KRATI JAIN

ROLL. NO.- 16215

SECTION - B

MIS
ASSIGNMENT I

ANSWER- 1
A management information system (MIS) is a computer-based system that provides the information
necessary to manage an organization effectively. An MIS should be designed to enhance communication
among employees, provide an objective system for recording information and support the organization's
strategic goals and direction. There are four types of MIS that will be introduced in ascending order of
sophistication.
1. TRANSACTION PROCESSING SYSTEMS
These systems are designed to handle a large volume of routine, recurring transactions. They were first
introduced in the 1960s with the advent of mainframe computers. Transaction processing systems are
used widely today. Banks use them to record deposits and payments into accounts. Super markets use
them to record sales and track inventory. Most managers use these systems to deal with tasks such
as payroll, customer billing and payments to suppliers
2. Management Information System
For historical reasons, many of the different types of Information Systems found in commercial
organizations are referred to as "Management Information Systems". However, within our pyramid
model, Management Information Systems are management-level systems that are used by
middle managers to help ensure the smooth running of the organization in the short to medium term. The
highly structured information provided by these systems allows managers to evaluate an organization's
performance by comparing current with previous outputs.
3. Decision Support Systems (DSS)
A DSS is an interactive computer system that can be used by managers without help from computer
specialists. A DSS provides managers with the necessary information to make intelligent decisions. A
DSS has three fundamentalcomponents:1. Database management system (DBMS): Stores large
amounts of data relevant to problems the DSS has been designed to tackle.2. Model-based management
system (MBMS): Transforms data from the DBMS into information that is useful in decision making.3.
Dialog generation and management system (DGMS): Provides a user-friendly interface between the
system and the managers who do not have extensive computer training.
4. Expert Systems and Artificial Intelligence

These systems use human knowledge captured in a computer to solve problems that ordinarily need
human expertise. Mimicking human expertise and intelligence requires that the computer (1) recognize,
formulate and solve a problem; (2) explain solutions and (3) learn from experience. These systems
explain the logic of their advice to the user; hence, in addition to solving problems they can also serve as
a teacher. They use flexible thinking processes and can accommodate new knowledge.
5. Executive Information Systems
Executive Information Systems are strategic-level information systems that are found at the top of the
Pyramid. They help executives and senior managers analyze the environment in which the organization
operates, to identify long-term trends, and to plan appropriate courses of action. The information in such
systems is often weakly structured and comes from both internal and external sources. Executive
Information System are designed to be operated directly by executives without the need for intermediaries
and easily tailored to the preferences of the individual using them.
MIS provides accurate and timely information necessary to facilitate the
decision-making process and enable the organizations planning, control, and operational functions to be
carried out effectively. Management Information System (MIS) is basically concerned with processing
data into information and is then communicated to the various Departments in an organization for
appropriate decision-making. MIS is a subset of the overall planning and control activities covering the
application of humans, technologies, and procedures of the organization. . The information system is the
mechanism to ensure that information is available to the managers in the form they want it and when they
need it.

ANSWER- 2
COMPONENTS OF MIS SYSTEMS ARE AS FOLLOW:-

Information
System
A combination of hardware, software, infrastructure and
trained personnel organized to facilitate planning, control, coordination, and decision making in
an organization.
Intelligence System - It is a system. It senses its environment and learn for each situation, which
action permits it to reach its objectives. Intelligence system is a human action that connects
sensitivity about a systemic environment with system thinking, thus spurring persons problem
solving capabilities and invoking performance and productivity in everyday situation.
Research System - Take for example, a research conducted in a small company engaged mainly
in telecommunication, software, embedded system and real time software development; or
nation-wide research projects carried by a national distributor or MNC. All it aims to help in
identifying the key management problems, exploring various facets related to problems, and
establishing relevant decision alternatives for problem solution.
Database Management System - A collection of programs that enables you to store, modify,
and extract information from a database. There are many different types of DBMSs, ranging from
small systems that run on personal computers to huge systems that run on mainframes. The
following are examples of database applications: Computerized library system
Automated teller machine etc.

