topic 2 computer information systems
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Topic 2
Computer Information
Systems
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Information Infrastructure
Everything that supports information processing except information itself:
computer hardware
general-purpose software
networks and communication facilities
database
information management personnel
procedures
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Information Architecture
is a general scheme of the information
requirements in the organization (including
information flows)
Information architecture vs. hardware
architecture
Information architecture vs. concept model of
organization
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Centralized Information Architecture (background)
Input transactions do not need to be
processed in real time;
On-line-data-entry personal can be centrally
located;
Large number of periodic outputs are
produced by the system.
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Centralized Information
Architecture
Single-computer architecture Mainframe environment;
PC environment
Multi-computer architecture Group of similar computers
Group of different computers implementing different tasks.
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Decentralized (Distributed)
Information Architecture
PC in a LAN or WAN
Client/Server Client/Server in a LAN
Enterprisewide computing
Client/Server evolution into Internet-based architecture
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Client/Server Architecture
Several computers share resources and are able to communicate with each other A client - a computer attached to the network, which
is used to request and access shared network resources
A server - a machine that is attached to the same network and provides clients with these services
Purpose : optimize the use of computer resources
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Enterprisewide Architectures
Access to data, applications, services, and real-time flows of data in different LANs or databases
Use client/server architecture to create a cohesive, flexible, and powerful computing environment
Provide total integration of departmental and corporate IS resources
Increase the availability of information and thereby maximize the value of information
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Internet-based Architectures
Based on the concepts of client/server architecture and enterprisewide computing
The Internet is the basis for a network connection from the outside world to the company, as well as with the organization’s web site
Organization’s internal private Internet (intranet) - useful for distributing information within the organization
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Organizations :
Structure and IT Support
The nature of organizations determines their
activities, the information support they need,
and the type of information systems they use
profit-making business versus not-for-profit
organizations exist
manufacture goods versus services are delivered
can be located in one place or in several places,
some are global or multinational organizations
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Organizations : Structure
Hierarchical Structure
Team-based structure
Project management structure
Matrix organizational structure
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Hierarchical Structure
Headquarters
Division A Division B Overseas
Division
Plant C Plant D Plant E Plant F
ISD Accounting Marketing Finance HRM
Administration
Services
(legal, etc.)
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Figure 2.3 Typical matrix organization.
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Organizations : IT Support
The Corresponding Information Systems
Departmental Information Systems
Plant Information Systems
Divisional Information Systems
Enterprisewide Information Systems
Interorganizational Information Systems (IOS)
Global Information System for an International
or Multinational Corporation
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Transaction Processing Systems
Organizations perform routine, repetitive
tasks
a TPS supports the monitoring, collection,
storage, processing, and dissemination of the
organization’s basic business transactions
Frequently, several transaction processing
systems exist in one company
Modern transaction processing systems are
much more sophisticated and complex
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Management Information
Systems (MIS)
provide periodic reports
generate weekly and monthly summaries by
product, customer, or salesperson
MIS reports may include summary reports, for
the current period or for any number of previous
periods - used for monitoring, planning, and
control
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Functional Management
Information Systems
geared toward middle managers
Access data, organize, summarize, and
display information for supporting routine
decision making in the functional areas
Examples: financial, manufacturing,
marketing management, human resources
management information systems
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Major Outputs of a Functional
Management Information System
OUTPUT DESCRIPTION
Statistical summaries Summaries of raw data such as daily production, and weekly and monthly usage of electricity.
Exception reports Highlights of data items that are larger or smaller than designated levels.
Periodic reports Statistical summaries and exception reports provided at scheduled, regular periods.
Ad hoc reports Special, unscheduled reports provided on demand.
Comparative analysis Performance comparison to that of competitors, past performance, or industry standards.
Projections Advance estimates of trends in future sales, cash flows, market share, etc.
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Support Systems
office automation systems (OAS)
computer-aided design and manufacturing
(CAD/CAM)
decision support systems (DSS) executive information systems (EIS)
group support systems (GSS)
Intelligent Systems Expert systems (ES)
Intelligent agents
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Integrated Systems
various computerized systems are being
integrated to increase their functionalities
one popular form of integrated system is
enterprise resources planning (ERP)ERP supports planning and management all of an
organization’s resources and their use, including
contacts with business partners
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The EvolutionComputer Based Information Systems
1940 Scientific, military applications
1950 Routine business applications, TPS
1960 MIS, office automation
1980Client/server executive information system,
PC’s, AI, Groupware
1970 DSS, LANs
1990Integration, intelligent systems
the Web, intranets, extranets, ERP software
2000 Internet, Electronic commerce, Smart systems
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Clerical Staff
Data workers - use, manipulate, or disseminate
information
bookkeepers, secretaries who work with word
processors, electronic file clerks, and insurance
claim processors
Supported by office automation and groupware,
including document management, workflow, e-
mail, and other personal productivity software
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Managers
Implement major functions of organization
on almost all levels of an organization
Top managers make strategic decisions
Middle managers make tactical decisions
Line managers make operational decisions
correspondent Information Systems
Executive Information Systems or DSS
Management Information Systems
Operation Information Systems
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Knowledge Workers
Engineers, financial and marketing analysts, production
planners, lawyers, and accountants (60-80%):
finding or developing new knowledge and integrating
it with existing knowledge
Advising and consulting the members of the
organization
introducing new procedures, technologies, or
processes
Supported by a large variety of information systems
from Internet search engines to expert systems, to
CAD, and by organizational knowledge bases
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IT Support at Different Organizational Levels
Information Infrastructure and TPS
The information systems support of people in organizations
Office Automation and Communication Systems Clerical Staff
POM Systems Line Managers, Operators
Managerial Systems Middle Managers
Staff Support Knowledge Workers, Professionals
Strategic
SystemsTop Managers
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IT resources are scattered throughout the organization
Information systems have enormous strategic value
Some IT resources change frequently.
The responsibility for the management of IT is divided between a usually centralized information systems department (ISD) and the end users ISD is responsible for corporate-level and shared
resources,
The end users are responsible for departmental resources
Managing IT Resources
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Key MIS issues in two recent time periods
Managing Information Technology
Key Issues, 1994/1995 Key Issues, 1997
1. Building a responsive IT
infrastructure
1. Improving productivity
2. Facilitating and managing
business process redesign
2. Reducing costs
3. Developing and managing
distributed systems
3. Improving decision
making
4. Developing and implementing
an information architecture
4. Enhancing customer
relationships
5. Planning and managing
communication networks
5. Developing new
strategic applications