Types of Information Systems

1
Types of Information Systems
2
Case Frito Lay
Frito-Lay, Inc., a snack food subsidiary of
Pepsi-Cola, outfitted its 10,000-person direct
store-delivery sales force with handheld
terminals used while calling on the 400,000
stores that sell its 100 products. Salespeople
use the terminals to enter replenishment orders
and record the number of stales removed after
their 35-day shelf life. Based on this data, a
printer in the truck prints an invoice handed to
the store manager as part of the days
deliveries. Salespeople hook the terminals to
telephone lines to transfer each days data to
the companys mainframe computers in Dallas. The
system saves salespeople four or five hours of
paperwork per week.
3
The mainframes in Dallas consolidate the data
each night as part of Frito-Lays internal
replenishment system. Requirements for that
system changed drastically in the 1980s, and
Frito-Lays regional competitors became stronger.
Frito-Lay had to be able to respond quickly to a
variety of competitive challenges, ranging from
price changes to totally new products.
Coordination between manufacturing and sales had
to be much tighter because the company needed to
be able to run local promotions on Thursday for a
product that would have to be available on
Monday.
4
The system also used a data warehouse to provide
comprehensive, up-to-date data for studying sales
by any combination of product, store, and time
period. In South Texas, the data from this
system showed an unexpected drop in sales of
Tostitos tortilla chips. Research into the cause
of the drop indicated that a small competitor had
launched a white corn tortilla chip. Frito-Lay
developed a competitive white corn product within
three months and regained market share.
5
QuestionWhat type(s) of information systems
does the case illustrate?Debate
6
The Frito-Lay information system supports a range
of communication and decision-making functions
typically associated with different types of
information systems. It is a transaction
processing system because it is used to enter
orders from each retailer. It can be considered a
management information system or executive
information system because it provides
information in a readily available form for
managements use. It is a decision support system
because it supports decision making by helping
route drivers, customers, and managers obtain
needed information in a genuinely useful form.
7
Frito-Lay

• Customers
• Frito-lay Customers
• Managers and others who use data
• Products
• Complete and timely information accessible for
  decision-making
• Convenience and low-cost for salespeople and
  customers related to ordering and managing
  inventory
• Business Process
• Steps
• Track customer inventories of Frito-Lay products
• enter orders
• Consolidate data about orders and the market
• Use data for monitoring and decision-making

8
Frito-Lay

• Business Process
• Rationale Use hand-held terminals to collect
  data during sales calls. Consolidate the
  information in a system that supports decision
  making.
• Participants
• Driver and salespeople
• Marketing managers
• Information
• Inventory by product and customer
• Customer orders
• sales by product, region, and period
• Technology
• hand held terminals
• computers
• telecommunications networks

9
Introduction

• We can think of information systems as providing
  three basic functions
• support for decision-making (from computation
  capabilities)
• support for communication
• support for access to information
• We will explore these concepts in depth over the
  next few weeks. The concepts are introduced here.
• Types of information systems will be introduced
  and we will look at how they affect
  decision-making, communication, and information
  access.

10
Capabilities of Information Systems

• 1. Fast and Accurate Data Processing, with
  large-Capacity Storage and Rapid Communication
  Between Sites.
• Computer and telecommunications systems
• exploited by operational support systems
• deriving management reporting from volumes of
  data
• business opportunities built on this capability
• e.g. consolidate financial results from multiple
  organizational sites
• 2. Instantaneous Access to Information
• on-line, ad-hoc access to databases
• tailorable graphical interfaces
• support of knowledge-workers
• e.g. EIS allowing executive access to yesterdays
  sales

11
Capabilities of Information Systems - 2

• 3. Means of Coordination
• bringing parts of organizations together in a
  common effort
• office information systems
• project management systems
• portable computing widening the reach of
  information systems creating the virtual office
• inter-organizational information systems
  coordinating efforts of cooperating enterprises.
• Coordinate means to harmonize in a common action
  or effort
• e.g. planning, scheduling, and running a
  workgroup project