ANSWER- 5
Once the correct information is in hand, companies can design their supply-chain processes to provide
what the customer really needs. Types of firms /organisations Supply Chain Management can be applied
Supply Chain Management could by implemented to all firms (manufacturing firms, retailers, services,
etc.) and public organisations that satisfy the following criteria:
Minimum Number of employees: 20 (at least 4 in management positions).
Strong management commitment to new ways of working and innovation.
IT requirements into three distinct categories:
First, there are the short-term systems that can handle routine day-to-day transactions like order
processing and shipment scheduling.
Then, from a longer-term perspective, the technology must facilitate planning and decision
making. These systems support such activities as demand planning and master production
scheduling to optimally allocate resources.
Finally, longer-range information systems must enable strategic analysis by providing modelling
and other tools that synthesize data for use in high-level "what if" scenario planning. These

forward-looking systems help managers evaluate distribution centers, suppliers, and third-party
service options.
Benefits the Organization in Four Major Ways :-

Control

Control in SCM provides the ability to review, approve, and incorporate changes into a configuration item. There must be one controlling SCM
tool so that there is only one set of training, license management, installation, and user procedures.

Management

Management in SCM is concerned with the automation of identifying and guiding configuration items through their life cycle to final assembly as
part of product and delivery. Identification of CIs through a unique naming convention allows version, release, update, and full change tracking.
Baselining of CIs with the ability to produce product deltas from the baseline satisfies requirement and schedule changes along with product
family support.

Cost Savings

Cost savings are realized across the entire product development life cycle with SCM. Maintaining product integrity through defined, tracked, and
audited CIs provides a managed bill of materials for the product released to customers. Cost savings scale with SCM use and application across
applications. This scaling is dependent on the depth of control needed for each application product release tree.

Quality

Software development is a people-intensive activity, and quality must be considered at every person-to-tool interface. Ensuring a high-quality
work environment must address the process of building software products in an automated fashion. This must include tracking CIs to the tools
that produced them and the clients that ultimately receive the product. Measuring the end product to ensure high quality is done through tracking
the changes made to a product throughout its life cycle.

ANSWER- 7
An intranet often gets confused with the Internet. While there are a lot of similarities between them, they really are
two different things. Simply put, the Internet is the global World Wide Web, while an intranet is a private Internet
operating within a company. Both the Internet and an intranet use TCP/IP protocol as well as features like e-mail and
typical World Wide Web standards. One main difference is that users of an intranet can get on the Internet, but
thanks to protection measures like computer firewalls, global Internet users cannot get onto an intranet unless they
have access to it. In fact, an intranet can be ran without an Internet connection. While Internet technologies like

browsers, servers, and chat scripts are still used, an intranet can be a separate entity as long as its owners do not
require that users have access to information found on the Internet.

INTRANET APPLICATIONS
The most popular intranet application is obviously inter-office e-mail. This capability allows the employees of a
company to communicate with each other swiftly and easily. If the intranet has access to the Internet, e-mail can be
accessed through the Internet connection. If the intranet is running without the Internet, special e-mail software
packages can be bought and installed so that employees can take advantage of its many benefits.
An intranet has many other different applications that can be utilized by a company. These include the Web
publishing of corporate documents, Web forms, and Web-to-database links that allow users to access information.
Newsletters, information on benefits and 401(k) enrollment, job listings and classifieds, libraries, stock quotes,
maps, historical data, catalogs, price lists, information on competitors' products, and customer service data are just a
few examples of these types of applications. In addition, there are several other main applications that are very
popular in the intranet format. Every type of company has to deal with forms of some sort. This is another area
where paperwork can become a problem for a business. Intranet servers can be equipped with programs that allow
for forms to be filled out online. They could also be downloaded and printed out by the users themselves, which
would cut down on the time it would take to distribute these forms manually.
Organizational policy and procedure manuals are also handy to have on an intranet. Unlike printed hard copies,
online manuals can be easily accessed by all employees at any time. They are also easier to organize online, and can
be indexed by subject and attached to a search engine to provide for easier navigation through the manual. In
addition, changes can be made more quickly and easily when they are in this format. Converting printed materials to
Web browser readable formats is fairly simple and requires either an appropriate html translator or a way for the
original word processor documents to be launched with a specific application.

