CIS 465 - Types of Information Systems (99F) 1

Types of Information Systems
CIS 465 -Types of Information Systems (99F)
Case: Frito Lay

Frito-Lay, Inc., a snack food subsidiary of Pepsi-Cola, outfitted its 10,000-person direct store-delivery sales force with handheld terminals used while calling on the 400,000 stores that sell its 100 products. Salespeople use the terminals to enter replenishment orders and record the number of stales removed after their 35-day shelf life. Based on this data, a printer in the truck prints an invoice handed to the store manager as part of the days deliveries. Salespeople hook the terminals to telephone lines to transfer each days data to the companys mainframe computers in Dallas. The system saves salespeople four or five hours of paperwork per week.
CIS 465 -Types of Information Systems (99F) 2
The mainframes in Dallas consolidate the data each night as part of Frito-Lays internal replenishment system. Requirements for that system changed drastically in the 1980s, and Frito-Lays regional competitors became stronger. Frito-Lay had to be able to respond quickly to a variety of competitive challenges, ranging from price changes to totally new products. Coordination between manufacturing and sales had to be much tighter because the company needed to be able to run local promotions on Thursday for a product that would have to be available on Monday.
The system also used a data warehouse to provide comprehensive, up-to-date data for studying sales by any combination of product, store, and time period. In South Texas, the data from this system showed an unexpected drop in sales of Tostitos tortilla chips. Research into the cause of the drop indicated that a small competitor had launched a white corn tortilla chip. Frito-Lay developed a competitive white corn product within three months and regained market share.
Question:
What type(s) of information systems does the case illustrate?
Debate:
The ability of large firms to build information systems like the one in the case gives them unfair advantages over small firms that lack both the staff and money to build such systems.
The Frito-Lay information system supports a range of communication and decision-making functions typically associated with different types of information systems. It is a transaction processing system because it is used to enter orders from each retailer. It can be considered a management information system or executive information system because it provides information in a readily available form for managements use. It is a decision support system because it supports decision making by helping route drivers, customers, and managers obtain needed information in a genuinely useful form.
Frito-Lay
Customers
Frito-lay Customers Managers and others who use data
Products
Complete and timely information accessible for decisionmaking Convenience and low-cost for salespeople and customers related to ordering and managing inventory
Business Process
Steps: Track customer inventories of Frito-Lay products enter orders Consolidate data about orders and the market Use data for monitoring and decision-making
Frito-Lay
Business Process
Rationale: Use hand-held terminals to collect data during sales calls. Consolidate the information in a system that supports decision making.
Participants
Driver and salespeople Marketing managers
Information
Inventory by product and customer Customer orders sales by product, region, and period
Technology
hand held terminals computers telecommunications networks CIS 465 -Types of Information Systems (99F)
Introduction
We can think of information systems as providing three basic functions: support for decision-making (from computation capabilities) support for communication support for access to information We will explore these concepts in depth over the next few weeks. The concepts are introduced here. Types of information systems will be introduced and we will look at how they affect decisionmaking, communication, and information access.
Capabilities of Information Systems

1. Fast and Accurate Data Processing, with largeCapacity Storage and Rapid Communication Between Sites.
Computer and telecommunications systems exploited by operational support systems deriving management reporting from volumes of data business opportunities built on this capability e.g. consolidate financial results from multiple organizational sites on-line, ad-hoc access to databases tailorable graphical interfaces support of knowledge-workers e.g. EIS allowing executive access to yesterdays sales
2. Instantaneous Access to Information

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Capabilities of Information Systems - 2

3. Means of Coordination
bringing parts of organizations together in a common effort office information systems project management systems portable computing widening the reach of information systems creating the virtual office inter-organizational information systems coordinating efforts of cooperating enterprises. Coordinate means to harmonize in a common action or effort e.g. planning, scheduling, and running a workgroup project
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4. Boundary Spanning
IS link an organization to the outside world EDI replacing paper documents connecting suppliers with customers Enables organizations to more quickly receive information about their environment Use of the Internet and Web presence to make contact with customers e.g. companies that have project teams to monitor public forums e.g. investigating the competitive opportunities in new markets
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5. Support for Decision Making
Informing managers and permitting them to select from alternative courses of action.
6. Supporting Organizational Memory and Learning