12
Capabilities of Information Systems - 3

• 4. Boundary Spanning
• IS link an organization to the outside world
• EDI replacing paper documents
• connecting suppliers with customers
• Enables organizations to more quickly receive
  information about their environment
• Use of the Internet and Web presence to make
  contact with customers
• e.g. companies that have project teams to monitor
  public forums
• e.g. investigating the competitive opportunities
  in new markets

13
Capabilities of Information Systems - 4

• 5. Support for Decision Making
• Informing managers and permitting them to select
  from alternative courses of action.
• 6. Supporting Organizational Memory and Learning
• organizational memory the means by which
  knowledge from the past exerts influence on
  present organizational activities.
• Preserving the experience the organization has
  delivering products and services
• e.g. Auto manufacturers preserve electronic
  designs, hotels maintain customer preferences
• Development of Knowledge Management Systems
• organizations that acquire knowledge and modify
  behavior are learning.

14
Capabilities of Information Systems - 5

• 7. Routinizing Organizational Practice
• e-mail and conferencing systems providing new
  protocols for interaction of people within an
  organization.
• Expert systems approve/refuse credit card
  transactions assures high consistency.
• Order processing cycle
• Routinizing of organizational practice does not
  take away from the creativity of individuals. It
  may leave time and opportunity for greater
  productivity and knowledge work.
• E.g. electronic processing of insurance policy
  with the support of workflow systems

15
Capabilities of Information Systems - 6

• 8. Differentiation of Products and Services
• Firms compete by making their products and
  services different from others.
• Gain an initial competitive advantage.
• E.g. FedEx tracking packages and shipments
• allows for mass customization
• 9. Modeling
• model future economic conditions, prospective
  products, and the environment where they will
  operate.
• Model simplified representation of a real
  object or phenomenon
• knowledge workers manipulate models of reality in
  order to gain understanding
• e.g. the spreadsheet
• e.g. product engineered and tested electronically
  before a physical prototype is made.

16
Capabilities of Information Systems - 7

• 10. Automation
• fully automate certain business functions by
  replacing human labor
• e.g. POS systems
• However, loss of clerical positions gives rise to
  jon functions responsible for maintaining the
  system and developing new ones to analyze and
  exploit volumes of new information.
• E.g. lights-out data centers run with out human
  participation.

17
Improving Communication and Decision Making
Performance within Business Processes
RATE OF OUTPUT Improve communication Communicate
more information or more types to more
people Improve decision making Make more
decisions using better, more complete
information CONSISTENCY Improve communication
Make sure different people receive the same
communication Improve decision making Make sure
repetitive decisions are made in the same
way PRODUCTIVITY Improve communication Achieve
more communication with less effort Improve
decision making Make better decisions with less
effort
18
Improving Communication and Decision Making
Performance within Business Processes
CYCLE TIME Improve communication Eliminate
undesirable delays in communication Improve
decision making Eliminate unnecessary delays in
decision making FLEXIBILITY Improve
communication Permit communication in many
different forms Improve decision making Maintain
decision quality across a wider range of
situations SECURITY Improve communication Make
sure communications go only to the intended
recipients Improve decision making Make sure
decisions are controlled only by those authorized
to make the decisions
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Basic Concepts of Communication
20
Communication

• Communication is an interpersonal process of
  sending and receiving symbols with messages
  attached to them.

21
General Model of a Communication System
Feedback
Receiver Decoder
Transmitter encoder
Source
Destination
Channel
Noise and Distortion
22
Basic Communication Concepts

• Social Context
• Personal, Impersonal, and Anonymous Communication
• Time, Place, and Direction of Communication

23
Social Context

• The situation and relationships within which
  communication takes place.
• Social presence
• Organizational position
• Relationships
• Cultural Norms
• Age
• Gender
• The topic being discussed
• Nonverbal communication
• Media Richness Theory

24
Personal, Impersonal, and Anonymous Communication

• Personal - the relationship between sender and
  receiver matters. It affects form and content.
• Impersonal - The sender and receivers
  relationship does not matter. Both serve as
  agents of the organization.
• Anonymous - The senders identity is hidden from
  the recipient.

