What factors should be kept in mind while designing an effective mis?
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A management information systems must be flexible and adaptive and must have the capacity to accommodate deficiencies as the system evolves. Procedures should be developed to detect these deficiencies and to make adjustments in the system so as to eliminate or reduce them. Managers, as well as information specialists and operations researchers, should participate in each phase of the design of an MIS.
The design of an MIS should begin with an identification of the important types of strategic, managerial, and operational decisions required by the organization. Relationships among decisions should be defined and the flow of decisions should be determined. Such a decision-flow analysis often reveals that important decisions are being made by default. For example, past decisions often may still be binding on the operations of an organization even though they are no longer applicable to current problems and procedures. When asked: "Why do you follow these procedures," all-too-often the answer is: "Well, that's the way we have always done it."
An analysis of decision flows may also uncover situations in which interdependent decisions are being made independently. Frequently changes can be identified that should be made in the flow of decisions to correct information deficiencies which may involve (a) the responsibilities of management, (b) the organizational structure, or (c) measures of performance.
The next step in the design of an MIS involves an analysis of the information requirement of the major classes of decisions. suggested that organizational decisions can be grouped into three types: (1) decisions for which adequate models exist or can be developed and from which optimal solutions can be derived; (2) decisions for which models can be constructed but from which optimal solutions cannot be readily extracted; and (3) decisions for which adequate models cannot be constructed. [1]
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The design of an MIS should begin with an identification of the important types of strategic, managerial, and operational decisions required by the organization. Relationships among decisions should be defined and the flow of decisions should be determined. Such a decision-flow analysis often reveals that important decisions are being made by default. For example, past decisions often may still be binding on the operations of an organization even though they are no longer applicable to current problems and procedures. When asked: "Why do you follow these procedures," all-too-often the answer is: "Well, that's the way we have always done it."
An analysis of decision flows may also uncover situations in which interdependent decisions are being made independently. Frequently changes can be identified that should be made in the flow of decisions to correct information deficiencies which may involve (a) the responsibilities of management, (b) the organizational structure, or (c) measures of performance.
The next step in the design of an MIS involves an analysis of the information requirement of the major classes of decisions. suggested that organizational decisions can be grouped into three types: (1) decisions for which adequate models exist or can be developed and from which optimal solutions can be derived; (2) decisions for which models can be constructed but from which optimal solutions cannot be readily extracted; and (3) decisions for which adequate models cannot be constructed. [1]
For further information please keep in touch with Google
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