USE OF THE INFORMATION SYSTEM MANAGEMENT
ARIZONA STATE UNIVERSITY
CIS 235 - INTRODUCTION TO INFORMATION SYSTEMS
WEEK 5
User Hierarchy:
Managers not only manage physical resources, but also manage conceptually. A
manager ensures that the necessary raw data will be collected and processed into useful
information. Furthermore, it is determined who deserves to get the information at a fast and
appropriate time so that the information can be utilized.
Initially, the users of computer-processed output were administrative staff in the
accounting department, where computers performed applications, such as for salary payment,
inventory management. All information systems to provide information to all levels of
management, such as top level management with executive management consisting of
managing directors, directors, and other executives in the functions of marketing, purchasing,
engineering, production, finance and accounting. Middle level management can consist
division managers and branch managers.
Lower level management is called operating management and consists of foremen and
supervisors. Top level management is also called strategic level, middle level management is
also called tactical level, while lower level management is called technical level.
1.1.
Various Management Activities:
Management activities are linked to their level within the organization. Each level of
management is different and will affect information processing because the information
required will be different for each level of management. According to Jogiyanto, users of this
management information system can be classified into in several levels of management as
below.
Management information system for Strategic Planning:
The purpose of strategic planning is to develop an organization's strategy in order to
achieve its goals. This management activity is carried out by upper management or top
management, such as the managing director, director, deputy director, and functions at that
level. The planning includes the process of evaluating the organization's external
environment, setting goals, and determining the organization's strategy. Some types of data
used in strategic planning include the following.
a. The economic outlook for the organization's current activities.
b. Political environment and future forecasts.
c. Projections of future capabilities and achievements by country market.
d. Competition ability.
e. Opportunities for new products.
f. Alternative resource requirements.
g. Strategy alternatives.
1.1.2.
Management information system for Management control
Management control information is needed by managers to measure work, decide on
control measures, formulate new decision rules, and allocate resources. Management control
activities require the following types of information, among others.
a. Planned work standards and budgets.
b. Causes of deviations that occur.
c. Analyze possible decisions and actions.
This management is known as mid-level managers who have the responsibility of
explaining the strategic plan that has been set, which includes management control, such as
division managers and branch managers. Activities to support decisions Management control
activities include the following.
a. Budget planning model.
b. Deviation report program.
c. Decision model.
d. Inspection model.
The output of management control can be budget plans, regular reports, and problem analysis.
1.1.3.
SIM for Operational Control
Operational control is a stabilizing activity so that operational activities are carried out
efficiently and effectively. Control uses established decision rules and procedures. This level
of management is responsible for implementing the plans set by middle management.
Examples of the types of decision support that can be made in an operational control system
include the following.
a. Transaction documents.
b. An examination of the employee file clarifies the requirements for a position.
c. Regular reports are generated periodically.
It should be understood that information systems in an organization are in a separate
section, information systems or electronic data processing, usually headed by an information
systems manager or controller. The controller is the chief accounting executive, and is
sometimes referred to as the office manager, secretary or planning and control manager or
finance director (vice president finance).
To clarify the management information system in the organization, below is quoted from
Jogiyanto's opinion on the introduction of computers that in this organizational structure, the
Controller not only oversees the accounting department, but also has responsibility for the
information systems department or electronic data processing (PDE).
The factor that needs to be considered in this form of organizational structure is the
role of the controller. If the controller is well versed in electronic data processing technology,
this is not a problem. A further concern is that the data processed is not only accounting data,
but also other non-accounting data, so the controller's knowledge of other issues must be
sufficient.
In some organizations, the information systems or PDE function is organized separately from
the accounting function and under the responsibility of a separate manager, the PDE manager
or information systems manager.
The reason that the information systems department stands alone and not under the
controller is because the PDE department as a service department not only processes
accounting data, but also processes non-accounting data. If the PDE department is located
under the controller, financial information tends to dominate this system because the
controller will put more emphasis on financial matters only, as a result of which other parts of
the organization are not satisfied with their information needs.
MANAGEMENT INFORMATION SYSTEMS IN ORGANIZATIONS
6.1.
The Role of Management Information Systems in Organizations:
Information plays an important role in human life. Information can bring losses and
can also bring profits. Wrong information or unclear information can bring organizational
losses, but clear information will bring profits. In carrying out daily activities, information is
very important. Likewise in organizations, without the right information, activities in the
organization will not run well.
