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附录一英文资料Management information systemsFrom Wikipedia, the free encyclopedia.(Redirected from Management Information Systems)Short for management information system or management information services, and pronounced as separate letters, MIS refers broadly to a computer-based system that provides managers with the tools for organizing, evaluating and efficiently running their departments. In order to provide past, present and prediction information, an MIS can include software that helps in decision making, data resources such as databases, the hardware resources of a system, decision support systems, people management and project management applications, and any computerized processes that enable the department to run efficiently. The functional support roleThe business processes and operations support function is the most basic. It involves collecting, recording, storing, and basic processing of data. Information systems support business processes and operations by: - recording and storing sales data, purchase data, investment data, payroll data and other accounting records - processing these accounting records into income statements, balance sheets, ledgers, management reports, and other forms of financial information - recording and storing inventory data, work in process data, equipment repair and maintenance data, supply chain data, and other production/operations records - processing these operations records into production schedules, production controllers, inventory systems, and production monitoring systems - recording and storing personnel data, salary data, employment histories, and other human resources records - processing these human resources records into employee expense reports, and performance based reports - recording and storing market data, customer profiles, customer purchase histories, marketing research data, advertising data, and other marketing records - processing these marketing records into advertising elasticity reports, marketing plans, and sales activity reports - recording and storing business intelligence data, competitor analysis data, industry data, corporate objectives, and other strategic management records - processing these strategic management records into industry trends reports, market share reports, mission statements, and portfolio models - use of all the above to implement, control, and monitor plans, strategies, tactics, new products, new business models or new business ventures The decision support roleThe business decision making support function goes one step further. It is an integral part of making decisions. It allows users to ask “What if . . .?” questions: What if we increase the price by 5%? ; What if we increase price by 10%? ; What if we decrease price by 5%? ; What if we increase price by 10% now, then decrease it by 5% in three months? It also allows users to deal with contingencies: If Inflation increases by 5% (instead of 2% as we are assuming), then what do we do? What do we do if we are faced with a strike or a new competitive threat?The most basic and most versatile business decision making tool is the spreadsheet, but spreadsheets are not user friendly. More sophisticated programs often seamlessly incorporate statistical decision making tools like sensitivity analysis, Monte Carlo analysis, risk analysis, break even analysis and Bayesian analysis. If, for example, you are using the information system to decide about a new product introduction, the program should incorporate tools like logit analysis, B.C.G. Analysis,conjoint analysis, contribution margin analysis, multi dimensional scaling, G.E. Multi Factoral analysis, factor analysis, cluster analysis, discriminant analysis, Quality Function Deployment, preference regressions, and preference-rank translations.The strategic support roleInformation systems can support a companys competitive positioning. One distinguishes here four levels of analysis.1- The supports of help in the piloting of the chain of internal value. They are the most recent, the most pragmatic and are within the reach of the manager. They are the solutions of reductions of costs and management of the performance. One indicates them under the name of Business Workflow Analysis ( BWA) or of Business Management Systems p2p . Tools networks, they assure the control of the piloting of the set of the functions of the company, the mastery in real time of the costs of dysfunctions cause distances from accounts, evaluation and reporting of accounting results articulated in the evaluation and in the reporting of results quality.2- All successful companies have one (or two) business functions