INFORMATION SYSTEM

An information system is a combination of software, hardware, and telecommunication networks to

collect useful data, especially in an organisation. Many businesses use information technology to
complete and manage their operations, interact with their consumers, and stay ahead of their
competition.

KNOWLEDGE

Knowledge is understanding gained through learning or experience. You read a recipe to gain knowledge
about baking rhubarb pie. When it burns in the oven, experience gives you the knowledge that you need
to stop doing three things at once.

INFORMATION

knowledge that you get about someone or something : facts or details about a subject. They're working
to collect/gather information about the early settlers in the region. The pamphlet provides a lot of
information on/about/concerning recent changes to the tax laws. detailed/specific information.

DATA AND PROCESS

Data processing occurs when data is collected and translated into usable information.The main examples
of data are weights, prices, costs, numbers of items sold, employee names, product names, addresses,
tax codes, registration marks etc.

ORGANIZATIONAL POLITICS

The term 'organizational politics', also known as workplace politics, refers to the agenda of each
employee within a company and the activities they engage in to acquire, increase, and wield power and
resources to gain a desired outcome. Organizational politics is present in most organizations.

MIS

Management information systems (MIS) are systems used to collect, store, process and analyze data
from various business activities. Examples of MIS include customer relationship management systems
(CRM), enterprise resource planning systems (ERP), and data warehouse systems.

ORGANIZATIONAL EXCELLENCE

Organizational excellence is defined as the ongoing efforts to establish an internal framework of

standards and processes intended to engage and motivate employees to deliver products and services
that fulfill customer requirements within business expectations.For example: Apple is a company that's
known as a product leader because of their focus on innovation and the high quality standards for their
products.

ORGANIZATIONAL CULTURE

Organizational culture is the rules, values, beliefs, and philosophy that dictates team members' behavior
in a company. The culture consists of an established framework that guides workplace behavior.
Examples include integrity, teamwork, transparency, and accountability.
IT INNOVATION

Information technology (IT) innovation in an enterprise involves using technology in new ways to create
a more efficient organization and improve alignment between technology initiatives and business
goals.DNA fingerprinting. 1:DNA fingerprinting is now taken for granted.

2:The internet.

3:Wireless electricity.

SUPPLIER INTIMACY

Intimacy with supplier from customer increases loyalty to a business and creates stronger relationships.
Customers and suppliers will feel more valued by the company as well. An example of a company that
applies supplier intimacy is Toyota. Toyota, along with other automobile companies, allows their
suppliers access to production schedules.

CUSTOMER INTIMACY

Customer intimacy is a marketing strategy where the supplier of a product or a service wants to get
closer to the customer to understand their needs and wants better.IKEA is a great example of a customer
intimacy practice that managed to make dreams come true.

NEW BUSINESS MODEL

What is an innovative business model? An innovative business model is a unique strategy that a
company uses to streamline its operations. Some models focus on appealing to a target audience's
distinct preferences, while others strive to reduce operational costs.For instance, direct sales,
franchising, advertising-based, and brick-and-mortar stores are all examples of traditional business
models.

MANAGEMENT CHANGES

A change management strategy is created for each particular case and might differ depending on the
type of change you're conducting. Examples of change management include: Implementation of a single
new technology, or an overall digital transformation overhaul. Company acquisitions and mergers.

COLLABORATION

Collaboration is a working practice whereby individuals work together for a common purpose to achieve
business benefit. Collaboration enables individuals to work together to achieve a defined and common
business purpose.Brainstorming ideas or solutions to a problem with your team. Keeping an open line of
communication between management and employees. Coming to a consensus about common goals and
solutions. Giving credit to team members for their contributions
1. Business Processes

Business processes are the series of activities that an organization performs to achieve a specific goal.
They involve a set of tasks, activities, and workflows that transform inputs into outputs, while ensuring
efficiency, effectiveness, and quality. Business processes can range from simple to complex and can
involve people, technology, and resources.

Here are some examples of business processes:

1. Order Processing: This process involves the steps taken by a business to receive, verify, and fulfill
customer orders. It can include activities such as order entry, inventory checks, payment processing, and
shipping.

2. Procurement: This process involves purchasing goods or services from suppliers. It can include
activities such as identifying suppliers, negotiating contracts, placing orders, and receiving deliveries.

3. Human Resources: This process involves activities related to managing an organization's workforce. It
can include activities such as recruitment, onboarding, training, performance management, and
compensation.

4. Financial Management: This process involves managing an organization's financial resources. It can
include activities such as budgeting, forecasting, accounting, and financial reporting.

5. Customer Service: This process involves providing support to customers before, during, and after a
sale. It can include activities such as answering inquiries, resolving complaints, and providing technical
support.

6. Marketing: This process involves promoting an organization's products or services to potential

customers. It can include activities such as market research, advertising, branding, and public relations.

Each of these processes can be further broken down into sub-processes and activities, and can be
improved using process improvement methodologies such as Lean Six Sigma or Business Process
Reengineering.
2. Porter’s Competitive Forces Model

Porter's Competitive Forces Model is a strategic framework developed by Michael Porter, a renowned
Harvard Business School professor. The model helps businesses analyze and understand the competitive
forces in their industry and develop strategies to compete effectively. The model consists of five
competitive forces that shape the structure of an industry and influence the profitability of companies
within it.

