions </li></ul></ul><ul><ul><li>Cost of solution </li></ul></ul><ul><ul><li>Result and cost of leaving as-is (do nothing) </li></ul></ul>
  25. 25. Case Study:
  26. 26. What is the company’s current status? What is the Internet strategy? How does the company use information technology? What are the prospects for the industry? Hotel Saravana Bhavan uses a considerable amount of information technology to maintain consistency, monitor employees, and track sales.
  27. 27. <ul><li>Visit us at </li></ul><ul><li>http://www.slideshare.net/anniyappa/ </li></ul><ul><li>https://sites.google.com/site/anniyappa/ </li></ul>

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