Extranet
An extranet is a private virtual space to securely collaborate, share information or integrate operations with
travelling teams, suppliers, vendors, partners, or customers. A few examples are a sales extranet containing order
forms and client directories for the sales team, a partner extranet enabling management of joint tasks, or a customer
extranet portal where you collaborate on specifications documents with clients.
Benefits of Extranets

No Hardware/Software. There's no software to

install, no servers to maintain, no experts to hire!
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started near instantly!
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solutions for a low monthly per user fee.
Feature Rich. Get the power of an enterprise class
extranet solution. Set up unlimited extranets with
custom
desktop,
announcements,
document
management, calendars, task management, contact
directories, forums, polls, IM and more!
Extranet Portal Customization. You can easily publish unlimited extranets tailored to user needs. Finely
manage branding, look, layout, organization, collaboration tools and membership. You need no expertise at
all!
Remote Access. Your teams, partners and clients can access the extranet from any web enabled PC, Mac or
mobile device.
Completely Secure. We guarantee 99.9% reliability through our secure, offsite data center facilities
equipped with redundant servers.

Free Webinars & Support. When we say we offer a hassle free solution, we mean it! We are always
around to assist you.

ANSWER- 6
Internet technologies offer a range of potentially useful applications to organizations in many different industries.
Simple Internet applications such as electronic mail (e-mail) can facilitate communication within distributed
multinational corporations. Related networked applications can simplify flows of information among elements of a
single organization and among multiple organizations. Real-time teleconferencing technologies can support
meetings involving individuals located in different cities. Direct capture of sales information can enable retailers to
streamline the delivery of inventory and forecast purchasing patterns. New automation systems can allow for
distributed management of supply chains, support of human resource functions, and exchange of contact and other
sales information. Although the deployment of these systems is still in an early stage, Internet technologies appear to
have enhanced organizational performance by lowering costs, increasing efficiency, differentiating products and
services, or creating broader markets. Leading users of these technologies have found that the value of the Internet
lies not simply in automating existing business processes but in creating new means of interaction between suppliers
and consumers of products and service, often with significant implications for industry structure.
Industries differ in many respects, and their degree of success achieved in applying the Internet varies as well, 2 but
the experiences of leading companies in different industries in which Internet use is common suggest a number of
general trends. The Internet clearly is transforming the retail marketplace. Online retailers such as Amazon.com and
Barnes and Noble have changed the nature of the book industry by creating direct relationships between book
buyers and book suppliers that have significantly reduced inventory costs and eliminated many middle layers in the
distribution chaina process called disintermediation. 3 Manufacturers of personal computers, such as Dell and
Compaq, increasingly use the Internet to market their wares directly to consumers, enabling the consumers to
customize their orders and enabling the firms to control inventory at the lowest possible levels. Online auction sites,
such as eBay, have pioneered new ways to link buyers and sellers in a virtual marketplace, with some companies
expanding on the auction concept to exploit spot markets for last-minute airline tickets, car rentals, hotel rooms, and
other services.
Internally, the effective use of information technology (IT), including Internet technologies, can have a profound
impact on organizational structure and function. As information is distributed efficiently to those who need it when
they need it, lines of control and influence become clearer, and individual units often self-organize in new and more
effective ways. The impact may be multifaceted, not only flattening organizational structures but also changing the
skill mix of employees. Early evidence suggests that online sales of automobiles reduce the set of skills needed by
salespeople (McGarvey, 1999). In contrast, some stock brokerage firms report that online trading requires brokers to
have a broader set of skills, although the total number of brokers needed may decline because much of the effort of
executing a stock transaction can be passed on to the consumer.
Online interactions boost consumer expectations. Many traditional storefront industriesfrom retail to
manufacturing to newsare now open around the clock, competing in a highly visible and competitive
environment. Consumers conduct many transactions at night or on holidays, when many traditional merchants shut
their doors, and buyers often compare the prices of many Internet vendors before making purchases. In fact, many
Internet companies encourage consumers to discuss topics or items of particular interest. Internet book merchants,
for example, allow readers to contribute reviews and rate the quality of an offering. Internet-based vendors of
financial information sometimes support client-generated discussion groups on specific equities or investing