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Time, Place, and Direction of Communication

• Synchronous - The sender and Receiver are
  available simultaneously
• Asynchronous - The sender and receiver are not
  available simultaneously.
• Place Involves Physical Presence
• Direction One-way vs. Two Way communication.

26
Common Communications Classified By Time and
Place
Presentation Systems Copyboards PC
Projectors Facilitation Services Polling
Systems Group Decision Rooms
Transaction databases World Wide Web Shared
Files Electronic Mail Voice Mail Shift Work
Communications
SAME PLACE
EDI Transaction databases Electronic
Mail Computer Conferencing Voice
Mail Fax Pre-recorded Radio/TV
DIFFERENT PLACE
Typical Telephone Video Telephone Video
Conferencing Live Radio TV Broadcast
SAME TIME
DIFFERENT TIME
27
What are some approaches for Information Systems
to improve communications?
28
Approaches for Improving Communication

• 1. Make face to face communication more
  effective.
• 2. Eliminate Unnecessary Person to Person
  Communication
• 3. Make Communications more systematic
• 4. Combine and Extend Electronic Communications

29
Making Face to Face Communication More Effective

• Presentation Technologies
• Blackboard
• Prepared Paper Handouts
• Overhead projector or slide projector with color
  transparencies
• Electronic Blackboard
• Computer LCD Display panels
• Computer for What-If Scenarios
• Computer-controlled Multi-media
• Computer controlled multi-media with interactive
  control.

30
Eliminate Unnecessary Person to Person
Communication

• Substitute on-line Access to data
• Example Supplier/Customer Relationships as
  discussed in Interorganizational Information
  systems
• ATM access
• Automated Telephone Attendants
• Danger of becoming too impersonal

31
Making Communication Systematic

• Contrast communication between people vs.
  communication between machines.
• The business Memo Header
• To
• From
• Date
• Re
• Having structure reduces the effort required to
  figure out what the communication means.
• Even with communication between groups of people,
  repetitive aspects of communication are
  systematized.

32
Combine and Extend Electronic Communication
Functions

• Early communication technologies have been
  combined and extended to create more powerful
  communication technologies.
• Example Telegraph, Telephone, Radio Broadcast
• Consider how more modern technologies are being
  combined.
• More convergence of computing and communications
  technologies.

33
Question How have the different degrees of
social presence in communication, or how have
time, place, and direction of communication
affected a situation in which you have been
involved?
34
Basic Decision-Making Concepts
35
Steps in Decision Making
36
Types of Information Systems
37
Different Classification Schema

• There is no one hard and fast rule for
  classifying information systems. Some way we
  might consider
• By Organizational Level
• By Major Functional Area
• By the Support Provided by the System
• By the Information System Architecture

38
Classification of IS Organizational Levels

• Consider the hierarchical nature of
  organizations. Although many organizations are
  reengineering themselves and transforming
  themselves to other structures, the vast number
  of organizations have a hierarchical structure.
  Typical information systems that follow
  organizational levels are
• Departmental or functional area
• Enterprise Information Systems ( e.g. vendors
  today market enterprise systems - PeopleSoft,
  SAP).
• Inter-organizational Systems (e.g. American
  Airlines Sabre)

39
Classification of IS Major Functional Area

• Departmental information systems may follow
  traditional Functional Areas
• The accounting system
• the finance system
• the manufacturing (operation/production) system
• the marketing system
• the human resource system
• Note in each functional area, there may be basic
  computerized tasks that essential to the
  operations of the organization and are routine in
  nature (e.g. preparing a payroll and billing a
  customer).

