UNIT 8 AN MIS PERSPECTIVE
Structure
8.0 Objectives
8.1 Introduction
8.2 Management Information Systems
8.3 Status of MIS in Organisation
8.4 Framework for Understanding MIS
8.5 Let Us Sum Up
8.6 Key Words
8.7 Clues to Answers
8.0 OBJECTIVES
After reading this Unit, you should be able to:
• understand the main features of a Management Information System (MIS),
• have an idea about the development of MIS and its present status in the organisations, and
• appreciate different viewpoints regarding applications of MIS in organisations.
8.1 INTRODUCTION
You have read about Information Systems and MIS in Units 3 and 4. In this Unit, we take up
certain details in this regard with a view to make you understand what an MIS perspective is.
It should not surprise you if we say that MIS are in fact as old as the oldest writings in the world.
The clay tablets found at Sumer in Mesopotamia (3000 B.C.) contain records of inventory system
carrying information on receipts and issues made to individuals from temples’ grain stores.
Hence, we can say that MIS existed in some form or the other in all historical periods.
But why is MIS a subject of great interest today? There are two principal reasons for this:
a) Firstly, organisations have grown in complexity to levels which are unprecedented and
information plays a vital role in holding together and coordinating organisations. The role of
management information system is very similar to that of the nervous system in animals. One
notices that with evolution of creatures of greater structural complexity and functional
specialisation, the nervous system too grows greatly and becomes critical in the survival of
the animal. It is said that one of the reasons for the extinction of dinosaurs was the poor
capability of their nervous system at low temperatures. One has only to imagine an
organisation in which one department, say production, does ‘not speak to’ another
department, say marketing, to realise the fundamental importance of information in
coordinating the activities of an organisation. Indeed, management is nothing if it is not
coordination and control. Despite this fact it has only been lately that management has paid
an explicit attention to its information processes.
b) The second reason is the advent of the computer. Computers are able to both access and
record information and perform calculations at speeds which are almost unbelievable. Even
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older (1960 vintage) computers can access information at a rate higher than 20,000 character
per second from magnetic tape which would correspond to reading and writing about 400
pages of an average sized book in one minute! When it comes to calculation, the computer is
even more of a whiz kid. It can do about 50,000 multiplications in one second! These figures
are not for unusual computers but for very modest-sized older models. More recent
computers have add times in nanoseconds. A nanosecond is the time taken by light travelling
at 186,000 miles per hour to move a distance of one foot! But it is not only the speed of
computers but rather the reduced cost of information handling made possible with computers
that has launched them into the management environment.
It is clear that the sort of technological environment provides a challenge to management.
Traditionally, management had to think of managing four resources: money, materials, men and
machines. Now, a fifth resource is added to this list, namely, ‘information’.
8.2 MANAGEMENT INFORMATION SYSTEMS
What constitutes a Management Information System? Some people have used the term to
describe systems in which a manager has instantaneous access to detailed pieces of information
regarding the entire organisation. Some see it merely as an appendage to the accounting system
which blends into the usual financial type of summary statements. Usage of the term sometimes
includes any information processed by computers. Definitions that are most useful in practice are
those which emphasise the use that is made of the information provided by an MIS rather than the
technology or methodology employed in collecting and disseminating the information.
A Management Information System is an integrated system that provides information to
support the planning and control functions of managers in an organisation.