organizational memory = the means by which knowledge from the past exerts influence on present organizational activities. Preserving the experience the organization has delivering products and services e.g. Auto manufacturers preserve electronic designs, hotels maintain customer preferences Development of Knowledge Management Systems organizations that acquire knowledge and modify behavior are learning.
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7. Routinizing Organizational Practice
e-mail and conferencing systems providing new protocols for interaction of people within an organization. Expert systems approve/refuse credit card transactions assures high consistency. Order processing cycle Routinizing of organizational practice does not take away from the creativity of individuals. It may leave time and opportunity for greater productivity and knowledge work. E.g. electronic processing of insurance policy with the support of workflow systems
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8. Differentiation of Products and Services
Firms compete by making their products and services different from others. Gain an initial competitive advantage. E.g. FedEx tracking packages and shipments allows for mass customization
9. Modeling
model future economic conditions, prospective products, and the environment where they will operate. Model = simplified representation of a real object or phenomenon knowledge workers manipulate models of reality in order to gain understanding e.g. the spreadsheet e.g. product engineered and tested electronically before a physical prototype is made. CIS 465 -Types of Information Systems (99F) 15

10. Automation
fully automate certain business functions by replacing human labor e.g. POS systems However, loss of clerical positions gives rise to jon functions responsible for maintaining the system and developing new ones to analyze and exploit volumes of new information. E.g. lights-out data centers run with out human participation.
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Improving Communication and Decision Making Performance within Business Processes

RATE OF OUTPUT Improve communication: Communicate more information or more types to more people Improve decision making: Make more decisions using better, more complete information CONSISTENCY Improve communication: Make sure different people receive the same communication Improve decision making: Make sure repetitive decisions are made in the same way PRODUCTIVITY Improve communication: Achieve more communication with less effort Improve decision making: Make better decisions with less effort
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Improving Communication and Decision Making Performance within Business Processes

CYCLE TIME Improve communication: Eliminate undesirable delays in communication Improve decision making: Eliminate unnecessary delays in decision making FLEXIBILITY Improve communication: Permit communication in many different forms Improve decision making: Maintain decision quality across a wider range of situations
SECURITY Improve communication: Make sure communications go only to the intended recipients Improve decision making: Make sure decisions are controlled only by those authorized to make the decisions CIS 465 -Types of Information Systems (99F) 18
Basic Concepts of Communication
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Communication
Communication is an interpersonal process of sending and receiving symbols with messages attached to them.
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General Model of a Communication System

Feedback
Source
Transmitter encoder
Channel
Receiver Decoder
Destination
Noise and Distortion
Basic Communication Concepts

Social Context Personal, Impersonal, and Anonymous Communication Time, Place, and Direction of Communication
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Social Context
The situation and relationships within which communication takes place.
Social presence Organizational position Relationships Cultural Norms Age Gender The topic being discussed
Nonverbal communication Media Richness Theory
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Personal, Impersonal, and Anonymous Communication

Personal - the relationship between sender and receiver matters. It affects form and content. Impersonal - The sender and receivers relationship does not matter. Both serve as agents of the organization. Anonymous - The senders identity is hidden from the recipient.
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Time, Place, and Direction of Communication

Synchronous - The sender and Receiver are available simultaneously Asynchronous - The sender and receiver are not available simultaneously. Place Involves Physical Presence Direction: One-way vs. Two Way communication.
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Common Communications Classified By Time and Place

SAME PLACE Presentation Systems Copyboards PC Projectors Facilitation Services Polling Systems Group Decision Rooms
Transaction databases World Wide Web Shared Files Electronic Mail Voice Mail Shift Work Communications
EDI Transaction databases Electronic Mail Computer Conferencing Voice Mail Fax Pre-recorded Radio/TV DIFFERENT TIME
DIFFERENT PLACE
Typical Telephone Video Telephone Video Conferencing Live Radio TV Broadcast
SAME TIME
What are some approaches for Information Systems to improve communications?
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Approaches for Improving Communication

1. Make face to face communication more effective. 2. Eliminate Unnecessary Person to Person Communication 3. Make Communications more systematic 4. Combine and Extend Electronic Communications
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Making Face to Face Communication More Effective

Presentation Technologies:
Blackboard Prepared Paper Handouts Overhead projector or slide projector with color transparencies Electronic Blackboard Computer LCD Display panels Computer for What-If Scenarios Computer-controlled Multi-media Computer controlled multi-media with interactive control.
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Eliminate Unnecessary Person to Person Communication

Substitute on-line Access to data
Example: Supplier/Customer Relationships as discussed in Interorganizational Information systems
ATM access Automated Telephone Attendants Danger of becoming too impersonal
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Making Communication Systematic

Contrast communication between people vs. communication between machines. The business Memo Header:
To: From: Date: Re:
Having structure reduces the effort required to figure out what the communication means. Even with communication between groups of people, repetitive aspects of communication are systematized.
Combine and Extend Electronic Communication Functions

Early communication technologies have been combined and extended to create more powerful communication technologies. Example: Telegraph, Telephone, Radio Broadcast Consider how more modern technologies are being combined. More convergence of computing and communications technologies.
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Question:
How have the different degrees of social presence in communication, or how have time, place, and direction of communication affected a situation in which you have been involved?
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Basic Decision-Making Concepts
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Steps in Decision Making
Types of Information Systems
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Different Classification Schema

There is no one hard and fast rule for classifying information systems. Some way we might consider: By Organizational Level By Major Functional Area By the Support Provided by the System By the Information System Architecture
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Classification of IS:
Organizational Levels
Consider the hierarchical nature of organizations. Although many organizations are reengineering themselves and transforming themselves to other structures, the vast number of organizations have a hierarchical structure. Typical information systems that follow organizational levels are: Departmental or functional area Enterprise Information Systems ( e.g. vendors today market enterprise systems - PeopleSoft, SAP). Inter-organizational Systems (e.g. American Airlines Sabre)
Classification of IS: Major

Functional Area
Departmental information systems may follow traditional Functional Areas:
The accounting system the finance system the manufacturing (operation/production) system the marketing system the human resource system
Note in each functional area, there may be basic computerized tasks that essential to the operations of the organization and are routine in nature (e.g. preparing a payroll and billing a customer).
Classification of IS: Major

Functional Area - 2
Such tasks are mission-critical and often are supported by transaction processing systems (TPS). TPS support tasks in all functional areas. In each functional area it is often possible to fund dozens of IS-specific applications. The functional area classification is outdated and perpetuates the notion of functional silos or functional islands of information. There is the need for cross-functional information systems.
Major Functional Areas

Primary Activities:
Manufacturing Materials Management (logistics) Engineering Testing and Quality Control Maintenance and Service Marketing and Sales Accounting Finance Strategic Planning Human Resource Management Research and Development Procurement (Purchasing) Public Relations Information Systems
Support Activities
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Support Provided
Another way to classify IS is by the type of support provided regardless of the functional area involved: Transaction Processing Systems (TPS) supporting routine operations central to the mission of the organization. Management Information Systems (MIS) supporting functional managers. Office Automation Systems (OAS) - supporting office workers. Group Support Systems (GSS) - supporting people working in groups
Support Provided
Decision Support Systems (DSS) - supporting managers and analysts. Executive Information Systems (EIS) supporting executives Execution systems - systems that directly support the organizations value-added work (e.g. help sales people sell, doctors practice medicine, architects design, etc.) Intelligent Support system - supporting knowledge workers using Expert systems (ES) and artificial neural networks (ANN)
By Nature of Activity Supported

Operational Systems - deal with day to day operations. Often involve TPS. Systems used by first-line managers (supervisors). Operational decisions are of short-term nature. Managerial or Tactical - used by middle management; short-term planning, organizing, and controlling. Managerial systems are broader in scope that operational systems. They are often equated with MIS. Strategic - deal with long-term situations which significantly affect how business is conducted. Note: Reference Gorry Scott-Morton article.
Information Systems Design

The manner is which an IS is designed depends on what it is intended to support. It is important to conceptualize the information requirements of the organization (See Wetherbe article). Often the conceptualization of how information requirements will be met is called the information architecture. It is a high-level description of an organizations information resources. The Information Systems infrastructure or information technology infrastructure is a related concept.
Information Systems Design - 2

The information technology infrastructure is a description of how computers, networks, databases, and other facilities are arranged and how they are operated and managed. Architecture and Infrastructure are related aspects of Information System Design. An analogy is the conceptual planning of a house (architecture) and the physical construction of the foundation, walls, roof, etc. (infrastructure).
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By Information Systems Architecture

Information Systems can be classified according to the systems architecture: a mainframe based system, sometime called host-based systems. a stand-alone personal computer. a Networked (or distributed) environment divides the work between two or more computers. Cooperative processing (geographic dispersed) client-server (generally with LANs) enterprise wide (uses intranet)
Detail on Information Systems by Support Provided
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Transaction Processing Systems

