Management Information

Systems (MIS)

Revise Syllabus
under
Credit based Semester and Grading
System
Assessment Pattern
40 marks - Internal Assessment (IA)
60 marks - University Assessment (UA)
Total
- 100 Marks

No of Credit - 2.5

Syllabus
Basic Information Concepts and Definitions
Need for Information and Information Systems (IS) in an

organization
Characteristics of Information and Organisation with
respect to organization form, structure , philosophy,
hierarchy etc
Types of IS Transaction
Operational Control
Management Control
Decision Support
Executive Information Systems
Determining Information Needs for an
Organisation/Individual Manager
Overview of use of data flow method, analysis of
information for decision processes etc.

Syllabus .. Contd.
Strategic use of Information and IS Use of Information

for Customer Bonding

For Knowledge Management
For innovation,
For Managing Business Risks
For Creating a new business models and new business
reality
Information Security
Sensitize students to the need for information security
Concepts such as confidentiality, Integrity and
Availability. Types of threats and risk, overview of some
of the manual, procedural and automated controls in
real life IT environments.
Case Studies and Presentations

Reference Books & Text

MIS a Conceptual Framework by Davis and Olson
2.
Analysis and Design of Information Systems by James Senn
3.
Case Studies : Case on ABC Industrial Gases Author : Prof Pradeep Pendse
Mrs Fields Cookies Harvard Case Study
Cases on Requirements Management Author : Prof
Pradeep Pendse
4.
Obrien: MIS (TMH)
5.
Ashok Arora & Bhatia: Management Information Systems (Excel)
6.
Jessup & Valacich: Information Systems Today (Prentice Hall India)
7.
L. M. Prasad : Management Information Systems (Sultan Chand)
8.
Management Information Systems Girdhar Joshi Oxford Publications
9.
Management Information Systems M.Jaiswal & M.Mittal Oxford
Publications
10. Management Information Systems Hitesh Gupta International Book
House Ltd
11. Management Information Systems Dr Sahil Raj Pearson Publications
1.

Internal Assessment (IA)

10 Marks

10Marks

Test 1

Test 2 / or
Presentatio
Combine
n
with Test 1 /
Written
Assignment

Objective

Descriptive

Will be based on UA

10 Marks

10 Marks
5 marks
Attendance

Individual / 5 Marks
in group of -Reserved
2-3
members in
each group

Total 40
Marks IA

Each session will cover one / two case

studies
Will discuss one or two questions , which
were asked in previous question papers
1 session for presentation
1 session - presentation & Test

Data Flow
Data > Information > Knowledge > Wisdom
Wisdom
Data
Information
Knowledge

What is Information?
Data: Raw facts, figures, and details.
Information: An organized, meaningful, and

useful interpretation of data.

Knowledge: An awareness and

understanding of a set of information and

how that information can be put to the best
use.

What is Information Technology?

Computers (Computers)

Welcome to the Information Age

The Characteristics of the Information Age (Continued)

The IT Infrastructure
Documentation
Guides

Procedures
Training Products

People
Ha
re
rdw
a
Skill Sets
are
lew Software Tools
LAN Equipment
p
o
Pe
WAN

Servers

Work Stations

Software

Air Conditioning
Main Frames Plant

Applications

Databases

Network
Operating
Systems
Operating
Systems

Overwhelming Demand:

Unstructured capture of
requests and ideas
No formal process for
prioritization and trade-offs
Reactive vs. proactive
IT Seen as Black Box:

Business lacks
visibility
Poor customer
satisfaction

Disparate Systems
Reduce Efficiency

No Single System of Record

for Decision Making

Relevant Metrics
Hard to Obtain
Disparate Systems Costly to
Maintain and Upgrade

IT Governance Landscape

INTRODUCTION
MIS planning for, developing, managing, and

using IT tools to help people perform all tasks

related to information processing and management
IT any computer-based tool that people use to
work with information and support the information
and information processing needs of an
organization
Use of technology is exploding

Manageme
nt

The act, art, or manner of managing,

handling, controlling directing, etc.

