Management information system
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Management Information Systems (MIS) are designed to provide timely, accurate, and relevant information to managers to help them make effective decisions. An MIS involves collecting data from various business functions, processing and analyzing the data, and distributing reports to managers. The goal of an MIS is to improve decision-making, planning, and organizational control. It provides managers with operating, status, resource, and other types of information on a scheduled basis, on demand, or when exceptions occur.
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Management Information System ( MIS )
Management Information System (MIS) collects, processes, stores, and analyzes data from internal and external sources to provide information to support decision making across all levels of management. It ensures the right information is delivered to the right people at the right time. MIS components include management, information, and systems. It provides standard reports and allows custom report development. Key types of MIS are transaction processing, decision support, executive support, and customer relationship management systems. The role of MIS is to supply accurate and timely information to support planning, control, problem identification, and decision making for all management functions.
Management Information System PPT
Management Information System (MIS) is a computer-based system that processes data into information to support management, operations, and decision-making in an organization. An MIS provides managers with tools to organize, evaluate, and manage departments efficiently. It integrates hardware, software, data, people, and procedures to provide relevant information to support organizational functions like planning, staffing, directing, and controlling. An MIS helps management make quicker, more informed decisions and minimizes information overload. It also encourages decentralization and coordination across an organization.
ORGANIZATION
An organization is a collection of people working together to achieve common goals. Organizing has several benefits like specialization, role clarity, efficient use of resources, coordination, adaptability, and growth. The principles of organization include unity of objectives, specialization, coordination, authority, responsibility, delegation, efficiency, unity of command, span of control, balance, communication, flexibility, simplicity, and personal ability. Organizations can be formal or informal. Formal organizations have defined roles and hierarchies while informal organizations are social networks that form naturally. Both have advantages and disadvantages for communication and adaptability.
control techniques
This presentation discusses traditional and modern control techniques that managers can use to effectively monitor organizational activities. Some traditional techniques mentioned include personal observation, budgeting, break-even analysis, financial statements, and standard costing. Modern techniques discussed are return on investment, management audits, management information systems, and PERT/CPM. The presentation provides details on how each technique works and its benefits for control purposes.
Management by objectives
Management by Objectives (MBO) is a process where employees and supervisors jointly set goals, employees define their own goals and plans, and performance is evaluated based on achieving objectives. MBO aims to improve management by clarifying responsibilities, setting individual and organizational goals aligned with the overall strategy, and providing feedback. Key aspects of MBO include participative goal setting, explicit time periods for goals, and linking performance reviews to achieving objectives.
Planning
This documents provides a glance on the planning activity by illustrating the associated concepts such as,
Nature of Planning
Importance and purpose of planning process
Steps in Planning and Planning Premises
Types of plans
Objectives
Decision Making
Types of planning
Hierarchy of plans
Techniques of controlling
Direct supervision and observation is the oldest technique of controlling where the supervisor directly observes employees and solves problems. This allows the supervisor to get first-hand information and a better understanding of the workers. Financial statements like the profit and loss account and balance sheet are prepared and used to control the organization by comparing current figures to previous years' figures. Budgetary control is done through budgets for all aspects of the business by a budget committee to facilitate planning and control. Break-even analysis finds the point where there is no profit or loss to evaluate performance and take corrective actions.
PLANNING IN MANAGEMENT,DEFINITION CHARACTERISTICS, IMPORTANCE AND LIMITATIONS
Planning is the primary function of management and involves determining the best course of action in advance to achieve organizational objectives. Planning has several key characteristics including being an intellectual process that looks to the future, being continuous, and being required at all levels of management. Planning provides advantages such as better resource utilization, minimizing uncertainties, and improving competitive strength. The planning process involves analyzing internal and external environments, setting objectives, developing alternative courses of action, and carrying out the chosen plan.
