Application of Management Information System - Literature review Example

application of management information system BY [Name of the organization] [Author’s name] [Date of fulfillment] Introduction According to Professor Allen S. Lee "...research in the information systems field examines more than the technological system, or just the social system, or even the two side by side; in addition, it investigates the phenomena that emerge when the two interact." ----- Lee, AS (2001). "Editor’s Comments" MIS Quarterly 25 (1): iii-vii The information system in any business needs to have a very strong foregrounding for the persuasion of the business as a whole. It is the means that determines and declares the strategically structured features of the organization. All kinds of assessments are related to the act of reporting and the analytical application of all the data and the system statistics in the organization. Along with the development in the whole application system, there is the provision for the managers from the categories of inventories, sales and all kinds of information that is integral to it. Kenneth C. Laudon and Jane P. Laudon (2004), stated that the terminology as used as "MIS" is related to all those kinds of systems that represent the applications that are used in the process. The application in terms of representation also gets elaborate for the functionalities of resource and people management applications, decision support systems, project management and above all the demonstrations related to database for the purpose of retrieval proceedings in the application. The term 'MIS' is actually affiliated for the planned system that is used for the purpose of collecting, then to the section of processing, after that to the act of storing and lastly to the act of disseminating data. All these are responsible for the collection of the information carry the functionality related to management. Phillip Kotler is of the view that ‘MIS has got people equipment, and this is the application that gets into the procedures for the purpose of sorting, analyzing, evaluating, and for the distribution of all that is needed. The relevance is also related to timely participation and in getting the accurate information for the making of marketing decision.’ ------ Kotler, Phillip and Keller, 2006 MIS is responsible for the elaboration of restrictive sense, for the comprehensive understanding of information in terms of technological management. This most often gets confused with the study of computer science, as IT service management has got the practitioner focused concrete discipline. Organizational management The organization that can be well exemplified can be the one related to Event Management. As an event manager, the responsibility was all about serving any event with the best of the services. The managerial job was specifically related to keep a track of all those people who can be a part of a good event. The manager is always in charge of making selections for the musicians, dancing troop’s ad all those people who can make an event grand. The next basic thing was the budget management. In the proceedings for the making of an event the manager needs to prepare proposals and thereby make everything possible for the purpose of making and event. Joe Peppard 2001), there were many sources through which the manager collects all the people for the management of an event. In some cases the help is often taken from newspapers and the newspapers. This can be done for the purpose of employing people of various skills to the organization. The collections of most of the resources get done through some of the agents whom the manager places to search the best man for the organization. As the manger is under severe pressure for the perfect presentation he needs to make proper speculation over every aspect that is related to the arrangement of an event. The data that gets collected is totally from the social set up and the selections are all done through an expertise panel. Davenport, T.H. (1998) stated that the data that gets collected regarding the resources are then transformed in to information through media. As the information of the resource gets popularity the event gets better response. Whatever the information gets displayed to the public the same gets recorded in the organisational system for further application. According to McLeod and Schell (2004) a manager for the purpose of managing an event who is responsible for the management information system, it is here very important had a computer based system. This is because it is through the computer he can make the information get available to the users who are also in the need of similar resources, data and information. In this application the system can have 3 components a) Input – the participants in an event b) Processing – arrangements related to the theme in concern c) Output – the process of presentation and publicity The key purpose of all these components related to the matter of managing an event can be well managed by 3 specific points. These are -- a) The right information related to the participants in the event b) The right time for the event to take place c) The right person or the group of people who need to be a part of the event The usability of these functionalities can be well represented by the following diagram--- There is the application of Information Systems Triangle in the process of managing event and that demands for a proper balance in the whole strategical input in the system of dealing with the information. The balancing is done through an application of Business Strategy that is meant to drive Organisational and the dynamic dealings of IS strategy. There is the participation made by the Information Systems and in general the recommended Strategy (Porter’s 1985 Generic Strategies ) George E. Vlahos, Thomas W. Ferratt and George Knoepfle, (2004), demonstrated that the dominance is related to the activities of making the information get available for all kinds of resources. There are the provisions that are made in order to make the possibilities get in concern to the initiatives that are meant for the purpose of achieving through smaller steps of participation. There can be