管理信息系统精要版最新版英文教学课件第9章
管理信息系统mis9_ch02_ppt
2Chapter InformationSystems in the2.1©2013 by Qian AibingEnterpriseOBJECTIVES•Evaluate the role played by the major types of Management Information SystemsChapter 2 Information Systems in the Enterprisesystems in a business and their relationship to each other•Describe the information systems supporting the major business functions: sales and marketing, manufacturing and production, finance and 2.2©2013 by Qian Aibinggaccounting, and human resources•Analyze the relationship between organizations, Management Information SystemsChapter 2 Information Systems in the EnterpriseOBJECTIVES (continued)information systems, and business processes•Explain how enterprise applications promote business process integration and improveorganizational performance2.3©2013 by Qian Aibing•Assess the challenges posed by information systems in the enterprise and managementsolutions•Challenge:monthly changes in fashions; Mango has Management Information SystemsChapter 2 Information Systems in the EnterpriseMango Case: Fast Fashion, Hot Systems731 stores in 72 countries•Solutions. Inventory replenishment system tracks all sales and matches stores with inventory.•Design teams meet weekly to adjust to trends.•Distribution system allocates bar-coded items to 2.4©2013 by Qian AibingDistribution system allocates bar coded items to specific stores based on store/product mix.•Reduces time to market, increases agility•Increases accuracy of decision makingManagement Information SystemsChapter 2 Information Systems in the EnterpriseMAJOR TYPES OF SYSTEMS IN ORGANIZATIONSTypes of Information Systems2.5©2013 by Qian AibingFigure 2-1Management Information SystemsChapter 2 Information Systems in the EnterpriseMAJOR TYPES OF SYSTEMS IN ORGANIZATIONSDifferent Kinds of SystemsThree main categories of information systems serve1.Operational-level systems:support operational managers,keeping track of the elementary activities andtransactions2.Management-level systems:serve the monitoring,Three main categories of information systems serve different organizational levels:2.6©2013 by Qian Aibingcontrolling, decision-making, and administrative activities3.Strategic-level systems:help senior management tackleand address strategic issuesManagement Information SystemsChapter 2 Information Systems in the EnterpriseMAJOR TYPES OF SYSTEMS IN ORGANIZATIONSMajor Types of Systems•Transaction Processing Systems (TPS)•Management Information Systems (MIS)•Decision-Support Systems (DSS)•Executive Support Systems (ESS)2.7©2013 by Qian AibingManagement Information SystemsChapter 2 Information Systems in the EnterpriseMAJOR TYPES OF SYSTEMS IN ORGANIZATIONSThe Four Major Types of Information SystemsFigure 2-22.8©2013 by Qian AibingManagement Information SystemsChapter 2 Information Systems in the EnterpriseMAJOR TYPES OF SYSTEMS IN ORGANIZATIONSTransaction Processing Systems (TPS)•Basic business systems that serve theoperational level• A computerized system that performs andrecords the daily routine transactions necessary 2.9©2013 by Qian Aibingrecords the daily routine transactions necessary to the conduct of the businessManagement Information SystemsChapter 2 Information Systems in the EnterpriseMAJOR TYPES OF SYSTEMS IN ORGANIZATIONSA Symbolic Representation for a Payroll TPS2.10©2013 by Qian AibingFigure 2-3Management Information SystemsChapter 2 Information Systems in the EnterpriseMAJOR TYPES OF SYSTEMS IN ORGANIZATIONSTypical Applications of TPS2.11©2013 by Qian AibingFigure 2-4Management Information SystemsChapter 2 Information Systems in the EnterpriseMAJOR TYPES OF SYSTEMS IN ORGANIZATIONSManagement Information Systems (MIS)M t l lManagement level •Inputs:High volume transaction level data •Processing:Simple modelsSummary reports2.12©2013 by Qian Aibing•Outputs:Summary reports •Users:Middle managersExample: Annual budgetingManagement Information SystemsChapter 2 Information Systems in the EnterpriseMAJOR TYPES OF SYSTEMS IN ORGANIZATIONSManagement Information Systems (MIS) (continued)Figure 2-52.13©2013 by Qian AibingManagement Information SystemsChapter 2 Information Systems in the EnterpriseMAJOR TYPES OF SYSTEMS IN ORGANIZATIONSManagement Information Systems (MIS)(continued)p pA sample MIS reportFigure 2-62.14©2013 by Qian AibingManagement Information SystemsChapter 2 Information Systems in the EnterpriseMAJOR TYPES OF SYSTEMS IN ORGANIZATIONSDecision-Support Systems (DSS)Management levelManagement level •Inputs:Transaction level data•Processing:Interactive2.15©2013 by Qian Aibing•Outputs:Decision analysis•Users:Professionals, staffExample: Contract cost analysisManagement Information SystemsChapter 2 Information Systems in the EnterpriseMAJOR TYPES OF SYSTEMS IN ORGANIZATIONSDecision-Support Systems (DSS) (Continued)Voyage-estimating decision-support system y g g pp y2.16©2013 by Qian AibingFigure 2-7Management Information SystemsChapter 2 Information Systems in the EnterpriseMAJOR TYPES OF SYSTEMS IN ORGANIZATIONSEXECUTIVE SUPPORT SYSTEMS (ESS):•Inputs:Aggregate data•Processing:Interactive•Outputs:Projections 2.17©2013 by Qian Aibingp j•Users:Senior managersExample: 5 year operating planManagement Information SystemsChapter 2 Information Systems in the EnterpriseMAJOR TYPES OF SYSTEMS IN ORGANIZATIONSModel of a Typical Executive Support System2.18©2013 by Qian AibingFigure 2-8Management Information SystemsChapter 2 Information Systems in the EnterpriseMAJOR TYPES OF SYSTEMS IN ORGANIZATIONSEXECUTIVE SUPPORT SYSTEMS (ESS)(Continued)•Top Level Management•Designed to the individual senior manager •Ties CEO to all levels2.19©2013 by Qian Aibing•Very expensive to keep up•Extensive support staffManagement Information SystemsChapter 2 Information Systems in the EnterpriseMAJOR TYPES OF SYSTEMS IN ORGANIZATIONSRelationship of Systems to One AnotherInterrelationships among systems2.20©2013 by Qian AibingFigure 2-9Management Information SystemsChapter 2 Information Systems in the EnterpriseMAJOR TYPES OF SYSTEMS IN ORGANIZATIONSRelationship of Systems to One AnotherIn contemporary digital firms, the different types of systems are closely linked to one another. This is the ideal. In traditional firms these systems tend to be isolated from one another, and information does not flow seamlessly from one end of the organization to the other. Efficiency and business value tend to 2.21©2013 by Qian Aibingysuffer greatly in these traditional firmsManagement Information SystemsChapter 2 Information Systems in the EnterpriseSYSTEMS FROM A FUNCTIONAL PERSPECTIVESales and Marketing SystemsMajor functions of systems:•Sales management, market research, promotion, pricing, new productsMajor application systems:2.22©2013 by Qian Aibing•Sales order info system, market research system, pricing systemManagement Information SystemsChapter 2 Information Systems in the EnterpriseSYSTEMS FROM A FUNCTIONAL PERSPECTIVESales and Marketing SystemsSYSTEM DESCRIPTION ORGANIZATIONALSYSTEM DESCRIPTION ORGANIZATIONAL LEVELOrder processingEnter, process, and track orders Operational Pricing analysis Determine prices for products and Management 2.23©2013 by Qian Aibingc g a a ys s ete e p ces o p oducts ad servicesa age e tSales trend forecastingPrepare 5-year sales forecasts Strategic Table 2-2Management Information SystemsChapter 2 Information Systems in the EnterpriseSYSTEMS FROM A FUNCTIONAL PERSPECTIVEManufacturing and Production SystemsMajor functions of systems:•Scheduling, purchasing, shipping, receiving, engineering, operationsMajor application systems:2.24©2013 by Qian Aibing•Materials resource planning systems, purchase order control systems, engineering systems,quality control systemsManagement Information SystemsChapter 2 Information Systems in the EnterpriseSYSTEMS FROM A FUNCTIONAL PERSPECTIVEDESCRIPTION