Let us make a few remarks in elaboration of this definition:
a) The output of an MIS is information that subserves managerial functions. If a system
provides information to persons who are not managers we will not consider it as part of an
MIS. For example, an organisation often process a lot of data which it is required by law to
furnish to various government regulatory agencies. Such a system, while it may have
interfaces with an MIS, would not be a part of it. Instances of such systems are salary
disclosures and excise duty statements.
b) An MIS deals with information that is systematically and routinely collected in accordance
with a well-defined set of rules. This implies that an MIS is a part of the formal information
network in an organisation.
c) The information provided by an MIS assists managers to make planning and control
decisions. Let us clarify what we mean by planning and control. Every organisation in order
to function must perform certain operations. For example, a car manufacturer has to perform
certain manufacturing activities, a wholesaler has to receive and dispatch goods, a municipal
corporation has to provide water to its area of jurisdiction. All these are operations that need
to be done. In addition to performing these operations, an organisation must make plans for
them. In other words, it must decide on how many and what type of cars to make in the next
month or year. Also an organisation must control the operations in the light of the plans and
targets developed in the planning process. The car manufacturer must know if decisions are
needed to correct the deviation or revise his plans. Similarly the wholesaler has to correct the
deviation or revise the plans. Similarly, the wholesaler will want to know the impacts that his
commissions have had on sales and make decisions to correct adverse trends. Figure I
depicts the relationship between operations, planning and control.
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Need for Revision of Plans
Planning
Plans & Targets
Control Performance information
Corrective Actions
Operations
Figure I: Relationship between Operations, Planning and Control
By our definition an MIS is concerned with planning and control. Often there are elaborate
systems for information that assist operations. For example, the car manufacturer will have a
system for providing information to the workers on the shop floor about the job that needs to
be done on a particular batch of material. There may be route sheets which accompany the
rate materials and components in their movement through various machines. This system per
se provides only information to support operations. It has no managerial decision-making
significance. It is not part of an MIS. If, however, the system does provide information on
productivity, machine utilisation or rejection rates, then we would say that the system is part
of an MIS.
To take another example, the wholesaler may have a computer system to send out bills to his
retailers. If this was all that the system did, it would only be supporting operations. If,
however, the system uses the bills to produce information on sales, profitability and retailer
performance, it would qualify under our definition as part of an MIS. We will see that often
systems that provide information on operations can be the basis for information for planning
and control. However, we must be careful to realise that in an end of themselves, they are not
management information systems no matter how sophisticated the technology employed.
d) An MIS includes all the ingredients that are employed in providing information support to
managers in making planning and control decisions. Managers often use historical data on an
organisation’s activities as well as current status data to make planning and control decisions.
Such data comes from a data base which is contained in files (paper or electronic) maintained
by the organisation. This data base is an essential component of an MIS. Manual procedures
that are used to collect and process information and computer hardware are obvious
ingredients of an MIS. Less obvious, but equally important are the computer programmes
used to process information, and operations research models employed to marshall the data to
provide highly processed information to support decisions. These also form part of the MIS.
In summary, when we say that “an MIS is an integrated man-machine system that provides
information to support the planning and control functions of managers in an organisation” we
mean that it is a system which:
• subserves managerial functions
• collects information systematically and routinely
• supports planning and control decisions
• includes files, hardware, software and operations research models.
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8.3 STATUS OF MIS IN ORGANISATIONS
Traditionally management information systems have not really been designed at all. They are the
end product of a process in which manual systems are automated in a piecemeal fashion. The
choice of applications is largely dictated by what similar companies are doing with computers or
else such areas are taken up where the operational problems are most visible. Generally what may
be called an MIS is nothing but a limited analysis of data captured through routine data
processing applications. Thus, analysis of invoice data leads to a sales analysis system in which
region-wise, outlet-wise, product-wise sales is reported periodically. Similarly a few reports on
overstocked, or out of stock items from the stores accounting data pass for an inventory control
system.
Such applications may result in benefits which outweigh costs of computerisation in a marginal
way. However, this does not represent a use of computers which will have the maximum pay off
for the organisation.
8.4 FRAMEWORK FOR UNDERSTANDING MIS
The information process in an organisation are labyrinthine and without some overall map to
guide our steps in studying them we should soon be lost in a mass of unstructured detail. Such
maps are provided by general frameworks that seek to sharpen important distinctions in the kinds
of information that support managerial decisions. A number of such frameworks which,in our
opinion, provide the most insight from a pragmatic standpoint are discussed below.
