Describe the social view of information systems

The social view of information systems emphasizes the impact of information technology on
society, individuals, and organizations. It considers the interplay between technology and human
behavior, relationships, and societal structures. Several key aspects characterize the social view
of information systems:

Human-Centric Perspective:
Information systems are seen as tools designed to support and enhance human activities. The
focus is on how technology affects people in their personal and professional lives, shaping their
interactions and decision-making processes.

Societal Impact:
This perspective examines how information systems contribute to broader social changes. It
considers issues such as the digital divide, access to information, privacy concerns, and the
potential for technology to either bridge or exacerbate social inequalities.

Organizational Culture and Structure:

Information systems play a significant role in shaping organizational culture and structure. They
influence communication patterns, decision-making processes, and the overall dynamics within
an organization. Understanding these aspects is crucial for successful implementation and
utilization of information systems.

Ethical Considerations:
The social view places a strong emphasis on ethical considerations related to information
systems. This includes concerns about privacy, data security, and the responsible use of
technology. Ethical dilemmas arise in areas such as surveillance, data collection, and the
potential for bias in automated decision-making systems.

Individual and Group Behavior:

Information systems impact individual and group behavior in various ways. Social media, for
example, influences how people connect, share information, and form online communities.
Understanding these behavioral dynamics is essential for designing systems that align with user
needs and expectations.
Globalization and Cultural Impacts:
Information systems contribute to the globalization of societies and economies. They facilitate
communication and collaboration across borders, but they also raise questions about cultural
diversity, digital inclusion, and the potential homogenization of cultures through the influence of
technology.

Change Management:
Implementing information systems often involves organizational change. The social view
recognizes the importance of managing this change effectively, considering how it affects
employees, their roles, and the overall work environment.

Describe technical view of information systems

The technical view of information systems focuses on the hardware, software, networks, and
other technical components that make up an information system. It emphasizes the design,
development, implementation, and maintenance of these technical elements to ensure the
effective functioning of the overall system. Key aspects of the technical view include:

Hardware Components:
This involves the physical equipment that makes up the information system, such as servers,
computers, storage devices, and peripheral devices. The technical view considers the
specifications, capabilities, and configurations of these hardware components.

Software Applications:
The technical view examines the software programs and applications that run on the hardware.
This includes operating systems, databases, programming languages, and various application
software. The design and functionality of these software components are crucial for the system's
performance.

Network Infrastructure:
Information systems often rely on network infrastructure for communication and data exchange.
The technical view considers the design and configuration of networks, including local area
networks (LANs), wide area networks (WANs), and the internet. Network protocols, security
measures, and data transmission methods are essential components of this perspective.
Data Management and Databases:
Information systems store and manage vast amounts of data. The technical view involves
designing and implementing databases, data structures, and data management systems. It also
includes considerations for data integrity, security, and retrieval efficiency.

System Development Life Cycle (SDLC):

The technical view follows the various stages of the System Development Life Cycle, including
planning, analysis, design, implementation, and maintenance. It involves methodologies such as
Waterfall, Agile, and DevOps to ensure effective development and deployment of information
systems.

Security and Privacy:

Technical aspects related to security are critical in the technical view. This includes measures
such as encryption, access controls, firewalls, and intrusion detection systems to protect
information systems from unauthorized access, data breaches, and other security threats.

Integration and Interoperability:

Information systems often need to integrate with other systems and technologies. The technical
view addresses the challenges of ensuring compatibility and interoperability between different
hardware and software components, enabling seamless data flow and functionality.

Emerging Technologies:
Keeping up with advancements in technology is a key aspect of the technical view. This includes
exploring and adopting emerging technologies such as artificial intelligence, machine learning,
blockchain, and the Internet of Things (IoT) to enhance the capabilities and efficiency of
information systems.
SOCIO-TECHNICAL APPROACH
This is the mixture of technology and people. Socio-technical approach helps to avoid purely
technological approach to information systems. It emphasizes that IS approach is an integral/integrated
part of both the technology as well as organization people. It emphasizes that all system performance
should be optimized to attain high profitability as well as satisfy people working in the organization that
technology must be changed and designed in a way that it fits organizational and individual needs.
Sometimes technology must be deoptimised in order to satisfy individual needs.
Organizations and people must be changed through traming learning and planned organizational change
in order to facilitate the operation and prosperity of technology. People and organization change must take
place to take advantage of new IT.

In socio technical perspective the performance of the system is optimized when both technical and
organization mutually adjust to one another until satisfactory fit is obtained.

a) explain the meaning IS in management

Information Systems in management encompass a set of interconnected components that collect,
process, store, and distribute information to support decision-making, coordination, control,
analysis, and visualization in an organization.

There are three main components of Information Systems in the context of management:

Technology:
This component includes hardware, software, networks, and other technological infrastructure
that form the basis of information systems. It encompasses the physical devices (computers,
servers, etc.), software applications, databases, and communication networks that enable the
processing and transfer of information.