Origin: to train (a horse) in his paces;

cause to do exercises of the manage

To control the movement or behavior of;

handle; manipulate

To have charge of; direct; conduct;

administer

To get (a person) to do what one wishes

Websters Dictionary

Informatio
n

Derived from the Latin verb informo,

informare, meaning to give form to

Information etymologically connotes

an imposition of organization upon some

indeterminate mass or substratum, the
imparting form that gives life and
meaning to otherwise lifeless or
irrelevant matter

Data that have been shaped by

humans into a meaningful and useful

form.
Schoderbek, Schoderbek & Kefalas

SYSTEM

A set or arrangement of things so

related or connected as to form a unity
or organic whole

A set of facts, principles, rules, etc.

classified or arranged in a regular,
orderly form so as to show a logical plan
linking the various parts.

A method or plan of classification or

arrangement
Websters New World Dictionary

SYSTEM
A system is defined as (1) a set (2) of objects
(3) together with relationships (4) between
the objects and between their attributes (5)
related to each other and to their environment
(6) so as to form a whole.
SET any well defined collection of elements or objects
within some frame of reference

OBJECTS objects are elements of a system [INPUTS

(serial, probable, or feedback), PROCESS (transformation),
OUTPUTS (Intended, waste, or pollution)] Efficiency - ratio of
output to input
RELATIONSHIPS the bonds that link objects together
(Symbiotic, synergistic, and redundant)

ATTRIBUTES attributes a properties of both objects and

relationships (defining/accompanying characteristics)

ENVIRONMENT includes not only that which lies outside

the systems complete control but that which at the same time
also determines in some way the systems performance.

WHOLE defining attribute.

Schoderbek, Schoderbek & Kefalas

ndividual Information Processing System

Environment
Input
Sensory
Information
- Visual
- Auditory
- Kinesthetic
- Olfactory

Processing

Output

Brain

Behaviors

Cognitive Frames
- Assumptions
- Criteria

Macro
- Speaking
- Eating
- Pointing

Internal States

Memory Personal
History

Micro
- Heart Rate
- Voice Temp
- Skin Temp

The Organization as a System

Science

Labor

Money

Materials

Technolog
y
Products,
goods and
services

Management

Input

Process

Output

Management

and
Equipmen
t
Government

Marketable
waste

Pollution

Public

Environment

Political, Legal, Social, Physical,

Economic,

Diagram of a Systems Parameters, Boundary, and

Environment
Systems environment
Systems boundary

i
i
p

From other systems

To other systems

p
o

i
Input

Process

Output

i
0
p
I

Feedback

he Organization, Its Resources and Its Environment

Customers
Labor
Material and
Equipment

Ecology
The organization

Input

Process

Government

Output

Feedback

Capital

General
Public

Land

Competitors
Technology

Indicates degree of control, alternatively, resources

Indicates degree of independence or, alternatively, environment
Indicates the boundary demarking the system from its environment

Socio-Technical System

Social
System
STRUCTURE

Technical
System
TECHNOLOGY

MIS
(Direct)

PEOPLE

Socio-Technical Model as a Work System

TASKS

CHALLENGES

Technology advances
Productivity challenge
Strategic business challenge
People challenge

Competitive Intelligence
One of the most important aspects in developing a competitive
advantage is to acquire information on the activities and actions
of competitors.
Such information-gathering drives business performance
by increasing market knowledge
improving knowledge management
raising the quality of strategic planning

However once the data has been gathered it must be

processed into information and subsequently business
intelligence.

Porters 5 Forces is a well-known framework that

aids in this analysis.

Porters Competitive Forces Model

The model recognizes five major forces that could endanger a
companys position in a given industry.

The
The
The
The
The

threat of entry of new competitors

bargaining power of suppliers
bargaining power of customers (buyers)
threat of substitute products or services
rivalry among existing firms in the industry

External Competitive Forces

Porters Competitive Forces Model

Competitive
Forces

The Value Chain

Value Chain -- The set of processes a firm uses to
create value for its customers ( see pg
58)

(an abbreviated version of the term value added chain from economics)

The Value Chain includes:

Primary Processes -- that directly create the value the firms
customer
perceives, and
Support Processes -- that add value indirectly by making it
easier for
others to perform the primary
processes

The Value Chain

According to the value chain model (Porter, 1985), the activities
conducted in any organization can be divided into two parts: primary
activities and support activities.

Primary activities are those activities in which

materials are purchased, processed into
products, and delivered to customers. Each adds
value to the product or service hence the value
chain.