ORGANIZATIONALManufacturing and Production SystemsSYSTEM DESCRIPTION ORGANIZATIONAL LEVELMachine control Control the actions of machines and equipmentOperational Production Decide when and how many products 2.25©2013 by Qian AibingProduction planning Decide when and how many products should be producedManagement Facilities location Decide where to locate new production facilitiesStrategic Management Information SystemsChapter 2 Information Systems in the EnterpriseOverview of an Inventory SystemSYSTEMS FROM A FUNCTIONAL PERSPECTIVE2.26©2013 by Qian AibingFigure 2-10Management Information SystemsChapter 2 Information Systems in the EnterpriseSYSTEMS FROM A FUNCTIONAL PERSPECTIVEFinancing and Accounting SystemsMajor functions of systems:•Budgeting, general ledger, billing, costaccountingMajor application systems:2.27©2013 by Qian Aibing•General ledger, accounts receivable, accounts payable, budgeting, funds management systemsManagement Information SystemsChapter 2 Information Systems in the EnterpriseSYSTEMS FROM A FUNCTIONAL PERSPECTIVEFinancing & Accounting Systems (Continued)SYSTEM DESCRIPTION ORGANIZATION-AL LEVELAccounts receivableTracks money owed the firm Operational2.28©2013 by Qian AibingBudgeting Prepares short-term budgets ManagementProfit planningPlans long-term profits StrategicTable 2-4Management Information SystemsChapter 2 Information Systems in the EnterpriseSYSTEMS FROM A FUNCTIONAL PERSPECTIVEHuman Resource SystemsMajor functions of systems:•Personnel records, benefits, compensation, labor relations, trainingMajor application systems:2.29©2013 by Qian Aibing•Payroll, employee records, benefit systems,career path systems, personnel training systemsManagement Information SystemsChapter 2 Information Systems in the EnterpriseSYSTEMS FROM A FUNCTIONAL PERSPECTIVEHuman Resource Systems (Continued)SYSTEM DESCRIPTION ORGANIZATIONALLEVELTraining and development Tracks employee training, skills, and performance appraisalsOperational Compensation Monitors the range and distribution of employee wages salaries andManagement 2.30©2013 by Qian Aibinganalysis of employee wages, salaries, and benefitsHuman resources planning Plans the long-term labor force needs of the organizationStrategic Table 2-5Management Information SystemsChapter 2 Information Systems in the EnterpriseHuman Resource Systems (Continued) An Employee Recordkeeping SystemSYSTEMS FROM A FUNCTIONAL PERSPECTIVE2.31©2013 by Qian AibingFigure 2-11Management Information SystemsChapter 2 Information Systems in the EnterpriseBusiness Processes and Information Systems B iINTEGRATING FUNCTIONS AND BUSINESS PROCESSES:Introduction to Enterprise ApplicationsBusiness processes:•Manner in which work is organized, coordinated, and focused to produce a valuable product or service•Concrete work flows of material, information, and knowledge——sets of activities2.32©2013 by Qian Aibingknowledge sets of activities •Unique ways to coordinate work, information, and knowledge•Ways in which management chooses tocoordinate workManagement Information SystemsChapter 2 Information Systems in the EnterpriseBusiness Processes and Information SystemsINTEGRATING FUNCTIONS AND BUSINESS PROCESSES:Introduction to Enterprise Applications(Continued)•Information systems help organizationsachieve great efficiencies by automating parts of processes•IS also contributes to completely rethinking 2.33©2013 by Qian Aibingy g processes.•Business processes typically span several different functional areas.Management Information SystemsChapter 2 Information Systems in the EnterpriseExamples of Business ProcessesINTEGRATING FUNCTIONS AND BUSINESS PROCESSES:Introduction to Enterprise ApplicationsManufacturing and production:•Assembling product, checking quality, producing bills of materialsSales and marketing:2.34©2013 by Qian Aibing•Identifying customers, creating customer awareness, sellingTable 2.6Management Information SystemsChapter 2 Information Systems in the EnterpriseINTEGRATING FUNCTIONS AND BUSINESS PROCESSES:Introduction to Enterprise ApplicationsExamples of Business Processes (Continued)Finance & accounting Finance & accounting:•Paying creditors, creating financial statements, managing cash accountsH Examples of Business Processes (Continued)2.35©2013 by Qian AibingHuman resources Human resources:•Hiring employees, evaluating performance, enrolling employees in benefits plansTable 2.6 continuedManagement Information SystemsChapter 2 Information Systems in the EnterpriseBusiness Processes and Information Systems INTEGRATING FUNCTIONS AND BUSINESS PROCESSES:Introduction to Enterprise ApplicationsCross Cross--Functional Business Processes:•Transcend boundary between sales, marketing, manufacturing, and research and development 2.36©2013 by Qian Aibing•Group employees from different functional specialties to a complete piece of workExample: Order Fulfillment ProcessManagement Information SystemsChapter 2 Information Systems in the EnterpriseThe Order Fulfillment ProcessINTEGRATING FUNCTIONS AND BUSINESS PROCESSES:Introduction to Enterprise Applications2.37©2013 by Qian AibingFigure 2-12Management Information SystemsChapter 2 Information Systems in the EnterpriseSystems for Enterprise-Wide Process Integration INTEGRATING FUNCTIONS AND BUSINESS PROCESSES:Introduction to Enterprise ApplicationsEnterprise applications:•Designed to support organization Designed to support organization--wide process coordination and integration2.38©2013 by Qian AibingManagement Information SystemsChapter 2 Information Systems in the EnterpriseSystems for Enterprise-Wide Process IntegrationINTEGRATING FUNCTIONS AND BUSINESS PROCESSES:Introduction to Enterprise ApplicationsConsist ofConsist of :•Enterprise systems•Supply chain management systems•Customer relationship management systems (Continued)2.39©2013 by Qian Aibing•Knowledge management systemsManagement Information SystemsChapter 2 Information Systems in the EnterpriseEnterprise SystemsINTEGRATING FUNCTIONS AND BUSINESS PROCESSES:Introduction to Enterprise Applications•Enterprise systems, also known as enterprise resource planning (ERP) systems, provide asingle information system for organization single information system for organization--wide coordination and integration of key business processes.2.40©2013 by Qian Aibing•Information that was previously fragmented indifferent systems can seamlessly flow throughout the firm so that it can be shared by businessprocesses in manufacturing, accounting, human resources, and other areas.Management Information SystemsChapter 2 Information Systems in the EnterpriseEnterprise Application ArchitectureINTEGRATING FUNCTIONS AND BUSINESS PROCESSES:Introduction to Enterprise Applications2.41©2013 by Qian AibingFigure 2-13Management Information SystemsChapter 2 Information Systems in the EnterpriseTraditional “Silo” View of Information Systems INTEGRATING FUNCTIONS AND BUSINESS PROCESSES:Introduction to Enterprise ApplicationsWithin the business:•There are functions, each having its uses of information systemsOutside the organization’s boundaries:2.42©2013 by Qian Aibing•There are customers and vendorsFunctions tend to work in isolationManagement Information SystemsChapter 2 Information Systems in the EnterpriseTraditional View of SystemsINTEGRATING FUNCTIONS AND BUSINESS PROCESSES:Introduction to Enterprise Applications2.43©2013 by Qian AibingFigure 2-14Management Information SystemsChapter 2 Information Systems in the EnterpriseEnterprise SystemsINTEGRATING FUNCTIONS AND BUSINESS PROCESSES:Introduction to Enterprise Applications2.44©2013 by Qian AibingFigure 2-15Management Information SystemsChapter 2 Information Systems in the EnterpriseBenefits of Enterprise SystemsINTEGRATING FUNCTIONS AND BUSINESS PROCESSES:Introduction to Enterprise Applications•Help to unify the firm’s structure