Data:
Information Systems deal with data, which is raw facts and figures. This data is processed and
organized into meaningful information that can be used for decision-making. The data can be
structured (in databases) or unstructured (such as documents, emails, etc.).

People:
People are a crucial component of Information Systems. They are involved in the design,
development, implementation, and use of information systems. Users interact with the systems to
input data, receive information, and make decisions. Additionally, there are IT professionals
responsible for maintaining and managing the systems.
In the management context, Information Systems play a vital role in various aspects:

Decision Support: Information Systems provide managers with the data and analysis tools
needed to make informed decisions. This includes generating reports, conducting data analysis,
and utilizing visualization tools.

Coordination and Communication: Information Systems facilitate communication and

coordination within an organization. Email systems, collaborative platforms, and intranets are
examples of tools that enhance communication and collaboration among team members.

Efficiency and Productivity: Well-designed Information Systems contribute to increased

efficiency and productivity by automating routine tasks, streamlining processes, and providing
quick access to relevant information.

Strategic Advantage: Information Systems can provide a strategic advantage by enabling

organizations to gather, analyze, and act upon information faster and more effectively than
competitors. This can lead to innovation, improved customer service, and overall competitive
positioning.

Data Security and Compliance: Information Systems are responsible for ensuring the security
and integrity of organizational data. They implement measures such as access controls,
encryption, and backup systems to protect against data breaches and ensure compliance with
regulations.

Overall, Information Systems in management are integral to the modern organizational

landscape, supporting decision-making, operational processes, and strategic initiatives. The
effective management of information systems is crucial for organizations to stay competitive and
adapt to the evolving technological landscape.

Data Security and Compliance:

Information systems are crucial for ensuring the security and integrity of organizational data.
They implement security measures, such as access controls and encryption, to protect against
unauthorized access and data breaches. Compliance with industry regulations is also facilitated
through information systems.

Employee Empowerment:
Information systems empower employees by providing them with access to relevant information
and tools needed to perform their tasks efficiently. This empowerment contributes to job
satisfaction, skill development, and overall employee engagement.

In summary, the importance of information systems in management lies in their ability to provide
decision support, enhance efficiency, facilitate strategic planning, and enable organizations to
adapt to dynamic business environments. Effective management of information systems is a
cornerstone for achieving organizational goals and maintaining a competitive edge in the modern
business landscape.
Components of an Information System:
The components that make up an IS are:-
1. Hardware – This is a set of devices such as the processors, printers and monitor.
Also includes mainframes and minicomputers that can accept data and process
them respectively.
2. Software –A set of instructions or program that enable the hardware to process data.
These can be classified into system software and application software.
3. Databases – This is a collection of related files or tables that store data and their
association or relations among them.
4. Network – This is a connecting system that allows the sharing of the resources by
different computers.

Importance of Information system in management

The main purpose of Information System is to provide the management the necessary
information for decision making. In order to achieve this purpose MIS is to perform the
following functions.
Collection of data: The first function of MIS is to collect necessary data from both internal and
external sources of the organization. The data of the organization which have already been
gathered are kept in some physical medium such as a paper form or entering it directly into
computer system.
(i) Processing data: After storing the data, the next important function of MIS is to process the
same. In the processing, the data are converted to require management information, calculating
company, sorting,classifying and summarizing etc. are the necessary activities to be done for
processing the data.
(ii) Storage of information: Under the MIS, necessary data and information are carefully stored,
so that it can save time for searching the same. Generally, data and information are stored by
reserving and organizing them in the form of files, records and databases for future use.
(iii) Retrieval of information: Another function of MIS is to retrieve the information to meet the
exact management information demands. So retrieval should be done as per the requirement of
the management users.
(iv) Disseminating: Disseminating is the last function or finished product of MIS. By
disseminating the data and information are divided and distributed to the users in an
organization. This can be done through reports or outline through computer terminals
periodically.

b) describe the use of IS in management decision making

Data Collection and Aggregation:
collect and aggregate data from various sources within and outside the organization. This
includes internal databases, external market data, customer feedback, and other relevant sources.
This process provides a comprehensive and up-to-date dataset for decision-makers.

Data Analysis and Reporting:

IS use analytical tools and algorithms to process and analyze large volumes of data quickly.
Decision-makers can utilize reporting functionalities to gain insights into trends, patterns, and
key performance indicators (KPIs). This analysis helps in identifying opportunities, challenges,
and areas that require attention.

Visualization Tools:
It incorporates visualization tools such as charts, graphs, and dashboards. These visual
representations make complex data more accessible and understandable for managers, aiding in
quicker and more informed decision-making.
Predictive Analytics:
Forecast future trends and outcomes. By analyzing historical data and identifying patterns,
managers can make predictions about future events, allowing for proactive decision-making and
strategic planning.

Decision Support Systems (DSS):

DSS are specialized information systems designed to assist managers in decision-making. These
systems provide interactive tools and models to support specific decision-making tasks. They
help in evaluating alternatives, assessing risks, and simulating the potential impact of decisions.