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Management Information System ( MIS )
Management Information System (MIS) collects, processes, stores, and analyzes data from internal and external sources to provide information to support decision making across all levels of management. It ensures the right information is delivered to the right people at the right time. MIS components include management, information, and systems. It provides standard reports and allows custom report development. Key types of MIS are transaction processing, decision support, executive support, and customer relationship management systems. The role of MIS is to supply accurate and timely information to support planning, control, problem identification, and decision making for all management functions.
Management Information System PPT
Management Information System (MIS) is a computer-based system that processes data into information to support management, operations, and decision-making in an organization. An MIS provides managers with tools to organize, evaluate, and manage departments efficiently. It integrates hardware, software, data, people, and procedures to provide relevant information to support organizational functions like planning, staffing, directing, and controlling. An MIS helps management make quicker, more informed decisions and minimizes information overload. It also encourages decentralization and coordination across an organization.
ORGANIZATION
An organization is a collection of people working together to achieve common goals. Organizing has several benefits like specialization, role clarity, efficient use of resources, coordination, adaptability, and growth. The principles of organization include unity of objectives, specialization, coordination, authority, responsibility, delegation, efficiency, unity of command, span of control, balance, communication, flexibility, simplicity, and personal ability. Organizations can be formal or informal. Formal organizations have defined roles and hierarchies while informal organizations are social networks that form naturally. Both have advantages and disadvantages for communication and adaptability.
control techniques
This presentation discusses traditional and modern control techniques that managers can use to effectively monitor organizational activities. Some traditional techniques mentioned include personal observation, budgeting, break-even analysis, financial statements, and standard costing. Modern techniques discussed are return on investment, management audits, management information systems, and PERT/CPM. The presentation provides details on how each technique works and its benefits for control purposes.
Management by objectives
Management by Objectives (MBO) is a process where employees and supervisors jointly set goals, employees define their own goals and plans, and performance is evaluated based on achieving objectives. MBO aims to improve management by clarifying responsibilities, setting individual and organizational goals aligned with the overall strategy, and providing feedback. Key aspects of MBO include participative goal setting, explicit time periods for goals, and linking performance reviews to achieving objectives.
Planning
This documents provides a glance on the planning activity by illustrating the associated concepts such as,
Nature of Planning
Importance and purpose of planning process
Steps in Planning and Planning Premises
Types of plans
Objectives
Decision Making
Types of planning
Hierarchy of plans
Techniques of controlling
Direct supervision and observation is the oldest technique of controlling where the supervisor directly observes employees and solves problems. This allows the supervisor to get first-hand information and a better understanding of the workers. Financial statements like the profit and loss account and balance sheet are prepared and used to control the organization by comparing current figures to previous years' figures. Budgetary control is done through budgets for all aspects of the business by a budget committee to facilitate planning and control. Break-even analysis finds the point where there is no profit or loss to evaluate performance and take corrective actions.
PLANNING IN MANAGEMENT,DEFINITION CHARACTERISTICS, IMPORTANCE AND LIMITATIONS
Planning is the primary function of management and involves determining the best course of action in advance to achieve organizational objectives. Planning has several key characteristics including being an intellectual process that looks to the future, being continuous, and being required at all levels of management. Planning provides advantages such as better resource utilization, minimizing uncertainties, and improving competitive strength. The planning process involves analyzing internal and external environments, setting objectives, developing alternative courses of action, and carrying out the chosen plan.
Mbo ppt
MBO (Management by Objectives) is a process introduced by Peter Drucker in 1954 where managers and subordinates jointly define goals, responsibilities, and measures for evaluating performance. The key aspects of MBO include participative goal setting, regular performance reviews, and rewarding employees based on goal achievement. MBO aims to align individual and organizational objectives to improve communication, motivation, and results. The process involves defining organizational goals, setting objectives for employees, monitoring performance, providing feedback, and conducting performance appraisals on a recurring basis.