The five forces are:

1. Threat of New Entrants: The ease with which new companies can enter the industry and compete with
existing companies. If it is easy to enter the industry, it increases the competition and can lower the
profitability of existing companies.

2. Bargaining Power of Suppliers: The degree of influence that suppliers have on the price and quality of
inputs. If suppliers have significant power, they can increase their prices and reduce the profitability of
companies in the industry.

3. Bargaining Power of Buyers: The degree of influence that buyers have on the price and quality of
products. If buyers have significant power, they can negotiate lower prices and reduce the profitability of
companies in the industry.

4. Threat of Substitute Products or Services: The availability of alternative products or services that can
satisfy the same customer needs. If there are many substitutes, it increases the competition and can
reduce the profitability of companies in the industry.

5. Rivalry Among Existing Competitors: The intensity of competition between existing companies in the
industry. If the competition is high, it can lower the profitability of companies in the industry.

By analyzing these forces, businesses can identify areas where they need to compete effectively and
develop strategies to gain a competitive advantage. For example, a company can focus on building a
strong brand to reduce the bargaining power of buyers or develop strong relationships with suppliers to
reduce their bargaining power. The Porter's Competitive Forces Model is a useful tool for businesses to
assess their competitive position and develop strategies to succeed in their industry.
3. Strategic Information Systems

Strategic Information Systems (SIS) are information systems that are developed to support or shape an
organization's business strategy. SIS is designed to give organizations a competitive advantage by
providing access to information that can help in making better decisions and improving performance. SIS
is different from operational information systems (OIS) as it focuses on the long-term needs of the
organization rather than day-to-day operations.

SIS can be used in different areas of the organization such as marketing, finance, production, and human
resources. It provides a framework for collecting, analyzing, and using information to make strategic
decisions. SIS can also help to improve communication within an organization, as it provides a platform
for sharing information across different departments.

Some examples of SIS include:

1. Customer Relationship Management (CRM) Systems: These systems are designed to help
organizations manage their interactions with customers. CRM systems can collect and analyze data on
customer behavior, preferences, and needs, which can help organizations to tailor their products and
services to meet customer demands.

2. Enterprise Resource Planning (ERP) Systems: These systems integrate information from different areas
of the organization, such as production, finance, and human resources, into a single platform. ERP
systems can help organizations to streamline their operations, reduce costs, and improve decision-
making.

3. Business Intelligence (BI) Systems: These systems provide tools for analyzing and visualizing data to
help organizations make better decisions. BI systems can help organizations to identify trends, track
performance, and monitor key metrics.

4. Supply Chain Management (SCM) Systems: These systems are designed to help organizations manage
their supply chain more effectively. SCM systems can track inventory levels, monitor supplier
performance, and optimize logistics to reduce costs and improve efficiency.
In summary, SIS is a key tool for organizations looking to gain a competitive advantage by leveraging
information technology to support their business strategy. SIS can provide valuable insights and help
organizations make better decisions, improve communication, and streamline operations.

4. Systems for different Management Groups

Systems for different management groups refer to information systems that are designed to support the
specific needs of different levels of management in an organization. As an organization has different
levels of management, each level has different information needs, responsibilities, and decision-making
processes. Therefore, information systems are designed and implemented to cater to the needs of each
management group.

Here are some examples of systems for different management groups:

1. Operational-level Systems: These systems are designed to support the day-to-day operations of an
organization. They are used by front-line employees, such as sales representatives, customer service
representatives, and production workers. Examples of operational-level systems include sales order
processing systems, inventory management systems, and production scheduling systems.

2. Managerial-level Systems: These systems are designed to support the decision-making and control
functions of middle-level managers. They provide summarized information and reports on the
performance of various departments. Examples of managerial-level systems include management
information systems (MIS), decision support systems (DSS), and business intelligence (BI) systems.

3. Executive-level Systems: These systems are designed to support the strategic decision-making process
of top-level executives. They provide high-level, summarized information on the organization's
performance, such as financial reports, industry trends, and market analysis. Examples of executive-level
systems include executive information systems (EIS) and strategic information systems (SIS).

Each of these systems is designed to support the specific needs of each management group.
Operational-level systems are designed to support the day-to-day operations of an organization, while
managerial-level systems are designed to support the decision-making process of middle-level managers.
Executive-level systems are designed to support the strategic decision-making process of top-level
executives.
In summary, systems for different management groups are designed to provide the right information to
the right people at the right time to support their specific information needs and decision-making
processes. By providing the right information to the right people, organizations can improve their
decision-making, efficiency, and performance.

5.Characteristics of DSS

A Decision Support System (DSS) is a computer-based system that is designed to support decision-
making activities. Here are some of the key characteristics of DSS:

1. Interactive: DSS is interactive and allows users to interact with the system by providing inputs,
modifying assumptions, and evaluating the results of various scenarios. Users can also refine their
queries and requests based on the feedback they receive from the system.