The development of the times that is getting more and more advanced makes technology also
increasingly advanced following the movement of the times. With the development of
technology, a term known as management information system has also developed. In
organizations, this system plays an important role in the fulfillment of information. This
system makes it easy for each individual in the organization to find and obtain information.
Information that is stored in this system will be stored neatly. Therefore, the use of this
system is very helpful for organizations in collecting information.
The development of this system is useful for serving the information needs of each
functional unit at all levels in the organization. Each level in the organization has a different
plan. This management information system is developed to support each of these information
needs. Moreover, this system can help organizations provide information when solving a
problem. In solving problems, this system helps provide the information needed to make the
right decision.
The development of this management information system provides great support in
meeting the information needs of decision makers and other users in the organization. The
existence of this technological development provides a new awareness in the organization -
awareness that the application of this system in the world of work is very important. The
application of this system has the main objective of obtaining perfect information and helping
managers in decision making.
6.2.
Management Information System Concept
The term management information system consists of three keywords: system,
information, and management. In order to get a good understanding of this term, there needs
to be an understanding of each keyword.
System. A system is defined as "a group of elements integrated with a common
purpose to achieve a goal" (McLeod & Schell, 2004, p. 9). Furthermore, according to Tim
Pustaka Phoenix (2009), a system is "a group of parts of tools and so on that work together to
perform a purpose, a group of opinions events, beliefs, and so on that are arranged and
arranged properly, a way, an organized method of doing something" (p. 804).
A system consists of input, management, and output. According to Ladjamudin (2005), the
system has the following characteristics:
1. Has components. A system component is anything that is part of the system arrangement
which can be a real, abstract object, person, thing, or event.
2. Has boundaries. System boundaries are needed to distinguish one system from another
others. Without system boundaries, it is very difficult to explain a system. The system
boundary will provide a limit to the system.
3. It has an environment. The system environment is everything that is outside the system.
The environment can be beneficial or detrimental. Generally, a favorable environment will
always be considered to maintain the sustainability of the system. While the adverse
system environment will be sought to have the minimum possible influence, even if
possible eliminated.
4. Has a link between components. The link between system components is everything that is
tasked with bridging the relationship between components in the system. The connector is
a means that allows each component to interact and communicate with each other in order
to carry out the functions of each component. In a computer, this link is displayed in the
form of various monitor screen dialogs that make it easier for users to interact with each
other. users in operate the computer application system.
5. Has input. The system component input is everything that needs to be entered into the
system as material that will be processed further to produce useful outputs. In this case, the
input is referred to as data.
6. Has processing. Processing is a system component that has the main role of processing
inputs to produce outputs that are useful for users. In a management information system,
the processing is in the form of a computer application program developed for special
purposes. The program is able to receive input, process it, and display the processed results
according to the needs of the users.
7. Has an output. Output is a system component in the form of various forms of output
produced by processing components. The intended output is the information produced by
an application program that is used by its users as decision material.
8. Has a goal. Each component in the system needs to be maintained so that they work
together with the hope that they can achieve the goals and objectives of the system. Goals
are different from objectives. System goals are what the system wants to achieve for a
relatively short period of time, while objectives are the end result that the system wants to
achieve for a long period of time. In this system, goals are the results at each specific stage
that support efforts to achieve goals.
9. Have control. Every component in the system needs to be controlled so that it remains in
accordance with its respective roles and functions. The control section has the main role of
maintaining that the process in the system can take place normally according to
predetermined limits. Controls can be in the form of input validation, process validation, or
output validation that can be designed and developed programmatically.
10. Has feedback. Feedback is required in the control section to check for process deviations
in the system and bring it back to normal.
According to Irwan (2006), the system is classified into several parts, namely:
1. Abstract system and physical system. First, abstract systems are systems that cannot be
seen or touched by human hands. Usually this system is in the form of thoughts or ideas.
An example of an abstract system is a computer operating system (OS) which consists of a
set of instructions in a language understood by computer machines. Second, a physical
system is a system that can be seen and touched by human hands. Examples of physical
systems are accounting systems, computer systems, and so on. In general, a system
consists of a combination of abstract system components and physical systems that work
together.