Inbound logistics (inputs)

Operations (manufacturing and testing)
Outbound logistics (storage and distribution)
Marketing and sales
Service

The Value Chain

(Continued)

Unlike the primary activities, which directly add value to

the product or service, the support activities are
operations that support the creation of value (primary
activities)

The firms infrastructure (accounting, finance, management)

Human resources management
Technology development (R&D)
Procurement

The initial purpose of the value chain model was to analyze the internal
operations of a corporation, in order to increase its efficiency,
effectiveness, and competitiveness. We can extend that company
analysis, by systematically evaluating a companys key processes and
core competencies to eliminate any activities that do not add value to
the product.

The Value Chain

(Continued)

Secondary
Activities

Valu
e
Primary Activities

IBMs Value Chain Model

Customer
Collaberation

CRM

Value Chains
High-Volume, Easily Configured Products
Complex Configured Hardware
OEM Hardware

Customers

Sales

Ibm.com

Integrated
Product
Development

Distributed Software
Entitled Software

Fufillment

Supplier
Collaberation

Suppliers
Procurement

Services
Financing

Integrated
Supply Chain

Enterprise Information
Management
Business Policies and Rules
Self-Service

Knowledge Management

Employees

Collaboration and e-Learning

Information System Focus

Focus on
Executive
information
Management 1990s
systems
advantage has
Middle
1980s moved upward
Management
through the
organization.
Operational Management

1960s - 1970s

Organization Levels and

Types of IS Used
Strategic Level
Tactical Level
Knowledge Level

Operational Level

Top Level ???

GSS/EIS
MIS/DSS/GSS/EIS
MIS/DSS/KWS
TPS

Information System
Focus
Transaction Processing Systems (TPS) -

- handles and processes daily exchanges

(transactions)
Office Automation Systems (OAS) - produces documents, plans, schedules
Management Information Systems (MIS)
produces managerial reports

Operational Level

Information System
Focus
Decision Support Systems (DSS) supports and assists in all problem-specific
decision making.
Artificial Intelligence (AI) and Expert

Systems (ES) -- Knowledge Work

Systems (KWS)
- is an information system that can make
suggestions and reach solutions in much the
same way as a human expert.
Knowledge Level

Information System
Focus
Executive Support System (ESS)
Group Support System (GSS)

- is an information system that can make

suggestions and reach solutions in much
the same way as a human expert.

Strategic
Level
Tactical
Level

TYPES OF INFORMATION SYSTEMS

KIND OF SYSTEM
SERVED

STRATEGIC LEVEL
MANAGERS

MANAGEMENT LEVEL
MANAGERS

KNOWLEDGE LEVEL
KNOWLEDGE &

SENIOR

MIDDLE

DATA WORKERS

OPERATIONAL
OPERATIONAL LEVEL
MANAGERS
SALES &
HUMAN
MARKETING

GROUPS

MANUFACTURING FINANCE

ACCOUNTING
RESOURCE
S

Information Systems
Process Systems and Knowledge Systems
Type of system

Process systems

Knowledge systems

Type of Data

Quantitative /
Structured

Quantitative /
Structured

Qualitative /
Unstructured

Examples of
technology

ERP / TPS

Business intelligence

Content Management

SCM

Data Mining

Information Portals

CRM

Example

When customers make a

purchase from anywhere
in the world using
EBay's' online auctions,
the firms' sales process
integrates with a variety
of partner and processes
that include payment
process and its internal
process. (Sambamurthy
et al., 2003)

Collaborative tools

Sara Lee uses its ability to

analyze the sales of
retailers it serves. In
doing so, they can
identify trends and
exceptions, draw
comparison, perform
calculations and obtain
fast answers (Turban &
Aronson, 2000).

BP uses 3-D imaging rooms

equipped with state-of-the
art videoconferencing
systems for helping its
engineers gather in any of
the company's 15 imaging
rooms and tap into and
share data over the
network (Echikson, 2001).

Characteristics of
Information System Capabilities
Capability

Orientation

Level

Focus

Nature

TPS
MIS
DSS
OAS
EIS
AI/ES
IOS

Data
Information
Decision
Productivity
Problem
Knowledge
Data

Operational
Management control
All, strategic
Operational
Executive
Operational
Operational

Task, Efficiency
Resource
Alternatives
Task, Efficiency
Status, Problem
Problem
Task, Efficiency

Structured
Structured
Unstructured
Structured
Flexible, easy
Structured
Structured

rategic Information Systems -- Information systems that play a major role in a products value cha
Although there is no clear-cut separation between strategic information systems and other systems, a number of
characteristics indicate whether an information system should be considered strategic.
Systems should be considered strategic if :
they help differentiate the product form its competitors;
if the customers directly perceive the value of the information system to them; or
if the products production, sales, and service require the system.