techniques. These techniques are intended to assist consumers in making educated decisions and, simultaneously,
attract them to particular sites.
Internet technologies also allow merchants to develop a deeper understanding of consumers. By automatically
recording consumer choices and preferences, merchants can offer both goods and advertising that have a high
likelihood of reaching a desired consumer audience. If applied successfully, these technologies enable merchants to
develop a sense of one-on-one personalized service for thousands or even millions of customersa process
sometimes called mass customization. Vendors can also allow consumers to preview, or experiment with, products
prior to purchase. The film industry now routinely provides previews of upcoming movies on company sites on the
Web. The music industry also distributes promotional material online in the hopes of generating traditional sales.
Online mortgage vendors allow consumers to simulate the cash-flow implications of various mortgage packages.

External Barriers
External factors define the environment in which health care organizations operate and shape their ability to
capitalize on the Internet. The barriers here assume many forms, including market forces, policies and standards,
finances, and technology.
Market Forces. Changes in the health care marketplacesuch as an aging population, escalating health care costs,
and changes in consumer preferencescan have positive and negative effects on health care organizations and the
viability of different Internet-based applications. Often the effects cannot be anticipated. For example, an aging
population can be expected to create a growing demand for health services, a trend that could benefit local hospitals
but could raise costs for MCOs, which would need to provide more care on a per capita basis. An aging population
also could boost demand for Internet-mediated care, but at the same time as this would allow the patients to avoid
travel, it would raise challenging interface considerations. To the extent that changes in the marketplace signify to
organizations a need to change, they can be considered stimuli for transformation; to the extent that they work
against organizations, they can be considered barriers.

Policies and Standards. - State and federal laws and regulations, professional standards, and technical standards,
which remain largely outside the exclusive control of the health care industry, are among the policy barriers that can
impede health care organizations.

Finances. - Financial barriers arise from the complex and sometimes perverse mechanisms for funding health
care. Care providers are often rewarded for treating disease rather than preventing it, a situation that can be expected
to reduce interest in developing wellness-oriented Internet material. MCOs may exhibit a similar lack of interest in
wellness activities if their subscribers are young and transient.

Technology. - Technology itself can be a barrier to change in organizations. Technological change is especially
rapid in information technology, a supreme challenge for organizations that try to keep up with the pace of
innovation while controlling costs. Significant technological changes can create major dislocations, rendering
investments in existing technologies obsolete. Organizations cannot depreciate prior investments fast enough to keep
up with the rate of change or shift their technical and human infrastructures rapidly enough without undermining
organizational performance.

Internal Barriers
Internal barriers can prevent organizations from recognizing the need to change and properly implementing the
required changes. A lack of organizational self-awareness, responsiveness, and competency, and a reluctance to
changecharacteristics of organizational inertiaall impede attempts to implement necessary change. Inertia is

associated with a large size, long history, and complicated internal hierarchiescharacteristics of many health care
organizations. Resilient organizations that overcome inertia have the capacity to revise their structure and function to
effectively manage external forces; organizations characterized by inertia are less likely to do so.
An organization's ability to change is influenced by many factors, including its competence, sophistication, and
history of action with other technologies. When basic operating principles must be reinterpreted, organizations
require time to promulgate, implement, and assimilate the new standards, policies, and guidelines based on the new
principles. The appropriate use of new technology often requires a degree of process and role redefinition not
usually encountered in health care settings. It may pose threats to individual roles or positions, challenge the
rationale of current business or clinical practices, demand rapid political mobilization, encounter user resistance, and
require additional funding. Processes used in implementing new technologies, particularly if reliant on consensus,
can slow the effort to adopt them. New forms of communication can require new interpretations of basic principles
such as the core nature of an organization's services. Achieving consensus takes time, perhaps more time than is
feasible given the rapid pace of technological advances.