International Journal of Economy, Management and Social Sciences, 2(6) June 2013, Pages: 387-395

TI Journals

International Journal of Economy, Management and Social Sciences

ISSN
2306-7276

www.tijournals.com

An Investigation into the Effects of Applying Management

Information Systems (MIS) on Managers' Decision Making in
Universities
Case Study: Universities & Higher Education Institutes in the
City of Qom
Kamal Barzegar Bafrouei 1, Mohammad Ali Sarlak 2, Seyed Mohammad Mahmoudi 3,
Gholamreza Jandaghi 4
1

MBA.
Associate Professor, Payam-Nour University, Iran.
3
Associate Professor, Tehran University, Iran.
4
Professor, Tehran University, Iran.
2

AR TIC LE INF O

AB STR AC T

Keywords:

The main objective of this study is to take advantage of increasing managers identification
(recognition) about effects of applying Management Information Systems (MIS) on decision
making in academic environments. The present study tries to evaluate and identify the position and
the role of information systems and their effects on managers decision making in universities and
higher education institutes in the city of Qom. The purpose of research is applied and the
methodology is field-survey. Also, library and field methods are used to collect research data. After
distributing and gathering questionnaires, SPSS software is employed for the purpose of data
analysis. Results of study show that there is a direct and significant relationship between using
management information systems and decision making. It means if managers apply MIS in
decision making more and more, then they would expect that the results of their decisions are
better and better. Finally, the results of this study that confirm the positive effect of using
information systems on making decisions in educational institutions are compatible with Obi
(2003), Fabunmi (2003) and Adebayo (2007).

management information systems

decision making
problem identification
solutions identification and evaluation
solution selection
solution implementation
evaluating results
universities and higher education institutes

2013 Int. j. econ. manag. soc. sci. All rights reserved for TI Journals.

1.

Introduction

Universities all over the world are experiencing the need to adapt and transform themselves due to the effects of globalization. Due to the
nature of globalization that opens up national borders and greatly increases the flows of knowledge, ideas and information across virtually
every part of the world, the university, as a traditional producer of knowledge and its agent in transmission to the next generation, stands to
be affected a great deal. Moreover, the increased flows of knowledge and ideas mean that universities in one part of the world need to
transform themselves rapidly and radically in order to survive as well as to function effectively in strengthening its traditional missions
(Information Technology and University in Asia (ITUA), 2002). Kroeker (2000) argues that new technologies are both a creative force
bringing about new opportunities and methodologies, as well as a destructive force causing the cessation of older methodologies, or at the
very least, old ways of perceiving education (Furneaux, 2004). Nowadays, many organizations and educational institutions are utilizing
technology as an effective tool for monitoring and improving organization's performance (Kitcharoen, 2007, p.15).
It is necessary to say that Managers are involved in a wide range of decisions about technology, decisions that are vital to the success of the
organization (Lucas, Jr., 2000, p.15). Thus, managers can reach their organizational objectives by Management Information Systems (MIS).
There are numerous reasons exist for these systems to support decision making. The most popular are to overcome human intellectual
limitations in information storage and processing, communication facilitation & knowledge transfer, cost reduction, technical support and
finally supporting the quality of decisions in organization (Sarlak & Forati, 2008: 133-134). Overall, the relation between making decisions
and information systems will:
1. Providing information necessary for solving problems and making important decisions;
2. Providing required information for making repeated & comparative decisions (Momeni, 1993: 528; cited in: Sarlak & Forati, 2008: 134).

* Corresponding author.
Email address: jandaghi@ut.ac.ir

Kamal Barzegar Bafrouei et al.

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Int ernational Journal of Ec onomy, Mana ge me nt and Soci al Sc iences , 2(6) June 2013

It is necessary to say that although these days management information systems are applied by managers and other people in universities
and higher education institutes in the city of Qom, but there are some problems and difficulties. So current study tries to evaluate and
identify the position and the role of information systems and their effects on managers' decision making in these organizations.
Therefore, the main problem of current study may be questioned as: do Management Information Systems (MIS) affect higher education
and universities managers' decision making? In addition, this survey will consider the effects of these systems (MIS) over on whole process
of decision making that contains problem identification and definition, identifying and comparing alternatives, selecting and implementing
the solution and finally evaluating results.

2.