the determinant application of D’Aveni’s new 7 Ss. There are the means that makes the strategical persuasion of information more proper and under proper managerial speculations. These are --Initiation as taken by the superior stakeholder for the proper satisfactory delivery of all the necessary information about the things that will structure the event --Application of the managerial participation through strategic and absolute means of soothsaying. This needs the analytical perception for the process of selecting the team for the event --The proportionate positioning meant for the purpose of maintaining the speed of the event. This can be well balanced through some speeches and demonstration within the event. --Strategical participation for the purpose of positioning information in terms of surprise. Necessary fillers and items with relevance to the theme are appropriate. --Necessary persuasion for the purpose of shifting the rules as per the competition that avail in the market. This too needs the participation of the media for the purpose of publicity --Proper signaling of the strategical intent and the deliberate use of the information through authentic channels is also very important in managing an event --A process of simultaneous and a method of sequential strategic thrusts are very much supportive to the purpose of the whole event management. The sponsors and the advertisers must get reasonable spaces for public interactions. A follow up of McFarlan’s Strategic Grid to achieve a proper negotiating and well balanced structure in terms of having MIS. A General Yet Useful Theory of Information Systems discusses the managerial competencies that are all made as a part of the whole determining factor for the distribution and systematic persuasion of MIS. The applicability is very much under the process of the ongoing strategic application for the usability of the information. This gets further added to the process of evolution that brings in more polished kind of criteria to the information resource. Kraemmerand, P., Moller, C. and Boer, H. (2003) consider that the management also is responsible for the collection of data from information resources to serve the purpose of a firm or an organization. IS such an infrastructural mechanism that it has got the authorization for the transformation of the collected data into information. This is done through the initiation as has been collected from information and knowledge. There is also the participation of propriety technology. This is like a dynamic support that can further take the initiation for technical skills in the field of making the management more adamant with the IT staff. There is the determining factor that can well support the end users’ needs and that is through proper interpretation as has been collected from IS. In the processing of a whole business in a firm or an organization, all the information resources of the firm are very valuable and very much accessible. Markus, M. L. Axline, S., Petrie, D. and Tanis C. (2000) state that these can further make the collected and displayed information resource more important and valuable for futuristic use. As the resource supplies the firm with some kind of data, the resource becomes integral part of the firm. Added to this there are many options that with a slow pace can also turn the data into information and the firm or the organization gets dependent over the resource. There is a proper persuasion of interdependency that can well support the application of the resource information in the development of the business. The value that gets created through these resources is well determined by the response that the organization gets from the market. The benefits and the increase in the profit margin is the deciding factor. There is the systematic participation made by the Hardware Components of a Computer System. The proceeding is done through proper structure. The figure below can well demonstrate it. Added to this is the initiation that gets led by various types of software in the process in the functioning of an event management are -- --The Software program: It is the series of all kinds of technical statements or the needed instructions that are applied to the event can be well stored --The System software: it is the generalized system of programs that manages the computer’s resources in order to act for the purpose of the upgraded ventures --The Application software: this is very much related to the programs that are written to perform all kinds of functions related to the specified in the management of the performance that gets delivered in the event Proper initiation in terms of managing an event needs the application of proper assimilation of all the above mentioned hardware and software provisions are associated to the determining factor of the performance. It is the appropriate means that can well assess the value of the information that gets collected. These information resources are never distributed across the firm on equal basis. The information gets distributed as per the need that arises in a particular domain. There are lots to be done in this process of distribution of the information. A shift in the understanding as demonstrated by Doherty, N. F. King, M. and Al-Mushayt, O (2003) is interdependent over the proper channels that can well structure the need of the resources that are in to the process. The information resource is absolutely mobile and that can be well transferred from one end to the other. This accessibility makes the process more strong and usable. The information as gets collected from the resource the resource remains as far as the need remains. It soon gets obsolete when the information is no more needed to be transferred to any database. The computer can well store the information and the resource too can have the sustainability to the necessary point of time. The applications are all related to the usability of the information that gets collected along with resource that has got the Influence Competitive Forces. The process of Hard Systems Approach The hard system approach for the purpose of managing event can be sub categorised as follows – --The application of the process modelling for the trial