2. Natural systems and human-made systems. Natural systems are systems whose existence
occurs without human intervention or occurs due to natural influences. An example of a
natural system is the solar system which consists of a group of planets, clusters of stars,
and others. Man-made systems are systems that are designed and created by human hands.
An example of a man-made system is a computer system which is the result of technology
developed by humans.
3. Closed systems and open systems. A closed system is a system that is not connected to the
outside of the system and is usually not affected by conditions outside the system. In
reality, almost no system is completely closed. What exists is a relatively closed system,
which is a system that is not affected by its environment. An example of a closed system is
a computer application system because the behavior of the computer application system is
not affected by the conditions that are outside the system occurs outside the system. An
open system is a system that is in contact with the outside of the system.
4. Deterministic system and probabilistic system. A certain system is a system whose
behavior can be determined or predicted in advance. An example of a certain system is a
computer application system. A computer application system is a system whose behavior
can be predetermined. Computer application programs are designed and developed by
humans using clear, structured, and standardized procedures. Thus, for given input values,
the output value will be known with certainty in advance, while an indeterminate system is
a system whose behavior cannot be determined or predicted in advance. An example of an
indeterminate system is the economic system in a country. In this system, it is not known
exactly what will happen. This can be understood because the economic system of a
country It is influenced by many things, such as the state of security, politics, and so on.
A good system must have the right goals and objectives because it will be very decisive
in defining the inputs needed by the system and also the outputs produced.
Information. The second keyword of the management information system is information.
Information can be likened to blood flowing in the human body, as well as information in a
company that is very important to support the continued development of the company, so
there is a reason that information is needed for the company. The result that occurs if you
don't get enough information for a certain time is that the company will experience an
inability to control resources, so that it is very important for the company. Very disturbing in
strategic decisions which in the end will experience defeat in competing with its competitor's
environment.
In organizations, information is the result of data processing so that it becomes a form
that is important to the recipient and has uses as basis for decision-making that can be felt
directly or indirectly.
Information, according to Kristanto (2003), is a collection of processed data that is
more useful and more meaningful to those who receive it. Without information, a system will
not run smoothly and may eventually die. An organization without information will not run
and cannot operate. According to Davis (2004), the value of information is said to be perfect
if the difference between the optimal policy of using perfect information can be clearly stated.
Based on this information, a manager or leader can make better decisions.
Information has several functions, including:
1. Increase knowledge. The existence of information will increase knowledge for the
recipient which can be used as a consideration that supports the decision-making process.
2. Reducing uncertainty. The existence of information will reduce uncertainty because what
will happen can be known in advance, so that it avoids hesitation at the time of decision-
making.
3. Reducing the risk of failure. The existence of information will reduce the risk of failure
because what will happen can be anticipated properly, so the possibility of failure can be
reduced by making the right decisions.
4. Providing standards. The existence of information will provide standards, rules, measures,
and more targeted decisions to achieve the goals and objectives that have been set properly
based on the information obtained.
Because of the importance of information in organizations, information users must be able to
choose good information as a consideration in decision making. Good information is
information that has good quality. According to Jogiyanto (2002), the quality of information
depends on three dominant things, namely:
1. Accurate. The information produced must be free from errors and not misleading to the
person receiving it. information. In practice, in the delivery of information, a lot of
disturbances come that can change the content of the information. Inaccuracies can
occur because the source of information (data) is disturbed or intentionally damaged or
changes the original data. The accurate components include:
a. Completeness: Completeness means whether the required message is available. This
means that the information produced or needed must have good completeness;
because if the information produced is partial, it will affect decision making or
determine the overall action so that it will affect its ability to control or solve a
problem properly.
b. Correctness: This means that the required message is correct.
c. Security: This means that the message has reached the entire system or only the users.
2. Timely. The information received must be timely. Because if the information received
is late, the information is no longer useful. Outdated information does not have good
value, so if it is used as a basis for decision making and action, it will be detrimental.
This condition causes the high value of information so that the speed of obtaining,
processing, and sending it requires technology.
3. Relevant. Information must have benefits for the recipient because this information
will be used to make a decision in solving a problem. The relevance of information for
each person is different. Likewise, the relevance of information at the level of
management activities also varies. For example, information about the cause of a
production machine breakdown to a company accountant is less relevant and will be
more relevant when addressed to a company engineer.
4. Economical, efficient and reliable. The information produced has benefits In addition,
the information produced can also be trusted for its veracity and not made up. In
addition, the information produced can also be trusted to be true and not made up.