that they do better than the competition. These are called core competencies. If a companys core competency gives it a long term advantage in the marketplace, it is referred to as a sustainable competitive advantage. For a core competency to become a sustainable competitive advantage it must be difficult to mimic, unique, sustainable, superior to the competition, and applicable to multiple situations. Examples of company characteristics that could constitute a sustainable competitive advantage include: superior product quality, extensive distribution contracts, accumulated brand equity and positive company reputation, low cost production techniques, patents and copyrights, government protected monopoly, and superior employees and management team. The list of potential sustainable competitive advantage characteristics is very long. However there are some commentators that claim that in a fast changing competitive world, none of these advantages can be sustained in the long run. They claim that the only truly sustainable competitive advantage is to build an organization that is so alert and so agile that it will always be able to find an advantage, no matter what changes occur.3- Information systems often support and occasionally constitute these competitive advantages. The rapid speed of change has made access to timely and current information critical in a competitive environment. Information systems, like business environmental scanning systems, support almost all sustainable competitive advantages. Occasionally, the information system itself is the competitive advantage. One example is Wal-Mart. They used an extranet to integrate their whole supply chain. This use of information systems gave Sam Walton a competitive advantage for two decades. Another example is Dell Computer. They used the internet to market custom assembled PCs. Michael Dell is still benefitting from this low cost promotion and distribution technique. Other examples are eBay, A, Federal Express, and Business Workflow Analysis Oberon-bwa.The performance monitoring roleMIS is not just statistics and data analysis. It is a tool needed for MBO / Management by objectives.It monitors results and performances in order to send alerts, in some cases dayly, to managers at each level of the organisation, on all deviations between results and prestablished objectives and budgets.MIS as a barrier to entryAn important strategic advantage is barriers to entry. There are numerous ways that a company, that has invested in information technology, can lever this investment to create, grow, or maintain barriers to entry.1) Leverage IT investment that supports their core competency. Successful firms tend to have one or two core competencies that they can do better than their competitors. It may be anything from new product development to customer service. Information technology is often an important input into this core competency. This IT investment in a companys core competency can be a significant barrier to entry.2) Leverage IT investment in supply chain networks. Firms that are a part of an integrated supply chain system have established relationships of trust with suppliers. This usually ensures quicker deliver times, problem free delivery and an assured supply. It can also entail price discounts and other preferential treatment. The inability of new entrants to get onto a supply chain/inventory management system can be a major barrier to entry.3) Leverage IT investment in distribution channel management. As with supplier networks, investment in distribution channel management systems can ensure quicker delivery times, problem free delivery, and preferential treatments. The investment in this technology, and the experience gained in learning how to use it, can be an important barrier to entry. When the distribution channel management systems is exclusive, it may give you some control over access to the retailers involved.4) Leverage IT investment in brand equity. Often firms have invested large sums of money in brand advertising. This is facilitated by investment in marketing information systems and customer relationship management system. An indomitable brand name is a formidable barrier to entry.5) Leverage IT investment in production processes (1). Information systems have become a necessity in managing large production runs. Automated systems are the most cost efficient way of organizing large scale production processes. These firms can more easily obtain economies of scale in promotion, purchasing, and production; economies of scope in distribution and promotion; reduced overhead allocation per unit; and shorter break-even times. This absolute cost