A transaction is an elementary activity conducted during business operations (e.g. merchandise sale). Earliest Information Systems in organizations. Support the monitoring, collection, storage, processing, and dissemination of the organizations basic business transactions. Provides backbone for many other applications involving other support systems. On-line systems called OLTP vs. batch Routine, repetitive tasks.
Business Transactions in a Factory

Payroll: employee time cards, employee pay and deductions, payroll checks. Purchasing: purchase orders, deliveries, payments (accounts payable) Sales: sales records, invoices and billing, accounts receivable, sales returns, shipping Manufacturing: production reports, qualitycontrol reports Finance and Accounting: financial statements, tax records, expense accounts Inventory management: materials usage, inventory levels
Transaction Processing Systems 3

In addiiton to processing the routine critical organizational activities, transaction processing systems also provide the source data for many other type of information systems used at the tactical and strategic levels in the organization. Recall that tactical and strategic levels use aggregated data, over multiple time periods. TPS are often the source of this information. TPS often populate data warehouse which provide on-line analytical processing (OLAP).
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TPS Data Entry Screen
Management Information Systems

Systems that convert TPS data into information for monitoring performance and managing an organization. The MIS provides periodic information to functional (operational) and mid-level (tactical) managers on routine matters such as operational efficiency, effectiveness, and productivity. Example: An HRIS can provide the HR manager with percentages of people who are on vacation or call in sick. It can compare actual to forecasted values, or to an industry average. MIS are used for planning, monitoring, and control.
MIS management report
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Methods for Managerial Systems Support (MIS or Tactical Level)

1. Statistical Summaries 2. Exception Reports 3. Periodic and ad hoc reports 4. Comparative analysis 5. Projections 6. Early detection of problems 7. Routine decisions
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Statistical Summaries
Statistical Summaries - summary of raw data collected in TPS. Examples: Daily production weekly absenteeism rate monthly usage of utilities Enhanced with graphics - a picture tells a thousand words.
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Exception Reports
To relieve managers from the informationoverload syndrome, an information system can extract (or highlight) exceptions. Produced only when pre-established out-ofbounds conditions occur E.G. a report that compares expenses to budget, all expense items that exceed the budget by more than 5 per cent are underlined, colored, or separated from the rest. Exception reporting helps managers avoid perusal of incidental figures and concentrate on deviations from the norm. Challenge is to define the exceptions vs. normal.
Periodic and Ad Hoc Reports

Both statistical summaries and exception reports can be done on a routine basis or on a demand basis by users (ad hoc). Ad hoc requested because they contain information not available in the routine reports or because users can not wait for the scheduled time of the periodic report. As technology improves, the ability to request and receive ad hoc reports will improve further. Managers should be able to view current or even real-time information at any time they wish to do so. Query languages to databases facilitate such inquiry. Web access tools are providing the same.
Comparative Analysis
Managers like to see performance values and other information compared to their competitors, past performance, or industry standards. Key Performance Indicators and other Critical Success Factors can be calculated from primarily internal information and compared with information external to the organization. These measures are often found in Executive Information Systems.
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Projections
In contrast to operational systems, which have a historical orientation, managerial information systems provide standard projections such as trend analysis, projection of future sales, projection of cash flows, or forecasting of market share. Many projections will look at historical data and factors in key environmental factors and factors (e.g. consumer price index, inflation rate) to predict the future.
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Early Detection of Problems

By comparing and analyzing data, managerial systems can detect problems in their early stages. For example, statistical quality control reports can reveal if a trend for reduced quality is developing. This requires defining norms.
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Routine Decisions
Middle managers are involved in many routine decisions. They schedule employees, order materials and parts, and decide what and when to produce. Standard computerized mathematical, statistical, and financial models are available for the execution of these activities.
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Strategic Potential of Transaction Processing and Management Reporting Systems

TPS should not be written off as efficiencyoriented that requires nothing more than technical ingenuity TPS can be enablers of major process innovations when approached with a TQM perspective. Redesigned business processes, supported by TPS, cut through functional business lines and can ensure rapid and high-quality customer service. They can be a source of competitive advantage and generate a wealth of organizational knowledge.
Strategic Potential of Transaction Processing and Management Reporting Systems - 2

Examples: The Ford Purchasing System highlighted in chapter 2. NJITs Self-Registration System and other Let the customer do it himself/herself systems. TQM systems:
customer-focus process-oriented total involvement
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Decision Support Systems