Objectives

2-1. Main objective

To take advantage of increasing manager's identification (recognition) about effects of applying Management Information Systems (MIS)
on decision making in academic environments.
2-2. Secondary objectives
1. To improve the quality of managers' decision making;
2. To decrease managers' mistakes in terms of their decisions.

3.

Hypothesis

This study possesses a main hypothesis that can be expanded to five secondary assumptions based on the rational model of organizational
decision making process (Hatch, 2006: 2/438).
3-1. Main hypothesis
Main hypothesis proposed that there is a meaningful relationship between applying Management information systems and managers'
decision making in Qom universities and higher education institutes.
3-2. Secondary hypothesis
1.
2.
3.
4.
5.

4.

There is a meaningful relationship between applying management information systems and problem identification;
There is a meaningful relationship between applying management information systems and solutions identification & evaluation;
There is a meaningful relationship between applying management information systems and solution selection;
There is a meaningful relationship between applying management information systems and solution implementation;
There is a meaningful relationship between applying management information systems and evaluating results.

Theoretical Background

4-1. Decision making

According to Stoner & Wankel (1986: 159), decision making is process of selecting an option as a suitable solution for solving problem
(Mazaheri, 2000: 23). Decision making is an important function of managers. Nobel and Herbert Simon (1960) believe that the whole
process of decision making is synonymous with the practice of management, so that, Decision making is the core of all managerial
functions and sound decision making is absolutely necessary for enterprise or organization to gaining, obtaining and maintaining a
competitive advantage (Selly, 1998: 1;cited in: Sarlak & Forati, 2008: 126-127).As Bernard said, decision making is formed the foundation
of a manager functions and a manager skill in decision making reveals itself in efficiency and the quality of doing functions and presenting
services (Sa'adat, 1993: 4).
American philosopher John Dewey in his research at 1910 concludes that problem solving involves these various steps:
-

Event or actions that draw decision maker's attention to the existence of problem;
Exploring the nature, dimension and features of problem;
The process of finding various alternatives and solutions will begin;
Selection and implementation results will be examined and so that, the most appropriate solution will be implemented.

Although, many scholars defined various steps for decision making process, but most of them are based on Dewey's model (Sa'adat, 1993:
18).

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Internat ional Jour nal of Economy, Mana ge ment and Social Sciences , 2(6) June 2013

Among different styles and approaches to decision making models, the rational decision making seems the most important model. This
opinion was based on Taylor's scientific management theories, Max Weber's bureaucracy theory and other classical point of views that
assume organizations as a scientific-rational machine that operate completely rationally and impersonal to achieve the goals (Sharifzadeh,
1998, 86).A rational decision maker behaves completely logical and real. He defines the difficulty precisely and has clear and obvious
goals. Also, application of the process of decision making always leads to decisions that accelerate goal achievement (Robbins &de Cenzo,
2000: 134).In despite of emerging new models and being familiar with clear and proven limitation of classical models such as rational
model of decision making, this model is still affecting on managerial decision making new approaches (Fitzgerald, 2002: 15) because
organizational theories cannot be understand without the concept of logic. According to Carzo & Yavenzas, the main objective of designing
an organization is to facilitate optimum access to resources. Although, theoretical models and administrative methods of decision making
has been changed, but the rationality has been a guideline principle or fundamental model (structure) for designing and managing
organizations (Sheikhzadeh & Sheikhzadeh, 2007: 154-155).
4-2. Management Information systems (MIS)
In computer science and MIS, an information system is defined in various points of view that we mention three definitions as example:
-

From the "systemic" viewpoint, information systems are combination of hardware, software, data and related technologies that
are organized and integrated to receiving, process and transferring data and information.
From the "functional" viewpoint, information systems form by three various systems include Information Storing System (ISS),
Information Processing System (IPS) and Information Retrieving System (IRS). Therefore, in process of converting data to
information, at first, raw data center to system and then after recording, it will be processed and finally will be presented to end
users by information search and retrieval system.
From the "organizational" viewpoint, information system includes human resources, material and instrumental resources,
information centers, methods and procedures. Therefore, in this approach, the concept of "organization" or "information institute"
is used that are more expanded and comprehensive (Mahmoudi, 2007: 148).

Overall, it can be said (conclude) that this system is a computer base and integrated system that provides necessary information for
supporting the operation and decision making. Major elements are:
1.
2.
3.
4.
5.

Integrated system to provide service to numerous users;

Computer-base system that connects information softwares via databases;
Computer (machine)-user connector who answer immediate and temporary searches;
Provide information to all management levels;
Operational and decision making support (Awad, 1988: 5; cited in: Sarlak & Forati, 2008: 22).