2. Flexible: DSS is flexible and can be adapted to different decision-making situations and scenarios. It
can handle a wide range of inputs, including structured and unstructured data, and can generate outputs
in different formats, such as reports, charts, and graphs.

3. Supportive: DSS is supportive and provides information and tools to help users make better decisions.
It provides access to data, models, and analysis tools that can help users evaluate alternatives and assess
the impact of their decisions.

4. Adaptive: DSS is adaptive and can learn from previous decisions and outcomes. It can be programmed
to adjust its models and assumptions based on user feedback and new data, which can help to improve
the accuracy and effectiveness of the system over time.

5. Collaborative: DSS is collaborative and can support communication and collaboration among decision-
makers. It provides a platform for sharing information, discussing alternatives, and evaluating outcomes,
which can help to improve the quality of decisions.

In summary, DSS is an interactive, flexible, supportive, adaptive, and collaborative computer-based

system that is designed to support decision-making activities. By providing access to information,
models, and analysis tools, DSS can help decision-makers evaluate alternatives, assess the impact of
their decisions, and make better decisions overall.

6.Characteristics of TPS
A Transaction Processing System (TPS) is a computerized system that captures, processes, and stores
data resulting from day-to-day business transactions. Here are some of the key characteristics of TPS:

1. Rapid response: TPS is designed to capture and process transactions in real-time or near real-time. It
provides a quick and efficient way of processing large volumes of transactions with high accuracy and
speed.

2. Consistency: TPS ensures consistency and accuracy of data by performing validation checks, such as
ensuring that all required fields are entered and that the data entered is within predefined limits.

3. Reliability: TPS is designed to be reliable and available at all times. It uses redundancy and backup
systems to ensure that data is not lost in case of system failures or power outages.

4. Efficiency: TPS is designed to be efficient in terms of processing large volumes of transactions quickly
and accurately, with minimum use of resources such as time, labor, and materials.

5. Control: TPS provides a high level of control over transactions by ensuring that all transactions are
properly authorized and authenticated, and that access to the system and data is restricted to authorized
personnel only.

6. Transaction-oriented: TPS is focused on processing individual transactions as they occur. It maintains a

record of all transactions, including details such as transaction date, time, amount, and customer
information.

In summary, TPS is a rapid, consistent, reliable, efficient, controlled, and transaction-oriented

computerized system that is designed to capture, process, and store data resulting from day-to-day
business transactions. By providing timely and accurate information, TPS helps organizations to make
better decisions, improve operational efficiency, and enhance customer service.

7.Characteristics of ESS
An Executive Support System (ESS) is a computer-based system that provides top-level executives with
access to critical information needed to make strategic decisions. Here are some of the key
characteristics of ESS:

1. User-friendly: ESS is designed to be user-friendly and easy to use, even for non-technical users. It
provides a graphical user interface (GUI) that is intuitive and simple to navigate.

2. Customizable: ESS is highly customizable and can be tailored to the specific needs and preferences of
individual users. Users can create personalized dashboards and reports that provide them with the
information they need to make strategic decisions.

3. Strategic focus: ESS is designed to provide top-level executives with strategic information needed to
make long-term decisions. It provides high-level, summarized information about the organization's
performance, industry trends, and market analysis.

4. Integrated: ESS is integrated with other information systems and databases within the organization. It
pulls data from multiple sources and consolidates it into a single, easily accessible location.

5. Timely: ESS provides real-time or near real-time information, allowing executives to make informed
decisions quickly. It also provides alerts and notifications to alert executives of critical events or changes
in key performance indicators.

6. Adaptable: ESS is adaptable and can be updated or modified to reflect changes in the organization's
strategy or business environment. It can be programmed to adjust its models and assumptions based on
new data and feedback from executives.

In summary, ESS is a user-friendly, customizable, strategically focused, integrated, timely, and adaptable
computer-based system that provides top-level executives with access to critical information needed to
make strategic decisions. By providing high-level, summarized information in real-time, ESS helps
executives to make informed decisions quickly and confidently.

8. Value Chain and Value Web Models

The value chain and value web models are two business frameworks used to analyze and improve the
operations and profitability of a business.
The value chain model, developed by Michael Porter, breaks down a company's activities into primary
and support activities. Primary activities are those involved in the creation and delivery of the product or
service, such as inbound logistics, operations, outbound logistics, marketing and sales, and service.
Support activities are those that enable and enhance the performance of the primary activities, such as
procurement, technology development, human resource management, and firm infrastructure. By
analyzing each of these activities, a company can identify areas where it can create value and improve its
competitive advantage.

The value web model, on the other hand, recognizes that a company's success depends on its
relationships with its customers, suppliers, and partners. It considers the entire network of relationships
and interactions that a company has with other businesses, organizations, and individuals. The value
web model focuses on creating value through collaboration and cooperation rather than through
competition. It involves identifying opportunities to create value through partnerships, joint ventures,
and other forms of cooperation.

Both models emphasize the importance of creating value for customers and stakeholders, but they differ
in their focus. The value chain model focuses on internal activities, while the value web model focuses
on external relationships. However, both models can be used together to identify opportunities for
improvement and innovation, and to create a more profitable and sustainable business