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Management Information Systems. MBA (II) Final Semester Lectures 4,5,6 Course Lecturer: Farhan Mir. Lecture 4,5,6. Systems & Models (Concepts & Case Studies). Lecture Administration. Review from first week Questions regarding task 1 Systems Definitions Examples Models

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Management information systems l.jpg

Management Information Systems

MBA (II) Final Semester

Lectures 4,5,6

Course Lecturer: Farhan Mir

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Lecture 4,5,6

Systems & Models

(Concepts & Case Studies)

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Lecture Administration

  • Review from first week

  • Questions regarding task 1

  • Systems

    • Definitions

    • Examples

  • Models

    • Need for Models

    • Types

  • Case Studies

    • Caulfield Outback Tours

    • Terrorism Information System

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Review from Week 1

  • Information Systems

    • “An organized combination of people, hardware, software, networks and data resources that collect, transforms, and disseminates information in the organization.” James O’Brien (1998).

  • Management Information Systems

    • Above definition plus…..Systems that provide people with information relating to organizational operation, to support their Decision-Making activities

    • Two Crucial Activities

      • Information Management

      • Management Reporting

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Understanding the nature of information



unstructured, uninformed facts

To conceive of knowledge as a collection of information seems to rob the concept of all of its life... Knowledge resides in the user and not in the collection. It is how the user reacts to a collection of information that matters


Information is a difference that makes a difference




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Various Information Systems

  • TPS (Transaction Processing Systems)

  • MIS (Management Information Systems)

  • MRS (Management Reporting Systems)

  • DSS (Decision Support Systems)

  • EIS (Executive Information Systems)

  • SIS (Strategic Information Systems)

  • KMS (Knowledge Management Systems)

  • OIS (Office Information Systems)

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IS Perspectives & Goals

  • IS Perspectives

    • Operational activities

    • Management support

    • KM

    • Networking and e-activities

  • Objectives & Goals

    • Operational Efficiency

    • Functional Effectiveness

    • Customer Service

    • Product Creation & Enhancement

    • Competitive Advantage

    • Communication and Networking

    • Control & Feedback

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Contemporary Issues

  • IS Theory seems to be still in evolution

  • People/Management a trouble area

  • Keeping yourself updated (choice of technologies)

  • Investment Analysis for IS

  • Interaction between IT and other functional areas

  • Career Development

  • For us as Academic participants (Teachers & Students)

    • Controversial area of study (Hype another factor)

    • Still the most demanded course in field of IT

  • Have a look at some debates:



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Other Challenges

  • The challenge of IS planning

  • The challenge of time required for successful organizational learning about IT limits the practical speed of change

  • The challenge of managing disruptive technologies (e.g. the Internet)

  • The challenge of developing competencies for harnessing IT

  • The challenge of remaining ethical

  • The challenge of information security

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Counter Strategies

  • ??????????? (More Questions than answers)

  • Circumstances might change from situation to situation and organization to organization

  • Continuous search for better IS options

  • Knowledge about IS issues/strategies is more crucial than having the latest technology

  • Recommendations

    • Analysis of the IS decisions will require same care and deep thinking as done for other business and functional problems/situations

    • Project Management

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  • A system is made up of a number of parts combined in a particular way to do something useful. We think of the combined parts as a single thing and we give it a name.

    Wheels, axles, pedals, gears, chain, seat and

    handlebars are combined to form a single whole

    we call a bicycle. A bike is a system when all the

    parts are connected correctly because it allows the rider to move from one place to another more easily.

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  • Systematic

    • Words like “Arrangements, Coordination”

    • Objectives of Systems (clear definition, optimization)

  • What is a System?

    • Interrelated Elements that collectively work to achieve a common goal

    • Physical Elements

    • Logical constitution

    • System Environment (internal Vs. external influences)

  • Types

    • Open Vs. Closed

  • For a look at a simple system, go through the link:


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  • Examples

    • Universities

      • Departments

      • Staff

      • Courses

      • Hostels etc.

      • Environment

      • Logical Arrangements

    • Class Room

      • Whiteboard

      • Chairs, Tables

      • Technologies (projectors)

      • Teachers

      • Students

      • Non-physical Things (Guess what could be?)

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System Models

  • What is a Model?

    • Presentation of real world elements and the relationship among them

    • Porter’s five forces Model, Management level’s Model etc.

  • Why we need Models

  • Types (General Vs Specific)

    • Graphical

    • Mathematical

    • Narrative

    • Physical

  • Examples

    • Organization’s general model

    • Strategic Planning Models

    • DSS (utilizing models & modeling techniques)

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Case Study 1

  • Caulfield Outback Tours

    • Australian Company that arranges tours throughout Australian Outback

    • Started as a small company with restricted assets and few Location Options.

    • Gradually expanded it’s operations and now arranging tours for multiple locations with expended facilities

    • The target customers are basically Students from Universities (especially Monash Uni. Caulfield Campus)

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Case Study 2

  • Terrorism Information System

    • Program to detect, classify and identify Foreign terrorism in US

    • Eventually support timely action in case of terrorism attacks

    • In case of an event, “Analysis support” to detect past patterns for a similar attach

    • Policy Making for Future course of action

    • Have a look at Web for further details:

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Conclusion & Recommendations

  • Organization need to develop Systematic Approach

    • To Clearly identify related components and influences

    • Rearrange components and their relationship to achieve maximum optimization

  • Models are useful way to

    • Express complex systems

    • Both qualitative and quantitative modeling tools help in better understanding about general and specific situations

    • System Models often utilized to represent the complete picture (the “whole situation”)

    • System Development one clear example

    • Decision systems often requires modeling support

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Another Case

  • Systems interact with each other and work in collaboration to achieve overall effectiveness, have a look at an Airport system and supporting subsystems:

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  • Charles Parker, Thomas Case. (2000). “Management Information Systems: Action & Strategy”. (2nd Ed). Chapter 3

  • Geographical Systems: Systems and the dynamics of their components. Web:

  • Terrorism Information System: Terrorism Information Awareness Program Web: