计算机专业文献翻译管理信息系统概述文档格式.docx

计算机专业文献翻译管理信息系统概述文档格式.docx

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（RedirectedfromManagementInformationSystems）

Shortformanagementinformationsystemormanagementinformationservices,andpronouncedasseparateletters,MISrefersbroadlytoacomputer-basedsystemthatprovidesmanagerswiththetoolsfororganizing,evaluatingandefficientlyrunningtheirdepartments.Inordertoprovidepast,presentandpredictioninformation,anMIScanincludesoftwarethathelpsindecisionmaking,dataresourcessuchasdatabases,thehardwareresourcesofasystem,decisionsupportsystems,peoplemanagementandprojectmanagementapplications,andanycomputerizedprocessesthatenablethedepartmenttorunefficiently.

Thefunctionalsupportrole

Thebusinessprocessesandoperationssupportfunctionisthemostbasic.Itinvolvescollecting,recording,storing,andbasicprocessingofdata.Informationsystemssupportbusinessprocessesandoperationsby:

∙-recordingandstoringsalesdata,purchasedata,investmentdata,payrolldataandotheraccountingrecords

∙-processingtheseaccountingrecordsintoincomestatements,balancesheets,ledgers,managementreports,andotherformsoffinancialinformation

∙-recordingandstoringinventorydata,workinprocessdata,equipmentrepairandmaintenancedata,supplychaindata,andotherproduction/operationsrecords

∙-processingtheseoperationsrecordsintoproductionschedules,productioncontrollers,inventorysystems,andproductionmonitoringsystems

∙-recordingandstoringpersonneldata,salarydata,employmenthistories,andotherhumanresourcesrecords

∙-processingthesehumanresourcesrecordsintoemployeeexpensereports,andperformancebasedreports

∙-recordingandstoringmarketdata,customerprofiles,customerpurchasehistories,marketingresearchdata,advertisingdata,andothermarketingrecords

∙-processingthesemarketingrecordsintoadvertisingelasticityreports,marketingplans,andsalesactivityreports

∙-recordingandstoringbusinessintelligencedata,competitoranalysisdata,industrydata,corporateobjectives,andotherstrategicmanagementrecords

∙-processingthesestrategicmanagementrecordsintoindustrytrendsreports,marketsharereports,missionstatements,andportfoliomodels

∙-useofalltheabovetoimplement,control,andmonitorplans,strategies,tactics,newproducts,newbusinessmodelsornewbusinessventures

Thedecisionsupportrole

Thebusinessdecisionmakingsupportfunctiongoesonestepfurther.Itisanintegralpartofmakingdecisions.Itallowsuserstoask“Whatif... 

?

”questions 

:

Whatifweincreasethepriceby5%?

;

Whatifweincreasepriceby10%?

Whatifwedecreasepriceby5%?

Whatifweincreasepriceby10%now,thendecreaseitby5%inthreemonths?

Italsoallowsuserstodealwithcontingencies 

IfInflationincreasesby5%（insteadof2%asweareassuming）,thenwhatdowedo?

Whatdowedoifwearefacedwithastrikeoranewcompetitivethreat?

Themostbasicandmostversatilebusinessdecisionmakingtoolisthespreadsheet,butspreadsheetsarenotuserfriendly.Moresophisticatedprogramsoftenseamlesslyincorporatestatisticaldecisionmakingtoolslikesensitivityanalysis,MonteCarloanalysis,riskanalysis,breakevenanalysisandBayesiananalysis.If,forexample,youareusingtheinformationsystemtodecideaboutanewproductintroduction,theprogramshouldincorporatetoolslikelogitanalysis,B.C.G.Analysis,conjointanalysis,contributionmarginanalysis,multidimensionalscaling,G.E.MultiFactoralanalysis,factoranalysis,clusteranalysis,discriminantanalysis,QualityFunctionDeployment,preferenceregressions,andpreference-ranktranslations.

Thestrategicsupportrole

Informationsystemscansupportacompany’scompetitivepositioning.Onedistinguishesherefourlevelsofanalysis.

1-Thesupportsofhelpinthepilotingofthechainofinternalvalue.Theyarethemostrecent,themostpragmaticandarewithinthereachofthemanager.Theyarethesolutionsofreductionsofcostsandmanagementoftheperformance.Oneindicatesthemunderthenameof"

BusinessWorkflowAnalysis"

（BWA）orof"

BusinessManagementSystemsp2p"

.Toolsnetworks,theyassurethecontrolofthepilotingofthesetofthefunctionsofthecompany,themasteryinrealtimeofthecostsofdysfunctionscausedistancesfromaccounts,evaluationandreportingofaccountingresultsarticulatedintheevaluationandinthereportingofresultsquality.