Help people make decisions by providing access to data, ietartive problem-solving direct use of models, and analysis tools with user-controllable methods for displaying results. Normally used in situations where decisions are semi-structured and unstructured where no one knows exactly how the decision should be made.
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IS Structured Decision-Making: Structuring loan authorization
Decision Support Systems - 2

DSS grew out of dissatisfaction with the ability of TPS and MIS to solve a new class of problems. Repetitive Use of DSS: Insurance agents use DSS to help customers choose policy options. Different scenarios are reviewed. Non-repetitive use of DSS: models are used to help evaluate different business strategies. Note the use of what if? questioning.
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Graphical output from a DSS
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Decision Support Tools

The use of on-line data analysis tools to explore large databases of transaction data is called online analytical processing (OLAP). The idea of OLAP grew out of difficulties analyzing the data in databases that were continually updated by TPS. Periodic downloads of transaction data is stored in a separate database specifically designed to support analysis work. This database is called the data warehouse. Use of OLAP tools to try and find relevant patterns in large transaction databases is called data mining.
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Executive Information Systems

An EIS is a highly interactive systems which provides managers and executives flexible access to information for monitoring operating results and general business conditions. EIS attempts to take off where the traditional MIS. EIS reporting is tailorable to the user.
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EIS - 1
(a)
(b)
(c )
EIS - 2
EIS - 3
MIS for strategic and policy planning and decision making Management Information for tactical planning and decision-making Management Information for operational planning, decision-making and control
EIS
DSS, ES
MIS
Basic Transaction Processing Collection of Core Business Data
TPS
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Office Automation Systems

Provide individuals with effective ways to process personal and organizational business data, perform calculations, and create documents. Facilitates everyday information processing tasks Includes a wide range of tools such as spreadsheets, word processors, presentation packages, and personal databases. Sometimes e-mail, v-mail, and fax are included. When used for personal purposes, the work is less structured. When tools are included for groups or teams, we often consider the tools groupware.
Group Support Systems

Share information with different people working on different parts of a task. Controlling work flows and approval loops within a group. Incorporating efficient methods of scheduling meetings. Other names used are Groupware and Computer-Supported Cooperative Work (CSCW) systems.
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Group Support Systems - 2

A form of Group Support systems called GDSS (Group Decision Support Systems) provides decision support by providing structure for meetings. The meetings can be held synchronously or asynchronously. Features of EIES/VC are compatible with GDSS.
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GDSS Room
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Communication Systems
Helps people work together by sharing information in different forms. Examples: teleconferencing, video conferencing, messaging systems. Sometimes called Computer Mediated Communication Systems (CMC). Sometimes the features are considered part of groupware or office automation systems.
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Options for teleconferencing
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Expert Systems
Information systems that support the work of professionals in bounded, but complex situations where it is recognized that experts do better than non-experts.
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Example: Information Systems in a Human Resource Department

The boundaries between different classifications of IS are not precise and several real-life systems combine several of the categories. Follow the descriptions of various HRISs in the next few slides.
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Transaction Processing in an HRIS

Keep inventory of personnel payroll preparation compute salaries and incentive plans
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Management Information Systems as part of an HRIS

Summary reports (e.g. average salaries in town) performance tracking of employees labor budget preparation, monitoring, and analysis short-term scheduling match positions and candidates fringe benefits monitoring and control
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Decision Support Systems in an HRIS

Special report (e.g. safety records, equal opportunity achievements) Long range planning for human resources design of a compensation plan quantitative support of labor-management negotiations
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Expert Systems in an HRIS

Advice on legal and tax implications during management-labor negotiations. Develop social responsibility plans select training media design comprehensive training programs
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Office Automation in an HRIS

On-line job interviews and recruiting, schedule meetings, mailing lists, schedule training, electronic mail, labor news and statistics received on-line preparation of training materials
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Executive Information Systems in an HRIS

Exists at corporate level only will measure key performance indicators of the department (such as dollar per employee)
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IS Impacts on Communication and Decision Making

Transaction Processing Systems: Communication: creates database that can be accessed directly, thereby making some person to person communication necessary. Decision-Making: gives immediate feedback on decisions while processing transactions.
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Management Information Systems and Executive Information Systems: Communication Provides a basis of facts rather than options for explaining problems and solutions Decision Making provides summary information and measures of performance for monitoring results. May provide easy ways to analyze the types of information provided in less flexible form by older MIS

Decision Support Systems: Communication: analysis using DSS helps provide a clear rationale for explaining decisions. Decision Making: provides tools for analyzing data and building models Analysis using a DSS helps define nd evaluate alternatives
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Information System Examples in Three Functional Areas of Business Sales,Manufacturing, and Finance
OFFICE AUTOMATION SYSTEMS COMMUNICATION SYSTEMS TRANSACTION PROCESSING SYSTEM (TPS) MANAGEMENT INFORMATION SYSTEM (MIS) AND EXECUTIVE INFORMATION SYSTEM (EIS) DECISION SUPPORT SYSTEM (DDS) EXECUTION SYSTEM
Reference Table 5.6 in Alter Textbook.