Leadership & styles
This document discusses leadership styles and their definitions. It defines leadership as influencing others towards goals and outlines three main styles: autocratic, where the leader makes all decisions; democratic, where the leader involves others in decision making; and laissez-faire, where the leader gives employees freedom to make decisions. It compares the styles and notes that the best style depends on the situation, employees, and leader's abilities. Factors like tasks, traditions, employees and time influence which style is most effective.
Management information system
MIS provides critical information support to management in their decision making across all functions. It collects data from within and outside the organization, processes it into useful information, and provides reports, analysis and tools to aid strategic planning, operations management, and other management tasks. With accurate, timely information from MIS, management can make informed decisions around goals, resource allocation, issues resolution, and performance monitoring to efficiently run the organization.
COLLECTIVE BARGAINING
The concept of collective bargaining was introduced very late in India as trade unions were found only in 20th century. The concept of collective bargaining attained significance only after 1962. The phrase collective bargaining is said to be coined by Sydney and Beatrice Webb and Great Britain. It is made up from two words collective which means “group” and bargaining which means “proposals and counter proposals”. So it is a process in which the representatives of a labour organization & the representatives of business organization meet and attempt to negotiate a contract or agreement, which specifies the nature of employee-employer union relationship.
Controlling
This document discusses controlling as a function of management. It outlines qualities of an effective control system including accuracy, timeliness, flexibility, acceptability, integrity, strategic placement, corrective action, and emphasis on exceptions. It also discusses types of controls including market, bureaucratic, and clan controls. Finally, it examines the control process including establishing objectives and standards, measuring actual performance, comparing results to objectives, and taking corrective action.
Planning in Management
Planning in ManagementWe Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
Planning is an essential function of management. Effective planning results in early achievement of objectives.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAcControlling in management
A process of monitoring , comparing ,correcting performance and taking action to ensure desired results.
It sees to it that the right things happen, in the right ways, and at the right time
Management information system
Management Information System (MIS) is a computer-based system that processes data into information to support management, operations, and decision-making in an organization. There are different types of MIS like executive support systems, decision support systems, and transaction processing systems. Developing an effective MIS involves preliminary investigation, requirements analysis, systems design, procurement, and implementation. Key benefits of MIS include improved decision-making, cost savings, and increased productivity. Components of an MIS in a non-profit include a client database, work planning application, financial system, and personnel information system.
Concept of management
The document discusses management from several perspectives - as an art, science, process, profession and discipline. It defines management as the process of getting work done through others involving planning, organizing, staffing, directing, and controlling. The key functions of management are explained as planning, organizing, staffing, directing and controlling. Management takes place at three levels in organizations - top level management which determines objectives and policies, middle level management which implements plans and coordinates departments, and lower level management which provides supervision.
Introduction to Management
The document provides an introductory glimpse of management and the history of its evolution.The document also illustrates the nature, characteristics and importance of management. Various levels of management and managerial skills are also illustrated. The document also provides information to distinguish management and administration. Certain theories of pioneers are also mapped onto the document.
Taylor’s scientific management
Fredric Winslow Taylor was an American mechanical engineer known as the father of scientific management. He worked to improve industrial efficiency by finding the "one best way" to do tasks through scientific investigation rather than relying on opinion or rule of thumb. The principles of scientific management include using science rather than intuition for managerial decision making, promoting harmony between management and workers through cooperation rather than individualism or conflict, and developing each person's maximum efficiency and prosperity through proper job placement, training, and selection of workers.
Directing as management function
The document discusses several key concepts in management including directing, communication, motivation, and leadership. It defines directing as guiding subordinates towards organizational goals through activities like supervision and inspiration. Communication is defined as the exchange of information between two or more people. Motivation is described as impelling people to action by addressing their needs and incentives. Leadership is the ability to guide followers voluntarily through influence rather than coercion towards achieving goals.
Performance appraisal
Performance appraisal means the systematic evaluation of the performance of an expert or his immediate superior. Performance appraisal is a method of evaluating the behavior of employees in the work spot, normally including both the quantitative and qualitative aspects of job performance. Performance here refers to the degree of accomplishment of the tasks that make up an individual's job. It indicates how well an individual is fulfilling the job demands.