Robert Anthony has delineated a framework which distinguishes between the different types of
planning and control process that typically occur in organisations. His basic thesis is that
thinking of planning and control as two separate and homogeneous activities in an
organisation is not only meaningless but positively dysfunctional. Instead of this segmentation
of management planning and control activities into two categories of planning and control,
Anthony suggested that the area of management planning and control be segmented into three
categories, resisting the “natural temptation to use as the two main divisions”, i.e.:
• planning (roughly, deciding what to do, and
• control (roughly), assuring that desired results are obtained”.
The three categories suggested by Anthony are:
i) Strategic Planning
ii) Management Control
iii) Operational Control
Anthony, describes planning and control activities as so closely inter-linked that to make a
separation of these activities is not only undesirable but would make them meaningless. Instead,
according to him, it makes much more conceptual and practical sense to link together planning
and control activities which are similar and inter-twined.
Anthony’s definition of these three sub-species of planning and control are:
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a) Strategic Planning is the process of deciding on objectives of the organisation, on changes in
these objectives, on the resources used to attain these objectives, and on the policies that are
to govern the acquisition, use and disposition of these resources.
b) Management Control is the process by which managers assure that these resources are
obtained and used effectively and efficiently in the accomplishment of the organisation’s
objectives.
c) Operational Control is the process of assuring that specific tasks are carried out effectively
and efficiently.
Anthony’s departure from the traditional concept of separate planning systems and control
systems is diagrammed in Figures II (a) and (b), respectively.
PLANNING SYSTEM
CONTROL SYSTEM
Figure II (a) : Traditional Segmentation of Planning and Control Systems
STRATEGIC
CONTROL SYSTEM
PLANNING
PLANNING AND
MANAGEMENT
CONTROL
OPERATIONAL
CONTROL
Figure II (b) : Anthony’s Framework of Planning and Control
It is useful to clarify the above definitions with some examples. Table-1 gives instances of
planning and control activities in different functional areas classified according to the above
definitions.
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Table – 1
Strategic Planning Management Control Operational Control
Production Location of a new factory Determining the product mix Scheduling specific jobs on
for a monthly production specific machines in a shift
programme
Marketing Entering the Export market Media planning for advertising Planning sales contacts to be
expenditure made by a sales man in the next
week
Finance Raising capital by issuing Determining maximum levels Determining what action to take
new shares of credit for customers against non-payment by a specific
customer
Personnel Deciding on changes to be Determining who will be Determining which workers will
made in the organisation promoted to fill a vacated post be on each shift
structure at middle and lower levels in
the organisation
Anthony’s framework enables us to understand the characteristics of information needed to
support the three types of planning and control processes.
Table-2 depicts these characteristics and highlights the substantial differences in information
required for strategic planning, management control and operational control.
Table – 2
Information Characteristic Strategic Planning Management Operational
Control Control
1 Volume Low Intermediate High
2 Level of Aggregation High Intermediate Low
3 Frequency of use of a particular Low Intermediate High
type of data
4 Currency requirement Low Intermediate High
5 Accuracy Low Intermediate High
6 Scope Wide Intermediate High
7 Source Significant amount from Mostly Internal Entirely Internal
external sources
8 Predictability of use* Low Fairly High Very High
9 Variability with user** High Intermediate Low
10 Distance of user (in Far Fairly close Close
Organisational terms)
from sources within organisation
* How far in advance can the information that will be needed for a decision be stipulated?
** For a given decision, how much of the information considered necessary likely to vary from one
individual to another.
Another framework which is useful in structuring our understanding of an MIS is one provided
by Simon. Whereas Anthony’s framework is concerned with the objective of the decision-maker,
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i.e., what the manager is trying to do, Simon’s framework examines the process of decision-
making, i.e., how does the manager makes decisions.
