Management
• The act, art, or manner of managing, handling, controlling directing, etc. • Origin: to train (a horse) in his paces; cause to do exercises of the manage • To control the movement or behavior of; handle; manipulate • To have charge of; direct; conduct; administer • To get (a person) to do what one wishes
The document discusses various topics related to e-commerce including:
- Definitions of different types of e-commerce like business-to-business, business-to-consumer, and consumer-to-consumer.
- The basic components of a successful e-commerce model and transaction processing.
- Benefits and challenges of e-commerce like reaching new markets but also costs and skills required.
- Future trends including the growing role of women in e-commerce and integration of online and physical retail.
The document provides information about human resource management (HRM) including definitions of HRM, its components, nature, scope, importance, evolution, policies, challenges, and trends. It also discusses the differences between personnel management and HRM as well as HRM and strategic HRM. Additionally, it covers topics related to human resource planning such as meaning, importance, job analysis, and future personnel needs. The document appears to be lecture notes on an introduction to HRM course provided by Ms. Pallavi Sharma.
Management The process of getting things done, effectively and efficiently, through and with other people.
Efficiency Means doing the thing correctly; refers to the relationship between inputs and outputs; seeks to minimize resource costs.
Effectiveness Means doing the right things; goal attainment.
The document discusses human resource planning and job analysis. It defines human resource planning as forecasting an organization's future demand for and supply of employees. The importance of HRP includes ensuring the right number and type of employees are available. Demand forecasting considers internal and external factors to estimate future personnel needs, while supply forecasting measures available internal and external resources. Job analysis is the process of collecting information on a job's tasks, skills, and responsibilities to create a job description and specification. It helps determine the requirements for a job.
Organizational behavior (OB) A field of study that investigates the impact of individuals, groups in the organizational setting for the purpose of applying such knowledge toward improving an organization’s effectiveness and achieving organizational goal.
The document is a report on customer segmentation analysis of managed services at Oracle Solution Services India that was conducted by an intern. It includes an analysis of the global and Indian managed services market, a comparison of competitors in managed services, and recommendations to improve Oracle's bidding process based on findings from the internship.
Strategic Management
A set of managerial decisions and actions that determines the long-run performance of a corporation. Includes: Internal and external environment scanning Strategy formulation Strategy implementation Evaluation and control.
The document discusses various topics related to e-commerce including:
- Definitions of different types of e-commerce like business-to-business, business-to-consumer, and consumer-to-consumer.
- The basic components of a successful e-commerce model and transaction processing.
- Benefits and challenges of e-commerce like reaching new markets but also costs and skills required.
- Future trends including the growing role of women in e-commerce and integration of online and physical retail.
The document provides information about human resource management (HRM) including definitions of HRM, its components, nature, scope, importance, evolution, policies, challenges, and trends. It also discusses the differences between personnel management and HRM as well as HRM and strategic HRM. Additionally, it covers topics related to human resource planning such as meaning, importance, job analysis, and future personnel needs. The document appears to be lecture notes on an introduction to HRM course provided by Ms. Pallavi Sharma.
Management The process of getting things done, effectively and efficiently, through and with other people.
Efficiency Means doing the thing correctly; refers to the relationship between inputs and outputs; seeks to minimize resource costs.
Effectiveness Means doing the right things; goal attainment.
The document discusses human resource planning and job analysis. It defines human resource planning as forecasting an organization's future demand for and supply of employees. The importance of HRP includes ensuring the right number and type of employees are available. Demand forecasting considers internal and external factors to estimate future personnel needs, while supply forecasting measures available internal and external resources. Job analysis is the process of collecting information on a job's tasks, skills, and responsibilities to create a job description and specification. It helps determine the requirements for a job.
Organizational behavior (OB) A field of study that investigates the impact of individuals, groups in the organizational setting for the purpose of applying such knowledge toward improving an organization’s effectiveness and achieving organizational goal.
The document is a report on customer segmentation analysis of managed services at Oracle Solution Services India that was conducted by an intern. It includes an analysis of the global and Indian managed services market, a comparison of competitors in managed services, and recommendations to improve Oracle's bidding process based on findings from the internship.
Strategic Management
A set of managerial decisions and actions that determines the long-run performance of a corporation. Includes: Internal and external environment scanning Strategy formulation Strategy implementation Evaluation and control.
Strategic Management
A set of managerial decisions and actions that determines the long-run performance of a corporation. Includes: Internal and external environment scanning Strategy formulation Strategy implementation Evaluation and control.
Human resource management (HRM or HR) is the strategic approach to the effective management of organization workers so that they help the business gain a competitive advantage, Commonly known as the HR Department, it is designed to maximize employee performance in service of an employer's strategic objectives.
This document contains lecture notes on the principles of management. It defines management and discusses its key functions, including planning, organizing, staffing, directing, and controlling. It also covers management processes, characteristics, objectives, levels, and roles. Classical management theories from Taylor, Fayol, and Weber are summarized. Behavioral and modern theories like systems theory are also introduced.
This document contains lecture notes from a class on VB.NET programming and the .NET architecture. It discusses the .NET infrastructure including the common language runtime and portable executable files. It also covers topics like .NET project types, designing applications for .NET, variable scope, arrays and collections, object passing and parameters, inheritance control, threading, delegates, exception handling, object-oriented features in .NET, and ADO.NET concepts like data connections, adapters, datasets and data readers.
This study examines the structure of HRD departments and practices in Indian organizations. It analyzes data from HRD audits of 12 companies against the Integrated HRD Systems framework developed by Pareek and Rao in 1975. The framework proposed a separate HRD function with six interconnected subsystems. However, the study found that in most organizations the HRD function was not well-structured, inadequately differentiated from personnel, poorly staffed, and did not meet the framework's requirements. The prerequisites for successful implementation of other HRD frameworks in India include properly structuring the HRD function and appropriately identifying and resourcing HRD systems.
This document summarizes the career of KVC. R. Rajan, an industry professional with 26 years of experience across various sectors including healthcare, manufacturing, IT, and consulting. It describes his role in transforming a medical devices trading company into an end-to-end solutions provider, growing revenue from 23 crores to 130 crores over 4 years. It also outlines his experience establishing quality systems, reengineering service operations, and designing IT infrastructure for other organizations. Rajan has published research papers and received awards for his work developing compliance management software and improving field service productivity.
This document provides an analysis comparing India and Malaysia as potential locations for outsourcing G2's HR and payroll functions. It examines both countries across several criteria such as cost, skills availability, infrastructure quality, market potential, risk profile, and environment. Based on the analysis, India scores higher on cost and skills availability while Malaysia scores higher on infrastructure quality, market potential, risk profile, and environment. The document recommends outsourcing to India based on the overall weighted scores.
Object oriented programming using BCA 209cpjcollege
This document discusses object oriented programming (OOP) and C++. It provides an overview of procedure oriented programming versus OOP, highlighting that OOP emphasizes data over procedures and uses objects and classes. Characteristics of OOP like encapsulation, inheritance, and polymorphism are covered. The document then discusses C++ features like classes, objects, constructors, destructors, static class members, friend functions, and inline functions. Finally, it introduces templates in C++ as a way to write generic functions and classes that can work with multiple data types.
This document provides a summary of Shruti Parakh's summer internship project on the employee life cycle at Havells India Ltd. It discusses the various stages of the employee life cycle including recruitment, onboarding, training and development, retention, and offboarding. It provides details on Havells' recruitment processes, onboarding procedures, training programs, and statutory compliance with regulations like ESI, PF, gratuity, and minimum wage acts. The project helped Shruti gain experience in understanding HR operational activities from joining to exit of employees and learning communication skills through direct interaction with candidates.