Management information systems
This document provides an overview of management information systems and related concepts. It discusses the key elements of a system including inputs, processes, outputs, feedback, and the environment. It then defines information and data, and explains how different levels of management require different types of information. The importance of information systems for decision making is highlighted. The document outlines the different types of information systems including operations support systems, management support systems, and how they support various business functions and levels of management. Finally, it discusses the system development life cycle including system investigation, analysis, design, construction, implementation, and maintenance.
Programme evaluation review technique
PERT (Program/Project Evaluation and Review Technique) is a statistical tool used in project management to analyze and represent tasks involved in completing a project. It breaks a project into activities with durations, sequences them, and represents them in a network diagram. The critical path is determined by identifying the longest sequence of activities. PERT was developed by the US Navy in the 1950s to manage complex projects and illustrate uncertainty in activity times. It is useful for planning, scheduling, resource allocation, risk analysis, and performance evaluation of projects.
Budgeting
Budgeting is a process of looking at a business estimated incomes and expenditures over a specific period in the future. It allows a business to see if they will be able to continue operating at their expected level with these projected incomes and expenditures
Management by Objective MBO
Management By Objectives (MBO) is a comprehensive managerial system that integrates key activities to achieve organizational goals. MBO involves managers jointly setting common goals, defining responsibilities, and using objectives to assess performance. The MBO process includes establishing objectives, action planning, performance reviews, and training. MBO aims to improve motivation, accountability, communication, and organizational control. While it can strengthen management, MBO may fail without top leadership support, clear goals, participation, or follow-through on reviews.
Recruitment
The document discusses various topics related to recruitment, selection, placement, promotion, credentialing and retention of nurses. It defines each topic and describes the relevant processes. For recruitment, it outlines the steps involved including identifying vacancies, preparing job specifications, advertising positions, shortlisting candidates, and conducting interviews. Selection involves differentiating suitable applicants through processes such as testing and interviews. Placement determines the appropriate job for new hires while promotion involves advancing employees to higher roles. Credentialing and retention help verify qualifications and encourage staff to remain in their jobs long-term.
Coordination as a management function
This document discusses coordination as a management function presented by Mr. Manjunath Beth. It defines coordination as the orderly synchronization of efforts to achieve common objectives. Coordination is important as it creates synergy, provides unity of direction, improves employee morale, and helps diverse activities work together. It avoids issues like personal conflicts and overlapping work. Techniques of coordination include communication, planning, supervision, leadership, departmentalization, and direct contact. Coordination can be internal within an organization or external with outside partners. Hindrances to effective coordination are uncertainties, lack of skills and knowledge, size and complexity issues. Coordination is especially important for nursing management to integrate different health personnel and ensure quality patient care.
Nature and scope of management
This document defines management and describes its nature and scope. It states that management is the process of planning, organizing, staffing, directing, and controlling human efforts to achieve organizational goals. It then lists and describes 7 characteristics of management: it is goal-oriented, universal, an integrative force, a social process, multidisciplinary, continuous, and intangible. The document also outlines the main functions of production, marketing, financial, and personnel management.
Management information system
Management information system (MIS) means collection of information(data), selection of useful information out of that, analysis of information and prepare such an information which could be helpful to the manager for project planning, controlling and decision making effectively.
Mis unit 1-converted
Management Information System (MIS) is defined as a planned system for collecting, storing, and disseminating data in the form of information needed to carry out the functions of management. MIS involves three main components - management, information, and system. It aims to provide processed data and integrated information to aid management in planning, controlling, and decision-making. The objectives of MIS are to capture data, process it into useful information, store the information, retrieve it when needed, and propagate it to users.