advantage can be an important barrier to entry.6) Leverage IT investment in production processes (2). Investment in IT allows a company flexibility in their overall output level. Michael Porter claims that economies of scale are a barrier to entry, aside from the absolute cost advantages they provide. This is because, a company producing at a point on the long-run average cost curve where economies of scale exist has the potential to obtain cost savings in the future, and this potential is a barrier to entry.7) Leverage learning curve advantages from experience with IT. As a company gains experience using IT systems, they become familiar with a set of best practices that are more or less known to other firms in the industry. Firms outside the industry are generally not familiar with the industry specific aspects of using these systems. New entrants will be at a disadvantage unless they can redefine the industries best practices and leap-frog existing firms.8) Leverage IT investment in mass customization production processes. IT controlled production technology can facilitate collaborative, adaptive, transparent, or cosmetic customization. This flexibility can increase margins, increase customer satisfaction, and be a significant barrier to entry.9) Leverage IT investment in computer aided design (1). CAD systems facilitate the speedy development and introduction of new products. This can create proprietary product differences. Product differentiation can be a barrier to entry.10) Leverage IT investment in computer aided design (2). CAD systems facilitate the speedy development and introduction of new products. Proprietary product differences can be used to create incompatibilities between competing products (as every computer user knows). These incompatibilities increase consumers switching costs. High customer switching costs is a very valuable barrier to entry 11) Leverage IT investment in E-commerce. Company web sites can be personalized to each customers interests, expectations, and commercial needs. They can also be used to create a sense of community. Both of these tend to increase customer loyalty. Customer loyalty is an important barrier to entry.12) Leverage IT investment in stability. Technologically sophisticated firms with multiple electronic points of contact with customers, suppliers, and others appear to be more stable. This monumental appearance of stability can be a barrier to entry. This is particularly true in financial services.13) The simple fact that IT investment requires funds make it a barrier to entry. Anything that increases capital requirements is a barrier to entry.中文翻译管理信息系统来自Wikipedia的免费的百科全书(摘自管理信息系统）MIS介绍MIS是管理信息系统或者管理信息服务部门的缩写，并且单个字母独立成义。MIS 涉及很广，它为管理人员提供一个以电脑为基础的系统管理工具，使得他们的部门能有效组织、评价、运营。为了提供过去、目前和预言信息， MIS 包括帮助决策的软件，象数据库那样的数据源，硬件资源，决策支持系统，人力和项目管理应用，及使部门能够有效地运行的任何电脑化的过程。功能支持角色生意过程和经营功能的支持角色是最基本的。它涉及收集、包含、记录、储存以及基本的数据处理。信息系统支持生意过程和经营通过：记录并且储存销售、购买、投资数据工资表和其他账目记录把财务记录处理成收益表、资产负债表、总账管、理报告和其他形式的金融信息。记录和储存存货清单数据，工序数据，设备修理及保养数据，提供链式数据和其他产品行动记录。 为生产进度表质、管存、货和生产监控系统记录和存储数据。记录和储存人员数据、薪水数据就、业经历和其他人力资源记录。将人力资源记录形成费用报告和基于执行的报告。记录和储存市场数据、顾客简介顾、客购买历史销、售研究数据、广告数据和其他销售记录。把这些销售记录处理成广告弹性报告市、场营销计划和销售报告。记录并且储存商业情报资料、竞争对手数据、工业数据共、同的目标和其他战略性管理记录。 把这些战略性管理记录综合成趋势报告、市场份额报告、任务书和投资模型。 把上面这些用于执行，控制和监控计划、战术、战略、新产品、新商业模型或新商业风险。决策支持角色决策支持功能比功能支持更进一步。这是判断取决的主要部分。它允许用户问“如果，怎么办 ?”问题：如果我们增加价格5%，怎么办？；如果我们增加价格10%，怎么办？；如果我们减少价格5%，怎么办？；如果我们现在增加价格10%，然后在3 个月内减少它5%呢？ 它也允许用户处理意外事故： 如果通货膨胀增加5%(而不是我们假设的2%)，那么我们做什么？如果我们面临一次罢工或一次新具有竞争性的威胁，我们做什么？ 最基本有用的生意决策工具是电子表格，但是电子表格不容易使用。 更复杂的计划经常无缝合并像敏感性分析、随机抽样分析、风险分析、盈亏分析和Bayesian 分析等决策工具。如果你正使用信息系统判定一个新产品介绍， 该程序应合并像logit 分析、B.C.G. 分析、联合的分析边、际收益贡献分析 、多维的思维、G.E. Multi Factoral 分析、要素分析、群分析、判别分析、高质量运行选、优回归和优先选择平移这样的决策工具。战略性支持角色信息系统能支持公司在竞争中确定自己的位置。分析的4 步为 1- 支持帮助具有内部价值链的领航职业。他们最新、最实用、并且最接近管理者。他们是费用削减的解决办法和性能的管理。有人把他们称为“生意工作流程分析(BWA)”或者“生意管理体制p2p”。网络工具保证各种公司的功能领航控制，失调的费用以实时的方式控制从账户引起距离，评估和财务处理结果在评估和质量的报告过程中已清楚地说明。2- 所有的成功公司都有比竞争者做得好的一(或两)种生意功能。这些被叫为核心能力。如果公司的核心能力在市场有长期优势，它被称为一种可持续的竞争优势。一种可持续的竞争优势的核心能力，它一定是难以模仿、独特、可持续、优于竞争者的、并且对多种形势适用。能形成一种可持续竞争优势的公司例子包括：优良的产品质量、广泛的销售合同、积聚公平的商标和肯定的公司名声、低成本生产技术专利、政府保护垄断、优良职工和管理队伍。潜在的可持续的竞争优势非常多。 但是一些评论员宣称在这个快速发展的竞争世界，这些优势不可能持续那么长时间， 他们声称唯一可真实持续的竞争优势将建造警惕且敏捷以致于不管什么变化发生都能永远找到一个优势的组织。 3- 信息系统经常支持并且偶尔形成竞争优势。变化的迅速之快使在一种具有竞争性的环境里评论当今的信息环境。信息系统,象生意环境扫描系统，支持几乎所有可持续的竞争优势。 偶尔，信息系统本身就是竞争优势。例如沃尔玛。 他们使用企业内部互联网结合整个供应链。这次对信息系统的使用给萨姆沃尔顿一种持续二十年的竞争优势。另一个例子是戴尔计算机。他们在网络上买卖组合PC机。迈克尔戴尔仍然受益于这种低成本提升和分配技术。 其他例子是eBay、A、联邦快递公司，以及生意工作流程分析奥伯伦-bwa。性能监视角色MIS不只是统计和数据分析。它是适合MBO / 目标管理的工具。监控结果和执行为了发送提醒保持警觉，有时候是管理组织每一阶层的日常活动和在结果和预先确定的目标预算之间的全部偏差。 MIS 作为一障碍登入重要的战略性优势是“有障碍进入”。一个投资信息技术的公司要抬高投资增长或保持有障碍进入有很多方式。1) 支持他们核心能力对IT 投资的影响。成功的公司倾向于有一两个核心能力比竞争者做得更好。它可以是从新产品开发到顾客服务的任何事情。 信息技术经常是核心能力的一次重要输入。