Simon breaks down the process of making a decision into three stages.
i) Intelligence: This is the stage in which the decision-maker recognises that there is a problem
or opportunity that requires him or her to make a decision.
ii) Design: This stage covers the determination of the alternative actions that he or she could
take to resolve the problem or exploit the opportunity.
iii) Choice: This stage is concerned with the process by which one of the alternatives generated
in stage-2 is singled out to be pursued.
With this framework we can distinguish between three major classes of decisions.
1) Programmed decisions are those in which all stages are handled by following a preset
well-defined procedure. These decisions are repetitive and routine which arise often and are
capable of being modelled mathematically in their entirety. The classic example would be
inventory ordering decisions.
2) Non-programmed decisions are those where none of the stages is amenable to handling
by a well-defined, pre-specified procedure. (These decisions are novel and difficult to
structure in logical-mathematical terms. They have to be treated de novo whenever they
arise.) An example would be the decisions to set up a new hotel or launch a new line of
products or services.
3) Semi-programmed decisions are those in which at least one and no more than two of the
above stages can be handled by a well-defined preset procedure. An example where the
intelligence phase is well-structured would be the diverse kinds of variance analysis. Here
comparison with a budget or standard is undertaken in a well-defined way to signal the need
for a decision. Subsequent stages of design and choice, however, are not handled by a set
procedure.
W.S. Zani’s framework (Harward Business Review) draws upon the earlier two frameworks.
He argues that effective MIS can only be designed in a top down fashion, viewing the
organisation’s information needs from the vantage point of managers who will use it rather than
in a ‘bottom up’ manner which automates existing clinical procedures. According to Zani, the
important determinants of MIS design are:
• Opportunities and risks
• Company strategy
• Company structure
• Management and decision-making processes
• Available technology
• Available information sources
Opportunities, risks, competencies and resources, plus the strategy derived from them, yield the
company’s organisational structure. This structure sub-divides the essential task to be performed,
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assigns them to individuals, and spells out the interrelationships of these tasks. These tasks, and
the organisational structure they compose, determine the various information needs of the
company.
Every organisation must understand its key success variables which are activities on which the
company must score high for it to succeed. For example, a tour operator company in tourism
market must focus on product promotion, understanding customer response to product and
monitoring competitive changes. Whereas a mill selling grey cloth (unprocessed) must focus on
manufacturing and distribution costs.
The key success variables name the key tasks of the company and thus help identify the priorities
for information system development. The system must provide information that makes the
individual managers’ performance of these tasks easier and better. These tasks could be related to
strategic planning, management control or operational control. The content and frequency of
reports that will provide the necessary information for key task must be identified through an
analysis of the decision-making processes. Here the frameworks proposed by Anthony and Simon
prove to be useful.
Zani advocates participative process of MIS design where top management and functional
managers help in understanding critical areas of operations, identification of specific information
requirements. To fulfil this role properly, managers must be aware of the major sources of
information, of alternative methods of supplying data, and of the impact of the major changes of
information technology. The major contribution to information systems in these areas, of course,
must come from the information and data-processing specialists.
Using the framework, then, encourages understanding of the critical areas of operations,
identification of specific information requirements, and recognition of the technological,
economic and personnel constraints within which an MIS develops. As important as anything
else, perhaps, is the fact that systems are of necessity dynamic, changing with the environment
and the organisation.
In designing an MIS there are two types of situations one may come across:
1) If the organisation has no experience of computing, applications which will create the
maximum impact on the organisation can be identified by using Zani’s framework. Key
success variables are however seldom obtained through a questionnaire survey of managers.
Data on environment, past company performance must be analysed and discussed to identify
key success variable. It is sometimes useful to pen down a qualitative measure of such
variable. For example the performance of a textile unit can be summed up through two
indicators – contribution per loom shift and fixed cost per loom shift. Similarly the
performance of a tour operator may be measured as gross operating profit per day per tour.
