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NCA - Semestei NC - Nanagement Infoimation Systems

Assignment Set - Roll No.



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MAY 2011
Master of Computer AppIication (MCA) - Semester 4
MC0076 - Management Information Systems- 4 Credits
(Book ID: B0901)
Assignment Set - 1 (60 Marks)

1 a Wr|te a note on |nformat|on management mode|
Ans 1 (a)
Informat|on management (IM)
ls collclon and managmn of lnformalon from on or mor sourcs and dlsrlbulon of
a lnformalon o on or mor audlncs 1ls somlms lnvolvs os wo av a sak ln or a
rlg o a lnformalon Managmn mans organlzalon of and conrol ovr srucur
procsslng and dllvry of lnformalon
1rougou 1970s ls was largly llmld o flls fll malnnanc and llf cycl
managmn of paprbasd flls or mdla and rcords Wl prollfralon of lnformalon
cnology sarlng ln 1970s [ob of lnformalon managmn ook on a nw llg and also
bgan o lnclud flld of uaa malnnanc no longr was lnformalon managmn a slmpl
[ob a could b prformd by almos anyon An undrsandlng of cnology lnvolvd and
ory blnd l bcam ncssary As lnformalon sorag slfd o lcronlc mans ls
bcam mor and mor dlfflcul
8y la 1990s wn lnformalon was rgularly dlssmlnad across compur nworks and by
or lcronlc mans nwork managrs ln a sns bcam lnformalon managrs 1os
lndlvlduals found mslvs askd wl lncraslngly compl asks ardwar and sofwar Wl
las ools avallabl lnformalon managmn as bcom a powrful rsourc and a larg
pns for many organlzalons
n sor lnformalon managmn nalls organlzlng rrlvlng acqulrlng and malnalnlng
lnformalon ls closly rlad o and ovrlapplng wl praclc of uaa Managmn
1 rms M and lnformalon sysm ar ofn confusd nformalon sysms lnclud sysms
a ar no lnndd for dclslon maklng 1 ara of sudy calld M ls somlms rfrrd o ln a
rsrlclv sns as lnformalon cnology managmn 1a ara of sudy sould no b confusd
wl compur sclnc M as also som dlffrncs wl L8 wlc lncorporas lmns a
ar no ncssarlly focusd on dclslon suppor


NCA - Semestei NC - Nanagement Infoimation Systems
Assignment Set - Roll No.

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What do you understand y management?
Ans 1()
Management is defined as a focus that a job can be done through a people with a process of
planning, Organizing, staffing, leading and controlling to achieve goal efficiently and effectively in a
dynamic environment. $ince organizations can be viewed as systems, management can also be
defined as human action, including design, to facilitate the production of useful outcomes from a
system. This view opens the opportunity to 'manage' oneself, a pre-requisite to attempting to manage
others.
1. The organization and coordination of the activities of an enterprise in accordance with certain
policies and in achievement of defined objectives.
Management is often included as a factor of production along with machines, materials, and money.
According to the management guru Peter Drucker (1909-2005), the basic task of a management is
twofold: marketing and innovation. Practice of modern management owes its origin to the 16th century
enquiry into low-efficiency and failures of certain enterprises, conducted by the English statesman $ir
Thomas More (1478-1535). As a discipline, management consists of the interlocking functions of
formulating corporate policy and organizing, planning, controlling, and directing an organization's
resources to achieve the policy's objectives.

2. The directors and managers who have the power and responsibility to make decisions to manage
an enterprise.
The size of management can range from one person in a small organization to hundreds or thousands
of managers in multinational companies. n large organizations the board of directors formulates the
policy which is then implemented by the chief executive officer. $ome business analysts and
financiers accord the highest importance to the quality and experience of the managers in evaluating
an organizations current and future worth.
Management information systems (M$) produce fixed, regularly scheduled reports based on data
extracted and summarized from the firm's underlying transaction processing systems (TP$) to middle
and operational level managers to provide answers to structured and semi-structured decision
problems.

2 1ake an organ|zat|on of your know|edge and determ|ne the |nformat|on needed y
|nd|v|dua| [oho|ders
Ans 2
Components of an DrganIzatIonaI InformatIon System
The envIronment In whIch organIzatIons operate from the InformatIonal perspectIve In terms
proposed by Ceorge Huber of the UnIversIty of Texas, who has studIed the organIzatIonal
desIgn requIred by an InformatIon socIety. HIs conclusIons provIde a framework for
determInIng what Is requIred of an organIzatIonal InformatIon system.
These, accordIng to Huber, are the hallmarks of an InformatIon socIety:

NCA - Semestei NC - Nanagement Infoimation Systems
Assignment Set - Roll No.

