管理信息系统34336ppt课件

1、1-1,MANAGEMENT INFORMATION SYSTEMS: THE MANAGER扴 VIEW 管理信息系统： 管理者的观点,1-2,Chapter 1 第1章 A Manager抯 View of Information Systems 信息系统的管理者观点,1-3,Manager抯 View 管理者的观点,Manager抯 use information to enable them to reallocate resources to achieve objectives. 管理者使用信息能够使他们重新分配资源完成目标 This chapter focuses on the

2、use of information systems at three levels: operational, tactical, and strategic. 本章节着重介绍在三个层次使用信息系统：操作，战术，和策略 IS development is evolutionary and relies on managerial planning. 信息系统的发展是个演化过程并依赖于管理规划,1-4,The Functions of Management 管理职能,Planning - deciding what to do - evaluate use of resources - set

3、 organizational goals - determine tactical direction. 计划 - 决定做什么 - 评估资源的使用 - 设立组织目标 - 确立战术方向 Organizing - structuring the firm, establishing communications networks, etc. 组织 - 企业结构，建立通讯网络，等 Leading - directing and motivating people. 领导 - 指导和激励员工 Controlling - determine is the firm抯 performance is on

4、 target. 控制 - 确定企业的绩效是否达到目标,1-5,Managerial Roles of Mintzberg (1975) 明茨伯格关于管理的角色 (1975),Mintzberg (1975) studied three roles. 明茨伯格研究的三个角色 Interpersonal - figurehead and leader. 人际关系方面 - 首脑领袖和领导 Informational - formal access to information from internal and external sources - communicating, monitorin

5、g, and scanning the environment. 信息 方面 - 内外资源信息的正式联系 - 通讯，监督与扫描环境 Decisional - entrepreneurial manager; handler of problems; resource allocator, and negotiator. 决策方面 - 企业家， 问题处理者，资源分配者，及谈判者,1-6,Keys to Managerial Effectiveness 管理有效性的关键,Efficiency - doing the right things. 效率 - 做正确的事 Effectiveness -

6、doing the right things right. 效果 - 将正确的事做正确 Transformation 转换,1-7,Levels of Management 管理层次,Strategic - top level. Establish organizational goals and work with the internal environment. 策略 - 顶层。建立组织目标并与内部环境运作 Tactical - middle level. Allocate resources to meet objectives of top management. 战术 - 中层。分

7、配资源以满足高层管理的目标 Operational - first level. Supervise day-to-day operations like order entry, credit checking, and inventory control. 操作 - 基层。监督日常运作，如订但录入，资信核查及库存控制,1-8,Operational Systems 操作系统,Collect, validate, and record data about business transactions that affect corporate resources. 收集，确认并记录影响公司资

8、源的交易数据 Repetitive types of transactions. 交易的重复类型 Systems produce periodic reports: daily, weekly, monthly. 系统生产阶段性报告：日报，周报，月报 Information in the reports is fairly predictable. 报告中的信息具有相当的预见性,1-9,Operational Systems 操作系统,Systems that displays information about past activities of the firm. 系统显示企业过去活动的

9、信息 Very detailed reports. 非常具体的报告 Data in the system is internally generated. 系统内的数据内部生成 The form of the data used as input is usually very structured. 用于输入数据表格非常结构化 Data are very accurate. 数据非常精确,1-10,Tactical Systems - Characteristics 战术系统 - 特征,Provide information for monitoring and controlling op

10、erations/resource allocations. 为监督控制操作系统/分配资源提供信息 Data are summarized: summary reports, exception reports, ad hoc reports. 概括数据：综合报告，例外报告，特定报告 Periodic reports, e.g. dollar amounts over due by 30-, 60-, and 90-days. 周期性报告，如： 30-, 60-, 和90- 天欠款金额 Unexpected findings may be provided by these systems.