2-Allsuccessfulcompanieshaveone（ortwo）businessfunctionsthattheydobetterthanthecompetition.Thesearecalledcorecompetencies.Ifacompany’scorecompetencygivesitalongtermadvantageinthemarketplace,itisreferredtoasasustainablecompetitiveadvantage.Foracorecompetencytobecomeasustainablecompetitiveadvantageitmustbedifficulttomimic,unique,sustainable,superiortothecompetition,andapplicabletomultiplesituations.Examplesofcompanycharacteristicsthatcouldconstituteasustainablecompetitiveadvantageinclude:

superiorproductquality,extensivedistributioncontracts,accumulatedbrandequityandpositivecompanyreputation,lowcostproductiontechniques,patentsandcopyrights,governmentprotectedmonopoly,andsuperioremployeesandmanagementteam.Thelistofpotentialsustainablecompetitiveadvantagecharacteristicsisverylong.Howevertherearesomecommentatorsthatclaimthatinafastchangingcompetitiveworld,noneoftheseadvantagescanbesustainedinthelongrun.Theyclaimthattheonlytrulysustainablecompetitiveadvantageistobuildanorganizationthatissoalertandsoagilethatitwillalwaysbeabletofindanadvantage,nomatterwhatchangesoccur.

3-Informationsystemsoftensupportandoccasionallyconstitutethesecompetitiveadvantages.Therapidspeedofchangehasmadeaccesstotimelyandcurrentinformationcriticalinacompetitiveenvironment.Informationsystems,likebusinessenvironmentalscanningsystems,supportalmostallsustainablecompetitiveadvantages.Occasionally,theinformationsystemitselfisthecompetitiveadvantage.OneexampleisWal-Mart.Theyusedanextranettointegratetheirwholesupplychain.ThisuseofinformationsystemsgaveSamWaltonacompetitiveadvantagefortwodecades.AnotherexampleisDellComputer.TheyusedtheinternettomarketcustomassembledPC’s.MichaelDellisstillbenefittingfromthislowcostpromotionanddistributiontechnique.OtherexamplesareeBay,A,FederalExpress,andBusinessWorkflowAnalysisOberon-bwa.

Theperformancemonitoringrole

MISisnotjuststatisticsanddataanalysis.ItisatoolneededforMBO/Managementbyobjectives.Itmonitorsresultsandperformancesinordertosendalerts,insomecasesdayly,tomanagersateachleveloftheorganisation,onalldeviationsbetweenresultsandprestablishedobjectivesandbudgets.

MISasabarriertoentry

Animportantstrategicadvantageis"

barrierstoentry"

.Therearenumerouswaysthatacompany,thathasinvestedininformationtechnology,canleverthisinvestmenttocreate,grow,ormaintainbarrierstoentry.

1）LeverageITinvestmentthatsupportstheircorecompetency.Successfulfirmstendtohaveoneortwocorecompetenciesthattheycandobetterthantheircompetitors.Itmaybeanythingfromnewproductdevelopmenttocustomerservice.Informationtechnologyisoftenanimportantinputintothiscorecompetency.ThisITinvestmentinacompany’scorecompetencycanbeasignificantbarriertoentry.

2）LeverageITinvestmentinsupplychainnetworks.Firmsthatareapartofanintegratedsupplychainsystemhaveestablishedrelationshipsoftrustwithsuppliers.Thisusuallyensuresquickerdelivertimes,problemfreedeliveryandanassuredsupply.Itcanalsoentailpricediscountsandotherpreferentialtreatment.Theinabilityofnewentrantstogetontoasupplychain/inventorymanagementsystemcanbeamajorbarriertoentry.

3）LeverageITinvestmentindistributionchannelmanagement.Aswithsuppliernetworks,investmentindistributionchannelmanagementsystemscanensurequickerdeliverytimes,problemfreedelivery,andpreferentialtreatments.Theinvestmentinthistechnology,andtheexperiencegainedinlearninghowtouseit,canbeanimportantbarriertoentry.Whenthedistributionchannelmanagementsystemsisexclusive,itmaygiveyousomecontroloveraccesstotheretailersinvolved.

4）LeverageITinvestmentinbrandequity.Oftenfirmshaveinvestedlargesumsofmoneyinbrandadvertising.Thisisfacilitatedbyinvestmentinmarketinginformationsystemsandcustomerrelationshipmanagementsystem.Anindomitablebrandnameisaformidablebarriertoentry.

5）LeverageITinvestmentinproductionprocesses

（1）.Informationsystemshavebecomeanecessityinmanaginglargeproductionruns.Automatedsystemsarethemostcostefficientwayoforganizinglargescaleproductionprocesses.Thesefirmscanmoreeasilyobtaineconomiesofscaleinpromotion,purchasing,andproduction;

economiesofscopeindistributionandpromotion;

reducedoverheadallocationperunit;

andshorterbreak-eventimes.Thisabsolutecostadvantagecanbeanimportantbarriertoentry.

6）LeverageITinvestmentinproductionprocesses

（2）.InvestmentinITallowsacompanyflexibilityintheiroveralloutputlevel.MichaelPorterclaimsthateconomiesofscaleareabarriertoentry,asidefromtheabsolutecostadvantagestheyprovide.Thisisbecause,acompanyproducingatapointonthelong-runaveragecostcurvewhereeconomiesofscaleexisthasthepotentialtoobtaincostsavingsinthefuture,andthispotentialisabarriertoentry.