Introduction to MIS - Chapter 1: Introduction to MIS

Introduction to MISBUSI 100Jerry PostOutlineWhat is MIS?Why MIS is Important?What are e-commerce and e-business?What do Managers do?Business & Technology TrendsRe-engineering: Altering the RulesManagement and Decision LevelsAn Introduction to StrategyCases: Fast Food IndustryAppendix: Finding InformationWhat is MIS?InformationData that has been put into a meaningful and useful context.Management Information SystemA combination of computers and people that is used to provide information to aid in making decisions and managing a firm.Information Technology (IT)Goal of This ClassHow can MIS help you do your job?Understand the technology.Analyze business problems.An introduction to systems analysis.Identify types of problems that MIS can help solve through cases.Ability to classify problems.Know when to call for help.Why is MIS Important?MIS affects all areas of businessManufacturingAccounting & FinanceHuman resourcesMarketingTop managementPerformance evaluations—expectationsWhat are e-Commerce and e-BusinessBusiness-to-Consumer (B2C)Selling retail products to consumersBusiness-to-Business (B2B)Selling at the wholesale level to other businessesE-BusinessUsing Internet technologies to conduct any level of businessE-CommerceIntranetsMost areas of MISWhat do Managers do?TraditionalOrganizingPlanningControlMintzbergInterpersonalInformationalDecisionalLuthansTraditional 50%Formal Communication 30%Networking 20%Managers and professionals spend considerable time in meetings. Providingsupport for teamwork and group decisions is an important issues in MIS.Meetings123Making DecisionsMethodology v Ad Hoc DecisionsDecision ProcessCollect DataIdentify Problems & OpportunitiesMake ChoicesImportance of MISComputerworld 1993**1997-2000 data is distorted by Y2k work.Everyone Uses ComputersComputerworld 1993Traditional ManagementCEOVPFinanceVPMarketingVPAccountingVPHRMVPMISLayers of middle managersCustomersCommandsAnalyze dataCondensed reportsCollectdataDecentralizationManagement TeamCEOFinanceTeamMarketingTeamAccountingTeamHRMTeamSalesTeamFranchiseStrategyMethodology/RulesCustomersCorporateDatabase&NetworkVPFinVPMrktVPAcctVPHRMVPMISBusiness TrendsChanging business environmentSpecializationManagement by Methodology and FranchisesMergersDecentralization and Small BusinessTemporary WorkersInternationalizationService-Oriented BusinessRe-engineering Need for faster responses and flexibilityBusiness Trends & ImplicationsSpecializationIncreased demand for technical skillsSpecialized MIS toolsIncreased communicationMethodology & FranchisesReduction of middle managementIncreased data sharingIncreased analysis by top managementComputer support for rulesRe-engineeringMergersLarger companiesNeed for control and informationEconomies of scaleDecentralization & Small BusinessCommunication needsLower cost of management tasksLow maintenance technologyBusiness Trends & ImplicationsTemporary WorkersManaging through rulesFinding and evaluating workersCoordination and controlPersonal advancement through technologySecurityInternationalizationCommunicationProduct designSystem development and programmingSales and marketingService OrientationManagement jobs are information jobsCustomer service requires better informationSpeedChanging Business EnvironmentUS History: Farmer Laborer ManagementYearFarmMfgMgtService1920 29% 44% 22% 6%1940 23 38 30 81960 9 36 43 121980 3 32 52 132000 3 25 59 14US Employment PatternsInternationalizationBusiness Trend SummaryBusiness TrendImplications for TechnologySpecializationIncreased demand for technical skillsSpecialized MIS toolsIncreased communicationMethodology & FranchisesReduction of middle managementIncreased data sharingIncreased analysis by top managementComputer support for rulesRe-engineeringMergersFour or five big firms dominate most industriesNeed for communicationStrategic ties to customers and suppliersDecentralization & Small BusinessCommunication needsLower cost of management tasksLow maintenance technologyTemporary WorkersManaging through rulesFinding and evaluating workersCoordination and controlPersonal advancement through technologySecurityInternationalizationCommunicationProduct designSystem development and programmingSales and marketingService OrientationManagement jobs are information jobsCustomer service requires better informationSpeedMIS OrganizationBusiness OperationsTacticalManagementStrategicMgt.EISESDSSTransactionProcess ControlOperations, Tactics,StrategyDecision LevelsDecision LevelDescriptionExampleType of InformationStrategicCompetitive advantage, become a market leader. Long-term outlook.New product that will change the industry.External events, rivals, sales, costs quality, trends.TacticalImproving operations without restructuring the company.New tools to cut costs or improve efficiency.Expenses, schedules, sales, models, forecasts.OperationsDay-to-day actions to keep the company functioning.Scheduling employees, ordering supplies.Transactions, accounting, human resource management, inventory.Introduction to StrategyRisk & RewardCreativityPorter’s External AgentsCustomersSuppliersCompetitorsGovernmentBaxter/StrategySupply storeroomSupply ClosetsHospitalWarehouseAmerican HospitalSupplySupplierTypical Supply RelationshipSupplierSupplierBaxter/StrategySupply ClosetsHospitalWarehouseAmerican HospitalSupplySupplierBaxterSupplierSupplierAHS/Baxter Computer LinkComputerMonitorUsage dataDeliverSupplies asneededAccurate usage dataFree spaceStrategy/PorterRivalry AmongExisting Competitors Bargaining Powerof BuyersBargaining Powerof SuppliersThreat ofNew EntrantsThreat of SubstituteProducts or ServicesStrategy/OrganizationStrengthSource of strengthValue of strengthHow can it be developed?What could undermine it?Development costsAdditional benefits (opportunities)WeaknessesEffect on companyPossible solutionsCost of solutionResult and cost of leaving as-is (do nothing)Cases: Fast Food IndustryMcDonald’s uses a considerable amount of information technology to maintain consistency, monitor employees, and track sales.Cases: McDonald’s Rainforest CaféDave & Busterswww.mcdonalds.comwww.rainforestcafe.comDave and BustersWhat is the company’s current status?What is the Internet strategy?How does the company use information technology?What are the prospects for the industry?Appendix: Finding InformationOrganizationBoolean searchesYou know what you are searching for.You have a vague idea about what you want.Appendix: Boolean SearchesTruth TableColombia 1,889,871Medellin 37,682Medellin AND terrorism 575(terror OR bomb OR kidnap) 1,920,549(terrorism OR bombing OR kidnap) 1,012,458Medellin AND (terror OR bomb OR kidnap) 1,563Medellin AND (terror OR bomb OR kidnap) AND American AND (dead OR death) 535Appendix: Search EnginesFull text Web searchesAltavista www.altavista.comDogpile www.dogpile.comGoogle www.google.comLycos www.lycos.comSearch www.search.comWebcrawler www.webcrawler.comWisenut www.wisenut.comCategory Web searchesYahoo www.yahoo.comPeople and businessesATT www.tollfree.att.netSuperpages www.superpages.comSwitchboard www.switchboard.comAppendix: You Know What You WantITT corporate merger with “white knight”.ITT 81,801ITT corporate merger 908ITT corporate merger “white knight” 26Details: Hilton attempted to buy ITT to gain controlof their Sheraton Inns. Instead, ITT sold out to a“white knight” (Starwood Lodging) in 1997.Appendix: You Start With a Vague Topic“white knight” 47,000“white knight” corporate 5,060“white knight” corporate NOT (history, Canada, India) 2,820 “white knight” corporate merger NOT (history, Canada, India) 699“white knight” corporate merger NOT (history, Canada, India, Germany, foreign) 463