Human Capital Management is defined as the process of acquiring, training, managing, retaining employees for them to contributeeffectivelyintheprocessesoftheorganization. Human capital management (HCM) is an approach to employee staffing that perceives people as assets (human capital) whose current value can be measured and whose future value can be enhanced through investment.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC)...Ashish Michael
I was working in an Indian SOE and this created a curiosity in me regarding studying a
Chinese SOE, and understand the transition of a Chinese SOE into a Private Enterprise, the issues & problems, which are faced. I got this opportunity in SDMIEC, but for understandingthis transition I have to first understand the Chinese Business Culture. This lays the
foundation of primary and secondary objectives of my internship.
In this report I have tried to condense my 8 weeks of Internship experience at Shandong
Machinery I&E Co. Ltd (SDMIEC) in 10 chapters. I had two objectives from this internship.
One was to understand and experience Chinese Business Culture and second was to find, analyze and solve major problems faced by SDMIEC.
This document provides information about Independent Thought (iThought), a national human rights organization in India. It details iThought's areas of expertise, including law and development, human rights, children's rights, gender issues, and more. It describes iThought's work in various states of India. It also outlines iThought's solutions and actions like advisory services, research studies, training programs, litigation efforts, and publications. The organization aims to work towards equity, justice and mutual respect through advocacy, interventions and judicial actions.
KS Madhavan & Associates is a leading management consulting firm providing consultancy services across technical, manufacturing, HR, financial, and general management areas. They specialize in organizational transformation, change management, restructuring, total employee involvement, quality enhancement, and creativity development. They work with both profitable and struggling companies to make them globally competitive. The firm provides training through the Shingo Institute of Management and addresses consultancy needs from all organizational levels. They have expertise in areas like 5S, TPM, lean management, and have worked with numerous large clients across industries.
Business Ethics And Corporate Social Responsibility cpjcollege
Different kinds of Values • Moral Values: – Values you hold for yourself but don’t force on others such as right vs. wrong, honesty vs. dishonesty, being of service to others • Aesthetic Values: – Personal standards of beauty as seen in nature, art, music, personal appearance • Performance Values: – Benchmarks you set for yourself such as accuracy, speed, reward for achievement, self-discipline and overall accomplishment
This document summarizes a study on the recruitment and selection process of Sai Global Yarntex (India) Private Limited. It provides background on the importance of recruitment and selection for organizations. The objectives of the study were to analyze Sai Global Yarntex's recruitment and selection process and examine employee satisfaction. Primary data was collected through questionnaires with employees. Key findings include that most employees felt the process was good or satisfactory, and they were satisfied with recruitment procedures and selection. The recruitment process was found to be ethical and transparent. Suggestions for improvement included expanding recruitment methods and ensuring selection committees are qualified.
Management Management covers the planning, control, and administration of the operations of a concern. The top management handles planning; the middle management concentrates on controlling; and the lower management is concerned with actual administration. Information Information, in MIS, means the processed data that helps the management in planning, ontrolling and operations. Data means all the facts arising out of the operations of the concern. Data is processed i.e. recorded, summarized, compared and finally presented to the management in the form of MIS report. System Data is processed into information with the help of a system. A system is made up of inputs, processing, output and feedback or control. Thus MIS means a system for processing data in order to give proper information to the management for performing its functions.
Management Management covers the planning, control, and administration of the operations of a concern. The top management handles planning; the middle management concentrates on controlling; and the lower management is concerned with actual administration. Information Information, in MIS, means the processed data that helps the management in planning, ontrolling and operations. Data means all the facts arising out of the operations of the concern. Data is processed i.e. recorded, summarized, compared and finally presented to the management in the form of MIS report. System Data is processed into information with the help of a system. A system is made up of inputs, processing, output and feedback or control. Thus MIS means a system for processing data in order to give proper information to the management for performing its functions.
Management • The act, art, or manner of managing, handling, controlling directing, etc. • Origin: to train (a horse) in his paces; cause to do exercises of the manage • To control the movement or behavior of; handle; manipulate • To have charge of; direct; conduct; administer • To get (a person) to do what one wishes
Management The process of getting things done, effectively and efficiently, through and with other people Efficiency Means doing the thing correctly; refers to the relationship between inputs and outputs; seeks to minimize resource costs Effectiveness Means doing the right things; goal attainment
Management
• The act, art, or manner of managing, handling, controlling directing, etc. • Origin: to train (a horse) in his paces; cause to do exercises of the manage • To control the movement or behavior of; handle; manipulate • To have charge of; direct; conduct; administer • To get (a person) to do what one wishes
Strategic Management
A set of managerial decisions and actions that determines the long-run performance of a corporation. Includes: Internal and external environment scanning Strategy formulation Strategy implementation Evaluation and control.
Human resource management (HRM or HR) is the strategic approach to the effective management of organization workers so that they help the business gain a competitive advantage, Commonly known as the HR Department, it is designed to maximize employee performance in service of an employer's strategic objectives.
This document contains lecture notes on the principles of management. It defines management and discusses its key functions, including planning, organizing, staffing, directing, and controlling. It also covers management processes, characteristics, objectives, levels, and roles. Classical management theories from Taylor, Fayol, and Weber are summarized. Behavioral and modern theories like systems theory are also introduced.
This document contains lecture notes from a class on VB.NET programming and the .NET architecture. It discusses the .NET infrastructure including the common language runtime and portable executable files. It also covers topics like .NET project types, designing applications for .NET, variable scope, arrays and collections, object passing and parameters, inheritance control, threading, delegates, exception handling, object-oriented features in .NET, and ADO.NET concepts like data connections, adapters, datasets and data readers.
This study examines the structure of HRD departments and practices in Indian organizations. It analyzes data from HRD audits of 12 companies against the Integrated HRD Systems framework developed by Pareek and Rao in 1975. The framework proposed a separate HRD function with six interconnected subsystems. However, the study found that in most organizations the HRD function was not well-structured, inadequately differentiated from personnel, poorly staffed, and did not meet the framework's requirements. The prerequisites for successful implementation of other HRD frameworks in India include properly structuring the HRD function and appropriately identifying and resourcing HRD systems.
This document summarizes the career of KVC. R. Rajan, an industry professional with 26 years of experience across various sectors including healthcare, manufacturing, IT, and consulting. It describes his role in transforming a medical devices trading company into an end-to-end solutions provider, growing revenue from 23 crores to 130 crores over 4 years. It also outlines his experience establishing quality systems, reengineering service operations, and designing IT infrastructure for other organizations. Rajan has published research papers and received awards for his work developing compliance management software and improving field service productivity.
This document provides an analysis comparing India and Malaysia as potential locations for outsourcing G2's HR and payroll functions. It examines both countries across several criteria such as cost, skills availability, infrastructure quality, market potential, risk profile, and environment. Based on the analysis, India scores higher on cost and skills availability while Malaysia scores higher on infrastructure quality, market potential, risk profile, and environment. The document recommends outsourcing to India based on the overall weighted scores.
Object oriented programming using BCA 209cpjcollege
This document discusses object oriented programming (OOP) and C++. It provides an overview of procedure oriented programming versus OOP, highlighting that OOP emphasizes data over procedures and uses objects and classes. Characteristics of OOP like encapsulation, inheritance, and polymorphism are covered. The document then discusses C++ features like classes, objects, constructors, destructors, static class members, friend functions, and inline functions. Finally, it introduces templates in C++ as a way to write generic functions and classes that can work with multiple data types.
