Wall-e and 9 movie
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Watch at least two of the following movies:
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13 years ago
Tuesday, June 23, 2009
Is Management Information System (MIS) an apropriate term for the subject IT 313 - MIS?
0 comments Posted by tere_etelur at 6:32 AM
Mr. Gamboa told us that the Information Technology has the equation hardware plus software while Management Information System is a combination of hardware, software, and people ware. Management implies that someone has to be managed. He has asked us if the definition Management Information System is correct to say. MIS involves people ware on its equation, then how would MIS be correct? We, humans should not be managed by anyone because we have our own life and we should live independently for us to be able to learn deeply about life.
I asked myself, is Management Information System the right term to use?
For me, the answer is yes.
A fact from Wikipedia was written and states that:
“The terms MIS and information system are often confused. Information systems include systems that are not intended for decision making. The area of study called MIS is sometimes referred to, in a restrictive sense, as information technology management.”
This information has just proven my answer that MIS is correct though it can also be called ITM in restrictive sense.
A definition of MIS from http://www.management-hub.com states that:
“When information systems are designed to provide information needed for effective decision making by managers, they are called management information systems. MIS is a formal system for providing management with accurate and timely information necessary for decision making.
The system provides information on the past, present and project future and on relevant events inside and outside the organization. It may be defined as a planned and integrated system for gathering relevant data, converting it in to right information and supplying the same to the concerned executives. The main purpose of MIS is to provide the right information to the right people at the right time.
A management information system is an integrated man – machine systems that provides information to support the planning and control function of manager in an organization.
The output of an MIS is information that subs serves managerial functions. When a system provides information to persons who are not managers, then it will not be considered as part of an MIS.”
Therefore, the ‘management’ word on MIS does not really mean that there should someone to be managed. It’s just that the managers are the ones who would make an effective decision using information systems.
http://en.wikipedia.org/wiki/Management_information_systems
http://www.management-hub.com/information-management-advantages.html
For me, the answer is yes.
A fact from Wikipedia was written and states that:
“The terms MIS and information system are often confused. Information systems include systems that are not intended for decision making. The area of study called MIS is sometimes referred to, in a restrictive sense, as information technology management.”
This information has just proven my answer that MIS is correct though it can also be called ITM in restrictive sense.
A definition of MIS from http://www.management-hub.com states that:
“When information systems are designed to provide information needed for effective decision making by managers, they are called management information systems. MIS is a formal system for providing management with accurate and timely information necessary for decision making.
The system provides information on the past, present and project future and on relevant events inside and outside the organization. It may be defined as a planned and integrated system for gathering relevant data, converting it in to right information and supplying the same to the concerned executives. The main purpose of MIS is to provide the right information to the right people at the right time.
A management information system is an integrated man – machine systems that provides information to support the planning and control function of manager in an organization.
The output of an MIS is information that subs serves managerial functions. When a system provides information to persons who are not managers, then it will not be considered as part of an MIS.”
Therefore, the ‘management’ word on MIS does not really mean that there should someone to be managed. It’s just that the managers are the ones who would make an effective decision using information systems.
http://en.wikipedia.org/wiki/Management_information_systems
http://www.management-hub.com/information-management-advantages.html
Mintzberg (1973) groups managerial activities and roles as involving:
1. interpersonal roles - arising from formal authority and status and supporting the information and decision activities. Its associated roles are figurehead, liaison, and leader.
2. information processing roles – has associated roles which are monitor, disseminator, and spokesman.
3. decision roles - making significant decisions. Its associative roles are improver/changer, disturbance handler, resource allocator, and negotiator.
Managerial activities:
1. Figurehead. Social, inspirational, legal and ceremonial duties must be carried out. The manager is a symbol and must be on-hand for people/agencies that will only deal with him/her because of status and authority.
2. The leader role. This is at the heart of the manager-subordinate relationship and managerial power and pervasive where subordinates are involved even where perhaps the relationship is not directly interpersonal. The manager
* defines the structures and environments within which sub-ordinates work and are motivated.
* oversees and questions activities to keep them alert.
* selects, encourages, promotes and disciplines.
* tries to balance subordinate and organizational needs for efficient operations.
3. Liaison. This is the manager as an information and communication centre. It is vital to build up favors. Networking skills to shape maintain internal and external contacts for information exchange are essential. These contacts give access to "databases"- facts, requirements, probabilities.