and organization:One organization•Management:Firm wide knowledge Firm wide knowledge--basedmanagement processes2.45©2013 by Qian Aibing•Technology:Unified platform•Business:More efficient operations & customer More efficient operations & customer--driven business processesManagement Information SystemsChapter 2 Information Systems in the EnterpriseChallenges of Enterprise SystemsINTEGRATING FUNCTIONS AND BUSINESS PROCESSES:Introduction to Enterprise Applications•Difficult to build:Require fundamental changes in the way the business operates•Technology:Require complex pieces of software and large investments of time, money, and2.46©2013 by Qian Aibingexpertise•Centralized organizational coordination anddecision making:Not the best way for the firms to operateManagement Information SystemsChapter 2 Information Systems in the EnterpriseSupply Chain Management (SCM)Close linkage and coordination of activitiesINTEGRATING FUNCTIONS AND BUSINESS PROCESSES:Introduction to Enterprise Applications•Close linkage and coordination of activities involved in buying, making, and moving aproduct•Integrates supplier, manufacturer, distributor, and customer logistics time2.47©2013 by Qian Aibing•Reduces time, redundant effort, and inventory costs•Network of organizations and businessprocessesManagement Information SystemsChapter 2 Information Systems in the EnterpriseH l i t f t i lSupply Chain Management (SCM)INTEGRATING FUNCTIONS AND BUSINESS PROCESSES:Introduction to Enterprise Applications•Helps in procurement of materials, transformation of raw materials into intermediate and finished products•Helps in distribution of the finished products to customers2.48©2013 by Qian Aibing•Includes reverse logistics Includes reverse logistics --returned items flow in the reverse direction from the buyer back to the sellerManagement Information SystemsChapter 2 Information Systems in the EnterpriseHaworth’s Supply Chain Management SystemsINTEGRATING FUNCTIONS AND BUSINESS PROCESSES:Introduction to Enterprise Applications2.49©2013 by Qian AibingFigure 2-16Management Information SystemsChapter 2 Information Systems in the EnterpriseInformation from Supply Chain ManagementSystems helps firms:INTEGRATING FUNCTIONS AND BUSINESS PROCESSES:Introduction to Enterprise ApplicationsSystems helps firms: •Decide when and what to produce, store,and move•Rapidly communicate orders2.50©2013 by Qian Aibing•Track the status of orders•Check inventory availability and monitorinventory levelsManagement Information SystemsChapter 2 Information Systems in the EnterpriseInformation from Supply Chain ManagementSystems helps firms:(Continued)INTEGRATING FUNCTIONS AND BUSINESS PROCESSES:Introduction to Enterprise ApplicationsSystems helps firms: (Continued)•Reduce inventory, transportation, andwarehousing costs•Track shipments2.51©2013 by Qian Aibing•Plan production based on actual customerdemand•Rapidly communicate changes in product designManagement Information SystemsChapter 2 Information Systems in the EnterpriseCustomer Relationship Management (CRM)INTEGRATING FUNCTIONS AND BUSINESS PROCESSES:Introduction to Enterprise Applications•Manages all ways used by firms to deal with existing and potential new customers•Business and technology discipline2.52©2013 by Qian Aibing•Uses information system to coordinate entire business processes of a firmManagement Information SystemsChapter 2 Information Systems in the EnterpriseCustomer Relationship Management (CRM)(Continued)INTEGRATING FUNCTIONS AND BUSINESS PROCESSES:Introduction to Enterprise Applications(Continued)•Provides end Provides end--to to--end customer care•Provides a unified view of customer across the company2.53©2013 by Qian Aibing•Consolidates customer data from multiplesources and provides analytical tools foranswering questionsManagement Information SystemsChapter 2 Information Systems in the EnterpriseCustomer Relationship Management (CRM)INTEGRATING FUNCTIONS AND BUSINESS PROCESSES:Introduction to Enterprise Applications2.54©2013 by Qian AibingFigure 2-17Management Information SystemsChapter 2 Information Systems in the EnterpriseKnowledge Management SystemsINTEGRATING FUNCTIONS AND BUSINESS PROCESSES:Introduction to Enterprise Applications•Collects relevant knowledge and make it available wherever and whenever it is needed•Support business processes and management decisionsAlso link the firm to external sources of2.55©2013 by Qian Aibing•Also link the firm to external sources of knowledge•Support processes for acquiring, storing,distributing, and applying knowledgeManagement Information SystemsChapter 2 Information Systems in the EnterpriseMANAGEMENT OPPORTUNITIES, CHALLENGES, ANDSOLUTIONSManagement Opportunities:•There are extraordinary opportunities to use information systems to achieve business value, and increase profitability2.56©2013 by Qian AibingManagement Information SystemsChapter 2 Information Systems in the EnterpriseMANAGEMENT OPPORTUNITIES, CHALLENGES, ANDSOLUTIONSManagement Challenges:•Integration and the whole firm view:Given the different interests and perspectives within a firm, it is difficult to achieve consensus about the need for the "whole firm" viewpoint.Management and employee training:Training a 2.57©2013 by Qian Aibing•Management and employee training:Training a large number of employees on many systems in a large organization involves commensurately large investments.Management Information SystemsChapter 2 Information Systems in the EnterpriseMANAGEMENT OPPORTUNITIES, CHALLENGES, ANDSOLUTIONSManagement Challenges: (Continued)•Accounting for the cost of systems and managing demands for systems:Given the large number of different types of systems in a firm, and the large number of people involved with using them it is g g ()2.58©2013 by Qian Aibingnumber of people involved with using them, it is a complex task to understand which systems are truly necessary and productive with high returns on investmentManagement Information SystemsChapter 2 Information Systems in the EnterpriseMANAGEMENT OPPORTUNITIES, CHALLENGES, ANDSOLUTIONSSolution Guidelines:•Inventory the firm’s information systems: Develop a list of firm a list of firm--wide information requirements to give a 360a 360--degree view of the most importantinformation needs of the firm.•Employee and management education:Ensure that 2.59©2013 by Qian Aibingp y g you understand how much training is required.•Account for the costs and benefits: Develop an accounting system for information services firm accounting system for information services firm--wide.。
ch9 管理信息系统的系统管理 管理信息系统课程课件
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Chapter 1: Software 31
购置商品软件与开发相结合的信息系统实施流程
系统分析
购置与专门开发 模块划分选择
购置与实施
接口设计
系统集成 系统投入运行
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系统设计 系统实施
Chapter 1: Software 32
信息系统的管理的任务
➢系统开发生命周期的管理
项目规划、审定 分析 设计 实施 风险管理
➢系统运行管理
系统日常维护管理 协调、变更管理 资源价值的最大化
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Chapter 1: Software 2
第一节 信息系统管理的基本内容
➢系统资源管理 硬件 网络 数据、程序 人员
➢安全管理 权限 操作（硬件、软件） 防病毒 防黑客
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Chapter 1: Software 25
第二节 信息系统开发的项目管理简介
常用视图有 ： ➢甘特图 ➢跟踪甘特图 ➢任务分配状况 ➢工程网络图（PERT） ➢资源工作表（存放所有资源信息、包含人力资源的工资、 材料的造价、工具的使用成本等信息）
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Chapter 1: Software 26
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©
Chapter 1: Software 29
购置商品软件的信息系统实施流程
提出需求
提出建议
基本数据录入
洽谈
方案设计
试运行
确定模块 调查分析
方案讨论 确定方案
模块设置 培训
管理模式调整
正式投入运行
维护
企业
合作
©
软件公司
Chapter 1: Software 30
第二节 信息系统开发的项目管理简介
第二节 信息系统开发的项目管理简介
管理信息系统课件
31
Bottom line
• IT can support business strategies. • IT can be used to :
✓Low-cost leadership ✓Product differentiation ✓Focus on market niche ✓Strengthen customer and supplier intimacy
10
Business process
• Logically related set of activities that define how tasks are perform.