11、未预期的发现可由这些系统提供,1-11,Tactical Systems - Characteristics (continued) 战术系统 - 特征（续）,Reports can be used to compare one period to another period. 报告可用于比较一个阶段与另一个阶段的情况 Information is not detailed, but is summarized. 信息不具体，但概括 Information comes from both internal and external sources. 信息来自内部与外部资源 Supports

12、ad hoc reporting. 支持特定报告,1-12,Strategic Planning Systems 策略计划系统,Support long range planning. 支持长期规划 Sometimes there is not a clear delineation between Tactical and Strategic systems. 有时战略和战术系统没有明确的轮廓 Information may be produced ad hoc or on a periodic basis (e.g. income statement). 信息可按特定情况或按周期基础产生（

13、如:收入报表） Information provided may give unexpected results. 提供的信息可能是未预料的结果,1-13,Strategic Planning Systems 策略计划系统,Information is used to try to predict the future to guide planning. 信息是用于预测未来指导规划 Reports are typically very summarized. 报告非常概括 Much of the data provided comes from external sources. 大多数的数

14、据来自于外部资源 Unstructured format to reports. 非格式化报告 Report data may be subjective 报告的数据可能是主观的,1-14,Sequence of Development of Management Information Systems管理信息系统发展的顺序,Operational systems must be in place before tactical information systems can be built. 操作系统必须在战术信息系统建立之前就存在 Much of the information for

15、tactical systems are produced by operational systems. 大多数战术信息系统的信息来自于操作系统,1-15,Cases in Information Systems 信息系统案例,General Life Insurance Company - General人寿保险公司 On-line systems to update/access policies. 在线系统更新/连接政策 Product analysis by sales agents 由销售代理分析产品 Dellco Foods, Inc. - Dellco食品公司 Enables

16、managing physical distribution of goods, invoices, and cash flow. 能够管理食品，发票和现金流的物理分配 Support tactical analysis of sales by product and by territory. 按产品或地区支持销售的战术分析,1-16,Cases in Information Systems 信息系统案例,Sea Lake County Welfare Department 海湖城福利局 Provides financial assistance to residents in the fo

17、rm of medical assistance, food stamp program, social services, and special services. 以医疗支持，食物种类计划，社会服务和特殊服务的方式提供财务援助 On-line records to access client records. 在线记录与客户记录连接 Supports analysis of long-term trends in client needs and to predict service needs. 支持客户长期需求的分析并预测服务需求,1-17,The Stage Evolution o

18、f Data Processing - Richard Nolan 数据处理的阶段演进 - Richard Nolan,A six-stage theory of data processing growth that describes the organizational learning curve with regard to adopting and using information technology. 数据处理六阶段理论描述了采用信息技术的组织学习曲线 Each stage has specific growth characteristics. 每个阶段有其特定的成长特征,

19、1-18,Stage 1 - Initiation 阶段1 - 开始,Cost-effective transaction processing systems like accounts receivable and payroll are introduced. 有效成本事务处理系统，如应收帐款和工资 Few controls over data processing expenditures. 对数据处理费用的控制少 Computer resources are controlled by the computer professionals. 由计算机专家对计算机的资源进行控制,1-1

20、9,Stage 2 - Contagion 阶段2 - 传染,Caused by the initial success with computerization. 导致了计算机化的初步成功 Applications proliferate. 扩大应用 Controls on computer hardware, software, and personnel are very low. 由计算机硬件和软件进行控制，人为控制非常少 Expenditures for computer processing skyrockets. 计算机处理的费用猛涨,1-20,Stage 3 - Control

21、 阶段3 - 控制,A management steering committee is organized to control computer expenditures. 管理指导委员会安排控制计算机费用 The MIS Department becomes a formal organizational function. 管理信息系统部门成为正式的职能组织 Project planning and system controls are implemented. 完成项目规划与系统控制 At the end of stage 3, management now focuses on

22、managing data instead of the computer as a resource. 在第3阶段末，管理着侧重管理数据而不是作为资源的计算机,1-21,Stage 4 - Integration 阶段4 - 整合,Existing systems begin to be integrated through use of: 现有系统开始整合为 database management systems 数据管理系统 telecommunications technologies. 通讯技术,1-22,Stage 5 - Data Administration 阶段5 - 数据管

23、理,The firm continues to shift to the use of database management systems. 企业继续过渡到使用数据管理系统 The firm moves away from developing systems with third generation programming languages. 企业进一步走向用第三代程序语言开发系统 Databases support multiple applications across business functional areas. 数据支持的多种应用遍步商业职能领域,1-23,Stage

24、 6 - Maturity 阶段6 - 成熟期,Managers recognize the importance of the MIS area and of data as a resource. 管理者意识到管理信息系统和作为资源的数据的重要性 Formal planning ensures that MIS plans support corporate plans. 正式规划确保管理信息系统计划支持公司计划 Priority setting for the use of MIS resources are set jointly by top management and MIS m

