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Management Information Systems

The document discusses how management information systems (MIS) integrate information, people, and technology to achieve competitive advantage. It describes how MIS has evolved from traditional layered organizational structures to more modern decentralized structures with specialized teams. Key business trends driving these changes include specialization, management by methodology/franchises, mergers, decentralization, temporary/international workers, and a focus on services. MIS now supports faster responses, flexibility, increased data sharing and analysis, computerized rules, and reengineering to reflect these modern business needs.

Uploaded by

Sreekala Kala
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© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
15 views

Management Information Systems

The document discusses how management information systems (MIS) integrate information, people, and technology to achieve competitive advantage. It describes how MIS has evolved from traditional layered organizational structures to more modern decentralized structures with specialized teams. Key business trends driving these changes include specialization, management by methodology/franchises, mergers, decentralization, temporary/international workers, and a focus on services. MIS now supports faster responses, flexibility, increased data sharing and analysis, computerized rules, and reengineering to reflect these modern business needs.

Uploaded by

Sreekala Kala
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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MANAGEMENT

INFORMATION SYSTEMS
MIS – Integrating Themes
• MIS deals with the co-ordination of three very important organisational resources:

Information

People

Technology (IT)

• Co-ordination of these for the purpose of achieving and sustaining competitive


advantage
MIS Components
Traditional / Classical Organisation

CEO Condensed reports


Commands

MGR MGR MGR MGR


Finance Accounting HRM MIS
Analyze data

Layers of middle managers

Collect
data
Customers
Modern Organisation structure

Bank
Customer Partner
Partner

C.E.O.

Fin Prod HR Mkt IT


Legal
Partner
Supplier
Partner

teams teams teams teams teams

Distribution
Contractor Partner
Partner
New structure - Decentralised
Management Team

Dir Dir Dir Dir Dir


Fin Mrkt Acct HRM MIS
Strategy

Corporate
Finance Marketing Accounting HRM
Team Team Team Team Database
&
Network

Sales Methodology/Rules
Franchise
Team

Customers
Competitive changes in Business environment
• Changing business environment
– Specialization
– Management by Methodology and Franchises
– Mergers
– Decentralization and Small Business
– Temporary Workers
– Internationalization
– Service-Oriented Business
– Re-engineering
– Recession

• Need for faster responses and flexibility

• MIS reflecting these requirements -


Business Trends & Implications
• Specialisation
– Increased demand for technical skills
– Specialized MIS tools
– Increased communication

• Methodology & Franchises


– Reduction of middle management
– Increased data sharing
– Increased analysis by top management
– Computer support for rules
– Re-engineering

• Mergers
– Larger companies
– Economies of scale

• Decentralization & Small Business


– Communication needs
– Lower cost of management tasks
– Low maintenance technology
Business Trends & Implications
• Temporary Workers
– Managing through rules
– Finding and evaluating workers
– Coordination and control
– Personal advancement through technology
– Security

• Internationalization
– Communication
– Product design
– System development and programming
– Sales and marketing

• Service Orientation
– Management jobs are information jobs
– Customer service requires better information
– Speed
MIS & Related Organisational Functions

Strategic Management:
Provides an organisation with overall direction
and guidance – mission and vision
Strategic S
EI
Mgmt
P Tactical Management:
ER

Develops the goals and strategies outlined by


on
Tactical
Strategic Management

l
cti

tro
Management
sa

on
an
sC
Tr
es

Operational Management:
oc

Operational Mgmt
Pr

Manages and directs the day-to-day operations


and implementations of the goals and strategies

Non – Management employees:


Producing goods and services – serving
customers, order processing
THANK YOU

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