• Different company have different level of process standardization
27
Figure 3-2
Data and information
• Data are streams of raw facts representing events and occurrences
• Information is data that have been shaped into a form that is meaningful and useful to human beings.
22
Study objectives
• Demonstrate how Porter’s competitive forces model helps companies develop competitive strategies using information systems.
• Demonstrate how the value chain and value web models help businesses identify opportunities for strategic information systems applications.
管理信息系统精要版最新版英文教学课件第1章
Business Information Systems
in Your Career
Essentials of Management Information Systems
Chapter 1 Business Information Systems in Your Career
STUDENT LEARNING OBJECTIVES
Essentials of Management Information Systems
Chapter 1 Business Information Systems in Your Career
The Role of Information Systems in Business Today
Interactive Session: People Meet the New Mobile Workers • Read the Interactive Session and then discuss the following questions:
Essentials of Management Information Systems
Chapter 1 Business Information Systems in Your Career
THE SF GIANTS WIN BIG WITH INFORMATION TECHNOLOGY
• San Franciso Giansts/AT&T Stadium uses Fieldf/x to improve team decision making, Qcue to provide dynamic ticket pricing, and wireless technology to provide services for fans.
管理信息系统双语课件
管理信息系统双语——总复习 Systems from a Constituency Perspective: ★ ★ ★
Transaction Processing Systems(TPS), Management Information Systems(MIS),
管 理 信 息 系 统
Decision-Support Systems(DSS), Executive Support Systems(ESS)
4. Types of Business Information Systems
Systems for Functional Perspective: Sales and Marketing Systems, Manufacturing and Production Systems, Finance and Accounting Systems, Human Resources Systems
5. Enterprise Applications: ★ ★ ★ ★ ★
Enterprise Systems Supply Chain Management Systems Customer Relationship Management Systems Knowledge Management Systems
13
管理信息系统双语——总复习 7. push-based model, pull-based model ★ ★ 8. Supply chain planning systems, supply chain execution 管 理 信 息 系 统 systems ★ ★ 9. CRM Systems capture and integrate customer data from all over the organization, consolidate the data, analyze the data, and then distribute the results to various systems and customer touch points across the enterprise. 10. cross-selling, up-selling, bundling ★ ★ 11. churn rate★ ★
Management Information System(Chapter1-2)管理信息系统双语教学课件
Channels of communication
1. 2. 3. 4. Telephone Written reports Face-to-face Newspapers, journals, magazines 5. Internet (email, QQ, MSN,
Workgroup, Activity Directory, BBS and so on)
Others about the Unit
1. Unit Time: 60 hours 2. Unit Credit: 4 credits 3. Material Required for this Unit:
/zh-cn/powerpoint/FX100487762052.aspx
中文定义全文:
How dose a system work?
系统工作流程图
Input Process Output
Feedback loop
Monitored and ensure that systems are effective
What is a formal system?
一个正式的系统要具备:
Information flows within organization
1. Vertical information flows
2. Horizontal information flows
Thபைடு நூலகம் factors affect internal information flows
1. 2. 3. 4. 5. The structure of the organization Overall policy Procedures 公司业务流程 Management style 管理模式 Physical location of other branches 分支机构的地域条件
信息管理系统 management information system(第九版英文原版).
LearningObjectives Web Link VideoManagementWrap-up Managing the Digital FirmCase Study: DaimlerChrysler’s Agile Supply ChainSection 1.1: Why Information Systems?Why Information Systems MatterHow Much Does IT Matter?Why IT Now? Digital Convergence and the Changing Business EnvironmentSection 1.2: Perspectives on Information SystemsWhat Is an Information System?Window on Organizations:Cemex: A Digital Firm in the MakingWindow on Technology: UPS Competes Globally with Information TechnologyIt Isn’t Just Technology: A Business Perspective on Information SystemsDimensions of Information SystemsSection 1.3: Contemporary Approaches to Information SystemsTechnical ApproachBehavioral ApproachApproach of This Text: Sociotechnical SystemsSection 1.4: Learning to Use Information Systems: New Opportunities with TechnologyThe Challenge of Information Systems: Key Management IssuesIntegrating Text with Technology: New Opportunities for LearningLearning SupplementsMake IT Your BusinessSummaryKey TermsReview QuestionsDiscussion QuestionsApplication Software Exercise: Database Exercise: Adding Value to Information for ManagementDecision Making.Dirt Bikes U.S.A.: Preparing a Management Overview of the CompanyElectronic Commerce Project: Analyzing Shipping CostsGroup Project: Analyzing a Business SystemCase Study: Dollar General: Heavy on Organization, Light on SystemsLearningObjectives Web Link Video Management Wrap-upLearningObjectives Web Link VideoManagementWrap-up Information Systems in the EnterpriseCase Study: Fast Fashion, Hot SystemsSection 2.1: Major Types of Systems in OrganizationsDifferent Kinds of SystemsFour Major Types of SystemsRelationship of Systems to One AnotherSection 2.2: Systems from a Functional PerspectiveSales and Marketing SystemsManufacturing and Production SystemsWindow on Organizations:Product Life Cycle Management Systems:Faster Products, Faster ProcessesFinance and Accounting SystemsHuman Resources SystemsSection 2.3: Integrating Functions and Business Processes: Introduction to Enterprise ApplicationsBusiness Processes and Information SystemsSystems for Enterprise-Wide Process IntegrationOverview of Enterprise ApplicationsWindow on Technology: Haworth Overhauls Supply Chain ManagementSection 2.4: Management Opportunities, Challenges, and SolutionsOpportunitiesManagement ChallengesSolution GuidelinesLearning SupplementsMake IT Your BusinessSummaryKey TermsReview QuestionsDiscussion QuestionsApplication Software Exercise: Spreadsheet Exercise: Improving Supply ChainManagementDirt Bikes U.S.A.: Analyzing Financial PerformanceElectronic Business Project: Planning Transportation LogisticsGroup Project: Describing Management Decisions and SystemsCase Study: Snyder’s of Hanover: New Systems for an Old Family CompanyLearningObjectives Web Link Video Management Wrap-upPrentice Hall © 2006 | Azimuth Interactive Inc. © 2006LearningObjectives Web Link VideoManagementWrap-up Information Systems, Organizations, Management, and StrategyCase Study: Gallo Winery Leads by Blending Business with TechnologySection 3.1: Organizations and Information SystemsWhat Is an Organization?Common Features of OrganizationsUnique Features of OrganizationsWindow on Organizations:E-Commerce North and South of the BorderOrganizing the IT FunctionSection 3.2: How Information Systems Impact Organizations and Business Firms Economic ImpactsOrganizational and Behavioral ImpactsThe Internet and OrganizationsSection 3.3: The Impact of IT on Management Decision MakingHow IT Affects Management Decision MakingThe Role of Managers in OrganizationsModels of Decision MakingImplications for the Design and Understanding of Information SystemsSection 3.4: Information Systems and Business StrategyBusiness-Level Strategy: The Value Chain ModelWindow on Technology: Hotel Loyalty Programs Become CompetitiveWeaponsFirm-Level Strategy and Information TechnologyIndustry-Level Strategy and Information Systems: Competitive Forces andNetwork EconomicsSection 3.5: Management Opportunities, Challenges, and SolutionsOpportunitiesManagement ChallengesSolution GuidelinesLearning SupplementsMake IT Your BusinessSummaryKey TermsReview QuestionsDiscussion QuestionsApplication Software Exercise: Database