1. The document discusses management information systems and the roles and responsibilities of management in information systems. It covers topics like hardware, software, databases, networks and how they are used to build information systems for different business functions.
2. It then discusses the role of the MIS executive in systems planning, data center management, identifying opportunities for new systems, and distributed systems. The responsibilities of the CIO are also outlined, including understanding the business, establishing credibility for the systems department, and increasing the technological maturity of the organization.
3. The document also discusses designing information systems organizations, criteria for evaluating information systems, and issues for senior information systems management like improving data and IT planning and measuring effectiveness.
3. Information System
Resources
1 -
3
Information Systems Resources
And Products
People
Resources
Hardware
Resources
Software
Resources
Data
Resources
Network
Resources
Information
Products
8. The Role of MIS Executive
Systems Planning
Data Center Management & Operations
Management of Remote Equipment
Identification of Opportunities for New
Systems
Systems Analysis, Design, and Construction
of New Systems
Distributed Systems: The migration of
equipment to user areas and control
(selection, purchase, and ownership).
Standards sometimes set by IS department
1 - 8
9. The CIO's Responsibilities
Understand the business: products,
markets & customers
Establish credibility of the systems
department: responsiveness to needs
and requests
Increase the technological maturity of the
organization: "Make it easier to take
advantage of computer and
telecommunications applications,” Spend
money, keep up with technology and
applications
1 - 9
10. The CIO’s
Create a vision and sell it: Create a
goal for the use of IT within the
Organization and sell the goal to
others (The Marketing of IT)
Implement a systems architecture
that will support the vision and the
company in the future. This is
perhaps the most difficult
responsibility (the Tech, and the
Paradigm keep changing).
1 - 10
11. The CIO
Understand the Business
Environmental Scanning: Find out what is
happening in the market place
Concentrate on the lines of the business
Sponsor weekly briefings
Attend industry meetings with line executives
Read industry publications
Hold informal listening sessions
Become a partner with the line manager
1 - 11
12. The CIO
Concentrate on Lines of Business
Example: GM sells cars, parts and
financing. Each is a different line of the
business, and each would required
different systems.
support current operations
use system to influence future ways of
working
1 - 12
13. Increase Technological
Maturity
In a technologically mature
organization both the organization
and the employees are comfortable
using and managing the
technology.
◦ Ease of use
◦ use in intended ways
◦ have a good attitude to it
◦ have control over it
1 - 13
14. Types of IS Organizational
Design
Centralized – IS applications and
resources housed, managed, and
controlled centrally
Decentralized – business units have
complete control of their own IS
resources
Federal – attempt to achieve benefits of
both centralized and decentralized
Customized – mixed design in large
enterprises where each division
determines best design for that division
1 -
14
15. Organization design depends
on
How rest of business is organized
Type of customer markets,
products, and geographical spread
Role of IT within the organization
Reporting level of most senior IS
leader
Types of technologies managed by
IS organization
1 -
15
16. IS Evaluation Criteria
Meeting business objectives
Responding rapidly and economically to
new needs
Expanding business or services
Developing an architecture and plan
Operating reliable and efficient technology
resources
Focusing on the customer
Providing quality IS staff
Reducing size of backlog
Satisfying users
Adopting new technologies
1 -
16
17. Senior IS Management Issues
Improving data and IT planning, especially
linking IS to the business
Gaining business value through IT
Facilitating organizational learning about
and through IT
Refining the IS unit’s role and position
Guiding systems development by business
managers
Managing organizational data as an asset
Measuring IS effectiveness
Integrating information technologies
Developing systems personnel 1 -
17