Management Information Systems has it ALL

Information System

Image Credit: M.I.S. Software company/Google

All types of businesses, both large and small, are using information systems, networks, and Internet technology to conduct more of their business electronically, achieving new levels of efficiency and competitiveness. Information systems have both technical and behavioral perspectives and by surveying the changes they are bringing to organizations and management.

Why Information Systems?

Today it is widely recognized that information systems knowledge is essential for managers, because most organizations need information systems to survive and prosper. Information systems can help companies extend their reach to faraway locations, offer newproducts and services, reshape jobs and work flows, and perhaps profoundly change the way they conduct business.

The Competitive Business Environment and the Emerging Digital Firm

Four powerful worldwide changes have altered the business environment. The first change is the emergence and strengthening of the global economy. The second change is the transformation of industrial economies and societies into knowledge- and information-based service economies. The third is the transformation of the business enterprise. The fourth is the emergence of the digital firm.

Transformation of the Business Enterprise

There has been a transformation in the possibilities for organizing and managing the business enterprise. Some firms have begun to take advantage of these new possibilities.

The traditional business firm was—and still is—a hierarchical, centralized, structured arrangement of specialists that typically relied on a fixed set of standard operating procedures to deliver a mass-produced product (or service). The new style of business firm is a flattened (less hierarchical), decentralized, flexible arrangement of generalists who rely on nearly instant information to deliver mass-customized products and services uniquely suited to specific markets or customers.

The traditional management group relied—and still relies—on formal plans, a rigid division of labor, and formal rules. The new manager relies on informal commitments and networks to establish goals (rather than formal planning), a flexible arrangement of teams and individuals working in task forces, and a customer orientation to achieve coordination among employees. The new manager appeals to the knowledge, learning, and decision making of individual employees to ensure proper operation of the firm. Once again, information technology makes this style of management possible.

Missoft develops the world’s leading Management Information System technolgy. Thşs technolgy enables organizations of all sizes in both the public and private sectors to take advantage of their data.

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