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MIS design should be specific to an organization, respecting its age, structure, and operations. Six strategies for determining MIS design have been suggested by Blumenthal (1969): Organization-chart approach Using this approach, the MIS is designed based on the traditional functional areas, such as finance, administration, production, R&D and extension. These functional areas define current organizational boundaries and structure. Integrate-later approach Largely a laissez faire approach, it does not conform to any specified formats as part of an overall design. There is no notion of how the MIS will evolve in the organization. Such an MIS becomes difficult to integrate. In today's environment - where managers demand quick and repeated access to information from across sub-systems - the integrate-later approach is becoming less and less popular. Data-collection approach This approach involves collection of all data which might be relevant to MIS design. The collected da

SPECIAL KINDS OF DSS Although all DSS are designed to tackle fairly specific types of problems, there are a number of recognized subcategories of DSS. Among them group decision support systems (GDSS) and executive information systems (EIS). At times these can be hard to distinguish from a "conventional" DSS, but both continue to enjoy solid backing in corporations and the separate terminology persists. GROUP DECISION SUPPORT SYSTEMS. As the name implies, GDSS are used to assist groups of decision makers who have common or overlapping responsibilities, such as executive committees, task forces, and work teams. Some of these tools are designed to be used directly when the group is convened. One example is tallying and processing group member preferences, and then presenting output for the participants to discuss. In other cases the group may never meet, but a centralized system is available to each member for common tasks they perform, such as financial monitoring and repor

The MIS implementation process (Table 3) involves a number of sequential steps (Murdick and Ross, 1975): 1. First establish management information needs and formulate broad systems objectives so as to delineate important decision areas (e.g., general management, financial management or human resources management). Within these decision areas there will be factors relevant to the management decision areas, e.g., general management will be concerned about its relationship with the managing board, institute-client relationships and information to be provided to the staff. This will then lead the design team to ask what information units will be needed to monitor the identified factors of concern. Positions or managers needing information for decision making will be identified. 2. Develop a general description of a possible MIS as a coarse design. This design will have to be further refined by more precise specifications. For efficient management of information processing, the MIS should b

A decision support system is a way to model data and make quality decisions based upon it. Making the right decision in business is usually based on the quality of your data and your ability to sift through and analyze the data to find trends in which you can create solutions and strategies for. DSS or decision support systems are usually computer applications along with a human component that can sift through large amounts of data and pick between the many choices. The key to decision support systems is to collect data, analyze and shape the data that is collected and then try to make sound decisions or construct strategies from analysis. Whether computers, databases or people are involved usually doesn't matter, however it is this process of taking raw or unstructured data, containing and collecting it and then using it to help aid decision making. There are a number of Decision Support Systems. These can be categorized into five types: 1) Communication-driven DSS Most commu

1. Model-driven DSS - A model-driven DSS emphasizes access to and manipulation of financial, optimization and/or simulation models. Simple quantitative models provide the most elementary level of functionality. Model-driven DSS use limited data and parameters provided by decision makers to aid decision makers in analyzing a situation, but in general large data bases are not needed for model-driven DSS. 2. Data-driven DSS - In general, a data-driven DSS emphasizes access to and manipulation of a time-series of internal company data and sometimes external and real-time data. Simple file systems accessed by query and retrieval tools provide the most elementary level of functionality. Data-Driven DSS with On-line Analytical Processing provide the highest level of functionality and decision support that is linked to analysis of large collections of historical data. Executive Information Systems are examples of data-driven DSS (Power, 2002). Initial examples of these systems were

MIS systems are complex and expensive pieces of software, and many people are involved with the design both within the organisation and from outside. Often they are built by software houses to the precise requirements of the organisation. So the client organisation needs to be very clear as to what it wants, and the software house analysts need also to be very clear about the requirements. MIS failures can be expensive and bring bad publicity to all parties. They can arise due to: Inadequate analysis - problems, needs and constraints aren’t understood in the early stages. Lack of management involved in the design – wrong expectations of a new system / no-one understands the system. Emphasis on the computer system – Need procedures for handling input and output / select the right hardware and software Concentration on low-level data processing – Information must be easily accessible and understood Lack of management knowledge of ICT systems and capabilities – managers know

ROLE OF MIS COORDINATOR · Interact with user groups · Identify the needs of users of MIS · Designing of reporting formats · Identify systems of information flow · Ensure smooth flow of information within and outside the organization · Time management – tracking inputs/reports · Act as interface among sections and management tiers · Identify training needs of staff in MIS jointly with application developer · Organize monthly/periodic meetings to assess performance, maintain minutes and follow-up on the decisions · Interface with the various divisions/units in the organization for information sharing ROLE OF COMPUTER PROGRAMMER/APPLICATION DEVELOPER · Participate in assessing users’ information needs · Develop computer based applications · Undertake initial testing and debugging applications · Operationalize the applications · Staff training · Extend on-going support to users in handling the applications · Focus on customizing inexpensive market software for agency needs