L2 - A MANAGER’S VIEW OF INFORMATION SYSTEMS

8/3/2019 L2 - A MANAGERS VIEW OF INFORMATION SYSTEMS

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A MANAGERS VIEW

OF INFORMATIONSYSTEMS


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FUNCTIONS OF MANAGEMENT

Management is the process of directing tasksand organizing resources to achieveorganizational goals. The main functions of

management are Planning

Organizing

Leading

Controlling

Managers are also responsible for adapting tochanges in the external & internal environment.


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PLANNING

Deciding what to do.

Evaluating the organizations resources andenvironment and establishing a set oforganizational goals

Developing tactics to achieve these goals

Creating a decision making process that will

monitor the results


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ORGANIZING

Deciding how to achieve the goals

Developing an organizational structure

Acquiring & training personnel Establishing communication networks


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LEADING

Directing the employees to meetorganizational goals

Motivating the employees to meetorganizational goals

Develop incentives to motivate employees

Organize team building exercises to maintaingood morale


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CONTROLLING

Enables the manager to determine if theperformance of the organization is on target

May develop performance standards to assessemployee performance

Information Systems help in producing reportsand comparing plans with actual happenings


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MANAGERIAL ROLES

1. Interpersonal

2. Informational

3. Decisional


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INTER PERSONAL

The figurehead role Perform ceremonial duties

The leader role

Hire train & motivate employees The liaison role

Contacts outside their vertical chain of command


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INFORMATIONAL ROLE

Managers have access to information fromvirtually every internal staff member as wellas external information

Monitoring or scanning the environment forinformation is one of the most importanttasks of the manager

He is also a disseminator of information -spokesperson - to peers, subordinates, theexternal community, and to the press, govt.officials etc.


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DECISIONAL ROLE

This is of prime importance and includes theentrepreneurial role, the disturbance handlerrole, the resource allocator role and thenegotiator role

Managers also have to be disturbancehandlers


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LEVELS OF MANAGEMENT

Top management Senior executives who establish goals

Middle management

Allocate resources -time, training & budgets - toachieve the goals of the top management

First line management

Supervise day-to-day operations and make surethe performance is suitable


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ACTIVITIES OF THE ORGANIZATION

1. Operational

2. Tactical3. Strategic


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STRATEGICPLANNING

Long-range plans

TACTICAL

Budgets etc.

OPERATIONALDay-to-day

transactions.


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OPERATIONAL SYSTEMS

Repetitiveness

Predictability

Emphasis on past Detailed nature

Internal origin

Structured form Great accuracy


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OPERATIONAL SYSTEMS

Repetitiveness (at periodic interval)

Predictability (no surprise information)

Emphasis on past activities of organization, sales, purchase, etc)

Detailed nature pay cheque, invoices, etc.

Internal origin Structured form

(input and output)

Great accuracy


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TACTICAL SYSTEMS

Summary reports Exception reports

Ad hoc reports

Periodic nature Unexpected findings

Comparative nature

Summary form

Both internal & external sources


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TACTICAL SYSTEMS Summary reports

Overtime hours , weekly sales, etc.

Exception reports Change in weekly sales, etc.

Ad hoc reports For unique problem.

Characteristics of Tactical information. Periodic nature Unexpected findings Comparative nature Summary form Both internal & external sources


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STRATEGIC PLANNING SYSTEMS

Ad hoc basis Unexpected information

Predictive nature

Summary form External data

Unstructured format

Subjectivity


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Comparison of ISCharacteristic Operational Tactical Strategic planning

Frequency Regular, repetitive Mostly regular Often ad hoc

Dependability ofresult

Expected results Some surprise mayoccur

Result often containsurprises

Time periodcovered

The Past Comparative Predictive of thefuture

Level of detail Very detailed Summaries of data Summaries of data

Source of data Internal Internal & External Mostly External

Nature of data Highly structured Some unstructureddata

Highly unstructureddata

Accuracy Highly accuratedata

Some subjective data Highly subjectivedata

Typical user First-linesupervisors

Middle Managers Top Management

Level of decision Task oriented Oriented toward

control and resourceallocation

Goal Oriented

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STAGES OF NEW IT GROWTH

Edgar Schein proposed 4 stages Investment or project initiation

Technology learning & adaptation

Management control Widespread technology transfer


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Phase III

Management

control

Stagnation A

Too little

management

Phase IITechnology

learning

& adaptation

Phase I

Investment /

Project initiation

Phase IV

Widespread

Technology

transfer

Stagnation B

Too focused on

implementation

Stagnation C

Too much

standardization


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Thank you

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Practice Questions

Q1. Considering a large organization List thetypes of reports generated from a tacticalinformation system.

Q2. Give out the characteristics of Strategicplanning systems?

Q3. In an Organization, why is tactical levelinformation so important to middle levelmanagers?

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Documents

L2 - A MANAGER’S VIEW OF INFORMATION SYSTEMS