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ramatIc Increase of AvaIIabIe KnowIedge
Whether measured In terms of the number of scholarly journals, patents and copyrIghts, or In
terms of the volumes of corporate communIcatIons, both the productIon and the dIstrIbutIon
of knowledge have undergone a manIfold Increase.
2 Crowth of CompIexIty
Huber characterIzes complexIty In terms of numerosIty, dIversIty, and Interdependence. A
growIng world populatIon and the IndustrIal revolutIon combIned to produce numerosty, or a
growIng number of human organIzatIons. To succeed, people and organIzatIons learned to
specIalIze: they do thIngs dIfferently and organIze themselves dIfferently to accomplIsh
specIalIzed tasks. These dIfferences lead to dversty.
J Increased TurbuIence
The 5,.e o] events In an InformatIon socIety Is set by technologIes. The speeds of today's
computer and communIcatIon technologIes have resulted In a dramatIc Increase In the number
of events occurrIng wIthIn a gIven tIme. ConsIder the volumes and speed of trades In the
securItIes and currency markets. WIdespread use of telefacsImIle, as another example, has
removed the floatthe lag between sendIng and receIvIngIn wrItten communIcatIons. Equally
Important, because of the Infrastructure dIscussed earlIer, the number of events that actually
Influence an organIzatIon's actIvItIes (effectIve events has also grown rapIdly.
The great amount of change and turbulence pressurIng organIzatIons today thus calls for rapId
InnovatIon In both product and organIzatIonal structure.

3 What are the features contr|ut|ng to success and fa||ures of MIS mode|s?
Ans 3
The following features contributing a lot for the success of M$ and are listed below:-
1. The M$ is integrated into the managerial functions. t sets clear objectives to ensurethat the M$ focuses on
the maj or issues of the business. Also adequate development resources are provided and the human and
organizational barriers to progress are removed.
2. An appropriate information processing technology required to meet the data processing and analysis needs of
the users of the M$ is selected.
3. The M$ is oriented, defined and designed in terms of the user's requirements and its
operational viability is ensured.
4. The M$ is kept under continuous surveillance, so that its open system design is modified according to the
changing information needs.
5. M$ focuses on the business results and goals, and highlights the factors and reasons for non-achievement.
6. M$ is not allowed to end up into an information generation mill avoiding the noise in the information and the
communication system.
7. The M$ recognizes that manager is a human being and therefore, the systems must consider all
the human behavioral factors in the process of the management.
NCA - Semestei NC - Nanagement Infoimation Systems
Assignment Set - Roll No.

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8. The M$ recognizes that the different information needs for different objectives must be met with.
The globalization of information in isolation from the different objectives leads to information overload
and its non-use.
9. The M$ is easy to operate and, therefore, the design of the M$ has such features which make up
a user-friendly design.
10. M$ recognizes that the information needs become obsolete and new needs emerge. The M$
design, therefore, has a basic potential capability to quickly meet new needs conformation.


Iactors Contr|ut|ng to Ia||ure of MIS
The common observed features which are responsible for the failure of M$ is as follows:-
1. The M$ is conceived as a data processing and not as an information processing system.
2. The M$ does not provide that information which is needed by the managers but ittends to provide
the information generally the function calls for. The M$ then becomes animpersonal system.
3. Underestimating the complexity in the business systems and not recognising it in the M$ design
leads to problems in the successful implementation.
4. Adequate attention is not given to the quality control aspects of the inputs, the process and the
outputs leading to insufficient checks and controls in the M$.
5. The M$ is developed without streamlining the business processing systems in the organisation.
6. Lack of training and appreciation that the users of the information and the generators of the data
are different, and they have to play an important responsible role in the M$.


4 Lxp|a|n the re|at|onsh|p etween art|f|c|a| |nte|||gence and neura| networks w|th he|p
of a scenar|o
Ans 4
A can b groupd undr r ma[or aras cognllv sclnc robolcs and naural lnrfacs
Cognllv sclnc focuss on rsarclng on ow uman braln works and ow umans lnk and
larn Appllcalons ln cognllv sclnc ara of A lnclud dvlopmn of pr sysms and
or knowldg basd sysms a add a knowldg bas and som rasonlng capabllly o
lnformalon sysms
Also lncludd ar adaplv larnlng sysms a can modlfy lr bavlor basd on lnformalon
y acqulr as y opra Css playlng sysms ar som ampls of suc sysms

NCA - Semestei NC - Nanagement Infoimation Systems
Assignment Set - Roll No.

