The document discusses the role and responsibilities of a management information systems (MIS) executive. It covers several key points: 1. The MIS executive must understand the business, including its products, markets, customers and goals. 2. They are responsible for establishing credibility for the systems department by ensuring responsiveness, on-time delivery, high quality systems, and cost control. 3. They should increase the organization's technological maturity by making systems easy to use and giving employees control over technology. 4. An important role is creating a vision for how information technology can transform the organization and selling this vision to others. 5. The MIS executive must implement an IT architecture that supports both current and future

1.  Compare heart and MIS.
 Compare blood and information
 Meets the needs of normal and crisis conditions.
 1. Ensures data collection, processing, and
delivery
 2.Meets diverse needs through variety of systems.
Query sys, Analysis Sys, Modeling Sys, Operational
Sys.
 3.Meets the needs of all levels of mgmt.
 Finally role of info generation, communication,
problem identification, process of decision
making

2.  Introduction
 The CIO's Responsibilities
 Understand the Business
 Establish Systems Department Credibility
 Increase Technological Maturity
 Create a Vision of the Future
 Why develop a vision?
 Six Lessons about selling

3.  A. Introduction
› Information technology is partly responsible for
the PARADIGM shift (A change, a new model,)
from support to contributing to an organizations
profitability.
› For efficient data processing
› to understanding the goals and objectives of an
Organization
› to participate directly in the decision making
and strategy formulation
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4. › The role of the MIS Executive:
 Systems Planning
 Data Center Management & Operations
 Management of Remote Equipment
 Identification of Opportunities for New Systems
 Systems Analysis, Design, and Construction of
New Systems
 Distributed Systems: The migration of
equipment to user areas and control
(selection, purchase, and ownership).
Standards sometimes set by IS department.
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5. The role of the MIS Executive:
 Knowledge Users: Users take on increased responsibility. Identify
applications, and conduct systems analysis and design.
 Better Applications: More specific, user friendly, functional, lower
price, readily available, and self training. Results: less need for
programmers, IS head count and budget decrease as a result.
 Outsourcing: Other, external organizations taking over the
management and control of the data centers. Results:
 cost reductions
 head count reductions
 budget reductions.
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6. 6

7.  B. The CIO's Responsibilities
› 1. Understand the business: products, markets &
customers
› 2. Establish credibility of the systems
department: responsiveness to needs and
requests
› 3. Increase the technological maturity of the
organization: "Make it easier to take advantage
of computer and telecommunications
applications,” Spend money, keep up with
technology and applications
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8. › 4. Create a vision and sell it: Create a goal
for the use of IT within the Organization and
sell the goal to others (The Marketing of IT)
› 5. Implement a systems architecture that will
support the vision and the company in the
future. This is perhaps the most difficult
responsibility (the Tech, and the Paradigm
keep changing).
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9.  I). Understand the Business
› Environmental Scanning: Find out what is
happening in the market place
› Concentrate on the lines of the business
› Sponsor weekly briefings
› Attend industry meetings with line executives
› Read industry publications
› Hold informal listening sessions
› Become a partner with the line manager
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10. › 1. Environmental Scanning
 External
 industry background
 Pertinent government regulations
 History & framework
 Internal
 business goal and objectives
 major policies and practices
 The inputs, outputs and resources of the firm
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11. › 2. Concentrate on Lines of Business
› Treat inputs as a request from a customer and
outputs as an order going to a customer.
› Example: GM sells cars, parts and financing.
Each is a different line of the business, and each
would required different systems.
› support current operations
› use system to influence future ways of working
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12. › 3. Sponsor Weekly meetings
 IS departments need to understand the
business and the operating departments need
to understand the systems side.
 Meetings (Weekly, monthly, quarterly, as
needed) can help inform and communicate
to all members of the organization.
 This also help change the culture to one that is
open and accessible to change.
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13. › 4. Attend meetings with line managers: PC
EXPO
› 5. Read industry publications: PC Week,
CIO, etc
› 6. Hold informal listening sessions: Manage
by walking around
› 7. Become a partner with the line manager
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14.  II). Establish Systems Department
Credibility
 Typically may MIS organizations have not
 delivered the systems on time
 built the "best" systems
 provided timely maintenance or
enhancements
 controlled costs
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15. › IS/IT must become responsive to the needs
of the organization. How?
 By providing
 systems on time
 the "best" system
 provide for maintenance and enhancements
 controlling costs
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16.  III). Increase Technological Maturity
In a technologically mature organization
both the organization and the employees
are comfortable using and managing the
technology.
 Ease of use
 use in intended ways
 have a good attitude to it
 have control over it
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17. › To get comfortable:
 IS can train and educate
 provide flexible systems
 provide "Usable" systems
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18.  IV). Create a Vision of the Future
› Paradigm shift from reactive to proactive.
› Examples:
 order an elevator in one day
 design an build a house from a store
 reprice funds in an hour or less
› A vision is a statement of how someone believes the future
will be or how he/she wants the future to be.
 1. explore the present
 2. look at tends and make projections
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20.  V). Why develop a vision?
› 1. To set a direction. providing internal stability for a firm in an
unstable environment.
› 2. To help inspire people to take initiative
› Creating a Vision
 1. Explore the Present
 look at prior experiences: ask questions
 fiddle around: experiment
 get participation: Communication
 clarify the vision over time: feedback
 Listen
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21.  2. Scouting the future
 study trends
 look for shifts in trends
 How?
 look everywhere
 convergent thinking (consensus, reduction in
equivocality
 divergent thinking
 ability to map the future
 imagination and visioning
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22.  3. Ideas for the Future- Dooley Group
Conference
 Decline in growth of cities
 Holograms to replace travel
 Small is better than big
 Personalized products
 Portable and personal 2-way communication
 Small powerful batteries
 Manufacturing in outer space
 A power shift from a manufacturing base to a
KNOWLEDGE base
 Deterrence of the aging process.
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23.  VI). Implement an Information System
Architecture
› The IT infrastructure of an organization)
› Hardware, software, communications.
› Issues:
 IT should focus on simplifying organizations
 IT should flatten hierarchies
 IT should shift emphasis on competition to
simplification
 Link IT with business strategy
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24.  VII). Six Lessons about selling
› Selling is necessary to advance ideas
› Selling is how things get done in any enterprise
› 1. Understand your market place
 reduce uncertainty about the market place
 identify the need
 fill the need with a product
› 2. Listening is a Potent form of selling
› 3. Make your buyer successful
 living up to your commitments and making your
customers successful
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25. › 4. Keep your buyer informed: Customer care
› 5. Bring in a spokesman if Necessary
› 6. Personal relationships are the key
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