Precise definitions of performance indicators enables the analyst to understand and quantify
the likely impact of improvement in different tasks of planning and monitoring.
An analysis of the company’s key success variables can be done only after a thorough
understanding of the company’s operations. Consultants and vendors who do not spend
adequate time in understanding the operations are unlikely to throw up application areas
which will create the maximum impact. They are likely to suggest ‘off-the-shelf’
applications. For such applications use standard software which is available.
For a company getting into computerisation for the first time, a list of applications would
have to be generated, keeping in view a 4-5 year perspective on the basis of which a suitable
configuration would be decided. However, the development and implementation of the
application would have to be done in a phased manner. The first few applications must be
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those, which can create an impact on the performance of the organisation, are quick to
implement with the least amount of changes in the existing procedures and systems. Initial
success can make the later implementation of complex and more involved systems easier.
2) For organisations which have been into data processing and would like to graduate to
MIS, the choices are somewhat limited. Existing computer technology, manpower and past
experience with computer applications all such factors will condition the future growth of
MIS.
By and large an effort is made to create useful data bases which capture data during the execution
of routine data processing systems. Such data are then analysed to produce periodic planning
report for monitoring.
Examples of such systems are the sales analysis based on invoice processing; inventory control
based on stock accounting; costing and profitability analysis on the basis of financial accounting
systems. Of course marginal additions to data fields, new coding structure, revised procedures are
introduced to make the data base and reporting more useful.
A few factors which will increase the chances of a successful implementation of MIS are:
a) Involvement of top management in the computerisation effort, in defining the purpose and
goals of computers within the organisation.
b) Selection of an EDP Manager who has the political skills to involve managers in choosing
application areas, identifying information needs and designing reports.
c) A computer staff which has interdisciplinary skills in computers, management and operations
research.
d) A balanced expenditure on hardware and software.
Check Your Progress
1) Explain Robert Anthony’s framework for understanding MIS.
………………………………………………………………………………………………...
………………………………………………………………………………………………...
………………………………………………………………………………………………...
2) Based on Zani framework, list the important determinants of MIS design.
………………………………………………………………………………………………...
………………………………………………………………………………………………...
………………………………………………………………………………………………...
8.5 LET US SUM UP
This Unit has given you a fair understanding of the main features of a Management Information
System in Organisational Context, describing its various functions, importance and relationship
with planning, control and operations in an organisation, i.e., what an MIS is and what it is not.
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Further, the unit systematically leads you to the prevailing status of MIS in organisations,
discussing the ever growing need of information and its proper handling (processing), which in
turn led to the development of MIS and advent of computers therein to cope with the hazards
faced in coordinating and managing the organisational challenges. We have also discussed
different viewpoints about the MIS given by same management scientists.
8.6 KEYWORDS
Labyrinthine : Complicated network of winding passages, etc., through which it
is difficult to find one’s way.
Pragmatic : Treating things in a sensible and realistic way; concerned with
practical results.
8.7 CLUES TO ANSWERS
1) Robert Anthony has delineated a framework which distinguishes between the different types
of planning and control process that typically occur in organisations. His basic thesis is that
thinking of planning and control as two separate and homogeneous activities in an
organisation is not only meaningless but positively disfunctional. Instead of this segmentation
of management planning and control activities in two categories of planning and control.
Anthony suggested that the areas of management planning and control be segmented into
three categories, resisting the natural temptation to use as the two main divisions, i.e.:
• Planning (roughly, deciding what to do), and
• Control (roughly, assuring that desired results are obtained).
The three categories suggested by Anthony are:
i) Strategic Planning
ii) Management Control
iii) Operational Control
Read carefully Sec. 8.4 and expand the above answer.
2) According to Zani, the important determinants of MIS design are:
• Opportunities and risks
• Company strategy
• Company structure
• Management and decision-making processes
• Available technology
• Available information sources
Study carefully Sec. 8.4 and explain the above.
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