25、anagement. 高层管理与MIS管理共同首选利用MIS资源,1-24,Three Eras of Information Technology - Updating Nolan 信息技术的三个时期 - 更新的Nolan,DP era - organizations are functional hierarchies. DP focused on automating tasks. DP时期 - 组织为功能层级。 DP侧重自动化的任务 Information Technology era - early 80s - focused technology on 搆nowledge work

26、ers?using PCs. 信息技术时期 - 80年代早期 - 侧重知识工人的技术；使用计算机 Network era - move to leverage information technology. Nolan predicts new organizational forms that are combined with new technologies. 网络时期 - 步入到影响信息技术。 Nolan预言新的组织形式会带有新技术,1-25,The Impact of Technology 技术的影响,Shared Databases 共享数据库 Notebook Computers

27、 笔记本电脑 Interactive Videodisks 相互作用的可视磁盘 Multimedia 多媒体 Applications Must Drive the Use of Technology 应用必须带动技术的使用,1-26,Summary 摘要,Managers must understand how to use information technology to manage the organization抯 resources. 管理者必须了解任何使用信息技术来管理组织资源 Over-control may cause a firm to lag behind compet

28、itors who are developing unique new ways to leverage the value of information. 过度控制会导致一个企业落后于竞争对手，而他们正开发一个新的独特的方式来影响信息的价值 Focus on achieving a competitive edge. 侧重获取竞争优势,Chapter 2 第2章 An Introduction to Concepts of Systems and Organizations 系统与组织的概念介绍,Systems Concepts 系统概念,System Boundaries 系统界限 Sys

29、tems and Subsystems 系统和子系统 Outputs and Inputs 输出与输入 Subsystem Interfaces and Interface Problems 子系统界面与界面的问题,System Boundaries 系统界限,Boundaries depict the scope of activities for a system. 界限描述了一个系统活动的范围 Boundaries delineate areas of responsibility. 界限勾画出责任范围 You must define the boundaries for busines

30、s systems. 你必须对确定商务系统的界限,Systems and Subsystems 系统和子系统,Systems often consist of numerous subsystems. 系统经常包含许多子系统 Each subsystem has elements, interactions with other subsystems, and objectives. 每个子系统具有与其它子系统相互作用和目标的组成成分 Subsystems perform specialized tasks for the overall system. 子系统执行与母系统相关的特别任务 In

31、 business, functions such as marketing, finance, and manufacturing are subsystems. 在企业系统中，市场营销，财务和制造职能是子系统,Outputs and Inputs 输出与输入,Systems produce Outputs from Inputs - that is the Inputs are converted to Outputs. 系统由输入产生输出 - 输入转化成输出 Outputs of one subsystem become inputs to another subsystem. 一个子系

32、统的输出会成为另一个子系统的输入 Outputs must adhere to standards to be useful or acceptable to the next subsystem. 一个子系统的输出应符合一定的标准才能被下一个子系统接受,Subsystem Interface and Interface Problems 子系统界面与界面的问题,An Interface connects each system or subsystem at its boundaries. 连接每个系统或子系统的界面在其边界上 It serves to convey the output o

33、f one system to the input of another system. 它用于连接一个系统的输出与另一个系统的输入 Review the example in your textbook where the Inventory subsystem produces inputs to the Purchasing subsystem. 见书中案例，库存子系统产生的输入到采购子系统,Systems and Their Environments 系统及其环境,Open and Closed Systems - Open systems receive feedback from

34、outside its environment. 开放性与关闭性系统 -开放性系统从外部环境获得反馈 System Feedback - indicates if the system performance is meeting standards. 系统反馈 - 显示系统的绩效是否符合标准 System Stress and Change - as systems change over time they become stressed as new problems arise - discuss the example with new workers in a system wit

35、hin a firm. 系统压力与变化 - 系统随时发生变化，因为发现了新的问题而产生压力 - 在企业中与新工人讨论系统中的问题,An Information System as a System 作为系统的信息系统,Subsystems 子系统 Outputs and Inputs 输出与输入 Hierarchy of Subsystems 子系统的层次 System Feedback 系统反馈 Subsystem Interfaces 子系统界面 Internal Controls 内部控制 Using the Systems Approach in Information Systems

36、 Design 对信息系统设计系统方法,The Structure of an Enterprise 企业结构,An enterprise is organized into subsystems. An example is shown in Figure 2-9. 一个企业组织成许多子系统。见表2-9 Note the three major systems and their subsystems in this microcomputer dealership. 注意三个主系统和它们的子系统的领导关系 Think about how information is used by the