speculation of the event --Application of systems thinking for the purpose of foreseeing the event and the risks that needs to be managed --Systems thinking is the process that includes the understanding of all the complexity that are related to the information system and the presentation procedure of the event. --Systems are the featured properties that are counted for the whole, and it is not specified over the individual components that are applied in the event --Systems Thinking Paradigms for the management of an event needs the participation of the determining factor of the whole persuasion that will lead an event The costs and the benefits that are needed for the management of an event gets determined as per the differentiated means of application of the Hardware and the Software that are used for the process. These also include the accessibility that gets counted through the implementation and the ownership in the process of initiation. This too has got the persuasion through the changes that are determined by a) Support from the technical and the mechanical persuasion for the settings and the backdrop of the sight where the event will take place b) Training of the professional for more systematic persuasion so that there will be no fault in the process of the event c) Maintenance on regular basis can bring in better processing of the whole system and that will deliver better presentation on the special day d) Obsolescence is dependent over the application of the system and that is like the basic of managing an event with perfect persuasion e) Upgrade processing as per the demand of the spectators and the audience. This can well support for better undertaking of the event for proper impact Soft Systems Methodology According to William J Kettinger, James TC Teng and Subashish Guha (1997), under this persuasion the whole information system gets the accessibility to support all the recommended strategic views. There are many assumptions that are made for the whole persuasion purpose. These are all related to the advantages that support the information system for the management of the event. All the added advantages are eroded very easily and there is lots of participation meant from the side of sustaining all the collected advantage. This is an assumption by Understanding the successful adoption and use of IS/IT in SMEs, that gets assessed in terms of deadly distraction. The objectives as has been initiated by the persuasion of all the strategical inputs are very much related to the collection of all the advantage that has got the disruption for a state of not sustainability. As analysed by Mario M. Caldeira and John M. Ward (2002), the soft system methodology is comparatively very less structured in the process of IS for the management of the event. It is useful where people have different views on tasks and their importance. Added to this the implementation is also dependable over the proper application in the whole unit processing. It was well explored by Peter Checkland from Lancaster University. He was the initial exponent of this soft system methodology and works towards the dealings related to the problem situation that gets unstructured. The purpose is to get the proper expression of the problem situation. It works towards the application of the root definitions that works towards the relevant systems for the management of the event. It acts towards the deriving of the conceptual models. Added to this thee is also the act of comparing conceptual models with the real world. These are all done for the defining feasibility and the desired changes (A. Kaniclides and C. Kimble 1994). There are seven stages that are followed for the persuasion of the whole process. The first and the second stages were related to the problem that is related to the situation that gets expressed as a rich picture. This is an absolute means that further elaborated by Markus, M.L. and Benjamin, R. I. (1997) in terms of getting the aid for the purpose of modelling team. The next in the line is the stage number 3rd. It deals with the process of defining the system for the management of the event. Further there is the persuasion of getting the in depth knowledge of the persuasion. This is the stage where there is the space for the understanding of the concept of different perspectives that are possible to draw from the rich picture. The interpretation through Holons for the management of the event; is the plausible relevant purposeful perspectives gets described for the real world activities. Each holon provides a separate value base by which to evaluate the situation. The basis of SSM as demonstrated by Russell L. Ackoff, is that trying to address all the perspectives as a whole is too complex. Clarity is gained by addressing key perspectives separately addressing their implications and then using those understandings when seeking to re-integrate these root definition. The Root Definitions is standardized form of CATWOE, that is Customer, Actor, Transformation, Weltanschauung, Ownership and Environment. CATWOE is the means for the beginning of the act of Transformation. It is more predominant in the act of identifying the other perspectives relevant to the proceedings of the system for the management of the event. It is a stage where each root definition will result in a conceptual model. The conceptual model identifies the minimum necessary activities of the HAS. It is here that the usability of the process/data modeling techniques to derive the model. It is a persuasion of the intellectual model not real world. This is the stage where there is a comparison between the real world with the conceptual model and a predominant identification of all those elements of the conceptual model which do not exist in the real world. There is the usability of well synchronized matrix to look at each component in the model. The next stage is related to the Checkland that suggests for the process that can well stop the being to the limit of sequential parameters. It is here that the whole methodology gets well scrutinized for the matter of gaining proper interaction. The action that gets undertaken in the 7th stage is related to the purpose of monitoring and revisiting the problem; the