4. As 'monitor'. The manager seeks/receives information from many sources to evaluate the organization’s performance, well-being and situation. Monitoring of internal operations, external events, ideas, trends, analysis and pressures is vital. Information to detect changes, problems & opportunities and to construct decision-making scenarios can be current/historic, tangible (hard) or soft, documented or non-documented. This role is about building and using an intelligence system. The manager must install and maintain this information system; by building contacts & training staff to deliver "information".
5. As disseminator. The manager brings external views into his/her organization and facilitates internal information flows between subordinates (factual or value-based). The preferences of significant people are received and assimilated. The manager interprets/disseminates information to subordinates e.g. policies, rules, regulations. Values are also disseminated via conversations laced with imperatives and signs/icons about what is regarded as important or what 'we believe in'. There is a dilemma of delegation. Only the manager has the data for many decisions and often in the wrong form (verbal/memory vs. paper).
6. As spokesman (P.R. capacity). The manager informs and lobbies others (external to his/her own organizational group). Key influencers and stakeholders are kept informed of performances, plans & policies. For outsiders, the manager is an expert in the field in which his/her organization operates.
7. As initiator/changer. He/she designs and initiates much of the controlled change in the organization. Gaps are identified, improvement programs defined. The manager initiates a series of related decisions/activities to achieve actual improvement. Improvement projects may be involved at various levels. The manager can
1. delegate all design responsibility selecting and even replace subordinates.
2. empower subordinates with responsibility for the design of the improvement program but e.g. define the parameters/limits and veto or give the go-ahead on options.
3. supervise design directly.
Senior managers may have many projects at various development stages (emergent/dormant/nearly-ready) working on each periodically interspersed by waiting periods for information feedback or progress etc. Projects roll-on and roll-off.
8. The disturbance handler. Is a generalist role i.e. taking charge when the organization hits an iceberg unexpectedly and where there is no clear programmed response. Disturbances may arise from staff, resources, threats or because others make mistakes or innovation has unexpected consequences. The role involves stepping in to calm matters, evaluate, re-allocate, support - removing the thorn - buying time.
9. As resource allocator. The manager oversees allocation of all resources (£, staff, reputation). This involves:
1. scheduling own time
2. programming work
3. authorizing actions
With an eye to the diary (scheduling) the manager implicitly sets organizational priorities. The managerial task is to ensure the basic work system is in place and to program staff overloads - what to do, by whom, what processing structures will be used. Authorizing major decisions before implementation is a control over resource allocation. This enables coordinative interventions e.g. authorization within a policy or budgeting process in comparison to ad-hoc interventions. To help evaluation processes, managers develop models and plans in their heads (they construe the relationships and signifiers in the situation).
10. The negotiator. Takes charge over important negotiating activities with other organizations. The spokesman, figurehead and resource allocator roles demand this.
http://www.bola.biz/mintzberg/mintzberg2.html
IS/IT Leadership Roles according to Computer Science Corporation
0 comments Posted by tere_etelur at 6:07 AM
1. Chief architect. The chief architect designs future possibilities for the business. The primary work of the chief architect is to design and evolve the IT infrastructure so that it will expand the range of future possibilities for the business, not define specific business outcomes. The infrastructure should provide not just today's technical services but an increasing range of business-level services.
2. Change leader. The change leader orchestrates resources to achieve optimal implementation of the future. The essential role of the change leader is to orchestrate all those resources that will be needed to execute the change program. This includes providing new IT tools, but it also involves putting in place teams of people who can redesign roles, jobs and work flow, who can change beliefs about the company and the work people do, and who understand human nature and can develop incentive systems to coax people into new and different behaviors.
3. Product developer. The product developer helps define the company’s place in the emerging digital economy.
4. Technology provocateur. The technology provocateur embeds IT into the business strategy. The technology provocateur works with senior business executives to bring IT and realities of the IT marketplace to bear on the formation of strategy for the business. The technology provocateur is a senior business executive who understands both the business and IT at a deep enough level to integrate the two perspectives in discussions about the future course of the business. Technology provocateurs have a wealth of experience in IS disciplines, so they understand at a fundamental level the capabilities of IT and how IT impacts the business.
