Management Information Systems 9e

T. Lucey, Visiting Professor at Aston Business School
ISBN-13: 9781844801268
eISBN-13: 9781844808304
ISBN: 1844801268
eISBN: 1844808300
MARC Record [.mrc format]

This book provides thorough coverage of the principles, application and design of management information systems in both private and public organisations. Suitable for students on professional and academic courses in Management and in Systems Analysis, this text covers all of the major topics including; systems; concepts; organisational structures and behaviour; management; leadership; planning; decision-making and information technology in general. This text can be used of HE and professional courses in the following: Information Strategy for CIMA Systems and project management Organisational Management, Business Strategy, Performance management Information systems ACCA Business information management

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Chapter Abstracts

• Ch. 1 Management information systems : an overview
  Chapter One covers the management information systems; how to understand the user's role in information not as the producer; the main knowledge requirements for MIS design and how change is affecting organisations
• Ch. 2 Information, data and communication
  Chapter Two covers the importance of information to management; how to distinguish between data and information; how data are transformed into information; how information creates value; the characteristics of good information; introduction to the problems of perception; the outline of communication systems; how to define a MIS and the importance of informal channels of communication
• Ch. 3 Systems concepts: structure and elements
  Chapter Three covers how to define a system; the main features of the Systems Approach; the key systems terminology; how to distinguish between open and closed systems; the importance of the environment; the benefits and costs of decoupling; and how to define deterministic, probablistic, and self-organising systems
• Ch. 4 Systems concepts: objectives and types
  Chapter Four covers the importance of objective setting; why 'what' comes before 'how'; the factors which constrain organisations; how to summarise the hard and soft characteristics of problems; how to distinguish between hard uncertainty and soft issues and what a socio-technical system is
• Ch. 5 Organisations: scientific management and the classical school
  Chapter Five covers how to define an organisation, the main influences which have contributed to our knowledge of organisations, the main principles of Taylorism or scientific management, the benefits and drawbacks of scientific management, the contribution made by the classical school, Fayol's approach to management, how to define bureaucracyy and how understand the main classical principles
• Ch. 6 Organisations: human relations school and the contingency approach
  Chapter Six covers the contribution of the human relations school to organisation theory, the importance of motivation in organisations, Maslow's hierarchy of needs, McGregor's Theory X and Theory Y, the distinction between motivators and hygiene factors, the reasoning behind the contingency approach to organisations and the features of key studies such as those conducted by Lawrence and Lorsch, Burns and Stalker, and Woodward
• Ch. 7 Organisations: structure, information and culture
  Chapter Seven covers the relationship between the formal and informal organisation, the advantages and disadvantages of both types of organisation, the ways that departmentation may be achieved, functional, geographical, product or service specialisation, what is meant by matrix structures, the characteristics of flat and tall organisation structures, centralisation and decentralisation, the importance of information systems in organisation and what is meant by an organisation's culture
• Ch. 8 Management : introduction and functions
  Chapter Eight covers an introduction to the chapters on management, the problems of managing change, how to describe Theory Z, what roles a manager must perform, the basic three levels of management and the functions of management including planning, organising, motivating and control
• Ch. 9 Leadership, organising and coordinating
  Chapter Nine covers the main theories of motivation, leadership and its importance, the trait, style and contingency theories of leadership, the importance of organising work, job enlargement and job enrichment, what is meant by participation and delegation, the principles of MBO, the importance of co-ordination and some of the ways it can be improved and what is meant by Business Process Re-engineering
• Ch. 10 Planning
  Chapter Ten covers the relationship between planning, decision making and control, key terms used in planning, how planning is carried out at the three management levels, the elements of corporate or strategic planning, the major types and sources of planning information and how models and simulation may assist planning
• Ch. 11 Decision making
  Chapter Eleven covers how to define decision making, Simon's four phases of decision making, the distinction between programmed and non programmed decisions, how decisions vary with the level of management, how to distinguish between certainty, risk and uncertainty, what conditions are necessary for rational decision making, expected value and decision trees, what is meant by satisficing behaviour, why reviewing the decision process is necessary and the main ways the organisation's MIS can assist decision making
• Ch. 12 Elements of control
  Chapter Twelve covers the importance of the control function, the basic elements of the control cycle, the importance of feedback loops, how to distinguish between single loop feedback and double loop or higher order feedback, how lower level control loops nest into higher level ones, the function of negative feedback, how to understand positive feedback, how to describe Pareto analysis, the law of requisite variety and feedforward and its importance
• Ch. 13 Control and performance measurement in organisations
  Chapter Thirteen covers the problems of achieving control in organisations, how to distinguish between operational and managerial control, how the organisation's MIS can assist operational control, why management control must include behavioural factors, how requisite variety is applied in practice, the scope of management control, why many operational control systems produce adverse reactions, some of the ways that behavioural problems can be avoided, the changing style of control required to deal with modern conditions and Total Quality Control and Total Quality Management
• Ch. 14 Information and communication technologies for business and management
  Chapter Fourteen covers Information Technology (IT), the major applications of IT for information systems, the key features of Office Support Systems, the features of text handling, telecommunications and data transmission, the main steps in defining information systems that are to be computerised and how to draw Data Flow Diagrams
• Ch. 15 Applications of ICT in MIS
  Chapter Fifteen covers the role of computers in organisations, the characteristics of data processing systems, how to define a data base and know its characteristics, the functions and importance of Data Base Management Systems, what is meant by end-user computing, the features of Decision Support Systems (DSS), the main characteristics of DSS, Expert Systems, Executive Information Systemm what aids are available to assist End User Computing and yhe ways technology influences organisations
• Ch. 16 Influences on MIS applications and design
  Chapter Sixteen covers the main factors which influences MIS design, why management must be directly involved with MIS design, the key MIS design features at strategic, tactical and operational levels, examples of MIS at the three levels, the importance of environmental scanning at the strategic level and the key provisions of the Data Protection and Computer Misuse Acts