40
Classification of IS Major Functional Area - 2

• Such tasks are mission-critical and often are
  supported by transaction processing systems
  (TPS). TPS support tasks in all functional
  areas.
• In each functional area it is often possible to
  fund dozens of IS-specific applications.
• The functional area classification is outdated
  and perpetuates the notion of functional silos or
  functional islands of information.
• There is the need for cross-functional
  information systems.

41
Major Functional Areas

• Primary Activities
• Manufacturing
• Materials Management (logistics)
• Engineering
• Testing and Quality Control
• Maintenance and Service
• Marketing and Sales
• Support Activities
• Accounting
• Finance
• Strategic Planning
• Human Resource Management
• Research and Development
• Procurement (Purchasing)
• Public Relations
• Information Systems

42
Classification of IS Support Provided

• Another way to classify IS is by the type of
  support provided regardless of the functional
  area involved
• Transaction Processing Systems (TPS) - supporting
  routine operations central to the mission of the
  organization.
• Management Information Systems (MIS) - supporting
  functional managers.
• Office Automation Systems (OAS) - supporting
  office workers.
• Group Support Systems (GSS) - supporting people
  working in groups

43
Classification of IS Support Provided

• Decision Support Systems (DSS) - supporting
  managers and analysts.
• Executive Information Systems (EIS) - supporting
  executives
• Execution systems - systems that directly support
  the organizations value-added work (e.g. help
  sales people sell, doctors practice medicine,
  architects design, etc.)
• Intelligent Support system - supporting knowledge
  workers using Expert systems (ES) and artificial
  neural networks (ANN)

44
Classification of ISBy Nature of Activity
Supported

• Operational Systems - deal with day to day
  operations. Often involve TPS. Systems used by
  first-line managers (supervisors). Operational
  decisions are of short-term nature.
• Managerial or Tactical - used by middle
  management short-term planning, organizing, and
  controlling. Managerial systems are broader in
  scope that operational systems. They are often
  equated with MIS.
• Strategic - deal with long-term situations which
  significantly affect how business is conducted.
• Note Reference Gorry Scott-Morton article.

45
Information Systems Design

• The manner is which an IS is designed depends on
  what it is intended to support.
• It is important to conceptualize the information
  requirements of the organization (See Wetherbe
  article).
• Often the conceptualization of how information
  requirements will be met is called the
  information architecture. It is a high-level
  description of an organizations information
  resources.
• The Information Systems infrastructure or
  information technology infrastructure is a
  related concept.

46
Information Systems Design - 2

• The information technology infrastructure is a
  description of how computers, networks,
  databases, and other facilities are arranged and
  how they are operated and managed.
• Architecture and Infrastructure are related
  aspects of Information System Design.
• An analogy is the conceptual planning of a house
  (architecture) and the physical construction of
  the foundation, walls, roof, etc.
  (infrastructure).

47
Classification of ISBy Information Systems
Architecture

• Information Systems can be classified according
  to the systems architecture
• a mainframe based system, sometime called
  host-based systems.
• a stand-alone personal computer.
• a Networked (or distributed) environment divides
  the work between two or more computers.
• Cooperative processing (geographic dispersed)
• client-server (generally with LANs)
• enterprise wide (uses intranet)

48
Detail on Information Systems by Support Provided
49
Transaction Processing Systems

• A transaction is an elementary activity conducted
  during business operations (e.g. merchandise
  sale).
• Earliest Information Systems in organizations.
• Support the monitoring, collection, storage,
  processing, and dissemination of the
  organizations basic business transactions.
• Provides backbone for many other applications
  involving other support systems.
• On-line systems called OLTP vs. batch
• Routine, repetitive tasks.