Management Information Systems

(MIS)
Management information system (MIS)
An MIS provides managers with information and

support for effective decision making, and provides

feedback on daily operations
Output, or reports, are usually generated through
accumulation of transaction processing data
Each MIS is an integrated collection of subsystems,
which are typically organized along functional lines
within an organization

Feedback control system

Control System: must operate in a systematic way.

The Journal Nature of a feedback control system is
A process,-which accepts input and converts into outputs.
A sensor, which monitors the state of the process.
A controller, which accepts data from the sensor inputs and accepts
standards given externally.
A comparator in the controller. (see page325-course main book)
A effector in the controller. (see page325-course main book)

Feedforward Control
Ratio control
2. Controller design based on steadystate models
3. Controller design based on dynamic
models
4. Feedback-feedforward control
1.

Sources of Management
Information

Employees
Corporate
Databases
databases
of
of
external
internal
data
data

Business
transactions

Transaction Databases
processing of
valid
systems

transactions

Operational
databases

Management
information
systems

Corporate
intranet

Application
databases

Drill-down reports
Exception reports
Demand reports
Key-indicator reports

Input and
error list

Scheduled
reports

Decision
support
systems
Executive
support
systems

Expert
systems

Outputs of a
Management Information System
Scheduled reports
Produced periodically, or on a schedule (daily,

weekly, monthly)

Key-indicator report
Summarizes the previous days critical activities
Typically available at the beginning of each day

Demand report
Gives certain information at a managers request

Exception report
Automatically produced when a situation is unusual

or requires management action

Characteristics of a Management
Information System
Provides reports with fixed and standard

formats
Hard-copy and soft-copy reports

Uses internal data stored in the computer

system
End users can develop custom reports
Requires formal requests from users

Management Information Systems

for Competitive Advantage
Provides support to managers as they work

to achieve corporate goals

Enables managers to compare results to
established company goals and identify
problem areas and opportunities for
improvement

MIS and Web Technology

Data may be made available from

management information systems on a

companys intranet
Employees can use browsers and their PC
to gain access to the data

Functional Aspects
MIS is an integrated collection of functional

information systems, each supporting

particular functional areas.

Internet
Internet

An Organizations
MIS
Financial
MIS

Business
transactions

Transaction
processing
systems

Business
transactions

Extranet
Extranet

Databases
of
valid
transactions

Databases
of
external
data

Accountin
g
MIS
Marketing
MIS

Human
Resources
MIS
Etc.

Drill down reports

Exception reports
Demand reports
Key-indicator reports
Scheduled reports

Etc.

Financial MIS
Provides financial information to all

financial managers within an organization.

Databases of
internal data

Databases of
external data

Financial
DSS

Business
transactions
Transaction
processing
systems

Databases
of valid
transactions
for each
TPS

Business
transactions

Internet
Internet
or
or
Extranet
Extranet
Business
transactions

Financial
MIS

Financial statements

Operational
databases

Uses and management

of funds
Financial statistics
for control

Customers,
Suppliers

Financial
applications
databases

Financial
ES

Inputs to the Financial

Information System
Strategic plan or corporate policies
Contains major financial objectives and often
projects financial needs.
Transaction processing system (TPS)
Important financial information collected
from almost every TPS - payroll, inventory
control, order processing, accounts payable,
accounts receivable, general ledger.
External sources
Annual reports and financial statements of
competitors and general news items.

Financial MIS Subsystems

and Outputs
Financial subsystems
Profit/loss and cost systems
Auditing
Internal auditing
External auditing
Uses and management of funds

Manufacturing MIS

Databases of
internal data

Databases of
external data

Manufacturing
DSS

Business
transactions
Transaction
processing
systems

Databases
of valid
transactions
for each
TPS

Business
transactions

Manufacturing
MIS

Quality control reports

Process control reports

Internet
Internet
or
or
Extranet
Extranet
Business
transactions

Manufacturing
applications
databases

Operational
databases

JIT reports
MRP reports
Production schedule
CAD output

Customers,
Suppliers

Manufacturing
ES

Inputs to the Manufacturing MIS

Strategic plan or corporate policies.
The TPS:

Order processing
Inventory data
Receiving and inspecting data
Personnel data
Production process