According to Louden and Louden (2006), at the management level, information is grouped
based on its use, namely:
1. Strategic information. Strategic information is used to make long-term decisions and
includes external information (actions of competitors, subscriptions) about the company's
expansion plans and so on.
2. Tactical information. Tactical information is used to make medium-term decisions and
includes sales trend information that can be used to develop sales plans.
3. Technical information. Technical information is used for daily operational purposes,
stock inventory information, sales returns, and daily cash reports. Managers, as one of the
users of information, will use this information as a basis for making management
decisions. The results of these management decisions can be in the form of rules,
standards, or measures used to carry out their duties. When the executors carry out the
work, they will obtain a record of events that become new transaction data which is then
stored as a database.
This kind of activity will take place continuously, will never stop, and form a life
cycle. The life cycle is then known as the information life cycle. The information lifecycle
describes the flow of information in an organization's activities.
Management. The last keyword is management. Moekijat (1986) defines management
as "activities that are directed downward, so in the form of work to achieve certain goals".
Management is also intended as a system of power in an organization to get people to do
work. Generally, the resources available in management include human, material, and capital.
The concept of management resources This will increase when the discussion focuses on
management information systems. In management information systems, these resources are
augmented by resources in the form of information.
Meanwhile, Robins and Coulter (2004) state that management is "the process of
coordinating work activities efficiently and effectively through others". The word 'process' in
the above definition of management describes the ongoing functions or key activities
performed by managers. These functions are commonly referred to as designing, leading, and
controlling.
Efficiency refers to getting the most output with the least input because managers face scarce
inputs, which include resources such as people, money, and equipment. They are concerned
with the efficient use of these resources.
A French industrialist in the early 20th century named Fayol stated that all managers
perform five management functions (McLeod & Schell, 2004). These functions are:
1. Planning. This management function includes the process of defining goals, establish
strategies to achieve those goals, and develop plans to integrate and coordinate activities.
2. Organizing. This function includes the process of determining what tasks to do, who
should do them, how to group those tasks, who should report to whom, and where
decisions should be made.
3. Staffing. Managers perform the function by staffing the organization with the necessary
resources.
4. Direct. This management function includes motivating subordinates, influencing
individuals or groups as they work, having the most effective communication channels,
and solving various employee behavior problems.
5. Controlling. This function includes monitoring actual performance, comparing actuals
and standards, and making corrections.
McLeod and Schell (2004) say management roles can be classified as follows:
1. Inter-personal roles. This role involves people (subordinates and people outside the
organization) and other tasks that are ceremonial and symbolic in nature. The three inter-
personal roles include being a symbolic leader, leader, and liaison.
2. Informational role. This role involves receiving, collecting and disseminating
information. The three informational roles are monitor, disseminator and spokesperson.
3. Decision-making role. This managerial role revolves around making choices. There are
four decision-making roles: entrepreneur, nuisance resolution, resource divider, and
negotiator.
Managers need five management skills in carrying out their duties, namely:
1. Technical skills. These skills include knowledge and expertise in specialized fields, such
as engineering, computers, accounting, and manufacturing. Technical skills are
particularly important at management levels where lower because managers are face-to-
face with the employees who do the work of the organization.
2. People skills. These skills include the ability to work well with others individually or in
groups. This skill is a determining factor in management success. A manager who has
good people skills is able to get the best out of their subordinates. They know how to
communicate to generate enthusiasm and trust.
3. Conceptual skills. This skill must be possessed by a manager to think and conceptualize
abstract and complex situations. With this skill, the manager is able to see a particular
organization as a whole, understand the links between its various sub-units, and imagine
the organization's fit or relationship with its wider environment.
4. Communication skills. Managers receive and transmit information in oral form or
written. Each manager has his or her own choice of media. Managers develop a mix of
communication media that suits their management style.
5. Problem-solving skills. During the problem-solving process, managers engage in
decision making, which is the act of choosing from a range of alternative courses of
action. A decision is a specific course of action that has been chosen. Generally, the
process of solving a single problem requires many decisions.
After gaining an understanding of each keyword of the word management information
system, the meaning of management information system can be obtained. According to Scott
(1997), a management information system is "a series of comprehensive and coordinated
information sub-systems that are rationally integrated and capable of transforming data into
information through a series of ways to increase productivity in accordance with the style and
nature of managers on the basis of established quality criteria" (p. 100).
