A MANAGERS VIEW OF INFORMATION SYSTEMS

FUNCTIONS OF MANAGEMENT

Management is the process of directing tasks and organizing resources to achieve organizational goals. The main functions of management are
Planning Organizing Leading Controlling Managers are also responsible for adapting to changes in the external & internal environment.

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PLANNING
Deciding what to do. Evaluating the organizations resources and environment and establishing a set of organizational 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 meet organizational goals Motivating the employees to meet organizational goals

Develop incentives to motivate employees Organize team building exercises to maintain good morale

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CONTROLLING

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

May develop performance standards to assess employee performance Information Systems help in producing reports and comparing plans with actual happenings

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MANAGERIAL ROLES
1.
2. 3.

Interpersonal Informational Decisional

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INTER PERSONAL

The figurehead role

Perform ceremonial duties Hire train & motivate employees Contacts outside their vertical chain of command

The leader role

The liaison role

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INFORMATIONAL ROLE
Managers have access to information from virtually every internal staff member as well as external information Monitoring or scanning the environment for information is one of the most important tasks of the manager He is also a disseminator of information spokesperson - to peers, subordinates, the external community, and to the press, govt. officials etc.

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DECISIONAL ROLE
This is of prime importance and includes the entrepreneurial role, the disturbance handler role, the resource allocator role and the negotiator role Managers also have to be disturbance handlers

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LEVELS OF MANAGEMENT

Top management

Senior executives who establish goals Allocate resources -time, training & budgets - to achieve the goals of the top management Supervise day-to-day operations and make sure the performance is suitable

Middle management

First line management

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ACTIVITIES OF THE ORGANIZATION

1. 2.

3.

Operational Tactical Strategic

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STRATEGIC PLANNING Long-range plans

TACTICAL Budgets etc.

OPERATIONAL Day-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

Predictability

(at periodic interval)

(no surprise information) activities of organization, sales, purchase, etc) pay cheque, invoices, etc.

Emphasis on past Detailed nature

Internal origin Structured form

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Great accuracy

(input and output)

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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

Exception reports
Ad hoc reports

Overtime hours , weekly sales, etc. Change in weekly sales, etc. 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 IS
Characteristic Frequency Operational Regular, repetitive Tactical Mostly regular Strategic planning Often ad hoc

Dependability of result
Time period covered Level of detail Source of data Nature of data Accuracy Typical user Level of decision
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Expected results
The Past Very detailed Internal Highly structured Highly accurate data First-line supervisors Task oriented

Some surprise may occur

Comparative Summaries of data Internal & External Some unstructured data

Result often contain surprises

Predictive of the future Summaries of data Mostly External Highly unstructured data

Some subjective data Highly subjective data Middle Managers Oriented toward control and resource allocation Top Management 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 I Investment / Project initiation

Phase II
Technology learning & adaptation Stagnation A Too little management Stagnation B Too focused on implementation

Phase III Management control

Phase IV Widespread Technology transfer

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Stagnation C Too much standardization

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Thank you

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Practice Questions

Q1. Considering a large organization List the types of reports generated from a tactical information system. Q2. Give out the characteristics of Strategic planning systems? Q3. In an Organization, why is tactical level information so important to middle level managers?
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