4-3. Role of Management information systems in decision making

Efficient organizations require established systems to enable them to make the best possible decisions in the situations they are likely to
meet. Thus an organizational information system should collect data, analyze and present this as useful information that can be retrieved as
the basis of expert knowledge at the point of decision. Once decisions are made they must be passed on to those who implement them,
carried out, and the success or failure of the operation monitored. Increasingly decisions can be automatically implemented using the
technology, thus enabling organizational objectives to be achieved with maximum efficiency (Tansey, 2003: 4-5).
Decision making is one of the main functions of management at all levels of managerial and supervisorial works in organizations even in
everyday life of human. In organizations, top managers direct team or group by decision making and strategic planning, while lower
managers makes daily decisions in on base of assigned tasks. Also, both operational directors usually make decisions for their own. As a
result, information needs is differ in each level. So, management information systems not only support top managers in implementing
strategic affairs but enable middle managers to access information for their repetitive or daily decisions (Momeni, 2001: 9-10).
Management information systems support information needs during daily decision making (Schermerhorn, 2005: 169; cited in: Sarlak &
Forati, 2008: 22). In other words, management information system is a macro system that is responsible for preparation, control, review and
providing information from outside, inside or middle phoneme of organizational performance. Also, these systems will organize
information and communication management in required forms (shapes) in order to help managers make effective and efficient decisions
about organizational goals and objectives, performing, planning, implementation and evaluation of tasks and responsibilities (Momeni,
2001: 8). Management information system has three parts: management, information and integrated systems (Momeni, 2001: 9).
4-4. Literature Review
In order to investigate the effects of management information systems on decision making in higher education organizations and
universities, this article will mention some related studies in Iran and other countries.

Kamal Barzegar Bafrouei et al.

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Int ernational Journal of Ec onomy, Mana ge me nt and Soci al Sc iences , 2(6) June 2013

Samadiin his master thesis analyzes the effects of management information systems on improving senior managers' decision making in
university of Tehran. In his research, MIS was independent variable and other variables such as decision making, planning, organizing,
communication, control, external environment, efficiency and affectivity considered as dependent variable (Samadi, 1999).
The role of management information system in user decision making was another master thesis that is conducted by Bagheri in Imam
Hussein University's educational management information system. He also suggests solutions or alternatives to correct or design new
educational management systems (Bagheri, 1999).
In a research entitled as "The Use of Management Information Systems (MIS) in Decision Making in the South-West Nigerian
Universities" done by Ajayi and Fadekemi F., show that MIS was not adequately used in decision making process on long-term planning,
short-term planning and budgeting in Nigerian universities. Also, there was no significant difference between Federal and State universities
in terms of the use of MIS for decision making on both long and short-term planning (Ajayi & Fadekemi F., 2007: 109).
Igwe (1995) studied information management and decision making in National Board for Technical Education (NBTE), Kaduna, and found
out that NBTE was growing in complexity, with increasing number of personnel and programmers, and that the information management
of NBTE was ineffective and inadequate due to lack of funds, modern facilities and information experts to manage information effectively.
Igwe concluded that the poor and ineffective information management negatively affected decision making, and that decisions were
sometimes arbitrarily taken due to lack of appropriate or timely information (Fabunmi& Erwat, n.d.).
Research done by Obi (2003), Fabunmi (2003) and Adebayo (2007) revealed that management information systems have significant affects
on effective decisions in educational institutions (Ajayi & Fadekemi F., 2007: 110-111).

5.

Methodology

The current survey is an applied form in terms of its goals and is categorized in survey-type studies (survey-field) and is descriptive in
terms of the method of data collection using library and field methods to collect research data. In library method, literature of subject is
reviewed from related books, articles and other secondary sources and in field method, collecting data is done by analyzing distributed
questionnaires. Also, content validity has been approved by supervisor and some professors in related fields. To determine the reliability of
the questionnaires, Cronbach's alpha method is utilized. This research applies the quantitative research model for data analyzing. For this
study, an initial sample including 14 questionnaires was pre-tested and then their confidence ratio was calculated by using obtained data via
Cronbach's Alpha. Overall, Questionnaire of MIS (Management Information Systems) had high reliability, =0.951 and for decision
making questionnaire it was =0.983 that shows high reliability for questionnaires.
The population of current survey covers approximately 155 numbers of managers from universities and higher education institutes in the
city of Qom that involves: university of Qom, Mofid University, university of Tehran-college of Qom, Shahab-Danesh private higher
education institute, Payam Noor university, university of religions and denominations, research institute of Hawzah and university & Qom
Islamic Azad University. It is worth mentioning that these managers were in job position of chancellor, deputy or vice-chancellor, manager
and supervisor. Finally, 78 managers were selected as sample size that is calculated by this formula.