6.3.
Making Decisions with the Role of Management Information Systems:
Decision making according to Kristanto (2003) is the most important part of a
manager's activity when the manager is involved in planning and will solve a problem in the
organization. According to Tim Pustaka Phoenix (2009), a problem is "something that must
be solved, problema, perkara". Furthermore, a plan is "a story, design, outline (of something
to be done), concept, script (letters and so on), outline (letter), news report, notes on talks in
meetings, etc., event (talk), program, article, paper, working paper, intention, intention".
To accomplish these two things, management information systems play a role in three
stages (McLeod & Schell, 2004). These stages are:
1. search for problem understanding which consists of (a) decision-provoking environmental
inquiry efforts, and (b) recognition of the problem;
2. design for the creation of problem solving which includes efforts to (a) find alternative
solutions to the problem, (b) development of problem-solving alternatives, and (c) analysis
of possible courses of action; and
3. selection for problem-solving feasibility testing involving the selection of a course of
action and its implementation.
According to Martin (2003), the types of decisions that result from managers are as follows:
1. Programmed decisions. Programmed decisions are decisions that are made based on
certain habits, rules, or procedures. Every organization has written or unwritten policies
that facilitate decision-making in repetitive situations by limiting or even eliminating
alternatives. When a problem arises again and its component elements can be determined,
predicted, and analyzed, the problem can be solved by programmatic decision making.
Programmatic decisions may change or not follow the routine momentarily due to
extraordinary circumstances.
2. Unprogrammed decisions. Unprogrammed decisions are decisions to solve exceptional or
special problems. If a problem arises so infrequently that it is not covered by a policy or
the problem is so important that it requires special treatment, it should be addressed by an
unprogrammed decision. For example, the ability to make non-programmed decisions is
becoming more important as progressively more decisions are made based on
programmed decisions. Programmed decision-making can be completely done by
computers because the rules can be coded in detail and clearly, whereas unprogrammed
decisions can only be done by humans. The characteristics of programmable and non-
programmable decisions according to Wahyono (2004) are as follows:
a. Programmatic decision
•
for repetitive events
•
rules decision that can be formulated in detail and clearly
•
decision rules or algorithms for subordinates.
b. Unprogrammed decisions
•
sometimes happens
•
unique and need new analysis for subordinates
•
for top-level management decisions
6.4.
Problem Tracing with the Role of Management Information Systems
The role of management information systems in the search stage is carried out by
using software for problem search. At this stage, the activities carried out are to search or
screen the state of the organization's environment, both internal and external, to indicate
opportunities and problems.
In identifying information system opportunities or problems, according to Mahyuzir (2004),
management requires the following elements:
1. Databases, including:
a. community database
b. environmental database
c. competitive environment database
d. internal organization database
2. Processing and tracking, including:
a. Search structured that is continuous
b. specialized structured search
c. Specialized unstructured searches; specialized unstructured searches require the ability
of the management information system to provide direct data retrieval suggestions.
3. Reports, including:
a. Direct output for the software design stage
b. output stating the decision design
c. output that states the decision option step to be followed
d. an output that states a possible solution or opportunity without indicators of future
action.
The opportunities and problems identified in the problem exploration stage will initiate
further analysis and decision stage options.
6.5.
Decision Design with the Role of Management Information Systems
According to Kristanto (2006), management information system role decision design involves
software to assist these activities:
1. Software as an aid to problem understanding is software for developing a model of a
situation. For example, there is software for statistics and regression analysis, simple
correlation, and sample selection.
2. The software as a solution creation aid is a feature analysis software with the help of:
a. Software, self-developed model
b. Database retrieval software. Both of these software are useful for the creation of
ideas for solving the problem at hand.
3. Software for split feasibility testing is software for comparative analysis between
various models developed using an existing database on an information system.
6.6.
Decision Selection with the Role of Management Information Systems:
The role of management information systems at the stage of selecting alternative
solutions to problems is indicated by the existence of decision models that can be used to
arrange existing alternatives based on established criteria. Decision models that support this
stage are statistical and analytical device decision models, sensitivity analysis, and selection
procedures. Furthermore, the selection of the final solution is made by the decision maker
based on the array of alternatives presented.