50
Business Transactions in a Factory

• Payroll employee time cards, employee pay and
  deductions, payroll checks.
• Purchasing purchase orders, deliveries,
  payments (accounts payable)
• Sales sales records, invoices and billing,
  accounts receivable, sales returns, shipping
• Manufacturing production reports,
  quality-control reports
• Finance and Accounting financial statements, tax
  records, expense accounts
• Inventory management materials usage, inventory
  levels

51
Transaction Processing Systems - 3

• In addiiton to processing the routine critical
  organizational activities, transaction processing
  systems also provide the source data for many
  other type of information systems used at the
  tactical and strategic levels in the
  organization.
• Recall that tactical and strategic levels use
  aggregated data, over multiple time periods. TPS
  are often the source of this information. TPS
  often populate data warehouse which provide
  on-line analytical processing (OLAP).

52
TPS Data Entry Screen
53
Management Information Systems

• Systems that convert TPS data into information
  for monitoring performance and managing an
  organization.
• The MIS provides periodic information to
  functional (operational) and mid-level (tactical)
  managers on routine matters such as operational
  efficiency, effectiveness, and productivity.
• Example An HRIS can provide the HR manager with
  percentages of people who are on vacation or call
  in sick. It can compare actual to forecasted
  values, or to an industry average.
• MIS are used for planning, monitoring, and
  control.

54
MIS management report
55
Methods for Managerial Systems Support (MIS or
Tactical Level)

• 1. Statistical Summaries
• 2. Exception Reports
• 3. Periodic and ad hoc reports
• 4. Comparative analysis
• 5. Projections
• 6. Early detection of problems
• 7. Routine decisions

56
Statistical Summaries

• Statistical Summaries - summary of raw data
  collected in TPS.
• Examples
• Daily production
• weekly absenteeism rate
• monthly usage of utilities
• Enhanced with graphics - a picture tells a
  thousand words.

57
Exception Reports

• To relieve managers from the information-overload
  syndrome, an information system can extract (or
  highlight) exceptions.
• Produced only when pre-established
  out-of-bounds conditions occur
• E.G. a report that compares expenses to budget,
  all expense items that exceed the budget by more
  than 5 per cent are underlined, colored, or
  separated from the rest.
• Exception reporting helps managers avoid perusal
  of incidental figures and concentrate on
  deviations from the norm.
• Challenge is to define the exceptions vs. normal.

58
Periodic and Ad Hoc Reports

• Both statistical summaries and exception reports
  can be done on a routine basis or on a demand
  basis by users (ad hoc).
• Ad hoc requested because they contain
  information not available in the routine reports
  or because users can not wait for the scheduled
  time of the periodic report.
• As technology improves, the ability to request
  and receive ad hoc reports will improve further.
  Managers should be able to view current or even
  real-time information at any time they wish to do
  so.
• Query languages to databases facilitate such
  inquiry. Web access tools are providing the same.

59
Comparative Analysis

• Managers like to see performance values and other
  information compared to their competitors, past
  performance, or industry standards.
• Key Performance Indicators and other Critical
  Success Factors can be calculated from primarily
  internal information and compared with
  information external to the organization. These
  measures are often found in Executive Information
  Systems.

60
Projections

• In contrast to operational systems, which have a
  historical orientation, managerial information
  systems provide standard projections such as
  trend analysis, projection of future sales,
  projection of cash flows, or forecasting of
  market share.
• Many projections will look at historical data and
  factors in key environmental factors and factors
  (e.g. consumer price index, inflation rate) to
  predict the future.

61
Early Detection of Problems

• By comparing and analyzing data, managerial
  systems can detect problems in their early
  stages.
• For example, statistical quality control reports
  can reveal if a trend for reduced quality is
  developing.
• This requires defining norms.

62
Routine Decisions

• Middle managers are involved in many routine
  decisions.
• They schedule employees, order materials and
  parts, and decide what and when to produce.
• Standard computerized mathematical, statistical,
  and financial models are available for the
  execution of these activities.

63
Strategic Potential of Transaction Processing and
Management Reporting Systems

• TPS should not be written off as
  efficiency-oriented that requires nothing more
  than technical ingenuity
• TPS can be enablers of major process innovations
  when approached with a TQM perspective.
• Redesigned business processes, supported by TPS,
  cut through functional business lines and can
  ensure rapid and high-quality customer service.
  They can be a source of competitive advantage and
  generate a wealth of organizational knowledge.