This document provides a summary of Shruti Parakh's summer internship project on the employee life cycle at Havells India Ltd. It discusses the various stages of the employee life cycle including recruitment, onboarding, training and development, retention, and offboarding. It provides details on Havells' recruitment processes, onboarding procedures, training programs, and statutory compliance with regulations like ESI, PF, gratuity, and minimum wage acts. The project helped Shruti gain experience in understanding HR operational activities from joining to exit of employees and learning communication skills through direct interaction with candidates.
Human Capital Management is defined as the process of acquiring, training, managing, retaining employees for them to contributeeffectivelyintheprocessesoftheorganization. Human capital management (HCM) is an approach to employee staffing that perceives people as assets (human capital) whose current value can be measured and whose future value can be enhanced through investment.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC)...Ashish Michael
I was working in an Indian SOE and this created a curiosity in me regarding studying a
Chinese SOE, and understand the transition of a Chinese SOE into a Private Enterprise, the issues & problems, which are faced. I got this opportunity in SDMIEC, but for understandingthis transition I have to first understand the Chinese Business Culture. This lays the
foundation of primary and secondary objectives of my internship.
In this report I have tried to condense my 8 weeks of Internship experience at Shandong
Machinery I&E Co. Ltd (SDMIEC) in 10 chapters. I had two objectives from this internship.
One was to understand and experience Chinese Business Culture and second was to find, analyze and solve major problems faced by SDMIEC.
This document provides information about Independent Thought (iThought), a national human rights organization in India. It details iThought's areas of expertise, including law and development, human rights, children's rights, gender issues, and more. It describes iThought's work in various states of India. It also outlines iThought's solutions and actions like advisory services, research studies, training programs, litigation efforts, and publications. The organization aims to work towards equity, justice and mutual respect through advocacy, interventions and judicial actions.
KS Madhavan & Associates is a leading management consulting firm providing consultancy services across technical, manufacturing, HR, financial, and general management areas. They specialize in organizational transformation, change management, restructuring, total employee involvement, quality enhancement, and creativity development. They work with both profitable and struggling companies to make them globally competitive. The firm provides training through the Shingo Institute of Management and addresses consultancy needs from all organizational levels. They have expertise in areas like 5S, TPM, lean management, and have worked with numerous large clients across industries.
Business Ethics And Corporate Social Responsibility cpjcollege
Different kinds of Values • Moral Values: – Values you hold for yourself but don’t force on others such as right vs. wrong, honesty vs. dishonesty, being of service to others • Aesthetic Values: – Personal standards of beauty as seen in nature, art, music, personal appearance • Performance Values: – Benchmarks you set for yourself such as accuracy, speed, reward for achievement, self-discipline and overall accomplishment
This document summarizes a study on the recruitment and selection process of Sai Global Yarntex (India) Private Limited. It provides background on the importance of recruitment and selection for organizations. The objectives of the study were to analyze Sai Global Yarntex's recruitment and selection process and examine employee satisfaction. Primary data was collected through questionnaires with employees. Key findings include that most employees felt the process was good or satisfactory, and they were satisfied with recruitment procedures and selection. The recruitment process was found to be ethical and transparent. Suggestions for improvement included expanding recruitment methods and ensuring selection committees are qualified.
Management Management covers the planning, control, and administration of the operations of a concern. The top management handles planning; the middle management concentrates on controlling; and the lower management is concerned with actual administration. Information Information, in MIS, means the processed data that helps the management in planning, ontrolling and operations. Data means all the facts arising out of the operations of the concern. Data is processed i.e. recorded, summarized, compared and finally presented to the management in the form of MIS report. System Data is processed into information with the help of a system. A system is made up of inputs, processing, output and feedback or control. Thus MIS means a system for processing data in order to give proper information to the management for performing its functions.
Management Management covers the planning, control, and administration of the operations of a concern. The top management handles planning; the middle management concentrates on controlling; and the lower management is concerned with actual administration. Information Information, in MIS, means the processed data that helps the management in planning, ontrolling and operations. Data means all the facts arising out of the operations of the concern. Data is processed i.e. recorded, summarized, compared and finally presented to the management in the form of MIS report. System Data is processed into information with the help of a system. A system is made up of inputs, processing, output and feedback or control. Thus MIS means a system for processing data in order to give proper information to the management for performing its functions.
Management • The act, art, or manner of managing, handling, controlling directing, etc. • Origin: to train (a horse) in his paces; cause to do exercises of the manage • To control the movement or behavior of; handle; manipulate • To have charge of; direct; conduct; administer • To get (a person) to do what one wishes
Management The process of getting things done, effectively and efficiently, through and with other people Efficiency Means doing the thing correctly; refers to the relationship between inputs and outputs; seeks to minimize resource costs Effectiveness Means doing the right things; goal attainment
Management
• The act, art, or manner of managing, handling, controlling directing, etc. • Origin: to train (a horse) in his paces; cause to do exercises of the manage • To control the movement or behavior of; handle; manipulate • To have charge of; direct; conduct; administer • To get (a person) to do what one wishes
What is Data Mining? Data Mining is defined as extracting information from huge sets of data. In other words, we can say that data mining is the procedure of mining knowledge from data.
The document discusses organizational behavior (OB) and related concepts. It defines OB as a field that investigates how individuals and groups impact organizational effectiveness and goal achievement. Key contributing disciplines are identified as psychology, sociology, social psychology, and anthropology. Models of OB described include the autocratic, custodial, supportive, and collegial models. The document also covers organizational culture and climate, attitudes, values, and challenges and opportunities in OB like globalization and workforce diversity.
Production Management & Total Quality Managementcpjcollege
The document discusses various forecasting and inventory management techniques. It begins by explaining qualitative and quantitative forecasting methods, including time series models like moving averages and exponential smoothing. It then covers topics like independent and dependent demand for inventory, functions of inventory, and tools for inventory management including ABC analysis, economic order quantity models, reorder points, and classification systems like VED, HML, and FSN.
The document is from Chanderprabhu Jain College and discusses various topics related to business studies. It covers definitions of business and what businesses do, different business objectives, the scope of business, and forms of business organization. It also discusses entrepreneurship and the entrepreneurial process, characteristics of entrepreneurs, and sources of business finance. The document appears to be course materials for a second semester business studies class covering various foundational business concepts.
Management Process and Organizational Behaviorcpjcollege
Management
• According to Henri Fayol, "Management is to manage is to forecast and to plan, to organise, to command, to co-ordinate and to control.“ • Mary Parker Follett (1868–1933), defined management as "the art of getting things done through people."
Operations Management • Operations management refers to the administration of business practices to create the highest level of efficiency possible within an organization. It is concerned with converting materials and labor into goods and services as efficiently as possible to maximize the profit of an organization. Operations management teams attempt to balance costs with revenue to achieve the highest net operating profit possible.
The document discusses the business environment and its types. It defines business environment as the set of external forces and factors that affect a business outside of its control. The business environment is categorized into internal environment and external environment. The internal environment includes factors within the firm's control like value systems and management. The external environment includes the micro environment of suppliers, customers, and competitors, as well as the macro environment of economic, political, technological, social, and global conditions.
What is management ?
Management is a universal phenomenon. It is a very popular and widely used term. All organizations - business, political, cultural or social are involved in management because it is the management which helps and directs the various efforts towards a definite purpose. According to Harold Koontz, “Management is an art of getting things done through and with the people in formally organized groups. It is an art of creating an environment in which people can perform and individuals and can co-operate towards attainment of group goals”. According to F.W. Taylor, “Management is an art of knowing what to do, when to do and see that it is done in the best and cheapest way”.