Exercise: Using a Database for StrategicBusiness DevelopmentDirt Bikes U.S.A.: Performing a Competitive Analysis for Dirt BikesElectronic Commerce Project: Configuring and Pricing an AutomobileGroup Project: Identifying Opportunities for Strategic Information SystemsCase Study: Can Albertsons Trounce Wal-Mart with Advanced InformationTechnology?LearningObjectives Web Link Video Management Wrap-upPrentice Hall © 2006 | Azimuth Interactive Inc. © 2006LearningObjectives Web Link VideoManagementWrap-up The Digital Firm: Electronic Business and Electronic CommerceCase Study: Corrugated Supplies: The Internet Helps a Small Company Act BigSection 4.1: Electronic Business, Electronic Commerce, and the Emerging Digital Firm Internet Technology and the Digital FirmNew Business Models and Value PropositionsSection 4.2: Electronic CommerceCategories of Electronic CommerceCustomer-Centered RetailingBusiness-to-Business Electronic Commerce: New Efficiencies andRelationshipsElectronic Commerce Payment SystemsWindow on Technology: Volkswagen Revs Up Its B2B NetworkSection 4.3: Electronic Business and the Digital FirmHow Intranets Support Electronic BusinessIntranet Applications for Electronic BusinessWindow on Organizations:CARE’s Humanitarian IntranetsBusiness Process IntegrationSection 4.4: Management Opportunities, Challenges, and SolutionsOpportunitiesManagement ChallengesSolution GuidelinesLearning SupplementsMake IT Your BusinessSummaryKey TermsReview QuestionsDiscussion QuestionsApplication Software Exercise: Spreadsheet Exercise: Analyzing a Dot-Com BusinessDirt Bikes U.S.A.: Developing an E-Commerce StrategyElectronic Commerce Project: Comparing Online Storefront Hosting ServicesGroup Project: Performing a Competitive Analysis of E-Commerce SitesCase Study: Can the Music Industry Change Its Tune?LearningObjectives Web Link Video Management Wrap-upPrentice Hall © 2006 | Azimuth Interactive Inc. © 2006LearningObjectives Web Link VideoManagementWrap-up Ethical and Social Issues in the Digital FirmCase Study: “Attention Shoppers: Background Checks for Sale”Section 5.1: Understanding Ethical and Social Issues Related to SystemsA Model for Thinking About Ethical, Social, and Political IssuesFive Moral Dimensions of the Information AgeKey Technology Trends That Raise Ethical IssuesSection 5.2: Ethics in an Information SocietyBasic Concepts: Responsibility, Accountability, and LiabilityEthical AnalysisProfessional Codes of ConductSome Real-World Ethical DilemmasSection 5.3: The Moral Dimensions of Information SystemsInformation Rights: Privacy and Freedom in the Internet AgeProperty Rights: Intellectual PropertyAccountability, Liability, and ControlSystem Quality: Data Quality and System ErrorsWindow on Technology: When Software Kills: What Happened atPanama’s National Cancer InstituteQuality of Life: Equity, Access, and BoundariesWindow on Management: Can the Spamming Monster Be Tamed?Section 5.4: Management Opportunities, Challenges, and SolutionsOpportunitiesManagement ChallengesSolution GuidelinesLearning SupplementsMake IT Your BusinessSummaryKey TermsReview QuestionsDiscussion QuestionsApplication Software Exercise: Word Processing and Web Page Development ToolExercise: Creating a Simple Web SiteDirt Bikes USA: Developing a Web Site Privacy PolicyElectronic Commerce Project: Using Internet Newsgroups for Online Market ResearchGroup Project: Developing a Corporate Ethics CodeCase Study: Security Versus Privacy: Does Terrorism Change the Debate?LearningObjectives Web Link Video Management Wrap-upPrentice Hall © 2006 | Azimuth Interactive Inc. © 2006LearningObjectives Web Link VideoManagementWrap-up IT Infrastructure and PlatformsCase Study: Hong Kong’s New World Telecommunications Prospers with a New IT InfrastructureSection 6.1: IT InfrastructureDefining IT InfrastructureLevels of IT InfrastructureEvolution of IT Infrastructure: 1950–2005Technology Drivers of Infrastructure EvolutionSection 6.2: Infrastructure ComponentsComputer Hardware PlatformsOperating System PlatformsEnterprise Software ApplicationsData Management and StorageNetworking/Telecommunications PlatformsInternet PlatformsConsulting and System Integration ServicesSection 6.3: Contemporary Hardware Platform TrendsThe Integration of Computing and Telecommunications PlatformsGrid ComputingOn-Demand Computing (Utility Computing)Autonomic ComputingWindow on Management: On-Demand Computing at Qantas Airwaysand Ford Motor Company EuropeEdge ComputingSection 6.4: Contemporary Software Platform TrendsThe Rise of Linux and Open-Source SoftwareJava Is EverywhereWindow on Technology: Two Canadian Cities Go for LinuxSoftware for Enterprise IntegrationSoftware OutsourcingSection 6.5: Management Opportunities, Challenges, and SolutionsOpportunitiesManagement ChallengesSolution GuidelinesLearning SupplementsMake IT Your BusinessSummaryKey TermsReview QuestionsDiscussion QuestionsApplication Software Exercise: Spreadsheet Exercise: Evaluating Computer Hardwareand Software OptionsDirt Bikes USA: Analyzing the Total Cost of Ownership (TCO) of Desktop SoftwareAssetsElectronic Business Project: Planning and Budgeting for a Sales ConferenceGroup Project: Evaluating Server Operating SystemsCase Study: 99 Cents Only Stores: IT Infrastructure on a BudgetLearningObjectives Web Link Video Management Wrap-upPrentice Hall © 2006 | Azimuth Interactive Inc. © 2006LearningObjectives Web Link VideoManagementWrap-up IT Infrastructure and PlatformsCase Study: Better Data Help Virgin Mobile Australia Win the Customer WarsSection 7.1: Organizing Data in a Traditional File EnvironmentFile Organization Terms and ConceptsProblems with the Traditional File EnvironmentSection 7.2: The Database Approach to Data ManagementDatabase Management SystemsTypes of DatabasesWindow on Organizations: A Database Helps P&G Manage ProductInformationSection 7.3: Creating a Database EnvironmentDesigning DatabasesDistributing DatabasesEnsuring Data QualitySection 7.4: Database TrendsMultidimensional Data AnalysisData Warehouses and Data MiningWindow on Technology: Large Data Warehouses: When Bigger IsBetterDatabases and the WebSection 7.5: Management Opportunities, Challenges, and SolutionsOpportunitiesManagement ChallengesSolution GuidelinesLearning SupplementsMake IT Your BusinessSummaryKey TermsReview QuestionsDiscussion QuestionsApplication Software Exercise: Database Exercise: Building a Relational Database fora Small BusinessDirt Bikes U.S.A.: Redesigning the Customer DatabaseElectronic Commerce Project: Searching Online DatabasesGroup Project: Creating Company-Wide Data StandardsCase Study: Database Woes Plague Homeland Security and Law EnforcementLearningObjectives Web Link Video Management Wrap-upPrentice Hall © 2006 | Azimuth Interactive Inc. © 2006LearningObjectives Web Link VideoManagementWrap-upTelecommunications, Networks, and the InternetCase Study: Okanagan-Skaha School District Does More with Less Using Networking and the InternetSection 8.1: Telecommunications and Networking in Today’s Business World The Business Telecommunications EnvironmentNetworking and Communications TrendsThe Business Value of Telecommunications and NetworkingSection 8.2: Contemporary Networking InfrastructureNetworks and Corporate InfrastructureKey Digital Networking TechnologiesPhysical Transmission MediaTypes of NetworksBroadband Network Services and TechnologiesSection 8.3: The InternetInternet Addressing, Architecture, and GovernanceInternet ServicesThe