process is cyclical and has got the partial participation of the critical and the descriptive aspects. The matter gets concerned by Motwani, J., Mirchanani, D., Madan, M. and Gunaskaran, A. (2002), regarding the different aspects related within the periphery of Critical along with the Descriptive sequences. Database management systems The whole Database structures are ways of organizing data in order to make data processing more efficient. The structure as demonstrated by Markus, M. L. (1983) is then implemented via a database management system (DBMS) which is a software application that is applicable for the management of the event. In this proceeding the stores of the structure of the database is important. This is the relationships among data in the database that manages the event properly. For the management of the event, forms and reports pertaining to the database including the data field description. The dominance lies in the understanding of Database management systems organize the large volume of data that firms use in their everyday business activities. Added to this there is the data organization must also allow managers to find specific data easily and quickly for decision making The participation is also well marked by File Organisation Terms and Concepts. These can be well structured as for better understanding of an event management sequence. These have got the persuasion of bit, that is the smallest unit of data; binary digit (0,1). Then is the participation of byte that stands for group of bits that represents a single character. The next in the row is field that comprises of the group of words or a complete number. Entity as gets related to person, place, thing, event about which information is maintained too needs to be kept under account. This gets backed by attribute for the description of a particular entity along with the key field that is actually the identifier field used to retrieve, update, sort a record. The structural persuasion of an event for proper management structure needs proper network database structures that can be well determined through the network database structures were developed to allow retrieval of specific records related to the event. It also allows any given record to point to any other record in the database and the networks are under the usability to solve the problem of having to backtrack all the way to a joining “branch” of the database. However, this wide range of possible connections is also the weakness of applying network structures to practical problems since it was just too complex to allow every record to point to every other record Conclusion There are many systematic analyses that can help in the persuasion of a proper event. For the purpose of managing a successful event it is very important to make the whole system work as per the demand of the persuasion. However there is no denial of the fact that there still remain some problems like those of related to Traditional Approaches. These are the data redundancy related to the collection of information about the event. Then is the program-data dependence that is necessary for the proper media persuasion. In case of a lack of flexibility and poor security there can be devastating sequences. It is here that the awareness related to the situation for the lack of data-sharing and availability needs to be well backed up. The success of an event is totally depended over the MIS and the proper persuasion what so ever is needed. A failure in MIS can get the whole event chaotic. References A General Yet Useful Theory of Information Systems, Steven Alter Communications of the AIS 1(13) March 1999 (Available by download from http://www.stevenalter.com/newsletter.htm) Davenport, T.H. (1998) Putting the enterprise into the enterprise system. Harvard Business Review July – August, pp121 – 131 Doherty, N. F. King, M. and Al-Mushayt, O (2003) The impact of inadequacies in the treatment of organisational issues on information systems development projects. Information and Management. 41, pp 49 – 62 George E. Vlahos, Thomas W. Ferratt and George Knoepfle, The use of computer-based information systems by German managers to support decision making. Information and Management 2004, 41, 763 - 779 Joe Peppard, Bridging the gap between the IS organisation and the rest of the business: plotting a route. Information Systems Journal, 11, Issue 3, July 2001, 249 - 270 Kaniclides and C. Kimble . Executive Information Systems: A Framework for their Development and Use (University of York Technical Report Series, YCS 247), Department of Computer Science, York, UK, 1994. Kenneth C. Laudon and Jane P. Laudon, Management Information Systems, Chapters 1 and 2, 2004 Kotler, Phillip and Keller, Kevin Lane; Marketing Management, Pearson Education, 12 Ed, 2006 Kraemmerand, P., Moller, C. and Boer, H. (2003) ERP implementation: an integrated process of radical change and continuous learning. Production Planning and Control. Vol 14, No. 4 pp 338 – 348 Lee, AS (2001). "Editor’s Comments". MIS Quarterly 25 (1): iii-vii. Mario M. Caldeira and John M. Ward. Information Systems Journal, 2002, 12, 121 – 152 Markus, M. L. (1983) Power, Politics and MIS Implementation. Communications of the ACM 26 (6), pp 430 – 444 Markus, M. L. Axline, S., Petrie, D. and Tanis C. (2000) Learning form adopters’ experience with ERP: problems encountered and success achieved. Journal of Information Technology 15, pp 245 – 265 Markus, M.L. and Benjamin, R. I. (1997) The magic bullet theory in IT-enabled transformation. Sloan Management Review Winter, pp 55 – 68 Motwani, J., Mirchanani, D., Madan, M. and Gunaskaran, A. (2002) Successful implementation of ERP projects: Evidence from two case studies. International Journal of Production Economics 75, pp 83 – 96 Russell L. Ackoff, Management Misinformation Systems.. Management Science Vol. 14, No. 4, December 1967 Understanding the successful adoption and use of IS/IT in SMEs: an explanation from Portuguese manufacturing industries. Wiley P. Checkland. 1981, Systems thinking, systems practice. William J Kettinger, James TC Teng and Subashish Guha, Business Process Change: A study of methodologies, techniques and tools.. MIS Quarterly, March 1997 Read More