MIS Approaches, Problem Solving & Solution Efforts
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MIS Approaches, Problem Solving & Solution Efforts
- 1. 1.1 Copyright © 2013 Pearson Education, Inc. publishing as Prentice HallDepartment Of Management Sciences University Of Education Okara. Information System Approach, Problem Solving Preparation, Definition and Solution Efforts. Submitted to: Inam-ul-Haq Rizwan Zafar Roll # 37 Khurram Shafique Roll # 28 Mehtab Ali Roll # 54 Zeeshan Ali Roll # 36 Bilal Tariq Roll # 44 Waqas Asad Roll # 169 Management Information System Group No. 5
- 2. 1.2 Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Information System Approach, Problem Solving Preparation, Definition and Solution Efforts. Table of Content Information System. Approaches of Information System. Problem solving in Information System. Solution Efforts. Department Of Management Sciences University Of Education Okara.
- 3. 1.3 Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall • Information technology: the hardware and software a business uses to achieve objectives. • Information system: interrelated components that manage information to: • Support decision making and control • Help with analysis, visualization, and product creation • Data: streams of raw facts. • Information: data shaped into meaningful, useful form. What Is an Information System?What Is an Information System? Department Of Management Sciences University Of Education Okara. Management Information System. Information System
- 4. 1.4 Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Data and InformationData and Information Figure 1-1 Raw data from a supermarket checkout counter can be processed and organized to produce meaningful information, such as the total unit sales of dish detergent or the total sales revenue from dish detergent for a specific store or sales territory. Data and InformationData and Information Department Of Management Sciences University Of Education Okara. Management Information System. Information System
- 5. 1.5 Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall • Organizations • Coordinate work through structured hierarchy and business processes • Business processes: related tasks and behaviors for accomplishing work • E.g., fulfilling an order, hiring an employee • May be informal or include formal rules • Culture embedded in information systems • E.g., UPS’s concern with placing service to customer first Dimensions of Information SystemsDimensions of Information Systems Department Of Management Sciences University Of Education Okara. Management Information System. Dimensions/ Approaches of Information System
- 6. 1.6 Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall • People • Information systems require skilled people to build, maintain, and use them. • Employee attitudes affect ability to use systems productively. • Role of managers • Perceive business challenges • Set organizational strategy • Allocate human and financial resources • Creative work: new products, services Dimensions of Information SystemsDimensions of Information Systems Department Of Management Sciences University Of Education Okara. Management Information System. Dimensions/ Approaches of Information System
- 7. 1.7 Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall • Technology • IT Infrastructure: foundation or platform that information systems built on • Computer hardware • Computer software • Data management technology • Networking and telecommunications technology • Internet and Web, extranets, intranets • Voice, video communications Dimensions of Information SystemsDimensions of Information Systems Department Of Management Sciences University Of Education Okara. Management Information System. Dimensions/ Approaches of Information System
- 8. 1.8 Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall • Few business problems are simple or straightforward. • Most business problems involve a number of major factors that can fall into three main categories: • Organization • Technology • People The Problem-Solving ApproachThe Problem-Solving Approach Department Of Management Sciences University Of Education Okara. Management Information System. Problem Solving
- 9. 1.9 Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall • Problem solving: four-step process 1. Problem identification 2. Solution design 3. Choice 4. Implementation A Model of the Problem-Solving ProcessA Model of the Problem-Solving Process Department Of Management Sciences University Of Education Okara. Management Information System. Problem Solving
- 10. 1.10 Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1. Problem identification includes: • Agreement that problem exists • Definition of problem • Causes of problem • What can be done given resources of firm A Model of the Problem-Solving ProcessA Model of the Problem-Solving Process Department Of Management Sciences University Of Education Okara. Management Information System. Problem Solving
- 11. 1.11 Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 2. Solution design • Often many possible solutions • Consider as many as possible to understand range of solutions 2. Choice: Factors include • Cost • Feasibility given resources and skills • Length of time needed to implement solution A Model of the Problem-Solving ProcessA Model of the Problem-Solving Process Department Of Management Sciences University Of Education Okara. Management Information System. Problem Solving