Internet and Business ValueThe World Wide webIntranets and ExtranetsNext-Generation Networks and Internet2Section 8.4: Technologies and Tools for Communication and E-BusinessE-Mail, Chat, Instant Messaging, and Electronic DiscussionsGroupware, Teamware, and Electronic ConferencingInternet TelephonyWindow on Organizations: Internet Telephones: Why Not?Virtual Private NetworksSection 8.5: Management Opportunities, Challenges, and SolutionsOpportunitiesManagement ChallengesSolution GuidelinesWindow on Management: Monitoring Employees on Networks:Unethical or Good Business?Learning SupplementsMake IT Your BusinessSummaryKey TermsReview QuestionsDiscussion QuestionsApplication Software Exercise: Spreadsheet Exercise: Analyzing Web Site VisitorsDirt Bikes U.S.A.: Using Internet Tools to Increase Efficiency and ProductivityElectronic Commerce Project: Using Web Search Engines for Business ResearchGroup Project: Identifying Strategic Opportunities for Networking TechnologyCase Study: Can REI Climb Higher with Networking and the Internet?LearningObjectives Web Link Video Management Wrap-upPrentice Hall © 2006 | Azimuth Interactive Inc. © 2006LearningObjectives Web Link VideoManagementWrap-up The Wireless RevolutionCase Study: The Boston Public Library Goes WirelessSection 9.1: The Wireless Computing LandscapeThe Wireless RevolutionBusiness Value of Wireless NetworkingWireless Transmission Media and DevicesCellular Network Standards and GenerationsMobile Wireless Standards for Web AccessSection 9.2: Wireless Computer Networks and Internet AccessBluetoothWi-FiWiMax and EV-DOWindow on Management: Wi-Fi: Starbuck’s Solution to GoSection 9.3: M-Commerce and Mobile ComputingM-Commerce Services and ApplicationsAccessing Information from the Wireless WebDigital Payment Systems and M-CommerceM-Commerce ChallengesSection 9.4: Wireless Technology in the EnterpriseWireless Applications for Customer Relationship ManagementWireless Supply Chain Management and Radio Frequency Identification(RFID)Wireless in Health CareWireless Sensor Networks and Pervasive ComputingWindow on Organizations: Does RFID Threaten Privacy?Section 9.5: Management Opportunities, Challenges, and SolutionsOpportunitiesManagement ChallengesSolution GuidelinesLearning SupplementsMake IT Your BusinessSummaryKey TermsReview QuestionsDiscussion QuestionsApplication Software Exercise: Spreadsheet Exercise: Comparing Wireless ServicesDirt Bikes U.S.A.: Determining the Cost of RFID SystemsElectronic Business Project: Identifying Wi-Fi Hotspots for Nomadic ComputingGroup Project: Comparing Mobile Internet Access SystemsCase Study: UPS versus FedEx: Two Competitors, Two Wireless StrategiesLearningObjectives Web Link Video Management Wrap-upPrentice Hall © 2006 | Azimuth Interactive Inc. © 2006LearningObjectives Web Link VideoManagementWrap-up Security and ControlCase Study: Wesfarmers Outsources to a Managed Security ServiceSection 10.1: System Vulnerability and AbuseWhy Systems Are VulnerableMalicious Software: Viruses, Worms, Trojan Horses, and SpywareHackers and CybervandalismComputer Crime and CyberterrorismInternal Threats: EmployeesSoftware VulnerabilitySection 10.2: Business Value of Security and ControlWindow on Technology: The Rush to PatchLegal and Regulatory Requirements for Electronic Records ManagementElectronic Evidence and Computer ForensicsSection 10.3: Establishing a Management Framework for Security and Control Types of Information Systems ControlsRisk AssessmentSecurity PolicyEnsuring Business ContinuityThe Role of Auditing in the Control ProcessSection 10.4: Technologies and Tools for Security and ControlWindow on Management: Deutsche Bank Ties Business ContinuityPlanning to the BusinessAccess ControlFirewalls, Intrusion Detection Systems, and Antivirus SoftwareSecuring Wireless NetworksEncryption and Public Key InfrastructureEnsuring Software ReliabilitySection 10.5: Management Opportunities, Challenges, and SolutionsOpportunitiesManagement ChallengesSolution GuidelinesLearning SupplementsMake IT Your BusinessSummaryKey TermsReview QuestionsDiscussion QuestionsApplication Software Exercise: Spreadsheet Exercise: Performing a Security RiskAssessmentDirt Bikes USA: Developing a Disaster Recovery PlanElectronic Business Project: Evaluating Security Outsourcing ServicesGroup Project: Analyzing Security VulnerabilitiesCase Study: Royal Bank of Canada’s Software WoesLearningObjectives Web Link Video Management Wrap-upLearningObjectives Web Link VideoManagementWrap-up Enterprise Applications and Business Process IntegrationCase Study: PNC Bank on Enterprise ApplicationsSection 11.1: Enterprise SystemsWhat Are Enterprise Systems?How Enterprise Systems WorkBusiness Value of Enterprise SystemsSection 11.2: Supply Chain Management SystemsThe Supply ChainInformation and Supply Chain ManagementSupply Chain Management ApplicationsSupply Chain Management and the InternetBusiness Value of Supply Chain Management SystemsSection 11.3: Customer Relationship Management SystemsCustomer Relationship Management and Partner Relationship ManagementCustomer Relationship Management ApplicationsOperational and Analytical CRMBusiness Value of Customer Relationship Management SystemsSection 11.4: Enterprise Integration TrendsExtending Enterprise SoftwareWindow on Organizations: CRM Drives Sales at Mercedes and SaabService Platforms and Business Process ManagementSection 11.5: Management Opportunities, Challenges, and SolutionsOpportunitiesManagement ChallengesWindow on Management:Why Novartis Backed Off from EnterpriseSoftwareSolution GuidelinesLearning SupplementsMake IT Your BusinessSummaryKey TermsReview QuestionsDiscussion QuestionsApplication Software Exercise: Database Exercise: Managing Customer ServiceRequestsDirt Bikes USA: Identifying Supply Chain Management SolutionsElectronic Business Project: Evaluating Supply Chain Management ServicesGroup Project: Analyzing Enterprise Process IntegrationCase Study: Can Information Systems Restore Profitability to Restoration Hardware?LearningObjectives Web Link Video Management Wrap-upPrentice Hall © 2006 | Azimuth Interactive Inc. © 2006LearningObjectives Web Link VideoManagementWrap-up Managing Knowledge in the Digital FirmCase Study: Cott Struggles to Manage Unstructured InformationSection 12.1: The Knowledge Management LandscapeImportant Dimensions of KnowledgeOrganizational Learning and Knowledge ManagementThe Knowledge Management Value ChainTypes of Knowledge Management SystemsSection 12.2: Enterprise-Wide Knowledge Management SystemsStructured Knowledge SystemsSemistructured Knowledge SystemsKnowledge Network SystemsWindow on Management: An Enterprise-Wide Knowledge ManagementSystem Pays Off for CuatrecasasSupporting Technologies: Portals, Collaboration Tools, and LearningManagement SystemsSection 12.3: Knowledge Work SystemsKnowledge Workers and Knowledge WorkRequirements of Knowledge Work SystemsWindow on Organizations: The U.S. Navy Creates the World’s LargestClassroomExamples of Knowledge Work SystemsSection 12.4: Intelligent TechniquesCapturing Knowledge: Expert SystemsOrganizational Intelligence: Case-Based ReasoningFuzzy Logic SystemsNeural NetworksGenetic AlgorithmsHybrid AI SystemsIntelligent AgentsSection 12.5: Management Opportunities, Challenges, and SolutionsOpportunitiesManagement ChallengesSolution GuidelinesLearning SupplementsMake IT Your BusinessSummaryKey TermsReview QuestionsDiscussion QuestionsApplication Software Exercise: Expert