5. Coach. The coach teaches people to acquire the skill sets they will need for the future. Coaches have two basic responsibilities: teaching people how to learn, so that they can become self-sufficient, and providing team leaders with staff able to do the IT-related work of the business. A mechanism that assists both is the centre of excellence - a small group of people with a particular competence or skill, with a coach responsible for their growth and development. Coaches are solid practitioners of the competence that they will be coaching, but need not be the best at it in the company.
6. Chief operating strategist. The chief operating strategist invents the future with senior management. The chief operating strategist is the top IS executive who is focused on the future agenda of the IS organization. The strategist has parallel responsibilities related to helping the business design the future, and then delivering it. The most important, and least understood, parts of the role have to do with the interpretation of new technologies and the IT marketplace, and the bringing of this understanding into the development of the digital business strategy for the organization.
http://inform.nu/Articles/Vol3/v3n2p31-39.pdf
2. Change leader. The change leader orchestrates resources to achieve optimal implementation of the future. The essential role of the change leader is to orchestrate all those resources that will be needed to execute the change program. This includes providing new IT tools, but it also involves putting in place teams of people who can redesign roles, jobs and work flow, who can change beliefs about the company and the work people do, and who understand human nature and can develop incentive systems to coax people into new and different behaviors.
3. Product developer. The product developer helps define the company’s place in the emerging digital economy.
4. Technology provocateur. The technology provocateur embeds IT into the business strategy. The technology provocateur works with senior business executives to bring IT and realities of the IT marketplace to bear on the formation of strategy for the business. The technology provocateur is a senior business executive who understands both the business and IT at a deep enough level to integrate the two perspectives in discussions about the future course of the business. Technology provocateurs have a wealth of experience in IS disciplines, so they understand at a fundamental level the capabilities of IT and how IT impacts the business.
5. Coach. The coach teaches people to acquire the skill sets they will need for the future. Coaches have two basic responsibilities: teaching people how to learn, so that they can become self-sufficient, and providing team leaders with staff able to do the IT-related work of the business. A mechanism that assists both is the centre of excellence - a small group of people with a particular competence or skill, with a coach responsible for their growth and development. Coaches are solid practitioners of the competence that they will be coaching, but need not be the best at it in the company.
6. Chief operating strategist. The chief operating strategist invents the future with senior management. The chief operating strategist is the top IS executive who is focused on the future agenda of the IS organization. The strategist has parallel responsibilities related to helping the business design the future, and then delivering it. The most important, and least understood, parts of the role have to do with the interpretation of new technologies and the IT marketplace, and the bringing of this understanding into the development of the digital business strategy for the organization.
http://inform.nu/Articles/Vol3/v3n2p31-39.pdf
Last June 18, 2009, we have met our facilitator in Management Information System for the first time. He is no other than Dr. Randy S. Gamboa. He was my teacher on Analytic Geometry during 1st year 2nd semester and Statistics during 2nd year 1st semester. Even though that I was already under him twice, I am still afraid of him because of the information about him that my brother has shared with me. Our facilitator is very strict on time and on wearing uniform.
Our schedule on MIS starts at 1:00 pm but I was so early that I arrived on school at 12:30 pm. Dr. Gamboa arrived 10 minutes before 1:00 but he did not start the prayer unless the time on his watch would be exactly 1:00pm.
Our meeting started with a prayer that was led by Ms. Capacillo. After that, our facilitator started the entertainment show for the students that he would facilitate for the first time. Some of those students came from the University of Southeastern Philippines Tagum City Campus. The have presented themselves one by one on front and we have enjoyed the talents that they have showed on that moment. I was amazed on those new comers on Obrero Campus because they have showed no signs of shyness.
After those funny moments with the entertainers, our facilitator had started his lessons which I am excited with and afraid at the same time also. He first tackled about the definitions of Management Information System also known as MIS. He had pointed some students to share ideas about MIS to the class. And I was one of those students who he questioned during our discussion. I was afraid that I can’t answer his question but lucky I was on that day that he just gave me a very simple question which is the definition of IT, Information Technology.
He had questioned us if is it correct to say Management Information System rather than Leadership Information System. Nobody could justify his/her answer so he decided to make it as our 1st assignment. He added other assignments such as IT/IS Leadership Roles, Managerial Roles, joining our group on yahoo, signing up on IC forums, and making a blog. Then we’re dismissed.
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