Nz 2 x2
n

2
2

( N 1) ( Z 2 x2 )
2

n = the size of sample

N = the size of population
= the level of error

Z a = the amount of statistic normal distribution

2

2
x

= the population variance

=the level of confidence

In present study, N=155, =0.05,

Z a =1.96, x =0.814, =0.15.

2

An Investigation into the Effects of Applying Management Information Systems (MIS) on Managers' Decision Making in

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Internat ional Jour nal of Economy, Mana ge ment and Social Sciences , 2(6) June 2013

6.

Results

The main and practical step of a research activity is finding the answer of what researcher is looking for. So, in order to achieve the results,
gathered information (data) will be analyzed. In analysis process, an important point is that researcher should analyze data towards the
research objectives, problem or problems solving and the hypothesis evaluation.
6-1. Demographic characteristics results of respondents

Table 1. Frequency distribution of respondents in terms of organization/institution

Organization/institute name
1. Research institute of Hawzah and university
2. Payam Noor university
3. University of Tehran-college of Qom (Pardis)
4. Shahab-Danesh private higher education institute
5. Qom Islamic Azad university
6. University of Qom
7. University of religions and denominations
8. Mofid University
Total

Frequency
9
7
13
4
8
13
9
15
78

Percent %
11.54
8.97
16.67
5.13
10.26
16.67
11.54
19.23
100

Table 2. Frequency distribution of respondents in terms of education (academic) levels

No. of organization
/institute
1
2
3
4
5
6
7
8
Sum

Bachelor
Freq.
%
5
55.60
4
57.10
7
53.80
3
75
2
25
8
61.50
0
0
12
80
41
52.56

Master
Freq.
%
4
44.4
2
28.6
4
30.8
1
25
5
62.5
3
23.1
8
88.9
2
13.3
29
37.18

PhD
Freq.
0
0
2
0
1
1
0
1
5

%
0
0
15.4
0
12.5
7.7
0
6.7
6.41

Unknown
Freq.
%
0
0
1
0
0
14.3
0
0
0
0
1
0
1
7.7
0
11.1
3
3.85

Total
Freq.
%
9
100
7
100
13
100
4
100
8
100
13
100
9
100
15
100
78
100

Table 3. Frequency distribution of respondents in terms of age

No. of organization
/institute
1
2
3
4
5
6
7
8
Sum

30 years and
less
Freq.
%
2
22.22
1
14.29
2
15.38
0
0.00
2
25.00
1
7.69
0
0.00
6
40.00
14
17.95

From 31 to 40
years
Freq.
%
4
44.44
2
28.57
7
53.85
2
50.00
4
50.00
8
61.54
4
44.44
7
46.67
38
48.72

From 41 to 50
years
Freq.
%
2
22.22
1
14.29
2
15.38
1
25.00
2
25.00
1
7.69
4
44.44
1
6.67
14
17.95

More than 50
years
Freq.
%
0
0.00
0
0.00
1
7.69
1
25.00
0
0.00
1
7.69
0
0.00
1
6.67
4
5.13

Unknown
Freq.
1
3
1
0
0
2
1
0
8

%
11.11
42.86
7.69
0.00
0.00
15.38
11.11
0.00
10.26

Total
Freq.
9
7
13
4
8
13
9
15
78

%
100
100
100
100
100
100
100
100
100

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Int ernational Journal of Ec onomy, Mana ge me nt and Soci al Sc iences , 2(6) June 2013

Table 4. Frequency distribution of respondents in terms of experience

No.
of
organization
/institute
1
2
3
4
5
6
7
8
Sum

5 years and
less
Freq.
%
3
33.33
1
14.29
0
0.00
1
25.00
2
25.00
0
0.00
3
33.33
5
33.33
15
19.23

From 6 to 10
years
Freq.
%
3
33.33
1
14.29
7
53.85
0
0.00
1
12.50
8
61.54
3
33.33
3
20.00
26
33.33