Transferable Features of IS
OFFICE AUTOMATION SYSTEMS
Transferable features: Multiple forms of information, sometimes used in combination Immediacy and interactivity of communication Avoidance of unproductive work
COMMUNICATION SYSTEMS
Transferable features: Emphasis on communication in addition to data processing Consideration of social presence and other communication characteristics when building systems Recognition of the need to handle different combinations of same or different time or place Sharing information betwween different people working on different parts of a task Controlling work flows and approval loops within a group Incorporating efficient methods of scheduling meetings
TRANSACTION PROCESSING SYSTEMS

Transferable features: Control Procedures and rules Repetitions
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Transferable Features of IS - 2
MANAGEMENT AND EXECUTICE INFORMATION SYSTEMS
Transferable features: Emphasis on measures of performance Use of standard formats and measures by people in different departments User friendly interface User friendly methods for analyzing data
DECISION SUPPORT SYSTEMS

Transferable features: User-controlled interaction with computers Use of models and data Information systems applied to semistructured tasks
EXECUTION SYSTEM
Transferable features: Integrating computerized systems into doing the organizations value added work Bringing knowledge in active form to people doing the work
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Types of Information Systems

CIS 465 -Types of Information Systems (99F)

Case: Frito Lay

CIS 465 -Types of Information Systems (99F)

CIS 465 -Types of Information Systems (99F)

CIS 465 -Types of Information Systems (99F)

CIS 465 -Types of Information Systems (99F)

CIS 465 -Types of Information Systems (99F)

Capabilities of Information Systems

2. Instantaneous Access to Information

CIS 465 -Types of Information Systems (99F)

Capabilities of Information Systems - 2

CIS 465 -Types of Information Systems (99F)

Capabilities of Information Systems - 3

CIS 465 -Types of Information Systems (99F)

Capabilities of Information Systems - 4

6. Supporting Organizational Memory and Learning

CIS 465 -Types of Information Systems (99F)

Capabilities of Information Systems - 5

CIS 465 -Types of Information Systems (99F)

Capabilities of Information Systems - 6

Capabilities of Information Systems - 7

CIS 465 -Types of Information Systems (99F)

Improving Communication and Decision Making Performance within Business Processes

CIS 465 -Types of Information Systems (99F)

Improving Communication and Decision Making Performance within Business Processes

Basic Concepts of Communication

CIS 465 -Types of Information Systems (99F)

CIS 465 -Types of Information Systems (99F)

General Model of a Communication System

Noise and Distortion

Basic Communication Concepts

CIS 465 -Types of Information Systems (99F)

Nonverbal communication Media Richness Theory

CIS 465 -Types of Information Systems (99F)

Personal, Impersonal, and Anonymous Communication

CIS 465 -Types of Information Systems (99F)

Time, Place, and Direction of Communication

CIS 465 -Types of Information Systems (99F)

Common Communications Classified By Time and Place

Typical Telephone Video Telephone Video Conferencing Live Radio TV Broadcast

What are some approaches for Information Systems to improve communications?

CIS 465 -Types of Information Systems (99F)

Approaches for Improving Communication

CIS 465 -Types of Information Systems (99F)

Making Face to Face Communication More Effective

CIS 465 -Types of Information Systems (99F)

Eliminate Unnecessary Person to Person Communication

ATM access Automated Telephone Attendants Danger of becoming too impersonal

CIS 465 -Types of Information Systems (99F)

Making Communication Systematic

Combine and Extend Electronic Communication Functions

CIS 465 -Types of Information Systems (99F)

CIS 465 -Types of Information Systems (99F)

Basic Decision-Making Concepts

CIS 465 -Types of Information Systems (99F)

Steps in Decision Making

Types of Information Systems

CIS 465 -Types of Information Systems (99F)

Different Classification Schema

CIS 465 -Types of Information Systems (99F)

Classification of IS: Major

Classification of IS: Major