SISTEM INFORMASI

MANAJEMEN
The Systems Approach

Dr. H.Syarif Hidayatullah,SE.,MM

Universitas Merdeka Malang
Problem -- good and bad.
• Problem solving -- respond to problems to:
• Suppress harmful effects
• Capitalize on opportunity for benefit
• Decision -- selection of a course of action
• The act of selecting a strategy or action
Elements of Problem Solving
• Desired state
• Current state
• Constraints
} Difference =
Solution Criterion
• Internal -- limited resources
• External -- pressures to restrict resource flows
 Elements of the
Problem Problem-Solving
Process

Elements of the conceptual system

Alternate
Standards Desired state solutions
Problem
Current state solver
(manager)
Information Constraints

Solution
Problems versus Symptoms

Know the difference

• symptoms are produced by the problem
• the problem causes the symptoms
• when the problem is corrected the symptoms will
cease , but not vice versa
Problem Structure
• Structured -- elements and relationships
understood
• Unstructured
• Semistructured
• DSS concept of managers and the computer
working jointly towards a solution
Problem Structure

Computer Manager
Solve DSS Solve

Structured Semi-structured Unstructured

The Systems Approach
John Dewey, 1910
Columbia philosophy professor
1. Recognize the controversy
Problem
2. Weigh alternative claims
3. Form a judgment
Solution
A Series of Steps

Decisions are made at each step of the definition

and solution phases
 Phases and Steps of the Systems Approach
Phase I: Preparation Effort
Step 1. View the firm as a system
Step 2. Recognize the environmental system
Step 3. Identify the firm’s subsystems

Phase II: Definition Effort

Step 4. Proceed from a system to a subsystem level

Step 5. Analyze system parts in a certain sequence

Phase III: Solution Effort

Step 6. Identify the alternative solutions

Step 7. Evaluate the alternative solutions
Step 8. Select the best solution
Step 9. Implement the solution
Step 10. Follow up to ensure that the solution is effective
Tying Together:
(1) The systems approach

(2) The problem

(3) The decisions

(4) The CBIS

Preparation Effort
• Step 1View the firm as a system

• Step 2Recognize environmental system

• Step 3 Identify the firm’s subsystems

 The Systems Approach Requires Decision Making
PHASE STEP
4. Proceed from a system
Definition to a subsystem level.
Effort
5. Analyze system parts in a
certain sequence.
6. Identify alternative
Solution solutions.
Effort 7. Evaluate the alternative
solutions.
8. Select the best solution.
9. Implement the solution.
10. Follow up to ensure that
the solution is effective.
DECISION
Where is the problem?
Do new data need to be gathered, or do data
already exist?
How will data be gathered?
What is causing the problem?
How many alternatives should be identified?
Are these alternatives feasible?
Which criteria should be used?
How does each alternative measure up to
each criterion?
Do all criterion have equal weight?
Is there enough information to make a
selection?
Which alternative measures up best to the
criteria?
When should this solution be implemented?
How should the solution be implemented?
Who should perform the evaluation?
How well is the solution meeting the
objectives?
Subsystems of the CBIS Help the Manager Solve a Problem

The Systems Approach CBIS

Decision
Proceed subsystem
from
system to CBIS
subsystem Decision
subsystem

Decision CBIS
Analyze parts in
subsystem
sequence
CBIS
Decision
Identify subsystem
alternative
solutions CBIS
Decision
subsystem
Evaluate
CBIS
Problem alternative Decision
subsystem
solutions

Select
CBIS
the best Decision
subsystem
solution
CBIS
Decision
Implement subsystem
the
solution CBIS
Decision
subsystem

CBIS
Follow up Decision
subsystem
Preparation Effort
• Steps taken in any order or at the same time.
Start now
• Functional decomposition (structured analysis)
• Management levels can also be subsystems
• Note that both information and decision flow can
"skip" levels
 Each Functional Area is a Subsystem
President

Marketing Subsystem Manufacturing Subsystem Finance Subsystem

Human Resources Information Services

Subsystem Subsystem
Each Management Level is a Subsystem
Standards

Strategic
Inputs Transformation
Process Outputs Planning
Level

Standards Management
Control
Level
Inputs Transformation Outputs
Process

Standards Operational
Control
Level
Transformation
Inputs Outputs
Process
Information Flow Decision Flow
Other Opportunities for
Subsystems:

