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MIS Study Material

MIS Study Material

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Published by: samrulezzz on May 19, 2010
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SRINIVAS INSTITUTE OF MANAGEMENTSTUDIES
Pandeshwar Mangalore
BACKGROUND STUDY MATERIAL
2009
MANAGEMENT INFORMATION SYSTEMS&COMPUTER APPLICATIONS
MBA II Semester
Compiled byDr. P.S. AithalSrinivas Institute of Management StudiesSrinivas CampusPandeshwar, Mangalore – 575 001www. Srinivasgroup.com
 
CONTENTS
Chapter 1 : Introduction to Management Information Systems 01Chapter 2 : Structure of MIS 26Chapter 3 : Planning for MIS 51Chapter 4 : Introduction to Computers 72Chapter 5 : Decision Making Process in MIS 123Chapter 6 : Approaches for System Development 139Chapter 7 : Form Design 159Chapter 8 : Charting Techniques 161Chapter 9 : System Analysis & Design 176Chapter 10 : Applications of MIS in Functional Areas 187Chapter 11 : System Implementation & Maintenance 202Chapter 12 : Emerging Concepts & Issues in MIS 212Chapter 13 : MS DOS Operating System 230Chapter 14 : Microsoft Word & EXCEL 247Chapter 15 : Information & Systems 261
 
Srinivas MBA : MIS
2009
 
1
CH-1Management Information Systems
1. INTRODUCTION :1.1 Organization
Organizations are formal social units devoted to the attainment of specific goals.Organizations use certain resources to produce outputs and thus meet their goals. Forexample, a business firm that produces semiconductor memory chips consumes certainresources (money, materials, labor, machinery, and information) and aims to meetcertain financial objectives. A nonprofit hospital applies its resources to provide healthcare to its target population.Although the type of organization would largely depend on the size and nature of theenterprise, yet there are 4 common forms of organizational structure, namely(a) line organization(b) functional organization(c) line and staff organization(d) committee organization(a)
Line organization
: This is one of the oldest and simplest form of organizationalstructures and is also known as scalar organization, military organization, verticalorganization or departmental organization. Under this organization structure, the line ofauthority flows vertically from the top most executive to the lowest subordinate. Theauthority concentrates in the hands of the topmost executive who delegates it to hissubordinates, the subordinates delegate to their subordinates and so on. Thus theauthority reduces at each successive level down the organization. The line organizationis thus based on the superior – subordinate relationship.(b)
Functional organization
: As the name suggests, under this type of organizationalstructure, all activities in the organization are grouped together according to basicfunctions like production, marketing, finance, human resource etc. Each function is putunder the charge of a specialist who is fully responsible for carrying out the function forthe entire enterprise. The authority flows functionally to the divisional heads. Thedivisional heads report to one specialist with reference to one function and to another,for another function(c)
Line and staff Organization
: This type of organization has been evolved to achieve theadvantages of the two forms of the organizational structures mentioned above. While theline organization insists too much on the unity of command, the functional organizationalemphasizes too much on the decentralization of control. In order to strike a balance, lineand staff organizational structure has been evolved. In this form of organization, thestructure is basically that of the line organization but functional experts are provided toadvise line authorities in the performance of their duties(d)
Committee organization
: In today’s complex business world, each activity taken out byany department affects the work of other departments. A slight change in productionpolicy will affect the sales department. Similarly, change in the sales policy or a newsales policy, cannot be followed by the sales managers, without consulting the financedepartment or the production department.It should therefore be well understood that important policy decisions, which affect otherdepartments should not be taken by the in-charge of the department alone, but theyshould be referred to a committee consisting of the managers of the affectingdepartments. It ensures co-operation and better co-ordination. Thus committee

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