DEFINITION OF HCM
Human Capital Management is defined as the process of acquiring, training, managing, retaining employees for them to contribute effectivelyin the processes of the organization. Human capital management (HCM) is an approach to employee staffing that perceives people as assets (human capital) whose current value can be measured and whose future value can be enhanced through investment.
Cost and management accounting• Provides management with costs for products, inventories, operations or functions and compares actual to predetermined data • It also provides a variety of data for many day-to-day decision as well as essential information for long-range decisions
Human Capital Management is defined as the process of acquiring, training, managing, retaining employees for them to contribute effectively in the processes of the organization. Human capital management (HCM) is an approach to employee staffing that perceives people as assets (human capital) whose current value can be measured and whose future value can be enhanced through investment.
UnitManagerial Economics for BbALlB.pptxDrAmitJain13
The document is a lesson plan for a course on Managerial Economics at Chanderprabhu Jain College. It covers several key topics in the introduction to managerial economics, including the circular flow of economic activity, the nature and objectives of firms, profit concepts, and the principal-agent problem. The document provides definitions and explanations of these fundamental economic concepts and how they relate to business decision making. It also outlines the contents to be covered in the unit on the introduction to managerial economics.
Business Environment and Ethical Practices (BBA LLB 213 )cpjcollege
The objective of the course is to familiarize students with the different aspects of business environment and ethical practices to be adopted by organizations in conducting their business.
Organization Behavior ….
Organization Behavior a field of study that investigates how individuals, groups and structure affect and are affected by behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.
The document is a lecture note on basic concepts of taxation from Chanderprabhu Jain College of Higher Studies & School of Law. It defines key terms like taxes, direct and indirect taxes, income, assessment year, financial year. It distinguishes between capital and revenue receipts and discusses the differences between direct and indirect taxes. It also explains the concepts of application of income versus diversion of income and gives examples. Finally, it provides an overview of the different sections related to assessment under the Income Tax Act.
Socio-Legal Dimensions of Gender (LLB-507 & 509 )cpjcollege
This paper intends to sensitize the students about the changing
dimensions of gender and also familiarizes them with the subtle manifestations of inequality rooted in our society.
The objective of the paper is to apprise the students with the laws relating to marriage, dissolution, matrimonial remedies, adoption, contemporary trends in family institutions in India, in particular the Hindus and Muslims.
Alternative Dispute Resolution (ADR) [LLB -309] cpjcollege
Alternative Dispute Resolution has become the primary means by which cases are resolved now days, especially commercial, business disputes. It has emerged as the preferred method for resolving civil cases, with litigation as a last resort. Alternative Dispute Resolution provides an overview of the statutory, procedural, and case law underlining these processes and their interplay with litigation. A significant theme is the evolving role of
professional ethics for attorneys operating in non-adversarial settings. Clients and courts increasingly express a preference for attorneys who are skilled not only in litigation but in problem-solving, which costs the clients less in terms of time, money and relationship. The law of ADR also provides an introduction to negotiation and mediation theory.
Environmental Studies and Environmental Laws (: LLB -301)cpjcollege
The objective of this paper is to acquaint the students with the environmental issues and the measures taken for its protection along with the norms prevailing at international and national
level
The paper will focus on the civil procedures followed in instituting a suit. The students will be familiarised with certain important concepts and practical skill development activity will provide insights into the actual working of the court procedures.
The objective of this paper is to provide an understanding of basic concepts of Indian Constitution and various organs created by the Constitution and their functions.
The document discusses various topics related to corporate law including types of companies, forms of business organization, shares, debentures, and securities. It provides information on sole proprietorships, partnerships, corporations, limited liability companies (LLCs), and different types of companies such as private companies and public companies. The document also defines key terms like shares, share capital, debentures, debenture bonds, and classifications of company securities.
It is an indispensable complementary part of our legal system without the study of which no advocate is suitably equipped with the basic requisites required to go to the court.
This document provides an overview of key concepts in international relations discussed in a political science class, including:
- Democracy and its key principles such as majority rule, protection of minority rights, and consent of the governed.
- Federalism and its features such as division of powers between central and state/provincial governments.
- The parliamentary system in India and features such as a ceremonial head of state, executive drawn from the legislature, and collective responsibility of ministers.
- Concepts in international relations like power, sovereignty, and the elements and limitations of national power, including international law, morality, and world public opinion.
This paper focuses on various aspects of health care law including the constitutional perspective, obligations, and negligence of medical professionals and remedies available to
consumers of health care.
The object of this paper is to focus on land reforms in India, Constitutional provisions related to land reforms, Land Acquisition, Rehabilitation, and Resettlement Act,2013, Urban Real Estate Development Laws and the Provisions of the Rent Laws under the
Delhi Rent Control Act, 1958.
The objective of the seminar paper is to introduce the students to a holistic understanding of crime. PSDA in this seminar paper will include seminar presentation, debates and group discussions, critical review of existing laws in India and a comparison with
other countries. The paper seeks to explore the possible practical applications of the various theories that have been formulated so far. It will also require the students to look up the international cases where these theories have been applied. The students who opt for this paper will also visit the prisons/ juvenile homes/ juvenile courts / rehabilitation centre etc. and make an assessment of the current situation.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
RPMS TEMPLATE FOR SCHOOL YEAR 2023-2024 FOR TEACHER 1 TO TEACHER 3
Management Information System
1. Chanderprabhu Jain College of Higher Studies & School of Law
Plot No. OCF, Sector A-8, Narela, New Delhi – 110040
(Affiliated to Guru Gobind Singh Indraprastha University and Approved by Govt of NCT of Delhi & Bar Council of India)
Semester: Fivth Semester
SUBJECT CODE: B.COM - 307
Name of the Subject: Management information system
2. 2
Objectives
• Understand the systems approach
• Why is technology important?
• Understand Porters 5 forces framework
• Understand the Value chain framework
• Differentiate between types of systems
Chanderprabhu Jain College of Higher Studies & School of Law
Plot No. OCF, Sector A-8, Narela, New Delhi – 110040
(Affiliated to Guru Gobind Singh Indraprastha University and Approved by Govt of NCT of Delhi & Bar Council of India)
3. 3
Management
• The act, art, or manner of managing, handling,
controlling directing, etc.
• Origin: to train (a horse) in his paces; cause to
do exercises of the manage
• To control the movement or behavior of; handle;
manipulate
• To have charge of; direct; conduct; administer
• To get (a person) to do what one wishes
Chanderprabhu Jain College of Higher Studies & School of Law
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4. 4
Information
•Derived from the Latin verb informo, informare,
meaning to “give form to”
• Information etymologically connotes an
imposition of organization upon some
indeterminate mass or substratum, the
imparting form that gives life and meaning to
otherwise lifeless or irrelevant matter
• Data that have been shaped by humans into a
meaningful and useful form.
Schode Chanderprabhu Jain College of Higher Studies & School of Law
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5. 5
SYSTEM
Webster’s New World Dictionary
• A set or arrangement of things so related or
connected as to form a unity or organic whole
• A set of facts, principles, rules, etc. classified
or arranged in a regular, orderly form so as to
show a logical plan linking the various parts.
• A method or plan of classification or
arrangement
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6. 6
SYSTEM
A system is defined as (1) a set (2) of objects (3)
together with relationships (4) between the objects and
between their attributes (5) related to each other and to
their environment (6) so as to form a whole.