64
Strategic Potential of Transaction Processing and
Management Reporting Systems - 2

• Examples
• The Ford Purchasing System highlighted in chapter
  2.
• NJITs Self-Registration System and other Let
  the customer do it himself/herself systems.
• TQM systems
• customer-focus
• process-oriented
• total involvement

65
Decision Support Systems

• Help people make decisions by providing
• access to data,
• iterative problem-solving
• direct use of models,
• and analysis tools with user-controllable
  methods for displaying results.
• Normally used in situations where decisions are
  semi-structured and unstructured where no one
  knows exactly how the decision should be made.

66
IS Structured Decision-MakingStructuring loan
authorization
67
Decision Support Systems - 2

• DSS grew out of dissatisfaction with the ability
  of TPS and MIS to solve a new class of problems.
• Repetitive Use of DSS Insurance agents use DSS
  to help customers choose policy options.
  Different scenarios are reviewed.
• Non-repetitive use of DSS models are used to
  help evaluate different business strategies.
• Note the use of what if? questioning.

68
Graphical output from a DSS
69
Decision Support Tools

• The use of on-line data analysis tools to explore
  large databases of transaction data is called
  on-line analytical processing (OLAP). The idea
  of OLAP grew out of difficulties analyzing the
  data in databases that were continually updated
  by TPS.
• Periodic downloads of transaction data is stored
  in a separate database specifically designed to
  support analysis work. This database is called
  the data warehouse.
• Use of OLAP tools to try and find relevant
  patterns in large transaction databases is called
  data mining.

70
Executive Information Systems

• An EIS is a highly interactive systems which
  provides managers and executives flexible access
  to information for monitoring operating results
  and general business conditions.
• EIS attempts to take off where the traditional
  MIS.
• EIS reporting is tailorable to the user.

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EIS - 1
(a)
(b)
(c)
72
EIS - 2
73
EIS - 3
74
MIS for strategic and policy planning
and decision making
EIS
Management Information for tactical planning
and decision-making
DSS, ES
Management Information for operational planning,
decision-making and control
MIS
Basic Transaction Processing Collection of Core
Business Data
TPS
75
Office Automation Systems

• Provide individuals with effective ways to
  process personal and organizational business
  data, perform calculations, and create documents.
• Facilitates everyday information processing tasks
• Includes a wide range of tools such as
  spreadsheets, word processors, presentation
  packages, and personal databases. Sometimes
  e-mail, v-mail, and fax are included.
• When used for personal purposes, the work is less
  structured. When tools are included for groups
  or teams, we often consider the tools groupware.

76
Group Support Systems

• Share information with different people working
  on different parts of a task.
• Controlling work flows and approval loops within
  a group.
• Incorporating efficient methods of scheduling
  meetings.
• Other names used are Groupware and
  Computer-Supported Cooperative Work (CSCW)
  systems.

77
Group Support Systems - 2

• A form of Group Support systems called GDSS
  (Group Decision Support Systems) provides
  decision support by providing structure for
  meetings.
• The meetings can be held synchronously or
  asynchronously.
• Features of EIES/VC are compatible with GDSS.

78
GDSS Room
79
Communication Systems

• Helps people work together by sharing information
  in different forms.
• Examples teleconferencing, video conferencing,
  messaging systems.
• Sometimes called Computer Mediated Communication
  Systems (CMC).
• Sometimes the features are considered part of
  groupware or office automation systems.

80
Options for teleconferencing
81
Expert Systems

• Information systems that support the work of
  professionals in bounded, but complex situations
  where it is recognized that experts do better
  than non-experts.

82
Example Information Systems in a Human Resource
Department

• The boundaries between different classifications
  of IS are not precise and several real-life
  systems combine several of the categories.
• Follow the descriptions of various HRISs in the
  next few slides.