From 11 to 15
years
Freq.
%
1
11.11
4
57.14
2
15.38
0
0.00
2
25.00
3
23.08
2
22.22
3
20.00
17
21.79

More than 15
years
Freq.
%
0
0.00
0
0.00
2
15.38
1
25.00
2
25.00
0
0.00
1
11.11
2
13.33
8
10.26

Unknown
Freq.
2
1
2
2
1
2
0
2
12

%
22.22
14.29
15.38
50.00
12.50
15.38
0.00
13.33
15.38

Total
Freq.
9
7
13
4
8
13
9
15
78

%
100
100
100
100
100
100
100
100
100

Table 5. Frequency distribution of respondents in terms of job position

No.
of
organization
/institute
1
2
3
4
5
6
7
8
Sum

Chancellor

Vice-chancellor

Manager

Supervisor

Unknown

Total

Freq.

Freq.

Freq.

Freq.

Freq.

Freq.

1
0
1
0
0
2
0
2
6

11.10
0.00
7.70
0.00
0.00
15.40
0.00
13.30
7.69

0
1
2
0
2
0
0
0
5

0.00
14.30
15.40
0.00
25.00
0.00
0.00
0.00
6.41

5
6
6
4
3
10
7
7
48

55.60
85.70
46.20
100.00
37.50
76.90
77.80
46.70
61.54

2
0
3
0
1
1
1
5
13

22.20
0.00
23.10
0.00
12.50
7.70
11.10
33.30
16.67

1
0
1
0
2
0
1
1
6

11.10
0.00
7.70
0.00
25.00
0.00
11.10
6.70
7.69

9
7
13
4
8
13
9
15
78

100
100
100
100
100
100
100
100
100

6-2. Testing research hypothesis

According to research main and secondary hypothesis, Spearman's rank correlation coefficient test is done in order to investigating the
relation between "using management information systems" and "decision making" components.
First secondary hypothesis: first secondary hypothesis proposed that there is a meaningful relationship between applying management
information systems and problem identification. The null hypothesis was that no relationship would exist between applying management
information systems and problem identification.
Table 6. Correlation coefficient test results "using MIS" and "problem identification"

Results
Frequency
78

Spearman's rank correlation coefficient

0.675

P-Value
0.000

By a confidence level of 95%, and P-Value less than standard error =0.05. As a result, the null hypothesis "no relationship would exist
between applying management information systems and problem identification" was rejected and alternative hypothesis was supported
since obtained the correlation of 0.675, which shows direct and significant relation between both variables. In other words, the first
secondary hypothesis was confirmed so that we can say: between using management information systems and problem identification is
direct and strong relationship.
Second secondary hypothesis: second secondary hypothesis proposed that there is a meaningful relationship between applying
management information systems and solutions identification & evaluation. The null hypothesis was that no relationship would exist
between applying management information systems and solutions identification & evaluation.

An Investigation into the Effects of Applying Management Information Systems (MIS) on Managers' Decision Making in

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Internat ional Jour nal of Economy, Mana ge ment and Social Sciences , 2(6) June 2013

Table 7. Correlation coefficient test results "using MIS" and "solutions identification & evaluation"

Results
Frequency
78

Spearman's rank correlation coefficient

0.699

P-Value
0.000

At confidence level of 95%, P-Value was less than standard error =0.05. As a result, the H0 hypothesis "no relationship would exist
between applying management information systems and solutions identification & evaluation" was rejected and alternative hypothesis was
supported since obtained the correlation of 0.699, and shows direct and significant relation between both variables. As a matter of fact, the
second secondary hypothesis was confirmed and then we can conclude: between using "management information systems" and "solutions
identification & evaluation" is direct and strong relationship.
Third secondary hypothesis: this hypothesis proposed that there is a meaningful relationship between "using management information
systems" and "solution selection". The null hypothesis was that no relationship would exist between applying management information
systems and solution selection.
Table 8. Correlation coefficient test results "using MIS" and "solution selection"

Results
Frequency
78

Spearman's rank correlation coefficient

0.582

P-Value
0.000

By a confidence level of 95%, and P-Value less than error =0.05, the null hypothesis "no relationship would exist between applying
management information systems and solution selection" was rejected and alternative hypothesis was supported since obtained the
correlation of 0.582, which shows direct and significant relation between both variables. In other words, the third secondary hypothesis was
confirmed so that we can conclude: between "using management information systems" and "solution selection" is direct and strong
relationship.
Forth secondary hypothesis: this hypothesis proposed that there is a meaningful relationship between "using management information
systems" and "solution implementation". The null hypothesis was that no relationship would exist between applying management
information systems and solution implementation.
Table 9. Correlation coefficient test results "using MIS" and "solution implementation"