- 12. 1.12 Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 4. Implementation • Building or purchasing solution • Testing solution, employee training • Change management • Measurement of outcomes • Feedback, evaluation of solution • Problem solving is a continuous process, not a single event • Sometimes chosen solution doesn’t work or needs adjustment A Model of the Problem-Solving ProcessA Model of the Problem-Solving Process Department Of Management Sciences University Of Education Okara. Management Information System. Problem Solving
- 13. 1.13 Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Problem Solving Is a Continuous Four-Step ProcessProblem Solving Is a Continuous Four-Step Process Figure 1-4 During implementation and thereafter, the outcome must be continually measured and the information about how well the solution is working is fed back to the problem solvers. In this way, the identification of the problem can change over time, solutions can be changed, and new choices made, all based on experience. Department Of Management Sciences University Of Education Okara. Management Information System. Problem Solving
- 14. 1.14 Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall • When firms cannot achieve business objectives these objectives become challenges. • Information systems often present solutions, partially or fully, to these challenges. • Success in today’s job market requires a broad set of skills. • Job candidates must have problem-solving skills as well as technical skills so that they can complete specific tasks. • The service sector will account for 95 percent of the new jobs that are created or open up by 2012 The Connection Between Business Objectives,The Connection Between Business Objectives, Problems, and SolutionsProblems, and Solutions Department Of Management Sciences University Of Education Okara. Management Information System. Solution Efforts
- 15. 1.15 Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall The job of management requires extensive use of information systems to support decision making and to monitor the performance of the firm. Department Of Management Sciences University Of Education Okara. Management Information System. Solution Efforts
Hinweis der Redaktion
- It’s important to understand that information systems are not just technologies, but deeply involve people and organizations as well. Being a great programmer does not qualify you for being a great manager of information systems. Ask students to think of a stream of raw facts (data), and then an organized body of data (information). A stream of facts example is the ticker tape of a stock market (you can go to a Web site to display the streaming stock prices. Summary indices of stock movements and reports on stock groups (e.g., housing, transportation) constitute information.
- Emphasize the distinction between information and data. You could, for example, ask several students to list their ages and write the numbers on one side of the board—then you could calculate the average age of those students on the other side, oldest student, youngest student, and so forth, to illustrate the difference between raw data and meaningful information.
- What types of issues and problems would occur in a company whose information systems did not accurately reflect its culture, or whose hierarchy was overly complex or poorly conceived?
- The “people” dimension of systems is often the most difficult to get right. Technologies change all the time, people do not change very rapidly. In order to use technologies effectively, people need training, and they need to think intelligently about how their business works. Managers are the employees who attempt to understand organizational issues and challenges, and then use technologies to solve the issues and meet the challenges.
- Obviously, information systems are based on technologies—computer hardware and software, and telecommunications equipment. These technologies are like the infrastructure of a building—the plumbing and electrical and mechanical features in a building. Technology is the platform that enables all the common systems applications from Apple iPhones to the Internet.
- Ask students to think about the jobs they have held in the past, and then describe some of the common business problems they faced, the factors involved, and what category these factors fall into.
- Ask students about their job experiences with problem identification. Usually, there are different points of view about what the problem actually is. There often is no agreement on the problem.
- Why are there so many solutions to a problem? How many solutions can be seriously examined and explored? Why should implementation be considered in the problem solving process? One reason is that you want to avoid solutions that cannot be easily implemented.
- Why aren’t problems solved once and for all? Some problems might be “solved” and forgotten, and lack of attention leads to the problems arising again.
- What makes problem solving continuous is that most solutions don’t always work perfectly and need fine tuning. Some decisions result in actions that don’t work at all, or work perfectly (at least for a period of time). In any case, you need continuous feedback from the environment to track how well solutions are working.
- If your objective is to increase sales of a new line of clothing, and then sales don’t increase, at the very least a business has a challenge (if not an outright “problem” that needs solving).