System Exercise: Building a Simple ExpertSystem for Retirement PlanningDirt Bikes USA: Identifying Opportunities for Knowledge ManagementElectronic Commerce Project: Using Intelligent Agents for Comparison ShoppingGroup Project: Rating Knowledge Network SystemsCase Study: Can Knowledge Management Systems Help PfizerLearningObjectives Web Link Video Management Wrap-upPrentice Hall © 2006 | Azimuth Interactive Inc. © 2006LearningObjectives Web Link VideoManagementWrap-up Enhancing Decision Making for the Digital FirmCase Study: Daimler’s Bremen Plant Optimizes Deliveries with a DSSSection 13.1: Decision Making and Decision-Support SystemsBusiness Intelligence and Decision SupportBusiness Value of Improved Decision MakingBusiness Decision Making and the Decision-Making ProcessTrends in Decision Support and Business IntelligenceSection 13.2: Systems for Decision SupportThe Difference between MIS and DSSTypes of Decision-Support SystemsWindow on Technology: Harrah’s Finds Diamonds in the Data MineComponents of DSSBusiness Value of DSSWeb-Based Customer Decision-Support SystemsWindow on Management: GIS Help the Elderly in SwedenSection 13.3: Group Decision-Support SystemsWhat Is a GDSS?Overview of a GDSS MeetingBusiness Value of GDSSSection 13.4: Executive Support in the EnterpriseThe Role of Executive Support Systems in the FirmBusiness Value of Executive Support SystemsExecutive Support Systems and the Digital FirmSection 13.5: Management Opportunities, Challenges, and SolutionsOpportunitiesManagement ChallengesSolution GuidelinesLearning SupplementsMake IT Your BusinessSummaryKey TermsReview QuestionsDiscussion QuestionsApplication Software Exercise: Spreadsheet Exercise: Performing Break-Even Analysisand Sensitivity AnalysisDirt Bikes USA: Analyzing the Impact of Component Price ChangesElectronic Commerce Project: Using a Web-Based DSS for Retirement PlanningGroup Project: Designing a University GDSSCase Study: Optimizing Operations at UPSLearningObjectives Web Link Video Management Wrap-upPrentice Hall © 2006 | Azimuth Interactive Inc. © 2006LearningObjectives Web Link VideoManagementWrap-up Redesigning the Organization with Information SystemsCase Study: Australia’s Victoria Country Fire Authority Responds with New SystemsSection 14.1: Systems as Planned Organizational ChangeLinking Information Systems to the Business PlanEstablishing Organizational Information RequirementsSystems Development and Organizational ChangeSection 14.2: Business Process Reengineering and Process ImprovementBusiness Process ReengineeringSteps in Effective ReengineeringProcess Improvement: Business Process Management, Total QualityManagement, and Six SigmaSection 14.3: Overview of Systems DevelopmentSystems AnalysisSystems DesignCompleting the Systems Development ProcessModeling and Designing Systems: Structured and Object-OrientedMethodologiesSection 14.4: Alternative Systems-Building ApproachesTraditional Systems Life CyclePrototypingEnd-User DevelopmentApplication Software Packages and OutsourcingWindow on Technology: New Systems Keep Elie Tahari a Top FashionInnovatorSection 14.5: Management Opportunities, Challenges, and SolutionsOpportunitiesManagement ChallengesWindow on Organizations: Wall Street Firms Grapple with Build VersusBuySolution GuidelinesLearning SupplementsMake IT Your BusinessSummaryKey TermsReview QuestionsDiscussion QuestionsApplication Software Exercise: Database Exercise: Designing a Customer System forAuto SalesDirt Bikes USA: Designing an Employee Training and Skills Tracking SystemElectronic Business Project: Redesigning Business Processes for Web ProcurementGroup Project: Preparing Web Site Design SpecificationsCase Study: Blue Rhino Slows Down to Get AheadLearningObjectives Web Link Video Management Wrap-upPrentice Hall © 2006 | Azimuth Interactive Inc. © 2006LearningObjectives Web Link VideoManagementWrap-upUnderstanding the Business Value of Systems and Managing Change Case Study: HSBC Malaysia: Master of Change ManagementSection 15.1: Understanding the Business Value of Information SystemsTraditional Capital Budgeting ModelsCase Example: Capital Budgeting for a New Supply Chain ManagementSystemStrategic ConsiderationsInformation Technology Investments and ProductivitySection 15.2: The Importance of Change Management in Information Systems Success and FailureInformation Systems Problem AreasWindow on Organizations: What’s Wrong with ?Change Management and the Concept of ImplementationCauses of Implementation Success and FailureWindow on Management: The Navy/Marine Corps Intranet Turns into aBattlegroundChange Management Challenges for Business Process Reengineering,Enterprise Applications, and Mergers and AcquisitionsSection 15.3: Managing ImplementationControlling Risk FactorsDesigning for the OrganizationSection 15.4: Management Opportunities, Challenges, and SolutionsOpportunitiesManagement ChallengesSolution GuidelinesLearning SupplementsMake IT Your BusinessSummaryKey TermsReview QuestionsDiscussion QuestionsApplication Software Exercise: Spreadsheet Exercise: Capital Budgeting for a NewCAD SystemDirt Bikes USA: Analyzing the Return on a New System InvestmentElectronic Business Project: Buying and Financing a HomeGroup Project: Identifying Implementation ProblemsCaseStudy: Can the IRS Modernize Its Systems?LearningObjectives Web Link Video Management Wrap-upPrentice Hall © 2006 | Azimuth Interactive Inc. © 2006LearningObjectives Web Link VideoManagementWrap-up Managing International Information SystemsCase Study: Dräger Safety Creates a Global Supply ChainSection 16.1: The Growth of International Information SystemsDeveloping an International Information Systems ArchitectureThe Global Environment: Business Drivers and ChallengesState of the ArtSection 16.2: Organizing International Information SystemsGlobal Strategies and Business OrganizationGlobal Systems to Fit the StrategyReorganizing the BusinessSection 16.3: Managing Global SystemsA Typical Scenario: Disorganization on a Global ScaleGlobal Systems StrategySection 16.4: Technology Issues and Opportunities for Global Value Chains Technology Challenges of Global SystemsManaging Global Software DevelopmentWindow on Management: Getting Systems to Work in China—SlowlySection 16.5: Management Opportunities, Challenges, and SolutionsOpportunitiesManagement ChallengesWindow on Organizatoins: Offshore Outsourcing: Good or Bad?Solution GuidelinesLearning Supplements。
第9章层次信息系统ppt课件
完整版PPT课件
12
中层信息系统
终端用户系统（End User Computing System，EUCS） 一般是供中层知识工作者使用的系统。
直接使用计算机终端的用户叫终端用户。 终端用户系统的发
展有两个原因，一是集中的信息中心无法满足中层人员的信息 需求，现在的中层人员都是知识工作者，他们直接动手操作微 机或工作站，以获得他们工作所需的信息，并取得了巨大的成 功，因而他们宁愿这样工作，这是需求拉动。二是现代信息技 术的发展使他们有可能这样获取和处理信息，这是技术驱动。
业务是某种工作的手续的集合。例如在银行进行一个客户的存 款；在理发馆给一个人理发；企业接受完一笔订货。业务处理 系统就是处理这些业务的系统。我们这里指的是计算机信息系 统。
业务处理有个过程，这个过程叫做业务处理周期，它包括五
个步骤或活动：①数据输入；②业务处理；③文件和数据库处
理；④文件和报告产生；⑤查询处理活动。
转文件综合了行动文件和信息文件两者的功能。
除了这些以外，这个系统还可以产生控制表、编辑报告和会计
报告等。
完整版PPT课件
11
查询处理
无论批处理和实时处理均可提供查询功能。 由于IT的技术的 发达，现在越来越多的应用实时查询和远距离查询。远距离查 询就象应用查询语言那样描述查询内容即可到远程响应。一般 响应是以固定的事先设计好的格式在终端屏幕上显出，也可以 用打印机打出。
完整版PPT课件
3
数据输入
数据拿到，然后记录、编码和编辑，从而转换成实用的形式。 数据输入的过程总是数据处理的一个瓶颈。
数据输入的方法有两种，一种是传统手工方法，一种是源 数据自动化的方法。
业务处理有个过程，这个过程叫做业务处理周期，它包括五
信息系统管理英文课件 (3)
• Case examples include the BOC Group, Down Corning, GTE Directories, , Toyota Motor Sales, Wachovia and a trucking company
Today’s Lecture
• Introduction • Project Management
What
When Who How
Project Management
•
2. Managing the Schedule
• • • • •
The Job of a Project Manager cont.