External sources

Manufacturing MIS
Subsystems and Outputs
Design and engineering
Master production scheduling
Inventory control
Manufacturing resource planning
Just-in-time inventory and

manufacturing
Process control
Computer-integrated manufacturing
(CIM)
Quality control and testing

Marketing MIS
Supports managerial activities in product

development, distribution, pricing

decisions, and promotional effectiveness

Databases of
internal data

Business
transactions

Transaction
processing
systems

Databases of
external data

Databases
of valid
transactions
for each
TPS

Marketing
MIS

Manufacturing
DSS

Marketing
applications
databases

Sales by customer
Sales by salesperson

Operational
databases

Sales by product
Pricing report
Total service calls
Customer satisfaction

Manufacturing
ES

Inputs to Marketing MIS

Strategic plan and corporate policies
The TPS
External sources:
The competition
The market

Marketing MIS Subsystems

and Outputs
Marketing research
Product development
Promotion and advertising
Product pricing

Human Resource MIS

Concerned with all of the activities related

to employees and potential employees of

the organization

Databases of
internal data

Business
transactions

Transaction
processing
systems

Databases of
external data

Databases
of valid
transactions
for each
TPS

Human
Resource
MIS

Manufacturing
DSS

Human
resource
applications
databases

Benefit reports
Salary surveys

Operational
databases

Scheduling reports
Training test scores
Job applicant profiles
Needs and planning
reports

Manufacturing
ES

Inputs to the Human

Resource MIS
Strategic plan or corporate policies
The TPS:
Payroll data
Order processing data
Personnel data

External sources

Human Resource MIS

Subsystems and Outputs
Human resource planning
Personnel selection and recruiting
Training and skills inventory
Scheduling and job placement
Wage and salary administration

Other MISs
Accounting MISs
Provides aggregated information on

accounts payable, accounts receivable,

payroll, and other applications.
Geographic information systems (GISs)
Enables managers to pair pre-drawn maps

or map outlines with tabular data to

describe aspects of a particular geographic
region.

Information
Systems
Today

The early focus on IS was for the support of

operations, management, analysis and decisionmaking in organizations.
A significant emphasis was on models of planning
and control.
The late 1980s and early 1990s saw IS expand
from the support not only of decision-making, but
but for improved communication support as well.
Social impacts began to be recognized.
The explosion of the Web has added the important
characteristic of providing information access.
Today the emphasis in organizations is on the
support of business processes.

Terminology
In many textbooks and contexts, the terms

Management Information Systems (or MIS) and

Information Systems (IS) are used interchangeably.
However, in other contexts, Management
Information Systems are considered as a subset of
the more general Information Systems. MIS are
considered to be information systems which
provides information specifically for managing an
organization generally at a tactical or middle
management level. Information Systems would be
a more general term that can include other
systems (e.g. group communication systems). We
will generally follow this convention.

Types of Information Systems

Transaction Processing Systems (TPS).
Management Information Systems (MIS).
Decision Support Systems (DSS).
Expert Systems (ES).
Executive Information Systems (EIS).
Office Automation Systems (including

document management systems).

GroupWare, Computer-Supported
Cooperative Work (CSCW), and other
communication systems.
and much more .

The Early History of IS with other

disciplines
IS and Managerial Accounting
IS and Operations Research
IS and Management and Organization

Theory
IS and Computer Science
IS and Cognitive Psychology

Information Systems vs.

Computer Science
Computer Science has its concentration in

the study of algorithms, computation,

software, and data structures.
Information Systems is an extension of
management and organization theory that
applies technical capabilities and solutions
initially developed by computer science, to
tasks in organizations.

The Early History of IS with other

disciplines
IS and Managerial Accounting
IS and Operations Research
IS and Management and Organization

Theory
IS and Computer Science
IS and Cognitive Psychology

Robert Anthonys Taxonomy for

Managerial Activity
You can divide the entire management

hierarchy along the following levels:

Operations Control
Management Control
Strategic Planning

Anthonys
Management
Hierarchy
Strategic
Planning
Management Control

Operational Control

Organizational Members

Operational Control
concerned with carrying out the tasks

necessary and that need to be performed

lower level of the organizational hierarchy
performed by supervisors of small work
units concerned with planning and control
of short-term (a week to six months)
budgets and schedules.

Management Control/Tactical
Management
concerned with the utilization and

management of resources to achieve

organizational objectives.
concerned with effective and efficient
performance.
Performed by middle managers (e.g.
department heads, plant managers).
set out for one to three years.