这个公司的核心能力的IT投资可能是进入的一个重要的障碍。2) 影响IT 对供应链型网络的投资。公司是系统建立信托与供应者关系的综合供应链的一部分。这通常保证快速免费交货和供给的问题。它也需要价格折扣和其他优惠待遇。新工作者进入到供应链/ 库存管理系统可能是一个较大的障碍。3) 影响IT 对分配渠道管理的投资。像供应者网络一样，对分配渠道管理体制的投资能保证更短的传输时间，问题免费交付和优先的处理方法。这项技术的投资和学习怎样使用它的经验，可能是进入的一个重要的障碍。当分配渠道管理体制是专有的时，它可能是某种控制零售商的入口。4) 影响IT 对品牌公平的投资。公司经常把一大笔钱投入品牌广告。这促进销售信息系统和客户关系管理体制的投资。一个不可征服的商标名称是进入的一个可怕的障碍。5) 影响IT 对生产过程的投资(1) 信息系统在大的生产运行过程中管理成为必然的事。自动化系统是多数大规模组织生产过程的有效方式。这些公司能更容易获得在晋升、购买和生产内的规模经济；在分配和提升过程中的范围经济；在高层降低分配；并且时代缺乏收支相抵。这个绝对的费用优势可能是进入的一个重要的障碍。6) 影响IT 对生产过程的投资(2)。对IT 的投资在总的生产水平里允许公司灵活。迈克尔波特声称除了他们提供的绝对的费用优势外，规模经济是进入的一个障碍。这因为公司长期平均费用曲线在一个点生产，规模经济存在的地方，有潜能获得成本节约，并且这种潜能是进入的一个障碍。7）有IT 的经验影响学习曲线优势。因为一家公司使用IT 系统获得经验，他们熟悉为其他公司所知的一套最佳实践。非工业公司一般不熟悉使用这些系统的工业化方面。新到者除非能重新规定工业最佳实践并且创新新的，否则将处于不利条件。8） 影响IT 对群众生产过程的投资。IT 控制生产技术,使合作、适合、透明或者包装专用变得容易。这种灵活性能增加利润、客户满意度，并且是进入的一个重要的障碍。9） 影响IT 对计算机辅助设计的投资(1) 。计算机辅助设计系统促进新产品的迅速的发展和介绍。这能建立专利产品差别。产品区别可能是进入的一个障碍。10） 影响IT 对计算机辅助设计的投资(2)。计算机辅助设计系统促进新产品的迅速的发展和介绍。专利产品差别通常用于建立在竞争产品之间的对立面(计算机用户都知道)。这些对立面增加消费者转换花费。转换费用高的用户是进入的一个非常有价值的障碍 。11） 影响IT 对电子商务的投资。公司网站可以使每个用户的兴趣、期望值和商业需要个性化。他们也能用来引起一个共同的感觉。这两个倾向增加用户可信。用户可信是进入的一个重要的障碍。12） 影响IT 对稳定的投资。老技术公司使电子与用户、供应者和其它人看起来更稳定的联系。非常的稳定外表可能是进入的一个障碍。这在金融服务过程中真实存在。13） 事实是简单IT 投资要求资金使它有进入障碍。任何增加资金需求的事也是进入的一个障碍。附录二Information Systems Analysis and DesignThis class reconstructs the classical computer science topics of systems analysis and design - mapping information flows and data modeling - within a framework derived from industrial design. Compared with the traditional approach, our focus of attention will shift from systems to services, mainframes to networks, the desktop to the street, organizational workplaces to institutionally organized relationships, cognition to physical activity, and individual users to communities of practice. The class will be organized around presentations by interdisciplinary teams, with minimal lecturing and written work. We will attend closely to the design process, and the teams own experiences will become raw material for their projects. Two books are required: David G. Messerschmitt, Networked Applications: A Guide to the New Computing Infrastructure, Morgan Kaufman, 1999. This is an outstanding plain-language introduction to the structure of modern information systems. Donald A. Norman, The Invisible Computer, MIT Press, 1999. This is a polemic against the personal computer and in favor of a new generation of diverse and specialized computing devices.Another book is recommended: Jeffrey L. Whitten and Lonnie D. Bentley, Systems Analysis and Design Methods, fourth edition, Irwin McGraw-Hill, 1998. This is a thorough introduction to the conventional practice of systems analysis and design. If you are going to work with people who have the conventional training then it will be useful reference book. But as I say, I regard this material as out-of-date. Here are summaries of the group projects from week to week: Assignment for week 2: Team-Building Exercise. Everyone writes down their skill set and gets copies of everyone elses. Class members then form themselves into teams. Each teams members discuss their past and future, and how they complement one another. They draw a diagram that gives clear form to the conclusions they have reached, and they design a presentation around it. Assignment for week 3: Seeing information happen. Each team gets a distinct assignment, all of which involve going out in the world and watching information happen. Bring back what youve observed and show us. If you use what youve learned in other classes about information seeking then thats great. But we really want you to be observant and name things, and learn how to show what youve seen in a way that changes how other people see the world. Assignment for week 4: Growth of the technology. Each team again gets a distinct assignment, this time involving library work on the state of information technology ten years from now. Because of Moores Law and related phenomena, we can predict reasonably well the quantitative properties of computing. Processors, for example, will be 100 times faster. What about mass storage, memory chips, wireline and wireless bandwidths, penetration rates of the technologies both domestically and globally, and so on? What important standards will be widely deployed by then? Show us what youve found. Assignment for week 5: Layering. Building on last week, we will do an exercise about the concept of a platform: a service upon which a diversity of other services can be built. The hard part is figuring out what belongs in the generic service, and what the interface should look like between the platform and the services that are built on it. This is going to be a central concept for design in the