In summary, according to McLeod and Schell (2004), management information support for
decision making consists of the following elements:
1. a complete base
2. a database data retrieval capability
3. Software
4. statistical and analytical software
5. a model base that contains software for:
a. model making
b. decision model
c. decision assistance
COMPANY MANAGEMENT SYSTEM
7.1.
Enterprise Information Systems and Their Development:
The first information system was used in 1960 which was used for transaction
processing. This system related with recording and accounting of various company actions
that result in many administrative tasks. Sales orders received, suppliers paid, employees
paid, inventory counted and thousands of other activities by the company generate
administrative records that can be handled quickly and efficiently by computers. System
Information Management Information System emerged because managers were not content to
simply calculate what had happened in the business, they wanted to control operations and
plan for the future. These needs require data accounting to create the necessary information.
Reports deliver the information and mathematical models are developed to forecast product
demand, optimize the use of resources resources manufacturing resources, and deliver
products to consumers. Although the term management information system remains, its role
today is more than just optimizing operations. The term SIM is primarily used to describe
information systems that assist managers in carrying out their activities as opposed to
information systems that simply describe what has happened.
An enterprise resource planning (ERP) system is the next logical step, All information
about the various processes within the corporate boundaries is consolidated. This requires a
large commitment of computer hardware resources, software, database management systems,
and trained users and also requires a commitment from the managers using the ERP.
7.2.
Model of Marketing Information System:
The model structure of the enterprise information system is as follows:
Input Subsystem:
Accounting Information System. It is an effort to collect marketing data that will be
processed and used to explain the company's marketing transactions.
Example:
Periodic data: products of interest to consumers, customers, salespeople.
Lap. Specialty: City, region, marketing area. Expert Subsystem: uses mathematical formulas
that are used - to predict the future, and used - to make decisions.
Research Subsystem:
Marketing is effort conducting specialized research on marketing operations to the purpose of
studying consumer needs, and improving marketing efficiency.
Example: Collecting primary data and collecting secondary data.
Intelligence Subsystem. Marketing is an effort to collect data from the company's
environment related to the company's marketing operations.
Example:
•
Collecting data.
•
Evaluate data to determine its accuracy.
•
Analyze to find out the characteristics / patterns of the data
•
Store/disseminate primary/secondary information
Database is data that has been organized into a hierarchy consisting of data fields,
records, and files with another term, tree diagram because the conceptual resembles a tree
consisting of twigs that gather to form branches and so on to a larger level.
While files in the form of spreadsheets, documents, data, analysis tools, or application
packages and other collections of facts, can be collected into one groups in a folder, which
will be used to support or process data into information that is used by users in decision
making.
Meanwhile, from the picture above, it can be seen that the Marketing System folder
consists of distributors A, B, C with the existence of these sub folders, the information that
can be obtained is the distribution channel used by the company.
While the picture above can be seen as a sub folder of the marketing system, namely
distributor A, from distributor A, it can be seen that the store (salesperson) sells products
from the company.
Output Subsystem:
•
The Product Subsystem is an effort to provide information about the company's products.
•
The Place subsystem is an effort to provide information about the company's distribution
network.
•
The Promotion Subsystem is an effort to provide information about the company's
advertising activities and direct sales.
•
The Pricing Subsystem is an attempt to help managers make pricing decisions.
•
The Mix Subsystem is what is done and allows managers to develop a strategic strategies
that considers the combined impact of these elements.
The flow of the Marketing Information System originates from the input sub-system (in the
form of data), collected in the data base and transformed to produce sub-system outputs of
product, place, promotion, price (in the form of marketing information), and used to make
decisions in the marketing field.
Input Subsystem:
Accounting Information System. It is an effort to collect internal data that describes
manufacturing operations and environmental data that describes company transactions.
Example: Perform the recording process starting from bb > product (number of people,
machines used)
Industrial Subsystem. Engineering is an effort to collect specialized data from within the
company.
Example: System analysis that makes improvement suggestions.
Manufacturing Intelligence Subsystem. Collects supplier and union data from the
environment and makes the data available in catalog form.
Example:
•
Job information to create job information flow
•
Supplier information to create supplier flows.
A database is data that has been organized into a hierarchy consisting of data fields, records,
and files with another term, tree diagram because the conceptual resembles a tree consisting
of twigs that gather to form branches and so on to a larger level.