Strategic Planning Level

focuses on decisions on the objectives for

the organization as a whole and also on the

way to achieving them
typically involves a small number of high
level people
Carried out by top corporate executives
and corporate boards responsible for
setting and monitoring long-term directions
for the organization three or more years
into the future

Information Requirements
Gorry and Scott Morton were concerned

with the information requirements at the

these three levels
They noted that the requirements for
information at these levels were very
different.
The next slide shows these differing
requirements

Information Requirements by
Management Level
Characteristics
of Information

Operational
Control

Source

Largely Internal

Scope

Well defined,
narrow
Detailed

Level of
Aggregation
Time Horizon

Management
Control

Strategic
Planning
Internal and
Largely External
Very wide
Aggregate

Historical

Future

Currency

Highly current

Required
Accuracy
Frequency of Use

High

Need not be up to
the minute
Lower, Estimates
are acceptable
Infrequent, ad-hoc

Very frequent

Simons Categorization
concerned with the manner in which

humans solve problems in an organization

differentiated between programmed and
nonprogrammed decisions

Simons Programmed
Decisions
they are repetitive and routine
follow a preset definite procedure each

time they occur

programmable is a better concept
Gorry and Scott Morton call it structured

A FRAMEWORK FOR DECISION MAKING

Type of
Decision/Task

Management
Control

Strategic Planning

Structured

1
Inventory reordering

2
Budget Analysis,
short-term forecasting,
Make or Buy Analysis

3
Plant Location,
Financial
Management
(investment),
Distribution Systems.

Semistructured

4
Bond trading,
Production Scheduling

5
Credit Evaluation,
Budget Preparation,
Plant Layout, Project
Scheduling, Reward
Systems Design

7
Selecting a Cover for a
Magazine, Approving
Loans, Buying Software

8
Negotiating, Recruiting
Executives, Lobbying

6
Building New Plant,
Mergers &
Acquisitions, New
Product Planning,
Compensation
Planning, Quality
Assurance Planning
9
R & D Planning,
New Technology
Development, Social
Responsibility
Planning

Unstructured

Operational
Control

Support Needed
Clerical, MIS, OR
Models, Transaction
Processing Systems

Decision Support
Systems

Human Intuition,
Expert Systems,
Executive Support Systems

A FRAMEWORK FOR DECISION MAKING

Type of
Decision/Task
Structured

Semi-structured

Unstructured

Support Needed

Operational Control

Management
Control

Strategic Planning

1
Inventory reordering

2
Budget Analysis,
short-term
forecasting, Make
or Buy Analysis

3
Plant Location,
Financial
Management
(investment),
Distribution
Systems.

4
Bond trading, Production
Scheduling

5
Credit Evaluation,
Budget
Preparation, Plant
Layout, Project
Scheduling,
Reward Systems
Design

7
Selecting a Cover for a
Magazine, Approving
Loans, Buying Software

8
Negotiating,
Recruiting
Executives,
Lobbying

6
Building New
Plant, Mergers &
Acquisitions, New
Product Planning,
Compensation
Planning, Quality
Assurance
Planning
9
R & D Planning,
New Technology
Development,
Social
Responsibility
Planning

MIS
Management Science
OR Models

Management
Science
DSS,
EIS, ES

EIS,
Neural Networks,
Executive Mental
Models

Support Needed

Clerical, MIS, OR
Models, Transaction
Processing Systems

Decision Support Systems

Human Intuition,
Expert Systems,
Executive
Information/Support
Systems

Information Systems for

Operational Control
Operational Control: process of ensuring

operational activities are carried out

effectively and efficiently.
Processing support:
Transaction processing
Report processing
Inquiry processing

Information Systems for

Management Control
Management Control: Information that is required

by managers of departments, profit centers, etc. to

measure performance, decide on control actions,
formulate new decision rules to be applied by the
operational personnel and allocate resources.
Processing support:
Planning and budget models to assist managers in

finding problems and preparing plans and budgets.

Variance reporting programs; Exception Reports
Problem analysis models
Decision models to analyze a problem situation and
provide solutions
Inquiry models to assist in responding to queries.

Information Systems for Strategic

Planning
Systems that are designed to help

managers perform the strategic planning

function
This function has the responsibility of
developing strategies to achieve objectives
and goals
Such systems might have to provide
information on:
economic outlook
political environment
competitive environment
impact analysis of alternative strategies, etc.