SET — any well defined collection of elements or objects within some
frame of reference
OBJECTS — objects are elements of a system [INPUTS (serial, probable,
or feedback), PROCESS (transformation), OUTPUTS (Intended, waste, or
pollution)] Efficiency - ratio of output to input
RELATIONSHIPS — the bonds that link objects together (Symbiotic,
synergistic, and redundant)
ATTRIBUTES — attributes a properties of both objects and
relationships (defining/accompanying characteristics)
ENVIRONMENT — includes not only that which lies outside the system’s
complete control but that which at the same time also determines in some
way the system’s performance.
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7. 7
Individual Information Processing System
Sensory Information
- Visual
- Auditory
- Kinesthetic
- Olfactory
Brain
Cognitive Frames
- Assumptions
- Criteria
Internal States
Behaviors
Macro
- Speaking
- Eating
- Pointing
Micro
- Heart Rate
- Voice Temp
- Skin Temp
Input Processing Output
Memory Personal History
Environment
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8. 8
The Organization as a System
Money
Labor
Input Process Output
Science Technology
Products,
goods and
services
Marketable
waste
Government
Pollution
Public
Management
Management
Materials
and
Equipment
Environment
Political, Legal, Social, Physical, Economic, …
9. 9
Diagram of a System’s Parameters, Boundary, and Environment
Input Process Output
Feedback
o
p
i
I
p
0
op
i
op
i
o
p
i
To other systemsFrom other systems
System’s boundary
System’s environment
11. 11
CHALLENGES
• Technology advances
• Productivity challenge
• Strategic business challenge
• People challenge
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12. 12
Information Systems1 -- FOCUS
•People
•Organizations
•Technology
•Problem Solving
1 A set of interrelated components that collect, retrieve, process,
store and distribute information for the purpose of facilitating planning,
control, coordination, analysis, and decision making in organizations.
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13. 13
Competitive Intelligence
• Such information-gathering drives business performance
– by increasing market knowledge
– improving knowledge management
– raising the quality of strategic planning
One of the most important aspects in developing a competitive
advantage is to acquire information on the activities and actions
of competitors.
However once the data has been gathered it must be
processed into information and subsequently business
intelligence.
Porters 5 Forces is a well-known framework that
aids in this analysis.
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14. 14
Porter‟s Competitive Forces Model
• The threat of entry of new competitors
• The bargaining power of suppliers
• The bargaining power of customers (buyers)
• The threat of substitute products or services
• The rivalry among existing firms in the industry
The model recognizes five major forces that could endanger a
company’s position in a given industry.
External Competitive Forces
15. 15
Competitive Forces
Porter‟s Competitive Forces Model
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16. 16
The Value Chain
Value Chain -- The set of processes a firm uses to
create value for its customers ( see pg 58)
(an abbreviated version of the term value added chain from economics)
The Value Chain includes:
Primary Processes -- that directly create the value the firm‟s customer
perceives, and
Support Processes -- that add value indirectly by making it easier for
others to perform the primary processes
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17. 17
The Value Chain
According to the value chain model (Porter, 1985), the activities
conducted in any organization can be divided into two parts: primary
activities and support activities.
Primary activities are those activities in which
materials are purchased, processed into
products, and delivered to customers. Each adds
value to the product or service hence the value
chain.
Inbound logistics (inputs)
Operations (manufacturing and testing)
Outbound logistics (storage and distribution)
Marketing and sales
Service
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18. 18
The Value Chain (Continued)
Unlike the primary activities, which directly add value to
the product or service, the support activities are
operations that support the creation of value (primary
activities)
The firm’s infrastructure (accounting, finance, management)
Human resources management
Technology development (R&D)
Procurement
The initial purpose of the value chain model was to analyze the internal
operations of a corporation, in order to increase its efficiency,
effectiveness, and competitiveness. We can extend that company
analysis, by systematically evaluating a company’s key processes and
core competencies to eliminate any activities that do not add value to
the product.
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19. 19
The Value Chain (Continued)
Secondary Activities
Primary Activities
Value
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20. 20
IBM‟s Value Chain Model
High-Volume, Easily Configured Products
Complex Configured Hardware
OEM Hardware
Distributed Software
Entitled Software
Services
Financing
Enterprise Information
Management
Business Policies and Rules
Customer
Collaberation
Self-Service Knowledge Management Collaboration and e-Learning
Ibm.com
Fufillment
Sales
CRM
Supplier
Collaberation
Integrated
Supply Chain
Procurement
Integrated
Product
Development
Value Chains
Customers Suppliers
Employees
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21. • Transaction Processing Systems (TPS) -
- handles and processes daily exchanges
(transactions)
• Office Automation Systems (OAS) -
- produces documents, plans, schedules
• Management Information Systems (MIS)
– produces managerial reports
Information System Focus
Operational Level
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22. 22
Information Systems
Process Systems and Knowledge Systems
Type of system Process systems Knowledge systems
Type of Data
Quantitative /
Structured
Quantitative /
Structured
Qualitative /
Unstructured
Examples of
technology ERP / TPS Business intelligence Content Management
SCM Data Mining Information Portals
CRM Collaborative tools
Example When customers make a
purchase from anywhere
in the world using
EBay's' online auctions,
the firms' sales process
integrates with a variety
of partner and processes
that include payment
process and its internal
process. (Sambamurthy
et al., 2003)
Sara Lee uses its ability to
analyze the sales of
retailers it serves. In
doing so, they can
identify trends and
exceptions, draw
comparison, perform
calculations and obtain
fast answers (Turban &
Aronson, 2000).
BP uses 3-D imaging rooms
equipped with state-of-the
art videoconferencing
systems for helping its
engineers gather in any of
the company's 15 imaging
rooms and tap into and
share data over the
network (Echikson, 2001).
23. 23
Characteristics of
Information System Capabilities
Capability Orientation Level Focus Nature
TPS Data Operational Task, Efficiency Structured
MIS Information Management control Resource Structured
DSS Decision All, strategic Alternatives Unstructured
OAS Productivity Operational Task, Efficiency Structured
EIS Problem Executive Status, Problem Flexible, easy
AI/ES Knowledge Operational Problem Structured
IOS Data Operational Task, Efficiency Structured
Strategic Information Systems -- Information systems that play a major role in a product‟s value chain.
Although there is no clear-cut separation between strategic information systems and other systems, a number of
characteristics indicate whether an information system should be considered strategic.
Systems should be considered strategic if :
•they help differentiate the product form its competitors;
•if the customers directly perceive the value of the information system to them; or
•if the product’s production, sales, and service require the system.