future. By this time we will have discussed several examples of platforms. Assignment for week 6: Show us your collaboration patterns. All the while youve been documenting your teams work process. This might mean keeping notes, taking pictures, drawing diagrams, videotaping, saving your work, etc. You have probably also settled into something of a routine. Show us how you work together. Along the way we will offer several ideas about what to look for. For example, where is the borderline between routine and improvised? This will be important in the coming weeks as we mess with the traditional concepts of systems analysis. This is the first week of a six-week iterative design exercise. Assignment for week 7: Ontology of collaborative work. Data modeling is the only idea from traditional systems analysis that is intellectually hard, so we will spend some extra time in class working an example of it. Then your assignment will be to model the data that will be required to implement one or more of your prospective services. Whereas earlier assignments have called on you to invent your own representation schemes, for this assignment well have you use a conventional notation scheme for data models. Having done so, sketch an information service that you might like to design to support collaborative work activities. Assignment for week 8: Service design. Now it is time to spell out the details of a potential information service for collaborative work. To prepare for this, think about your service from several angles. What institutional roles are people playing as they use the service? Where are they located? What actions do they need to take? Who gets access to what information? Who creates the data that goes in the databases? Which parts of the data should be structured, and what should the structure be? What existing services does your service exchange data with? And so on. Having explored all of these questions, draw a dataflow diagram for the service you are designing, decomposing the design into enough component processes and databases to get a clear idea of its properties.Assignment for week 9: Information design. Using cardboard, crayons, glue, and other materials found in kindergarten classrooms, build a mockup of one or more of your services. Show what your service will look like in practice, and tell us how it is comprehensible. We will have discussed some examples of information design, including several that have nothing to do with computers. We want computers to be more like the diagrams in Edward Tuftes books. We also want them to be more like the information appliances that Norman argues for. Assignment for week 10: Service architecture. Having sketched first the insides and then the outsides of your service, it will be time to return to the inside, applying serious architectural concepts this time. How are the processes and databases that comprise your service divided among the various networked devices that they run on? You will have been reading Messerschmidt throughout the quarter, and this is where you will apply everything in that book. Assignment for finals week. We dont imagine that anyone will be around during finals week to see your work, and so instead we will have each group videotape a final presentation that we can put on the Web. This will include your service mockup, its information design and internal architecture, how it works cognitively, how the information flows, and generally how it works as a service in the full sense.MIS Application Server: Easy back-end adminstrationAccurate information is the first step to better planning, reporting and analysis. In many companies, however, this information is stored in several formats across multiple locations. MIS Application Server brings this information together in a single analytic platform. Test thousands of scenariosHow much revenue will our new product generate? Should we split our sales cost center into direct and indirect sales? What if I only invested, 10% of my marketing budget into advertising? Managers test these and thousands of other scenarios during each and every budget planning. Let MIS Application Server support you throughout the process. Its unique “splashing” technology automatically allocates your budget into different projects down to any desired level of detail. Once you are satisfied with your results, just write back your finalized budget into the database, where you can later access it for comparing budget-actual variances.When changes arise in your budget structure, you can update these quickly from a familiar Excel environment. This unparalleled planning flexibili
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