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Mbo ppt
MBO (Management by Objectives) is a process introduced by Peter Drucker in 1954 where managers and subordinates jointly define goals, responsibilities, and measures for evaluating performance. The key aspects of MBO include participative goal setting, regular performance reviews, and rewarding employees based on goal achievement. MBO aims to align individual and organizational objectives to improve communication, motivation, and results. The process involves defining organizational goals, setting objectives for employees, monitoring performance, providing feedback, and conducting performance appraisals on a recurring basis.
Leadership & styles
This document discusses leadership styles and their definitions. It defines leadership as influencing others towards goals and outlines three main styles: autocratic, where the leader makes all decisions; democratic, where the leader involves others in decision making; and laissez-faire, where the leader gives employees freedom to make decisions. It compares the styles and notes that the best style depends on the situation, employees, and leader's abilities. Factors like tasks, traditions, employees and time influence which style is most effective.
Management information system
MIS provides critical information support to management in their decision making across all functions. It collects data from within and outside the organization, processes it into useful information, and provides reports, analysis and tools to aid strategic planning, operations management, and other management tasks. With accurate, timely information from MIS, management can make informed decisions around goals, resource allocation, issues resolution, and performance monitoring to efficiently run the organization.
COLLECTIVE BARGAINING
The concept of collective bargaining was introduced very late in India as trade unions were found only in 20th century. The concept of collective bargaining attained significance only after 1962. The phrase collective bargaining is said to be coined by Sydney and Beatrice Webb and Great Britain. It is made up from two words collective which means “group” and bargaining which means “proposals and counter proposals”. So it is a process in which the representatives of a labour organization & the representatives of business organization meet and attempt to negotiate a contract or agreement, which specifies the nature of employee-employer union relationship.
Controlling
This document discusses controlling as a function of management. It outlines qualities of an effective control system including accuracy, timeliness, flexibility, acceptability, integrity, strategic placement, corrective action, and emphasis on exceptions. It also discusses types of controls including market, bureaucratic, and clan controls. Finally, it examines the control process including establishing objectives and standards, measuring actual performance, comparing results to objectives, and taking corrective action.
Planning in Management
Planning in ManagementWe Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
Planning is an essential function of management. Effective planning results in early achievement of objectives.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAcControlling in management
A process of monitoring , comparing ,correcting performance and taking action to ensure desired results.
It sees to it that the right things happen, in the right ways, and at the right time
Management information system
Management Information System (MIS) is a computer-based system that processes data into information to support management, operations, and decision-making in an organization. There are different types of MIS like executive support systems, decision support systems, and transaction processing systems. Developing an effective MIS involves preliminary investigation, requirements analysis, systems design, procurement, and implementation. Key benefits of MIS include improved decision-making, cost savings, and increased productivity. Components of an MIS in a non-profit include a client database, work planning application, financial system, and personnel information system.
Concept of management
The document discusses management from several perspectives - as an art, science, process, profession and discipline. It defines management as the process of getting work done through others involving planning, organizing, staffing, directing, and controlling. The key functions of management are explained as planning, organizing, staffing, directing and controlling. Management takes place at three levels in organizations - top level management which determines objectives and policies, middle level management which implements plans and coordinates departments, and lower level management which provides supervision.
Introduction to Management
The document provides an introductory glimpse of management and the history of its evolution.The document also illustrates the nature, characteristics and importance of management. Various levels of management and managerial skills are also illustrated. The document also provides information to distinguish management and administration. Certain theories of pioneers are also mapped onto the document.
Taylor’s scientific management
Fredric Winslow Taylor was an American mechanical engineer known as the father of scientific management. He worked to improve industrial efficiency by finding the "one best way" to do tasks through scientific investigation rather than relying on opinion or rule of thumb. The principles of scientific management include using science rather than intuition for managerial decision making, promoting harmony between management and workers through cooperation rather than individualism or conflict, and developing each person's maximum efficiency and prosperity through proper job placement, training, and selection of workers.