1. Resource flows

2. Products (General Motors)

3. Customers

4. Geographic area
 Definition Effort

Trigger

Identify
the Problem

Understand the problem

1. Proceed from system to subsystem level
2. Analyze system parts in a certain sequence
Something Triggers the Definition Effort

The trigger can be:

1. An action
2. The passage of time
3. From within the firm or the environment
Proceed from System to
Subsystem Level

• Each level is a system

• Are subsystems integrated into a smoothly
functioning unit?
• Does the subsystem need to be broken down
further?
Analyze System Parts in a Certain
Sequence

1. Evaluate standards. They must be:

• valid
• realistic
• understandable
• measurable
Analyze System Parts (continued)
2. Compare system outputs with standards
3. Evaluate management
4. Evaluate the information processor
5. Evaluate the inputs and input resources
6. Evaluate the transformation processes
7. Evaluate the output resources
 Each Part of the System Is Analyzed in Sequence
1.

Standards

3. 4.
Information
Management
processor

6. 7. 2.
5. input
Inputs.. + resources
Transformation Output Outputs
. processes resources
Example:
Symptom: Firm not meeting its sales objective

following the sequence of system parts

1. Marketing management has experienced a high
turnover
2. Marketing standards have been unrealistic
3. Marketing research has been providing
inadequate information
4. Marketing research needs an improved
information processor
 Analyze the firm as a system

Standards Information Inputs and Transformation Output

Outputs Management processor input resources processes
resources

Analyze a subsystem within the firm (marketing division)

Information Inputs and Transformation Output

Standards Outputs Management processes
processor input resources resources

Analyze a subsystem within the marketing division

(marketing departments
Information Inputs and Transformation
Standards Outputs Management Output
processor input resources processes
resources

The Systems Approach Provides the Path to Problem Definition

Solution Effort
Identify alternatives
Find different ways to solve the same problem
• Brainstorming
• Joint Application Design (JAD) session
Example
Problem: Inadequate computer
Alternatives:
1. Upgrade existing system
2. Get larger computer
3. Go to LAN
 Evaluation of Alternatives
Alternative 3:
Alternative 1: Alternative 2: Install
Upgrade Install Microcomputer
Existing System Larger System Network

Advantages 1. Small increase in 1. Very responsive 1. Slight decrease

cost of operation to information in cost of operation
2. No user training requests 2. Slightly adaptable to
required 2. Good data security changing user needs
3. Provides maximum 3. Easily adaptable to
data security changing user needs

Disadvantages 1. Moderately respon- 1. Large increase in cost 1. Some user training

sive to information of operation required
requests 2. Much user training 2. Moderately respon-
2. Not easily adaptable required sive to information
to changing user requests
needs 3. Presents data security
problems
Evaluate Alternative Solutions
Evaluation Criteria
1. Cost
2. User training
3. Responsiveness
4. Data security
5. Adaptability to changing user needs
Select the Best Solution
Three ways that managers can select the best
alternative:
1. Analysis
2. Judgment
3. Bargaining
Final Steps of the Solution Effort
• Implement the solution

• Follow-up to ensure that the solution is effective

An Integrative Model of the Systems Approach

Definition Effort
4. Proceed from a system to a subsystem
level
5. Analyze system parts in a certain
sequence

Solution Effort
6. Identify alternative solutions
7. Evaluate the alternative solutions
8. Select the best solution
9. Implement the solution
10. Follow-up to ensure that the solution is effective
The Problem Phases Followed by the CIOs

Problem
Identification Step 1
(I)

Design of Search for

New Alternatives Ready-Made
(D) Alternatives (S) Step 2

Evaluation/Choice
(E) Step 3

Authorization
(A)
Step 4
Problem-Solving Frequently Reverted to Previous Phases

Problem
Identification Step 1
(I)
13 5

Design of Search for

New Alternatives Ready-Made
(D) Alternatives (S) Step 2
12

2 10
Evaluation/Choice
(E)
Step 3

Authorization
(A)
Step 4