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24. 24
Lewin’s Change Model
•Unfreezing
• preparing for change
• create felt need
• disrupt existing attitudes, behaviors
•Changing
• modify situation
• sustain effort
• clear goals
• adequate preparation
•Refreezing
• Reinforce desired behavior
• Support
• Evaluation
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25. 25
Resistance to
Change
Causes
Fear of unknown
Security
No felt need
Power/threatened
Rumors
Timing
Resources
Strategies
Communicate
Clarify
Show benefit
Enlist key people
Accurate info
Delay
Provide support
Targets of Change
Purpose, strategy, objectives
Structure
Technology
Culture
Tasks
People
All are interrelated
Planned Change
Deliberate and intentional
Response to performance gap
Gap between actual & desired state
Radical
• massive restructuring “frame-breaking”
Incremental
• “frame-bending”
• continuous improvement
Change
26. 26
Change Strategies
Force-coercion
Authority power
Good for unfreezing stage
Rational persuasion
Expert power
Convince of benefits of change
Shared power
Active, real involvement
Takes longest, lasts longest
Resistance to Change
• Attitudes and behaviors
• View as useful feedback
• Educate / communicate
• Participation = commitment
• Provide support re: external constraints
• Negotiate trade-offs
• Manipulation: speed, use power
Change
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27. 27
SYSTEM INTERDEPENDENCE
BUSINESS
Strategy
Rules
Procedures
ORGANIZATION INFORMATION SYSTEM
INTERDEPENDENCE
SOFTWARE
HARDWARE
DATABASE
TELE-
COMMUNICATIONS
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28. Chanderprabhu Jain College of Higher Studies & School of Law
Plot No. OCF, Sector A-8, Narela, New Delhi – 110040
(Affiliated to Guru Gobind Singh Indraprastha University and Approved by Govt of NCT of Delhi & Bar Council of India)
UNIT 2
29. Six Phases of the System
Development Life Cycle
• Preliminary Investigation
– Assesses feasibility and practicality of system
• System Analysis
– Study old system and identify new requirements
– Defines system from user's view
• System Design
– Design new/alternative system
– Defines system from technical view
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30. Six Phases of the System Development Life Cycle
• System Development
– New hardware and software is acquired, developed, and tested
• System Implementation
– System installation and training
• System Operation & Maintenance
– Daily operation
– Periodic evaluation and updating
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31. SDLC Phases
Preliminary
Investigation
System Operation
& Maintenance
System
Analysis
System
Implementationn
System
Design
System
Development
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32. Phase 1:
Preliminary Investigation
• Determine if a new system is needed
• Three primary tasks:
– Define the problem
• By observation and interview, determine what information is
needed by whom, when, where and why
– Suggest alternative solutions
– Prepare a short report
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33. • In depth study of the existing system to determine what the new
system should do.
– Expand on data gathered in Phase 1
• In addition to observation and interviews, examine:
– Formal lines of authority (org chart)
– Standard operating procedures
– How information flows
– Reasons for any inefficiencies
Phase 2:
System Analysis
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34. Phase 2: System Analysis
Tools Used
• Checklists - list of questions
• Top-down analysis - start with top level components, break
down into smaller parts through each successive level
• Grid charts - to show relationship between inputs and outputs
• System flowcharts - charts flow of input data, processing, and
output which show system elements and interactions
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35. Phase 2: System Analysis
Documentation Produced
• Complete description of current system and its problems
• Requirements for for new system including:
– Subject
– Scope
– Objectives
– Benefits
• Possible development schedule
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36. Phase 3:
System Design
• Uses specifications from the systems analysis to design alternative
systems
• Evaluate alternatives based upon:
– Economic feasibility - Do benefits justify costs?
– Technical feasibility - Is reliable technology and training
available?
– Operational feasibility - Will the managers and users support it?
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37. Phase 3: System Design
Tools Used
• Computer-Aided Software Engineering (CASE) tools are
software-based products designed to help automate the
production of information systems.
• Examples:
– Diagramming Tools
– Data Repositories
– Prototyping Tools
– Test Data Generators
– Documentation Tools
– Project Management Tools
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38. Phase 3: System Design
Documentation Produced
• System Design Report
– Describe Alternatives including:
• Inputs/Outputs
• Processing
• Storage and Backup
– Recommend Top Alternative based upon:
• System Fit into the Organization
• Flexibility for the future
• Costs vs. benefits
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39. Phase 4:
System Development
• Build the system to the design specifications
– Develop the software
• Purchase off-the-shelf software OR
• Write custom software
– Acquire the hardware
– Test the new system
• Module (unit) test - tests each part of system
• Integration testing - tests system as one unit
– Create manuals for users and operators
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40. Phase 5:
System Implementation
• Convert from old system to new system
• Train users
• Compile final documentation
• Evaluate the new system
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41. Phase 5: System Implementation
Types of Conversion
• Direct/plunge/crash approach – entire new system completely
replaces entire old system, in one step
• Parallel approach - both systems are operated side by side until
the new system proves itself
• Pilot approach - launched new system for only one group within
the business -- once new system is operating smoothly,
implementation goes company-wide
• Phased/incremental approach - individual parts of new system
are gradually phased-in over time, using either crash or parallel
for each piece.
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42. Phase 5: System Implementation
• User Training
– Ease into system, make them comfortable,
and gain their support
– Most commonly overlooked
– Can be commenced before equipment
delivery
– Outside trainers sometimes used
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43. Phase 6: Operations &
Maintenance
• Types of changes:
– Physical repair of the system
– Correction of new bugs found (corrective)
– System adjustments to environmental changes
– Adjustments for users‟ changing needs (adaptive)
– Changes to user better techniques when they become available
(perfective)
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44. Phase 6: Operations &
Maintenance
• Evaluation Methods
– Systems audit - performance compared to
original specifications
– Periodic evaluation - “checkups” from time
to time, modifications if necessary
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45. Chanderprabhu Jain College of Higher Studies & School of Law
Plot No. OCF, Sector A-8, Narela, New Delhi – 110040
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UNIT 3
46. Chanderprabhu Jain College of Higher Studies & School of Law
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TRANSACTION PROCESSING
SYSTEMS
An efficient transaction processing system is a pre-
requisite for developing efficient management
information systems.
A transaction may be defined as an activity, such as
making a purchase or a sale, manufacturinf a
product,promoting an employee and so on.
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Performance of a transaction
requires records to:
1. Direct a transaction to take place.
2. Report,confirm, or explain its performance
3. Communicate the transaction to those needing a record for
background information or reference.
To ensure the performance of transactions involved in
organizational activities, transaction processing system is
required.TPS is mostly used by lower level management to
make operational decisions
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Types of Transactions
Note that the transactions can be internal or external.
When a department orders office supplies from the purchasing
department, an internal transaction occurs, when a customer places
an order for a product, an external transaction occurs.
• Internal Transactions: Those transactions, which are internal to the
company and are related with the internal working of any organization.
For example Recruitment Policy, Promotion Policy, Production policy
etc
• External Transactions: Those transactions, which are external to the
organization and are related with the external sources, are regarded
as External Transaction. For example sales, purchase etc.
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Characteristics of Transaction Processing
Systems
1. A TPS records internal and external transactions for a company. It is a
repository of data that is frequently accessed by other systems
2. A TPS performs routine, repetitive tasks. It is mostly used by lower-level
managers to make operational decisions
3. Transactions can be recorded in batch mode or online. In batch mode, the files
are updated periodically; in online mode, each transaction is recorded as it
occurs.
4. There are six steps in processing a transaction. They are data entry, data
validation, data processing and revalidation, storage - output generation, and
query support.
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FEATURES OF TRANSACTION PROCESSING SYSTEMS
There are certain features of TPS which distinguish these from other information
systems of an organisation:
1. In many cases organizations are required to process transactions in a way
that is required by its external stakeholders.e. a large business organisation is
required to maintain its financial transactions as prescribed by Incomr Tax Act.
2. TPS are major procedure of information for other types of systems.e.g.
purchase processing systems supply data to the organization„s general ledger
systems which are responsible for maintaining records of the organization for
producing reports,such as trail balance,profit and loss account,and balance
sheet.
3. TPS handel detail of data and these data shows the result of various
activities usually on historical basis.
4. TPS span the boundary of the organization and connect the elements of its
environment.
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COMPONENTS OF TRANSACTION
PROCESSING SYSTEMS
A computer-based transaction processing system has the following
sixcomponents:
1. Input.
2. Data capture
3. Data validation
4. ProcessIng and revalidation
5. Storage and Output generation
6. Query support
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Methods for Data Entry:
• Keyboard/video display terminals
• Optical character recognition (OCR) devices, such as optical scanning
wands and grocery check-out scanners.
