13.2 Information Systems and Organisations

1
13.2 Information Systems and Organisations

• www.ICT-Teacher.com

2

• Understand the difference between an information
  system and a data processing system.
• Understand the role and relevance of an
  information system in aiding decision making.
• Definition of a MIS
• Recall that an MIS is a system to convert data
  from internal and external sources into
  information. This is communicated in an
  appropriate form to managers at different levels,
  enabling them to make effective decisions for
  planning, directing and controlling activities
  for which they are responsible.

3

• The development and life cycle of a MIS.
• Recognise the existence of formal methods, the
  need for clear time scales, agreed deliverables
  and approval to proceed.
• Success of failure of a MIS.
• Understand the factors influencing the success or
  failure of an information system, e.g. inadequate
  analysis lack of management involvement in
  design emphasis on computer system
  concentration on low-level data processing lack
  of management knowledge of ICT systems and
  capabilities inappropriate/excessive management
  demands lack of teamwork lack of professional
  standards.

4
Information System

• A geographic information system designed to
  function as a Shoreline Management and Resources
  Tool was developed to produce a map-based
  presentation of Shoreline Erosion Monitoring
  Program (SEMP) data, collected by the Niagara
  Peninsula Conservation Authority.

5
Data Processing System

• Records the daily transactions of an
  organisation, i.e. orders, deliveries, sales,
  payments, enquiries, purchasing etc.
• All the above is operational data which an
  organisation needs to be able to continue in
  business.
• Staff at the operation level in the
  organisations structure will deal with this data.

6
Data Processing System
7
What does a manager do?

• There may be many managers in an organisation all
  managing different things at different levels.
• A Junior manager may deal with management at an
  operational level.
• A Middle manager may deal with decisions that
  involve their own area.
• A Senior manager may deal with strategic matters
  and whole organisation decisions.

8
Decisions

• Managers make decisions using the information
  available to them at the time.

• The functions of a manager are
• Planning
• Organisation
• Coordinating
• Decision making
• Controlling

9
Decisions

• Two types of management decision
• Structured
• Repetitive, routine, procedure have been agreed
  to deal with them.
• Unstructured
• Judgement, insight and evaluation is necessary to
  deal with them.
• These are usually important decisions that affect
  the future of the organisation, there are no set
  procedures.

10
Structured or Unstructured

• In which town will the new branch be located?
• How many extra staff do we hire for the Xmas
  period?
• What can be done about an employee who has had
  too many sick days off after being warned about
  their attendance.
• Should the stores adopt their own store card?

11
Information System

• Allow managers to make effective and timely
  decisions.
• An information system will supply the manager
  information from which to base their decision on.
• These are known as Management Information Systems
  (MIS).

Management Information Systems
12
Role of a MIS

• To convert data from internal and external
  sources into information that can be use by
  managers to make effective decisions.
• Information systems are designed primarily for
  the day-to-day operational decisions, there may
  be many in an organisation.
• They are also used for tactical and strategic
  conditions.

13
Role of a Management Information System
Capture
Reports
Internal Data
Processing
Query Responses
Storage
External Data
Access
Expert System Advice
Management Information System
Organisation
Environment
14
Operational Systems

• Provide the information and answers to routine
  events for the effective running of the
  organisation.
• By reports daily, weekly, monthly, annually.
• By on screen display.
• Results may be displayed statistically.

15
MIS Should be..

• Flexible for different ways of analysing data,
  and evaluating information.
• Range of skills and knowledge catered for.
• Assist the operational process through
  communication between staff.
• Easy to extract the relevant information, it is
  presented in an appropriate way.

16
Development Lifecycle of an Information System
Defining the objectives and scope of the
management information system.
A detailed systems analysis.
The production of a detailed specification.
Choosing the software, then the hardware that
will run it.

• Formal methods

Implementation of the system
Maintenance and review.
17

• 1. Defining the objectives and scope of the
  management information system.
• What are we attempting to achieve with the
  system?
• What is the scope?

18

• 2. A detailed systems analysis.
• Examine what needs to be achieved, can it be
  done, what are the constraints?
• Current system analysed, users asked what they
  require from the new system.
• A list of requirements are collected and used as
  a guide for the design.
• The new system is designed to the detailed
  specification produced from the analysis.

Systems Analysis Slides
19

• 3. The production of a detailed
  specification.
• A systems specification is created in
  consultation with all the interested managers.
• Managers detail their information requirements.
• Other factors may contribute or influence the
  successful development and implementation.

20
Influences

• Clear Time Scales
• Agreed deadlines, milestones, progress checks,
  remedial action if time slipping.
• Deliverables
• Small bite size tasks that together make up the
  project, agreed upon with users, signed off at
  the end.
• Approval to Proceed
• Senior manager project leader, feasibility study
  with costs and benefits, go ahead.

21

• 4. Choosing the software, then the hardware
  that will run it.
• Specialist software bought and modified.
• The computer system then bought or upgraded to
  the software specification.

22

• 5. Implementation of the system.
• Setting up the new system, transferring the data
  from old to new.
• User documentation for general use and
  maintenance , staff training.

23

• 6. Maintenance and review.
• For upgrading and changes, more potential uses
  may be found, different information may be
  required.
• Review and replacement if different
  organisational requirements are needed.

24
The Success or Failure of a Management
Information System

• There are many reasons why information systems
  are not a success, this is mainly down to
  inadequate planning and control.
• There is no use for a fantastic system that no
  one can use, or doesnt give the information
  requested.

25
Formal Methods

• Structured Systems Analysis and Design
  Methodology the system is developed in a formal
  way.
• Avoids short-cuts by taking time and effort to
  create a good working system.

26
Analysis

• Experienced analysts to determine all of the
  information requirements.
• Needed for a flexible and fully functional
  information system.
• If inadequate analysis has been done the system
  will not be able to perform a key task, or may
  not perform to the original objectives.

27
Management Involvement

• As part of the development team using their
  knowledge of business requirements as well as the
  information system.
• The system must meet the business needs of the
  organisation as well as being technically good.

28
Computer Systems

• Many systems analysts are self employed
  consultants who may have their own agenda as well
  as serving the organisation.
• They could be more involved in their own career
  path, instead of designing a system that is
  suitable for the organisation.

29
Low Level Data Processing

• Day to day data processing that is the basis of
  the organisation.
• Management information is equally important
  (MIS), to give management the information for
  planning, directing, and controlling the
  organisation.

30
Management Knowledge

• Management with limited knowledge of IT may place
  their trust in the IT specialists.
• IT specialists cannot possible know what is best
  for all parts of the organisation.
• The manager may get a system that does not
  benefit all parts of the organisation.

31
Management Demands

• Too much management input may hinder the
  development as the designs may not be what the IT
  analyst/ manager has chosen.
• Excessive demands may make the project too big or
  too complex to complete on time.

32
Teamwork

• A project team will actually develop the system.
• Each team member will be in a small group and
  they will be allocated a particular task/tasks.
• Members have to work closely together, unequal
  division of work may result, some may work hard
  to carry others working less hard.
• Agreed solutions, and timescales before
  commencement.
• Customers need to be kept informed of the
  progress of their system.

33
Whizz-Kids
34
Professional Standards

• British Computer Society (BCS), sets minimum
  standards of practice.
• Members ensure their work is done to a
  Professionals standard.
• Financial rewards are high, professionals may
  take on jobs they have no experience of, to add
  to their cvs.

35
References.

• Doyle Pages 182-189.
• Exercise Activity page 189, questions.