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NCA - Semestei NC - Nanagement Infoimation Systems
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S What do you understand y Mu|t|nat|ona| corporat|on G|oa| Corporat|on
Internat|ona| corporat|on 1ransnat|ona| corporat|on
Mu|t|nat|ona| Corporat|on
NCA - Semestei NC - Nanagement Infoimation Systems
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A mullnalonal corporalon as bull or acqulrd a porfollo of nalonal companls a l opras
and manags wl snsllvly o ls subsldlarls local nvlronmns 1 subsldlarls opra
auonomously ofn ln dlffrn buslnss aras A company a follows a mullnalonal sragy as
lll nd o sar daa among ls subsldlarls or bwn parn and subsldlarls cp o
consollda flnanclal posllons a yars nd
G|oa| Corporat|on
A global corporalon as ralonallzd ls lnrnalonal opralons o aclv grar fflclncls
roug cnral conrol Aloug ls sragy and marklng ar basd on concp of a global
mark a adquarrs organlzalon maks all ma[or dclslons A company pursulng a global
sragy nds o ransfr opralonal and flnanclal daa of ls forlgn subsldlarls o
adquarrs ln ral lm or on a frqun basls A lg lvl of lnformalon flows from subsldlary o
parn wll llmld daa mov from parn o subsldlary
Internat|ona| Corporat|on
An lnrnalonal corporalon pors prls and knowldg of parn company o
subsldlarls Pr subsldlarls opra mor auonomously an ln global corporalons dally
lnformalon flows from parn o ls subsldlarls n praclc subsldlarls ofn rly on
parn o rcls ls knowldg for subsldlarls bnfl rar an slmply o por l o
subsldlarls lor ampl a subsldlary wlou a gra dal of uman rsourcs prls may pay
ls parn o opra ls uman rsourcs funclon Aloug lnformalon orlcally sould
say wlln subsldlary ln ls cas l may flow back and for bwn parns localon and
subsldlarys localon
1ransnat|ona| Corporat|on
A ransnalonal corporalon lncorporas and lngras mullnalonal global and lnrnalonal
sragls 8y llnklng local opralons o on anor and o adquarrs a ransnalonal company
amps o raln fllbllly o rspond o local nds and opporunlls wll aclvlng global
lngralon 8caus ransnalonal opra on prmls of amwork y dmand abllly o
sar bo lnformalon and lnformalon srvlcs

6 I|nd out a re|evant case |n wh|ch 8k has een adapted and re|ate the concepts
that you f|nd |n th|s chapter w|th that case
Ans
1 fundamnal rdslgn of buslnss procsss rqulrs a slgnlflcan cang ln mlnds of
popl across organlsalon 1 rnglnrlng of buslnss calls for a cang ln
managmn pllosopy 1 buslnss sragy sould b compllv rar an proclv o
malnaln ladrslp and grow sould b suc a l kps organlsalon undr a consan
sa of alr 1s ar lms wn llk an arquak produc wlll b rplacd suddnly
or ovrnlg a nw cnology would brlng down cos or buslnss wlll b rand by an
alogr nw dvlopmn and so on
NCA - Semestei NC - Nanagement Infoimation Systems
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Mark sar ls also an lmporan yardslck 1 mark sould b masurd ln rms of sar ln
nlc and no as a prcnag ln larg sgmn Masurlng sals ln a nlc ln lslf as a vry
sarp focus nsad of dllvry promls approprla masur would b srvlc fulflllmn 1
srvlc ls all comprnslv masur an [us dllvry promls
1 slgnlflcan addllon o radllonal prformanc masurs ls knowldg rsourc ls no
vry lmporan as o ow many popl ar ngagd ln buslnss oug undoubdly lr
numbr nds o b conrolld Wa ls lmporan ls ow muc knowldg y av abou
varlous aspcs of buslnss ls no numbr bu qually and lvl of knowldg y
av
1radllonal prformanc masurs wlll conlnu o play lmporan rol as bfor 8u wn l coms
o comparlson wl ors nw masurs suggsd r ar crllcal and lmporan 1abl 81
glvs buslnss prformanc masursradllonal o modrn form


8aslc lmns of buslnss procss ar
Molvalon o prform
uaa garlng procsslng and sorlng
nformalon procsslng
Ccklng valldalng and conrol
uclslon maklng
Communlcalon
All s rla o uman lnllalv
1 dclslon suppor sysms wlll b lngrad ln buslnss procss lslf wr rlggrs ar usd o mov
procss 1 rlggrs could b buslnss ruls and sord procdurs nabllng procss o bcom
auomolv ln ls culon 1 M ln rnglnrd organlsalon would b mor of a prformanc
NCA - Semestei NC - Nanagement Infoimation Systems
Assignment Set - Roll No.

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monlorlng ool o sar wl and n a conrol for prformanc 1 radllonal M ls funcloncnrd
llk flnanc produclon marlal c 1 Managmn nformalon ysm ln a rnglnrd organlsalon
would b procss cnrd valualng cusomr salsfaclon pcalons and prcplons
1 buslnss procss rqulrs formalon and ls analysls for dclslonmaklng n cours of culon l
ccks valldas and conrols a numbr of aspcs of buslnss procss bfor aklng a dclslon for
lmplmnalon prforms valldalng ccklng compulng communlcalng and procsslng a a mlnd
boggllng spd and prclslon
1aklng ampl of rclp of goods onc agaln nformalon 1cnology lps o gnra goods
r[clon no for lnformalon of suppllrs f goods ar accpd l updas purcas ordr
saus sock saus and gnras an lndn for marlal lssu wlll glv an ffc ln accouns payabl
as pr du da and gnra paymn voucr for accounlng and cqu for paymn o suppllr

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