• Magnetic ink character recognition (MICR) devices, such as MICR
reader/sorters used in banking for check
• Other technologies, including electronic mice, light pens, magnetic stripe
cards, voice input, and tactile. Input also be used as input device depending
upon the application requirement
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2. Data Capture
We could capture transaction data as close as possible to the source that
generates the data. Salespersons capture data that rarely changes by
prerecording it on machine-readable media, or by storing it on the
computer system.
Ways of Data Capturing
• Capture data by using machine-readable media initially (bar-coded and
magnetic stripe credit cards), instead of preparing written source
documents
• Captures data directly without the use of data media by optical
scanning of bar codes printed on product packaging. It ensures the
accuracy and reliability of data by comparing
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METHODS FOR PROCESSING TRANSACTIONS
There are three different methods commonly used for
processing transactions and updating master files:
1. On-line entry with immediate processing
2. On-line entry with subsequent processing
3. Batch processing
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Decision Support Systems (DSS)
A decision support system can be defined as a system that provides information
for making semistructured and unstructured decision.
Keen and Scoff Morton have defined DSS as follows:
"Decision support systems (DSS) represent a different approach to information
system support for semi-structured and unstructured decisions. They support a
variety of unstructured decision processes.
According Laudon and Laudon :-
―A decision support system is a computer system at the management level of an
organization that combines data, sophisticated analytical tools, and user-friendly
software to support semi-structured and unstructured decision making.‖
Decision Support Systems (DSS) help executives make better decisions by using
historical and current data from internal Information Systems and external sources.
By combining massive amounts of data with sophisticated analytical models and
tools, and by making the system easy to use, they provide a much better source of
information to use in the decision-making process. Decision Support Systems
(DSS) are a class of computerized information systems that support decision-
making activities.
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Plot No. OCF, Sector A-8, Narela, New Delhi – 110040
(Affiliated to Guru Gobind Singh Indraprastha University and Approved by Govt of NCT of Delhi & Bar Council of India)
57. Chanderprabhu Jain College of Higher Studies & School of Law
Plot No. OCF, Sector A-8, Narela, New Delhi – 110040
(Affiliated to Guru Gobind Singh Indraprastha University and Approved by Govt of NCT of Delhi & Bar Council of India)
Features of Decision Support Systems
1. The philosophy of decision support systems is to give users the tools
necessary to analyze important blocks of data, using easily controlled
sophisticated models in flexible manner„s are designed to deliver capabilities, not
simply to respond to information needs.
2. DSS are tightly focused on a specific decision or set of decisions, such as
routing, queuing, and evaluating and so on. Thus they are not used for general
purpose.
3. DSS are aimed at higher-middle and top management with emphasis on
change, flexibility and quick response. A greater emphasis is placed on models,
graphics, and assumptions.
4. The design of DSS applies a different set of skills than the design of
structured, operational systems
5. The technology required DSS is based on the need for flexible access. Reliable
communication networks, availability of computer terminals, and even stand-
alone microcomputers are more important than large-scale data processing
systems.
58. Chanderprabhu Jain College of Higher Studies & School of Law
Plot No. OCF, Sector A-8, Narela, New Delhi – 110040
(Affiliated to Guru Gobind Singh Indraprastha University and Approved by Govt of NCT of Delhi & Bar Council of India)
59. Chanderprabhu Jain College of Higher Studies & School of Law
Plot No. OCF, Sector A-8, Narela, New Delhi – 110040
(Affiliated to Guru Gobind Singh Indraprastha University and Approved by Govt of NCT of Delhi & Bar Council of India)
Types of decisions
1. Programmed Decisions (Structured Decisions):- It involves situations that
have occurred often enough to enable decision rules to be developed and
applied in the future. These decisions are those that have been made
persistently in the earlier period that managers have developed rules or
guideline to be applied when certain situations are expected to happen.
Programmed decision making is used when an inventory manager of mc
Donald„s decides to order beef patty stocks because the stocks are three-
quarters empty. Programmed decisions making are a routine that you make
every time so that the organization run smooth. Managers can develop rules
and guidelines to regulate all routine organizational activities. Most decisions
are related to daily activities.
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Plot No. OCF, Sector A-8, Narela, New Delhi – 110040
(Affiliated to Guru Gobind Singh Indraprastha University and Approved by Govt of NCT of Delhi & Bar Council of India)
2. Non Programmed Decisions (unstructured
Decisions)
Non-programmed decisions are made in response to situations that
are unique, are poorly defined and largely unstructured.
Nonprogrammed decision making is used when mc Donald„s are
deciding to invest in new deep fryers. It is a non-routine decision
making. This means it is made for big decisions that will affect an
organization for a long time. This type of decision making does not
need rules or guidelines to be followed because the situation is
unexpected or uncertain. For example if mc Donald„s plans to launch a
new line of menu, they will have to make decision base on their
intuition and reasoned judgments.
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Plot No. OCF, Sector A-8, Narela, New Delhi – 110040
(Affiliated to Guru Gobind Singh Indraprastha University and Approved by Govt of NCT of Delhi & Bar Council of India)
Introduction to Executive Information Systems
Executive Information Systems (EIS) supplies the necessary tools to senior
management. This system provides relevant information to top management
for strategic planning and control. The decisions at this level of the company
are usually never structured and could be described as "educated guesses."
Executives rely as much, if not more so, on external data than they do on
data internal to their organization. Decisions must be made in the context of
the world outside the organization. The problems and situations senior
executives face are very fluid, always changing, so the system must be
flexible and easy to manipulate.
An EIS can supply the summarized information executives need and yet
provide the opportunity to drill down to more detail if necessary.
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Features of Executive Information
Systems
1. EIS are relevant for top management of an organization. The level at which
strategic decisions affecting the organization as a whole or its major parts are
made.
2. These systems may derive data from different functional areas but the
decisions that are made by integrating these data are not meant for any specific
functional area but for the organization as a whole.
3. The information generated through EIS are in t he form of summary reports
and graphics. Through these reports executives draw conclusion quickly without
waste in their time.
4. Executives are helped by EIS coaches and chauffeurs. An EIS coach is a
member of the executive's staff, information services, or an outside consultant
who provides help in settil1g up the EIS. An EIS chauffeur is a member of the
executive's staff who operates the equipment for the executive.
5. EIS combines both internal and external information for the top management.
63. Chanderprabhu Jain College of Higher Studies & School of Law
Plot No. OCF, Sector A-8, Narela, New Delhi – 110040
(Affiliated to Guru Gobind Singh Indraprastha University and Approved by Govt of NCT of Delhi & Bar Council of India)
Characteristics of EIS
An EIS has many distinct characteristics that differentiate it from other
applications software. A list of these features is presented in table below. A
successful executive information system minimizes hard copy reports while
keeping high-level executives up dated. With an EIS, qualitative information is
obtained without producing volumes of paper.
Advanced internal control and communication are typical focuses of an ESS.
The ability to view exception reporting on the computer screen is an example
of an EIS-facilitated management control technique. Most Executive Support
Systems highlight the areas of the business that are going astray. Color codes
are used to display data that are in an acceptable or unacceptable range as
defined by the executive. This technique allows the computer to track
important project assignments within a company using the executive
information system. An EIS allows access to external as well as company
internal information.