Results
Frequency
78

Spearman's rank correlation coefficient

0.575

P-Value
0.000

At confidence level of 95%, and P-Value less than error =0.05, the null hypothesis "no relationship would exist between applying
management information systems and solution implementation" was rejected and alternative hypothesis was supported since obtained the
correlation of 0.575, which shows direct and significant relation between both variables. In other words, the forth secondary hypothesis was
confirmed so that we can conclude: between "using management information systems" and "solution implementation" is direct and strong
relationship.
Fifth secondary hypothesis: this hypothesis proposed that there is a meaningful relationship between "using management information
systems" and "evaluating results". The null hypothesis was that no relationship would exist between applying management information
systems and evaluating results.
Table 10. Correlation coefficient test results "using MIS" and "evaluating results"

Results
Frequency
78

Spearman's rank correlation coefficient

0.564

P-Value
0.000

At confidence level of 95%, and P-Value less than error =0.05, the null hypothesis "no relationship would exist between applying
management information systems and evaluating results" was rejected and alternative hypothesis was supported since obtained the
correlation of 0.564, which shows direct and significant relation between both variables. In other words, the forth secondary hypothesis was
confirmed so that we can conclude: between "using management information systems" and "evaluating results" is direct and strong
relationship.

Kamal Barzegar Bafrouei et al.

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Int ernational Journal of Ec onomy, Mana ge me nt and Soci al Sc iences , 2(6) June 2013

Main hypothesis: this hypothesis proposed that there is a meaningful relationship between "using management information systems" and
"decision making". The null hypothesis was that no relationship would exist between using management information systems and decision
making.
Table 11. Correlation coefficient test results "using MIS" and "decision making"

Results
Spearman's
coefficient
0.666

Frequency
78

rank

correlation

P-Value
0.000

At confidence level of 95%, and P-Value less than error =0.05, the null hypothesis "no relationship would exist between using
management information systems and decision making" was rejected and alternative hypothesis was supported since obtained the
correlation of 0.666, which shows direct and significant relation between both variables. In other words, the main hypothesis was
confirmed so that we can conclude: between "using management information systems" and "decision making" is direct and strong
relationship.
Table 12. Summary of results

Freq.

Correlation
coefficient

P-Value

Test
result

1stsecondary
hypothesis

Problem
identification

78

0.675

0.000

Reject
H0

2ndsecondary
hypothesis

Solutions
identification
and evaluation

78

0.699

0.000

Reject
H0

Solution
selection

78

0.582

0.000

Reject
H0

Solution
implementation

78

0.575

0.000

Reject
H0

Evaluating
results

78

0.564

0.000

Reject
H0

Decision making

78

0.666

0.000

Reject
H0

3rdsecondary
hypothesis
4thsecondaryh
ypothesis
5thsecondary
hypothesis
Main
hypothesis

7.

Independent
variable

Using management information systems

Dependent
variable

Hypothesis

Conclusion
Direct
and
significant
correlation
Direct
and
significant
correlation
Direct
and
significant
correlation
Direct
and
significant
correlation
Direct
and
significant
correlation
Direct
and
significant
correlation

Conclusion

Data analysis shows that management information systems could affect the whole process of managers' decision making such as problem
identification, solutions identification and evaluation, solution selection & implementation, evaluating results and decision making in
universities and higher education institutes in Qom. In fact, acceptance of survey hypothesis represents that more usage of information
systems in everyday tasks, enable managers to make better decisions. In addition, these results are consistent with Obi (2003), Fabunmi
(2003) and Adebayo (2007). They had stressed the need for management information systems in making effective decisions in educational
institutions (Ajayi & Fadakemi, 2007: 110). According to Obi, MIS is also relevant in non-programmed decisions as it provides support by
supplying information for the search, the analysis, the evaluation and the choice and implementation process of decision making. Fabunmi
also maintains that MIS is useful in making decisions to solve many of the problems facing educational institutions.

An Investigation into the Effects of Applying Management Information Systems (MIS) on Managers' Decision Making in

395

Internat ional Jour nal of Economy, Mana ge ment and Social Sciences , 2(6) June 2013

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