Directing as management function
The document discusses several key concepts in management including directing, communication, motivation, and leadership. It defines directing as guiding subordinates towards organizational goals through activities like supervision and inspiration. Communication is defined as the exchange of information between two or more people. Motivation is described as impelling people to action by addressing their needs and incentives. Leadership is the ability to guide followers voluntarily through influence rather than coercion towards achieving goals.
Performance appraisal
Performance appraisal means the systematic evaluation of the performance of an expert or his immediate superior. Performance appraisal is a method of evaluating the behavior of employees in the work spot, normally including both the quantitative and qualitative aspects of job performance. Performance here refers to the degree of accomplishment of the tasks that make up an individual's job. It indicates how well an individual is fulfilling the job demands.
Management information systems
This document provides an overview of management information systems and related concepts. It discusses the key elements of a system including inputs, processes, outputs, feedback, and the environment. It then defines information and data, and explains how different levels of management require different types of information. The importance of information systems for decision making is highlighted. The document outlines the different types of information systems including operations support systems, management support systems, and how they support various business functions and levels of management. Finally, it discusses the system development life cycle including system investigation, analysis, design, construction, implementation, and maintenance.
Programme evaluation review technique
PERT (Program/Project Evaluation and Review Technique) is a statistical tool used in project management to analyze and represent tasks involved in completing a project. It breaks a project into activities with durations, sequences them, and represents them in a network diagram. The critical path is determined by identifying the longest sequence of activities. PERT was developed by the US Navy in the 1950s to manage complex projects and illustrate uncertainty in activity times. It is useful for planning, scheduling, resource allocation, risk analysis, and performance evaluation of projects.
Budgeting
Budgeting is a process of looking at a business estimated incomes and expenditures over a specific period in the future. It allows a business to see if they will be able to continue operating at their expected level with these projected incomes and expenditures
Management by Objective MBO
Management By Objectives (MBO) is a comprehensive managerial system that integrates key activities to achieve organizational goals. MBO involves managers jointly setting common goals, defining responsibilities, and using objectives to assess performance. The MBO process includes establishing objectives, action planning, performance reviews, and training. MBO aims to improve motivation, accountability, communication, and organizational control. While it can strengthen management, MBO may fail without top leadership support, clear goals, participation, or follow-through on reviews.
Recruitment
The document discusses various topics related to recruitment, selection, placement, promotion, credentialing and retention of nurses. It defines each topic and describes the relevant processes. For recruitment, it outlines the steps involved including identifying vacancies, preparing job specifications, advertising positions, shortlisting candidates, and conducting interviews. Selection involves differentiating suitable applicants through processes such as testing and interviews. Placement determines the appropriate job for new hires while promotion involves advancing employees to higher roles. Credentialing and retention help verify qualifications and encourage staff to remain in their jobs long-term.
Coordination as a management function
This document discusses coordination as a management function presented by Mr. Manjunath Beth. It defines coordination as the orderly synchronization of efforts to achieve common objectives. Coordination is important as it creates synergy, provides unity of direction, improves employee morale, and helps diverse activities work together. It avoids issues like personal conflicts and overlapping work. Techniques of coordination include communication, planning, supervision, leadership, departmentalization, and direct contact. Coordination can be internal within an organization or external with outside partners. Hindrances to effective coordination are uncertainties, lack of skills and knowledge, size and complexity issues. Coordination is especially important for nursing management to integrate different health personnel and ensure quality patient care.
Nature and scope of management
This document defines management and describes its nature and scope. It states that management is the process of planning, organizing, staffing, directing, and controlling human efforts to achieve organizational goals. It then lists and describes 7 characteristics of management: it is goal-oriented, universal, an integrative force, a social process, multidisciplinary, continuous, and intangible. The document also outlines the main functions of production, marketing, financial, and personnel management.