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Plot No. OCF, Sector A-8, Narela, New Delhi – 110040
(Affiliated to Guru Gobind Singh Indraprastha University and Approved by Govt of NCT of Delhi & Bar Council of India)
Advantages
• Simple for high-level executives to use Operations
do not require extensive computer experience
• Provides timely delivery of company summary
information
• Provides better understanding of information
• Filters data for better time management
• Provides system for improvement in information
tracking
65. Chanderprabhu Jain College of Higher Studies & School of Law
Plot No. OCF, Sector A-8, Narela, New Delhi – 110040
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Disadvantages
• Computer skills required to obtain results
• Requires preparation and analysis time to get
desired information
• Detail oriented Provides detailed analysis of a
situation
• Difficult to quantify benefits of DSS How do you
quantify a better decision?
• Difficult to maintain database integrity
• Provides only moderate support of external data
and graphics capabilities
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Plot No. OCF, Sector A-8, Narela, New Delhi – 110040
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Expert Systems (ES)
Introduction to Expert
Systems
Expert systems are a common form of artificial intelligence.
They are used to assist humans in the decision-making
process, but they don't replace humans. Many of the decision
we make are based on past experience, but we have the
added benefit of reasoning and intuition. Expert systems ask
questions, then give you advice and reasons why you should
take a certain course of action based on hard data, not on
hunches. Again, they don't make the final decision.
Most of the problems an expert system helps resolve can in
fact be solved by a human. But since the computer is faster or
safer, businesses choose to use them instead.
67. Chanderprabhu Jain College of Higher Studies & School of Law
Plot No. OCF, Sector A-8, Narela, New Delhi – 110040
(Affiliated to Guru Gobind Singh Indraprastha University and Approved by Govt of NCT of Delhi & Bar Council of India)
UNIT 4
68. Chanderprabhu Jain College of Higher Studies & School of Law
Plot No. OCF, Sector A-8, Narela, New Delhi – 110040
(Affiliated to Guru Gobind Singh Indraprastha University and Approved by Govt of NCT of Delhi & Bar Council of India)
Enterprise Resource Planning Systems
Computer, electronics, communication, and audio video
technologies have converged closely to produce a new style of
operating business. The dynamic business environment of today is
full of challenges and opportunities. The dependence on the
information, as a driving energy source, is increasing. Every
business activity has additional dimensions, viz., speed and time.
The business needs of today are beyond the transaction processing.
It requires an instant real time response in every case, wherever it
occurs.
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EVOLUTION OF ERP
The nineties saw unprecedented global competition, customer focus and
shortened product lifecycles. To respond to these demands, corporations had to
move towards agile manufacturing of products, continuous improvements of
processes and business process re-engineering. This called for integration of
manufacturing with other functional areas including accounting, marketing, fi
nance and human resource development because activity-based costing would
not be possible without the integration of manufacturing and accounting. Mass
customization of manufacturing needed integration of marketing and
manufacturing. Flexible manufacturing with people empowerment necessitated
the integration of manufacturing with HRD function. In a sense, the 1990s truly
called for integration of all the functions of management. ERP systems are such
integrated information systems that helps to meet the information and decision
needs of an enterprise spanning all the functions of management. Nowadays, the
advanced ERP systems, which are known as ERP-II or Enterprise Systems,
extend beyond the boundaries of an organization, and capture inter-
organizational processes such as supply chain management (SCM), customer
relationship management (CRM) and so on Such enterprise software focuses on
supporting integrated groups of business processes rather than information
processing requirements of the respective business function.
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ERP Architecture
Any information system has three basic components, viz., the Data
Management, the Application Logic, and the Presentation. These components
can be built with the client server role definitions. The client is a user and the
server provides the service required by the user to run the system. Since, the
information needs are dynamically changing, the architecture required is to
separate the data and its management from its application. The user requires
the choice of using the data as it suits him the most. Hence the application logic
has to be separate from the data. There is variability in the manner how the
application logic is developed and presented.
Since, the ERP is a generic solution for the business operations, in each case
of implementation; customization should suit the specifics of the business or
customer. The architecture choice is influenced by this requirement.
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ERP Model and Modules
The generic ERP package represents the commonly operated business
model of the organization. It is built with the function models like the Finance,
Materials, Marketing, Sales and Personnel and their sub-modules. These
modules are then integrated to perform, ensuring data and information
consistency and concurrency.
The seamless integration of the modules allows the user at any level to take
a micro and a macro view of the function and process view of the transaction
across the function. A typical ERP solution has the following modules:
• Business forecasting, planning and control (Business)
• Sales, distribution, invoicing (Sales)
• Production planning and control (Production)
• Materials management (Materials)
• Finance and accounting (Finance)
• Personnel management (Personnel)
• Basic Features of ERP and its Modules
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Plot No. OCF, Sector A-8, Narela, New Delhi – 110040
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General Features
• Separation of the programme code and the
data areas
• Command language
• Screen based flow control
• Application logic
• Common service functions such as the
currency, date, editing and help
• Diagnostic functions
• Transaction flow control
• Help functions
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Business System
• Business forecasting for product, groups, markets
• Target fixing and allocation by the key parameters
• Business planning in terms of the resources to execute
• Strategy formulation and implementation
• MIS for strategy monitoring and control
• Business modeling for the strategy development and testing,
DSS for resource planning
• Information base management for management applications
74. Chanderprabhu Jain College of Higher Studies & School of Law
Plot No. OCF, Sector A-8, Narela, New Delhi – 110040
(Affiliated to Guru Gobind Singh Indraprastha University and Approved by Govt of NCT of Delhi & Bar Council of India)
Sales
• Basic data (master) management
• Order processing
• Dispatching and invoicing
• Order analysis, forecasting
• Sales analysis budgets and control
• Finished goods stores management
• Dealer, distributor management
system
• Receivable analysis
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Plot No. OCF, Sector A-8, Narela, New Delhi – 110040
(Affiliated to Guru Gobind Singh Indraprastha University and Approved by Govt of NCT of Delhi & Bar Council of India)
Production
• Basic master data management
• Bill of materials, classification
• Process sheet, routing
• Work order generation, scheduling and control
• Production Planning: BOM, MRP, MPS and capacity planning
Materials
• Purchasing and procurement
• Goods receipt and issue system
• Stock management and valuation
• Inventory analysis
• Stores ledger, valuation, analysis, disposal
76. Chanderprabhu Jain College of Higher Studies & School of Law
Plot No. OCF, Sector A-8, Narela, New Delhi – 110040
(Affiliated to Guru Gobind Singh Indraprastha University and Approved by Govt of NCT of Delhi & Bar Council of India)
Benefits of the ERP
• Better management of resources reducing the cost of operations.
• Planning at functional and process level. Simultaneous increase in the
productivity of the business possible
• Customer satisfaction increased due to shorter delivery cycle. Closer contact
with the customer.
• Simultaneous activisation of the decision centers because of instant
inducement through triggers or updates.
• Business operations transparency between business partners cutting down
the execution time of critical business operations.
• Intelligent ERP downloads the decision making at lower level, releasing the
burden on the middle management.
• Due to faster processing technology and SQL, management can see the
information in their perspective and take different view of the business.
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Plot No. OCF, Sector A-8, Narela, New Delhi – 110040
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Advantages of ERP system:
• ERP system provide a number of benefits, which
include
• Reduced inventory
• Reduced carrying cost of inventory
• Reduced workforce
• Reduced cycle time
• Reduced data transfer time
• Reduced errors
• Reduced quality costs
• Improved information accuracy
• Improved decision making capability
78. Chanderprabhu Jain College of Higher Studies & School of Law
Plot No. OCF, Sector A-8, Narela, New Delhi – 110040
(Affiliated to Guru Gobind Singh Indraprastha University and Approved by Govt of NCT of Delhi & Bar Council of India)
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