83
Transaction Processing in an HRIS

• Keep inventory of personnel
• payroll preparation
• compute salaries and incentive plans

84
Management Information Systems as part of an HRIS

• Summary reports (e.g. average salaries in town)
• performance tracking of employees
• labor budget
• preparation, monitoring, and analysis
• short-term scheduling
• match positions and candidates
• fringe benefits monitoring and control

85
Decision Support Systems in an HRIS

• Special report (e.g. safety records, equal
  opportunity achievements)
• Long range planning for human resources
• design of a compensation plan
• quantitative support of labor-management
  negotiations

86
Expert Systems in an HRIS

• Advice on legal and tax implications during
  management-labor negotiations.
• Develop social responsibility plans
• select training media
• design comprehensive training programs

87
Office Automation in an HRIS

• On-line job interviews and recruiting,
• schedule meetings,
• mailing lists,
• schedule training,
• electronic mail,
• labor news and statistics received on-line
• preparation of training materials

88
Executive Information Systems in an HRIS

• Exists at corporate level only
• will measure key performance indicators of the
  department (such as dollar per employee)

89
IS Impacts on Communication and Decision Making

• Transaction Processing Systems
• Communication
• creates database that can be accessed directly,
  thereby making some person to person
  communication necessary.
• Decision-Making
• gives immediate feedback on decisions while
  processing transactions.

90
IS Impacts on Communication and Decision Making

• Management Information Systems and Executive
  Information Systems
• Communication
• Provides a basis of facts rather than options for
  explaining problems and solutions
• Decision Making
• provides summary information and measures of
  performance for monitoring results.
• May provide easy ways to analyze the types of
  information provided in less flexible form by
  older MIS

91
IS Impacts on Communication and Decision Making

• Decision Support Systems
• Communication
• analysis using DSS helps provide a clear
  rationale for explaining decisions.
• Decision Making
• provides tools for analyzing data and building
  models
• Analysis using a DSS helps define nd evaluate
  alternatives

92
Information System Examples in Three Functional
Areas of BusinessSales,Manufacturing, and Finance

• OFFICE AUTOMATION SYSTEMS
• COMMUNICATION SYSTEMS
• TRANSACTION PROCESSING SYSTEM (TPS)
• MANAGEMENT INFORMATION SYSTEM (MIS) AND EXECUTIVE
  INFORMATION SYSTEM (EIS)
• DECISION SUPPORT SYSTEM (DDS)
• EXECUTION SYSTEM

Reference Table 5.6 in Alter Textbook.
93
Transferable Features of IS

• OFFICE AUTOMATION SYSTEMS
• Transferable features
• Multiple forms of information, sometimes used in
  combination
• Immediacy and interactivity of communication
• Avoidance of unproductive work
• COMMUNICATION SYSTEMS
• Transferable features
• Emphasis on communication in addition to data
  processing
• Consideration of social presence and other
  communication characteristics when building
  systems
• Recognition of the need to handle different
  combinations of same or different time or place
• Sharing information betwween different people
  working on different parts of a task
• Controlling work flows and approval loops within
  a group
• Incorporating efficient methods of scheduling
  meetings
• TRANSACTION PROCESSING SYSTEMS
• Transferable features
• Control
• Procedures and rules
• Repetitions

94
Transferable Features of IS - 2

• MANAGEMENT AND EXECUTICE INFORMATION SYSTEMS
• Transferable features
• Emphasis on measures of performance
• Use of standard formats and measures by people in
  different departments
• User friendly interface
• User friendly methods for analyzing data
• DECISION SUPPORT SYSTEMS
• Transferable features
• User-controlled interaction with computers
• Use of models and data
• Information systems applied to semistructured
  tasks
• EXECUTION SYSTEM
• Transferable features
• Integrating computerized systems into doing the
  organizations value added work
• Bringing knowledge in active form to people doing
  the work