Meanwhile, files in the form of spreadsheets, documents, data, analysis tools, or application
packages and other collections of facts, can be collected into a group in a folder, which will
be used to support or process data into information used by users in decision making.
Output Subsystem:
The Production subsystem is an attempt to explain each step of the transformation process
from the procurement of raw materials to the release of finished goods to the market.
Example: to manage production processes & build new production facilities.
The Inventory Subsystem is an effort to maintain a conceptual record of the production
process starting from raw materials, goods in process and finally to finished goods.
Example: Responsible for the inventory of raw materials, work-in-progress and finished
goods.
The Quality Subsystem is an effort to ensure that the quality level of raw materials received
from suppliers meets predetermined standards.
Example: Responsible for product quality
The Cost Subsystem is an attempt to create reports to keep management informed of the
latest developments regarding transformation costs.
Example: Prepare periodic reports
7.3.
Financial Information System Model
Input Subsystem:
Accounting Information System is an effort to provide records of everything related to
finance that occurs in the company.
Example: Records that explain every financial transaction, when, from whom, for what, how
much.
The Internal Audit subsystem is an effort to evaluate and influence the company's
operations independently from a financial point of view.
Example: Analyze accounting records to test their correctness.
The Financial Intelligence Subsystem is an effort to gather data and information from
shareholders and the public and identify the best sources of additional capital and the best
investments for excess funds.
Example: Identifying the best sources and best investments (communication & information
from company to shareholders or society).
Database is data that has been organized into a hierarchy consisting of data fields,
records, and files with another term, tree diagram because the conceptual resembles a tree
consisting of twigs that gather to form branches and so on to a larger level.
Meanwhile, files in the form of spreadsheets, documents, data, analysis tools, or
application packages and other collections of facts, can be collected into a group in a folder,
which will be used to support or process data into information used by users in decision
making.
Output Subsystem:
The Forecasting Subsystem is an effort to use forecasts as the basis for determine the
resources required and to support the projected level of activity.
Example: using methods or formulas to make calculations faster and easier.
The Fund Management Subsystem is an effort to manage cash flow and covers the entire
process starting from cash receipts and ending with cash expenditures.
Example: tracking cash inflows and outflows. The Controlling Subsystem is always
attempted to be used as a ratio to determine performance.
Company.
Example: amount money that is available for use in meeting operational objectives.
7.4.
Human Resources Information System Model
Input Subsystem:
Accounting Information System is an effort to provide data about human resource
information, both financial and non-financial human resources.
Example: Recording personnel identity: name, date of birth, number of family dependents,
education, work experience.
The HR Research Subsystem is an attempt to collect data through specialized research,
which cannot be generated from the database.
Example: To find out skills, expertise, complaints, expectations, desires.
The HR Intelligence subsystem is an effort to collect data related to human resources from
the company environment.
Example:
•
Government: helps make laws or regulations
•
Suppliers: provide labor
•
Employment System: organize employment contracts
•
Communication non Monetary: Housing, education, recreation, health benefits
•
Society and Finance: Economic condition information for existing personnel planning.
•
Competitors: possibility of employees leaving
A database is data that has been organized into a hierarchy consisting of data fields,
records, and files with another term, tree diagram because the conceptual resembles a tree
consisting of twigs that gather to form branches and so on to a larger level.
Meanwhile, files in the form of spreadsheets, documents, data, analysis tools, or application
packages and other collections of facts, can be collected into a group in a folder, which will
be used to support or process data into information used by users in decision making.
Output Subsystem:
The Workforce Planning subsystem is an effort to provide information on
workforce planning applications and involves all activities that enable management to
identify future employee needs.
Examples: cooperation with the Ministry of Manpower, educational institutions, labor unions,
employment agencies.
The Recruitment Subsystem is an effort to provide information used to identify recruitment
applications.
Example: Screening job applicants before they are hired to determine their potential.
Subsystem Management Force Labor Force Management subsystem is an effort to
provide information that is used in labor assessment, and is used to occupy a certain position.
Example: Application of discipline according to the labor force.
The Benefit Subsystem is an effort to provide information used by employees to accumulate
pension funds and living standards and can also determine their own desired benefits.
Example: Employee's desired benefit accumulation application.
The Environmental Reporting Subsystem is an effort to provide information on reporting
company personnel policies and practices to the government, complemented by other
information aimed directly at the government and labor unions.