37、 dealership owner/managers to monitor and control business activities. 考虑领导/所有者/管理者如何利用信息监督控制业务活动的,Using the Systems Approach in Problem-Solving 在解决问题中利用系统法则,Define the Problem 定义问题 Gather Data Describing the Problem 收集描述问题的数据 Identify Alternative Solutions 找出可供选择的解决方法 Evaluate These Alternatives 评估

38、这些解决方法 Select and Implement the Best Alternative 选择和利用最佳解决方法 Follow Up to Determine if the Solution is Working 追踪以决定解决方法是否有效,Define the Problem 定义问题,This critical step requires you to differentiate between the 損roblem?and 搒ymptoms?of the problem. 此原则步骤要求你区分问题的错误？或征兆？所在 You must gather data describin

39、g the problem. 你必须收集数据描述问题 Example problem: Sales are low - low sales is usually a symptom of some other problem such as poor advertising. 例如：销售量低 - 销售量低通常也是其他问题的征兆如低劣广告,Gather Data Describing the Problem 收集描述问题的数据,Study the following in order to gather data: 研究下列情况以收集数据 Environment, current standar

40、ds (as compared to outputs produced), management skills, input resources, and internal procedures. 环境，当前标准（与输出比较），管理技巧，输入资源及内部程序 Understand the environment first - customers, competitors, local community. 首先了解环境 - 顾客，竞争对手 Brainstorm about a low sales problem - what are the data to be gathered? 有关销售量

41、低的头脑激荡法 - 需收集什么数据,Identify Alternative Solutions 找出可供选择的解决方法,Alternatives may be based on different strategies for solving a problem. Example business strategies include: 可供选择的方法基于对问题解决的差别。如企业战略包括： low-cost strategy 低成本战略 value-added strategy 附加值战略 Do not rule out alternatives at this point - those

42、that seem infeasible may be feasible with additional resources. 不要以这种观点拒绝考虑解决方法 - 用额外的资源使不可能的事情变为可能,Evaluate Alternatives 评估解决方法,Evaluate alternatives from a quantitative perspective. 从量的角度评估解决方法 Evaluate alternatives from a qualitative perspective. 从质的角度评估解决方法 Link the alternatives to the firm抯 obj

43、ectives and strategic direction where appropriate. 将解决方法与企业的目标和战略方向相联系,Select and Implement the Best Alternative 选择和利用最佳解决方法,Often requires an implementation plan. 经常需要完成计划 May require new personnel or equipment resources. 也许需要新的人力或设备资源 May require new information systems support. 也许需要新的信息系统的支持,Foll

44、ow Up 跟踪,Follow up to ensure that the solution is working. 跟踪以确保解决方法的实施 Is the system meeting its goals? 系统满足目标吗？ Evaluate success/failure in terms of the systems model. 用系统模块评估成功/失败,Using Information Systems for Feedback 用信息系统获取反馈,Information systems can provide feedback to enable the firm to respo

45、nd to customer needs. 信息系统提供的反馈是企业能够回应顾客的需求 Response to customers must often be on a real-time basis - information systems must provide the information needed to respond. 回应顾客必须及时 - 信息系统必须提供回应的信息 This is termed 揗anage by Wire 有线管理 Discuss the examples in the text - Mrs. Fields; WalMart; Insurance Co

46、mpany. 讨论教材案例 - Mrs. Fields; 沃尔-玛特; 保险公司,Manage by Wire - Guidelines 有线管理 - 指南,Managers must make decisions about organizing information technology platforms, data models, and information sharing capabilities to make it possible to get to the information needed. 为了得到所需的信息，管理者必须对组织信息技术平台，数据模块，信息共享能力做

47、决定 Identify current technologies and incompatibilities. 识别当前技术及不一致性 Can the firm integrate systems and share data? 企业能够整合系统并数据共享吗？ Do managers get the information they need? 管理者得到他们所需的信息吗？ Is information shared between business units? 信息在业务单位间共享吗？,Making the Transition to the Learning Organization 转

48、变成学习性组织,Organizations that learn faster than their competitors. The five disciplines of a learning organization are: 组织比竞争对手学习的快。学习性组织的五项训练 Personal Mastery 人员优势 Mental Models 思维模式 Building Shared Vision 建立共同观点 Team Learning 分组学习 Systems Thinking 系统思维,Learning Disabilities of Current Organizations 当