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Management Information System: Introduction and Overview
Computer Literacy for beginners in the computing world
Computer Literacy for beginners in the computing world
basic concept ,Introduction,Objective and Role of Mis
basic concept ,Introduction,Objective and Role of Mis
Introduction to Management Information System (1).pptx
Introduction to Management Information System (1).pptx
Unit 1 Introduction to MIS, MIS & Data Mining , MIS & Decision Making
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Introduction to objective, scope and outcome the subject
Chapter 2
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Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
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Management information system
- 3. Meaning of MIS • Management Information System is a planned, organized and systematic collection of relevant accurate, precise and timely information which are properly processed and supplied to required persons economically for the purpose of achieving organized objectives
- 4. Definition of MIS • Walter J . Kennvan defined MIS as, “a formal method of collecting timely information in a presentable form in order to facilitate effective decision making and implementation in order to carryout organizational operations for the purpose of achieving the organizational goals”
- 6. Objectives of MIS 1. Facilitate Decision Making 2. Avoid duplication of work 3. Savings of time 4. Establish uniform procedures 5. Fixing responsibility
- 10. System • System is a functional unit, which involves set of procedures/functions to produce certain outputs by processing data/information given as input. Input Process Output
- 11. Areas of MIS 1. Decision Making 2. Planning 3. Control
- 12. Importance of MIS 1. Complexity of business operations 2. Size of business unit 3. Changes in economic structure 4. Technological changes 5. Social Changes 6. Determination of training needs 7. Wide use of computer
- 13. Factors affecting to MIS 1. Availability 2. Quality 3. Quantity 4. Timeless
- 14. 1. Availability • Availability of information refers to more accurate relevant information. All decisions are made available information 2.Quality Quality of information describes its compactness and accuracy. Decisions are taken only out of quality of information.
- 15. 3. Quantity • To much information cannot be processed very easily by the management within stipulated time and difficult to get accurate information. 4.Timeliness Information must be available when needed. Sometimes some important decisions can be delayed due to non-availability of unneccary information properly in time and opportunity.
- 16. Types of Information 1. Operating Information 2. Status Information 3. Resource Information 4. Social Information 5. Planning and Control Information
- 17. Contd: 6. Govt. Information 7. Social Information 8. Economic Information 9. Technology Information 10. Complete Information
- 18. Designing the MIS 1. Supplies complete, accurate and timely data 2. Identify and quantify inter related operations 3. Measures and control the performance 4. Identify needs of decentralized organization 5. Information in summarized form 6. Flexibility
- 19. Process of MIS Assembling Processing Analyzing Storage and retrieval Information is summarized form Flexibility
- 20. 1.Assembing • It means finding and collection of data and recorded in a set of files. The well defined sources of information facilitates the collection of data. 2.Processing It means that the data has been summarized ,edited and proceed. During editing irrelevant and inaccurate data have been eliminated from the records
- 21. 3.Analsing • Data has been analyzed to develop or calculate percentages and ratios are providing useful information to the decision maker. 4.Storage and Retrieval Indexing, coding, filing and location of information are coming under the process of storage. Provisions have been made to quick relocation of such information and retrieval when it is necessary.
- 22. 5.Evaluation • The determinations of usefulness of information in terms of accuracy, precise and relevance. The degree of accuracy, precise and reliance is based upon the needs of the decision maker. 6. Dissemination • It means supplying the required information in the specified format at the right time to the decision maker
- 23. Advantage of MIS • It improves personal efficiency. • It expedites problem solving(speed up the progress of problems solving in an organization). • It facilitates interpersonal communication • It promotes learning or training. • It increases organizational control.
- 24. •It generates new evidence in support of a decision. •It creates a competitive advantage over competition. •It encourages exploration and discovery on the part of the decision maker. •It reveals new approaches to thinking about the problem space. •It helps automate the Managerial processes.
- 25. Outputs Of a MIS Scheduled reports which are produced periodically, or on a Schedule (daily, weekly, monthly). Key-indicator report which summarizes the previous day’s critical activities and also it is typically available at the beginning of each day.
- 26. Demand report which gives certain information at a manager’s request. Exception report which is automatically produced when a situation is unusual or requires management action.