Responsible for the following tasks cont.:
Schedule / project plan = heart of the project and main communication tool High level first – then break down as you proceed Baseline and track Use automated tools Recommendations:
1. Operations are infrastructure management 2. The help desk is the customer relationship business 3. System development is product innovation
Introduction cont.
Project Management
•
3. Managing the Finances
• • •
– They will change!
管理信息系统课件
Figure 3-2
Data and information
• Data are streams of raw facts representing events and occurrences
• Information is data that have been shaped into a form that is meaningful and useful to human beings.
Using Information Systems to Achieve Competitive Advantage
The Value Chain Model
This figure provides examples of systems for both primary and support activities of a firm and of its value partners that would add a margin of value to a firm’s products or services.
– Outsourcing
20
Chapter 2 Aligning Information Systems with business strategies
21
• Competitive advantage: doing better than some other companies in terms of profit, productivity and revenue growth
28
What kind of information do we need
format accuracy pr time relative
管理信息系统课件
1.2.2 Organization
• Structure • Environment • culture
9
1.2.2.1 Structure
The four basic functions will work seamlessly together to serve five entities: Suppliers,Customers Employees, Invoices/payments, Products and services
• Do we have the people (especially the mangers)) we can understand how to use IS to achieve the business goals?
• Do our employees know how to use the IS?
• Operational excellence • New products, services, and business models • Customer and supplier intimacy • Improved decision making • Competitive advantage • Survival
• It might affect company to decide what kind of IS come first
13
1.2.2.3 Environments
14
1.2.3 People
• Do we have the people who can build, maintain the IS?
5
1.2 Dimensions of Information Systems
mis 第9章
项目
出勤天数 上月扣零 奖金 所得税 应发工资 实发工资
本月扣零
类型 最大值 小数位 来源
说明
N
31
0
N
0.99 2
N
10000 2
N
2
N
2
0
0.99 2
输入 计算 输入 计算 计算 计算
计算
（应发工资－800）×适用税率－速算扣除数
基本工资 +补贴 +奖金
（应发工资+上月扣零－所得税－房租－水费 －电费 ）取整
数据编辑
查询
无
打印
维护
工资表、统计表视图
部门编码库
中间处理工资库
职员基本情况
历史工资数据
数据库设计
建立表 视图设计 窗体设计
建立表
A．建立项目 B．建立数据库 C．建立表 D．建立各表间的关系及参照完整性 E．输入数据 F．进行相关操作，验证数据完整性的维护
视图设计
A．建立工资表SQL查询视图 B．建立工资汇总SQL查询视图 C．建立工资面值分解SQL查询视图 D．建立工资分配的SQL查询视图
编 辑 扣 款 项
考 勤 表 输 入
月 末 处 理
按按
部 门 查 询 工
人 员 查 询 工
工 资 汇 总
面 值 汇 总
工 资 分 配
资资
打打 打印印 印工面 工资值 资汇汇 表总总
表表
操
数 据 备 份
作 员 权 限 设
数 据 恢 复
更 改 口 令
置
系统流程设计
登录
操作员权限库 初始化
有有无无权权限限 有
窗体设计
建立主窗体 设计登录表单 设置主控菜单 建立部门编码维护表单 设计人员变动维护表单 设计出勤表编辑表单 建立扣款项目编辑表单 工资固定项目维护表单 设计按部门查询工资的表单……
管理信息系统(双语)1.1-1.4 MIS Foundations 课件
2019/11/16
3
The changing Postage & Telegram in China
2019/11/16
Letter Package
Telegram
Newspaper
Remittance
Magazines
Telephone
Beeper
Cellular Phone
4
Letter
Package
Sustainability manager
Sustainability is becoming increasingly important to organizations these days. Even companies that aren’t working in ‘green’ sectors are hiring people to help them use their resources more effectively and make environmentally friendly decisions.
Management Information System
2019/11/16
19
Management Information Systems
Management Information Systems (MIS) deals with the planning for, development, management, and use of information technology tools to help people perform all tasks related to information processing and management.
管理学]管理信息系统英文版课程及答案PPT课件
![管理学]管理信息系统英文版课程及答案PPT课件](https://img.taocdn.com/s3/m/e492eb2ffab069dc512201d4.png)
• The music industry has seen drastic changes in business models in recent years
❖ Solutions: MLB Web sites and cell phone ticketing enable electronic ticketing and delivery of online information and games, which increase sales.
Major League Baseball Hits a Home Run with Information Systems（continue）
• In 2005, more wireless phone accounts were opened than telephone land lines installed
• More than 35 million people receive their news online; 32 million Americans read blogs
❖ 理念：创始人沃尔顿先生倡导的尽量降低经营成本， 实行低价销售。
宗旨：帮顾客节省每一分钱。
口号：天天平价，始终如一。
1995年经营成本占销售额的15.8%（世界上大多数 零售商的经营成本在40%以上）
❖ 手段：拥有世界上最大的私有卫星系统，与3800家供 货商实现计算机联网。总部的计算机系统与16个发货 中心以及1000多家商店连接，做到即时销售，大大压 缩产品时间成本，减少库存风险，加速资金周转。
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• Solutions:
– Enable real-time reporting by implementing enterprise application
Chapter 9
Achieving Operational Excellence and Customer
Intimacy: Enterprise Applications
Essentials of Management Information Systems
Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications
• Illustrates: Need for enterprise-wide systems for improved data gathering and sharing to improve forecasting customer demand and inventory needs
• Demonstrates: Use of enterprise software to speed and forecasting and reduce forecasting errors
Enterprise Systems
• Business value of enterprise systems
• Increase operational efficiency. • Standardize and coordinate business processes
• Provide firm wide information to support decision making.
• To implement enterprise software, firms:
• Select functions of system they wish to use. • Map business processes to software processes. • Use softwares configuration tables for customizing.
Essentials of Management Information Systems
Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications
Technology Helps Nvidia Anticipate the Future
Enterprise systems feature a set of integrated software modules and a central database that enables data to be shared by many different business processes and functional areas throughout the enterprise
• Enable rapid responses to customer requests for information or products.
Essentials of Management Information Systems
Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications
Enterprise Systems
• If software doesn’t support business processes
• Businesses can rewrite some portions, but this can compromise information and process integration
• Changing business processes to match software’s processes is better alternative
• SAP APO (advanced planning and optimizations) combined with SAP Business Objects Web Intelligence and customized dashboards replaced spreadsheet-based forecasting system
Essentials of Management Information Systems
Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications
Technology Helps Nvidia Anticipate the Future
Video Cases
Case 1: Workday: Enterprise Cloud Software-as-a-Service (SaaS) Case 2: Evolution Homecare Manages Patients with Microsoft Dynamics CRM Instructional Video 1: GSMS Protects Products and Patients By Serializing Every Bottle of Drugs
Essentials of Management Information Systems
Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications
Enterprise Systems
STUDENT LEARNING OBJECTIVES
• What are the challenges posed by enterprise applications?
• How are enterprise applications taking advantage of new technologies?
Essentials of Management Information Systems
Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications
Enterprise Systems
STUDENT LEARNING OBJECTIVES
• How do enterprise systems help businesses achieve operational excellence?
• How do supply chain management systems coordinate planning, production, and logistics with suppliers?
Learning Tracks
1. SAP Business Process Map 2. Business Processes in Supply Chain Management and Supply
Chain Metrics 3. Best-Practice Business Processes in CRM Software
• Problem:
– Long production lead time with changing market made forecasting of customer demand difficult, and production never received business unit forecasts.
Enterprise Systems
• Also called “enterprise resource planning (ERP) systems”
• Suite of integrated software modules and a common central database
• Collects data from many divisions of firm for use in nearly all of firm’s internal business activities
Essentials of Management Information Systems
Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications
Technology Helps Nvidia Anticipate the Future
Figure 9-1
How Enterprise Systems Work
Essentials of Management Information Systems
Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications
Enterprise Systems
Enterprise Software
• Built around thousands of predefined business processes that reflect best practices