49、前组织的学习障碍,Many organizations have learning disabilities. Examples include: 许多组织有学习障碍，如： Individuals focused on their own position without recognizing how they affect others. 个人把精力放在自己身上，而忽视如何影响他人 Individuals who blame others for problems. 个人对问题责怪他人 Reactive management. 反应管理 Focus on events rather tha

50、n process improvement. 侧重事件而不注重改进过程,The Systems Approach - Transition to the Learning Organization 系统方法 - 转变成学习性组织,View the organization as the systems that comprise it - the framework of interrelationships. 将组织看作是系统的组成部分 - 相互关系的框架 Feedback in the Learning Organization - critical to understanding th

51、e systems perspective - influences performance. 学习性组织的反馈 - 关键是了解系统的前景 - 影响绩效,Summary 摘要,Systems concepts are the foundation for understanding information systems and their use by managers. 系统概念是管理者了解和使用信息系统的基础 Understand the systems model and the systems approach. 了解系统模式与系统方法 Focus on the role of fe

52、edback in a system, and the need for information to support management decision making. 在系统中侧重反馈，支持管理决策的信息需求,Chapter 3 第3章 Strategic Uses of Information Technology 信息技术的策略用途,Strategic Uses of Information Technology 信息技术的策略用途,Porter and Millar抯 Value Chain Concept provides a means to evaluate busines

53、s activities and the use of information technology. Examples include: Porter和Millar价值链概念提供了评估业务活动和使用信息技术的方法。例如： American Hospital Supply-easier for hospitals to order supplies by an electronic interface. 美国医疗器材供给系统 - 通过电子界面使医院采购更方便 American Airline抯 SABRE System-covered in detail later in the chapte

54、r. 美国航天SABRE系统 - 在以后的章节详细介绍,Porter and Millars Value Chain Porter 和Millar的价值链,Value activities = those activities a firm must do to do business. 价值活动 = 企业必须从事的活动 Primary activities create, market, deliver, and service a product. 主要活动市场营销，运输及产品的服务 Support activities make the primary activities possib

55、le. Information Systems is a support activity. 支持活动使主要活动成为可能。信息系统是支持活动,Value Chain (Cont.) 价值链（续）,The way one activity in chain is performed may affect the performance of others. 价值链中的活动方式会影响其它活动的绩效 Example: superior product design may reduce after-sale service costs. 如：高级产品的设计会降低售后服务成本 Activities a

56、re linked. Information systems help managers to manage the linkages between activities. 活动是相互联系的。信息系统帮助管理者连接各项活动,Value Chain: Primary Activities 价值链：主要活动,Inbound Logistics: material handling, logistics. 内勤：材料处理，后勤 Operations: manufacturing, parts assembly. 操作：制造，备件组装 Outbound Logistics: order proces

57、sing, shipping. 外勤：订单处理，运输 Marketing and Sales: advertising, promotion. 营销与销售：广告，促销 Service: after sales service and repair. 服务：售后服务与修理,Value Chain: Support Activities 价值链：支持活动,Organization: general management, accounting, legal work. 组织：管理，会计，法律事务 Human Resources: acquiring the right personnel for

58、the firm. 人力资源：为企业招聘合适的人才 Technology: acquiring state-of-the-art equipment. 技术：使用现有工艺水平的设备 Purchasing: acquiring raw materials. 采购：获得原材料,How Technology Supports the Value Activities - Examples 技术如何支持价值活动 - 示例,Inbound Logistics: Just-in-time Inventory 内勤：及时正好库存 Operations: Process Control. 操作：工艺控制 Ou

59、tbound Logistics: On-line links to Customers. 外勤：顾客在线连网 Marketing: Laptops for Direct Sales. 市场营销：笔记本电脑直接销售 After-sale Service: Electronic Dispatch of Technical Support. 售后服务：技术支持的电子化分配,How Technology Supports the Value Activities - Examples 技术如何支持价值活动 - 示例,Management: Electronic Mail. 管理：电子邮件 Human Resources: On-line Personnel Database. 人力资源：在线人才库 Technology: CAD/CAM. 技术： CAD/CAM Procurement: On-line Access to Suppliers?Inventory. 采购：供货商在线连接？库存,Using Information Technology for Competitive Advantage 使用信息技术加强竞争优势,Parsons (1983) introduced a three-level