Strategic Planning:
By providing relevant information about the market, competitors, and internal capabilities. This
information aids in formulating and adjusting long-term organizational strategies to align with
business goals.

Operational Decision-Making:
At the operational level, IS support day-to-day decision-making processes. For example,
inventory management systems help in determining optimal stock levels, while human resource
management systems assist in workforce planning and scheduling.

Collaborative Decision-Making:
By providing a platform for sharing information and insights among team members.
Collaborative tools, integrated into IS, allow for real-time communication and collaboration,
fostering a more inclusive decision-making process.

Risk Management:
IS contribute to risk assessment and management by providing data on potential risks and their
likelihood. Decision-makers can use this information to evaluate risks, implement mitigation
strategies, and make decisions that align with risk tolerance levels.
c) explain the types of decisions making
Describing types of decisions {structured, semi-structured, un-structured}
 Structured decisions: The decisions follow a set of rules and have a definite procedure
for handling them.
 Unstructured decisions: are normally subjective and do not follow any definite set of
rules.
 Semi-structured: decisions lie between structured and unstructured decisions.
 Analytical decisions: An analytical decision is one that is based on an analysis of
information that has been systematically acquired and evaluated.
 Heuristic decisions: These solutions will usually depend on trial and error. Common
sense, past experience and general guidelines may be used to help, but the decision maker
is not applying any techniques that will guarantee the correct answer first time.
 Programmed decisions: are decisions that occur frequently enough that we develop an
automated response to them.
 Non-programmed decisions: They are unique and important decisions that require
conscious thinking, information gathering, and careful consideration of alternatives.

d) describe the decision making cycles

Steps Involved In Decision Making Process

Decision-making involves a number of steps which need to be taken in a logical
manner. This is treated as a rational or scientific 'decision-making process' which is
lengthy and time consuming. Such lengthy process needs to be followed in order to take
rational/scientific/result oriented decisions. Decision-making process prescribes some
rules and guidelines as to how a decision should be taken / made. This involves many
steps

MIS
logically arranged. It was Peter Drucker who first strongly advocated the scientific method of
decision-making
in his world famous book 'The Practice of Management' published in 1955. Drucker
recommended the scientific method of decision-making which, according to him, involves the
following six steps:
1. Defining / Identifying the managerial problem,
2. Analyzing the problem,
3. Developing alternative solutions,
4. Selecting the best solution out of the available alternatives,
5. Converting the decision into action, and
6. Ensuring feedback for follow-up.

1. Identifying the Problem: Identification of the real problem before a business enterprise is the
first step in the process of decision-making. It is rightly said that a problem well-defined is a
problem half-solved.
Information relevant to the problem should be gathered so that critical analysis of the problem is
possible.This is how the problem can be diagnosed. Clear distinction should be made between
the problem and the symptoms which may cloud the real issue. In brief, the manager should
search the 'critical factor' at work. It is the point at which the choice applies. Similarly, while
diagnosing the real problem the manager should consider causes and find out whether they are
controllable or uncontrollable.
2. Analyzing the Problem: After defining the problem, the next step in the decision-making
process is to analyze, Uniqueness of the decision.
3. Collecting Relevant Data: After defining the problem and analyzing its nature, the next step
is to obtain the relevant information/ data about it. There is information flood in the business
world due to new developments in the field of information technology. All available information
should be utilized fully for analysis of the problem. This brings clarity to all aspects of the
problem.
4. Developing Alternative Solutions: After the problem has been defined, diagnosed on the
basis of relevant information, the manager has to determine available alternative courses of
action that could be used to solve the problem at hand. Only realistic alternatives should be
considered. It is equally important to take into account time and cost constraints and
psychological barriers that will restrict that number of alternatives.
If necessary, group participation techniques may be used while developing alternative solutions
as depending on one solution is undesirable.
5. Selecting the Best Solution: After preparing alternative solutions, the next step in the
decision-making process is to select an alternative that seems to be most rational for solving the
problem. The alternative thus selected must be communicated to those who are likely to be
affected by it. Acceptance of the decision by group members is always desirable and useful for
its effective implementation.
6. Converting Decision into Action: After the selection of the best decision, the next step is to
convert the selected decision into an effective action. Without such action, the decision will
remain merely a declaration of good intentions. Here, the manager has to convert 'his decision
into 'their decision' through his leadership.
For this, the subordinates should be taken in confidence and they should be convinced about the
correctness of the decision. Thereafter, the manager has to take follow-up steps for the execution
of decision taken.
7. Ensuring Feedback: Feedback is the last step in the decision-making process. Here, the
manager has to make built-in arrangements to ensure feedback for continuously testing actual
developments against the expectations. It is like checking the effectiveness of follow-up
measures. Feedback is possible in the form of organized information, reports and personal
observations. Feed back is necessary to decide whether the decision already taken should be
continued or be modified in the light of changed conditions.