Definition: Management Information Systems (MIS) is the term given to the discipline focused on the integration of computer systems with the aims and objectives on an organization.
The development and management of information technology tools assists executives and the general workforce in performing any tasks related to the processing of information. MIS and business systems are especially useful in the collation of business data and the production of reports to be used as tools for decision making.
Now what is Management?
It is the process of getting activities completed efficiently and effectively with and through other people. And also management has 7 functions which are planning, organizing, staffing, directing, coordinating, reporting, and budgeting.
Now what is Information System?
In a general sense, the term Information System (IS) refers to a system of people, data records and activities that process the data and information in an organization, and it includes the organization's manual and automated processes.
While in a narrow sense, the term information system (or computer-based information system) refers to the specific application software that is used to store data records in a computer system and automates some of the information-processing activities of the organization.
So, in short, MIS is managing with the use of specific application software that is used in data storing and making it automated.
What is the use of MIS in every organization? The reason is simple it is the heart and brain of an organization. MIS contains the critical information of an organization which makes it very important. It helps in collecting, processing, storing, and distributing information within or outside the organization. With these it helps in decision making procedure that an organization would decide on what the organization should do.
While what is Leadership + MIS??
First, i will define what is Leadership, leadership has been described as the “process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task”. So if you add Leadership and Management it would still be the same. Because being a leader is being a good manager.
So therefore i conclude that making MIS to LMIS is still the same. Leader is still under different management roles. So making it LMIS is redundant.hehe
References:
http://www.bestpricecomputers.co.uk/glossary/management-information-system.htm
http://choo.fis.utoronto.ca/fis/courses/LIS1230/LIS1230sharma/history4.htm
http://en.wikipedia.org/wiki/Information_Systems
http://en.wikipedia.org/wiki/Leadership
Tuesday, June 23, 2009
IS/IT Leadership Roles
These are the six leadership roles (CSC, 1996).
1. Chief architect - The chief architect designs future possibilities for the business. The primary work of the chief architect is to design and evolve the IT infrastructure so that it will expand the range of future possibilities for the business, not define specific business outcomes. The infrastructure should provide not just today's technical services, such as networking, databases and desktop operating systems, but an increasing range of business-level services, such as work flow, portfolio management, scheduling, and specific business components or objects.
2. Change leader - The change leader orchestrates resources to achieve optimal implementation of the future. The essential role of the change leader is to orchestrate all those resources that will be needed to execute the change program. This includes providing new IT tools, but it also involves putting in the place teams of people who can redesign roles, jobs and work flow, who can change beliefs about the company and the work people do, and who understand human nature and can develop incentive systems to coax people into new and different behaviors.
3. Product developer - The product developer helps define the company’s place in the emerging digital economy. For example, a product developer might recognize the potential for performing key business processes (perhaps order fulfillment, purchasing or delivering customer support) over electronic linkages such as the Internet. The product developer must "sell" the idea to a business partner, and together they can set up and evaluate business experiments, which are initially operated out of IS. Whether the new methods are adopted or not, the company will learn from the experiments and so move closer to commercial success in emerging digital markets.
4. Technology provocateur - The technology provocateur embeds IT into the business strategy. The technology provocateur works
with senior business executives to bring IT and realities of the IT marketplace to bear on the formation of strategy for the business. The technology provocateur is a senior business executive who understands both the business and IT at a deep enough level to integrate the two perspectives in discussions about the future course of the business. Technology provocateurs have a wealth of experience in IS disciplines, so they understand at a fundamental level the capabilities of IT and how IT impacts the business.
5. Coach - The coach teaches people to acquire the skill sets they will need for the future. Coaches have to basic responsibilities: teaching people how to learn, so that they can become self-sufficient, and providing team leaders with staff able to do the IT-related work of the business. A mechanism that assists both is the center of excellence - a small group of people with a particular competence or skill, with a coach responsible for their growth and development. Coaches are solid practitioners of the competence that they will be coaching, but need not be the best at it in the company.
6. Chief operating strategist - The chief operating strategist invents the future with senior management. The chief operating strategist is the top IS executive who is focused on the future agenda of the IS organization. The strategist has parallel responsibilities related to helping the business design the future, and then delivering it. The most important, and least understood, parts of the role have to do with the interpretation of new technologies and the IT marketplace, and the bringing of this understanding into the development of the digital business strategy for the organization.
References:
Petter Gottschalk, Norwegian School of Management, petter.gottschalk@bi.no
http://www2.computer.org/portal/web/csdl/doi/10.1109/HICSS.2000.926945
http://doi.ieeecomputersociety.org/10.1109/HICSS.2000.926945
Computer Science Corporation, 1996
1. Chief architect - The chief architect designs future possibilities for the business. The primary work of the chief architect is to design and evolve the IT infrastructure so that it will expand the range of future possibilities for the business, not define specific business outcomes. The infrastructure should provide not just today's technical services, such as networking, databases and desktop operating systems, but an increasing range of business-level services, such as work flow, portfolio management, scheduling, and specific business components or objects.
2. Change leader - The change leader orchestrates resources to achieve optimal implementation of the future. The essential role of the change leader is to orchestrate all those resources that will be needed to execute the change program. This includes providing new IT tools, but it also involves putting in the place teams of people who can redesign roles, jobs and work flow, who can change beliefs about the company and the work people do, and who understand human nature and can develop incentive systems to coax people into new and different behaviors.
3. Product developer - The product developer helps define the company’s place in the emerging digital economy. For example, a product developer might recognize the potential for performing key business processes (perhaps order fulfillment, purchasing or delivering customer support) over electronic linkages such as the Internet. The product developer must "sell" the idea to a business partner, and together they can set up and evaluate business experiments, which are initially operated out of IS. Whether the new methods are adopted or not, the company will learn from the experiments and so move closer to commercial success in emerging digital markets.
4. Technology provocateur - The technology provocateur embeds IT into the business strategy. The technology provocateur works
with senior business executives to bring IT and realities of the IT marketplace to bear on the formation of strategy for the business. The technology provocateur is a senior business executive who understands both the business and IT at a deep enough level to integrate the two perspectives in discussions about the future course of the business. Technology provocateurs have a wealth of experience in IS disciplines, so they understand at a fundamental level the capabilities of IT and how IT impacts the business.
5. Coach - The coach teaches people to acquire the skill sets they will need for the future. Coaches have to basic responsibilities: teaching people how to learn, so that they can become self-sufficient, and providing team leaders with staff able to do the IT-related work of the business. A mechanism that assists both is the center of excellence - a small group of people with a particular competence or skill, with a coach responsible for their growth and development. Coaches are solid practitioners of the competence that they will be coaching, but need not be the best at it in the company.
6. Chief operating strategist - The chief operating strategist invents the future with senior management. The chief operating strategist is the top IS executive who is focused on the future agenda of the IS organization. The strategist has parallel responsibilities related to helping the business design the future, and then delivering it. The most important, and least understood, parts of the role have to do with the interpretation of new technologies and the IT marketplace, and the bringing of this understanding into the development of the digital business strategy for the organization.
References:
Petter Gottschalk, Norwegian School of Management, petter.gottschalk@bi.no
http://www2.computer.org/portal/web/csdl/doi/10.1109/HICSS.2000.926945
http://doi.ieeecomputersociety.org/10.1109/HICSS.2000.926945
Computer Science Corporation, 1996
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