MIS CH:3

Systems designed to handle routine, well-structured tasks like payroll, invoices, and orders. They prioritize speed, accuracy, and automation over flexibility.

Information systems that provide managers with structured reports for decision-making. They leverage data generated by TPS and allow for quick, routine problem-solving.

A concept where managers focus their attention on performance deviations from established standards. This helps them efficiently identify and address critical issues.

Interactive systems that support managers in dealing with complex, less structured, and sometimes unique problems. They offer flexibility and analysis tools for decision-making.

Information systems specifically tailored for top-level managers. They provide internal and external information to support strategic decision-making and business direction.

Key business variables that are crucial for the success and performance of the company. These are the factors that an EIS should focus on and track.

Data that can change over time and is not usually static or constant.

Data that is relatively static and doesn't usually change frequently. An example is customer address.

Information systems tailored to support tasks ranging from highly structured routine processes to unstructured non-routine tasks.

Information systems designed to handle decisions with varying levels of structure, from highly structured to unstructured.

Information systems catering to management tasks with different levels of structure, from operational to strategic functions.

Information systems that can support tasks and decisions with various levels of structure, from highly structured to unstructured.

Information systems capable of supporting tasks, decisions, and management activities with diverse levels of structure, encompassing operational and strategic responsibilities.

Information systems designed to handle varying levels of complexity in tasks, decisions, and management activities, ranging from simple routine processes to complex non-routine situations.

Information systems offering support for tasks, decisions, and management with different levels of both structure and complexity, encompassing routine to non-routine operations.

Decisions with clearly defined processes and readily identifiable information needs. Management Information Systems (MIS) support these by generating regular reports.

Decisions lacking clear procedures, where identifying all necessary factors beforehand is impossible. Decision Support Systems (DSS) aid managers in making these complex decisions.

Systems allowing user interaction through requests, model creation/modification, data management, and custom report design. Decision Support Systems (DSS) exemplify this characteristic.

The ability of an information system to adapt to individual decision-makers' needs. Decision Support Systems (DSS) and Executive Information Systems (EIS) prioritize flexibility for customized information access.

Measuring the difference between expected and actual outcomes in Management Information Systems (MIS). This highlights performance deviations and areas requiring attention.

Grouping exceptions in reports based on specific criteria. This simplifies issue identification for managers in Management Information Systems (MIS).

An ability in Management Information Systems (MIS) to arrange report entries in ascending or descending order according to key areas. This highlights exceptions, bringing crucial entries to the forefront.

Situations where required decision-making information is known beforehand. Decision Support Systems (DSS) are less effective in such situations as they address more complex problems.

Environments where needed decision-making information is not easily identified beforehand. Decision Support Systems (DSS) excel in such environments.

The daily activities of top-level executives, encompassing meetings, calls, conferences, and informal communication. These managers rely more on verbal communication than formal reports.

The development of information systems from Transaction Processing Systems (TPS) to Management Information Systems (MIS), Decision Support Systems (DSS), and Executive Information Systems (EIS). Each stage addresses the information needs of different management levels.

The process of structuring an information system to meet decision-makers' requirements. A well-designed database is crucial for efficient information utilization and system integration.

The human ability to reason and make decisions. Decision Support Systems (DSS) aim to enhance this capacity by providing relevant facts and interactive tools to assist in solving complex, non-structured problems.

The ability of a computer to process data and provide information access. Decision Support Systems (DSS) require this capability to offer analytical models and database access for decision-making.

The use of Decision Support Systems (DSS) to address unstructured problems by providing analytical models and database access. DSS are designed to be adaptable and user-friendly, aiding decision-makers in exploring alternative solutions.

A defining characteristic of Executive Information Systems (EIS), requiring ease of use and intuitive access to features. The learning curve should be minimal, as executives have limited time for IT training.

Executive Information Systems (EIS) act as communication support through features like email and diary/calendar management. This helps organize the executive's workflow.

The method by which information is presented to the user in an Executive Information System (EIS). It should be meaningful and manageable, combining data from various sources and allowing for exploration of deeper information.

The capability of Executive Information Systems (EIS) to combine data from various sources into a single report or screen. This provides executives with a comprehensive view of information relevant to their decision-making.

Information systems designed for tasks that are repetitive, pre-defined, and have well-understood procedures.

Information systems that support semi-structured decisions, where some aspects are clear and others are not.

Information systems that provide top-level executives with relevant internal and external information.

Information systems providing structured reports and data for middle-level managers.

TPS are designed to support operational level decisions by automating routine tasks.

MIS are designed to support tactical level decisions by providing structured reports and data analysis.

EIS are designed to support strategic level decisions by providing information about the overall business environment.

Different types of information systems, such as TPS, MIS, DSS, and EIS, are designed to meet the specific needs of different management levels.

Information systems can support various types of decisions, ranging from structured to non-structured.

TPS handle routine tasks, MIS provide information for tactical decisions, DSS support semi-structured decisions, and EIS offer high-level insights for strategic planning.

Information systems can support tasks of varying complexity levels, ranging from simple routine tasks to complex non-routine tasks.

Different types of systems are designed to support decision-making of different complexities, from simple structured decisions to complex non-structured decisions.

Information systems support management activities of varying complexity levels, from simple operational tasks to complex strategic tasks.

Information systems are designed to support various types of tasks, ranging from routine to non-routine.

Information systems support decision-making at different levels, from operational to strategic, by providing information relevant to each level.

The specific information required by managers to take decisions. In structured decisions, these needs can be easily identified, while in non-structured decisions, they may only become clear as the decision-making process progresses.

Models used in Decision Support Systems (DSS) to present information and help the user explore alternative solutions to a problem. These models are interactive and can be modified to adapt to variations in the problem.

The process of ensuring that different information systems within an organization are properly integrated and can share data. This is crucial for the effective functioning of systems like Management Information Systems (MIS) and Decision Support Systems (DSS).

The ability of an information system to adapt to the needs of different decision-makers. This is particularly important for Decision Support Systems (DSS) and Executive Information Systems (EIS), which must be flexible enough to handle non-structured problems and changing business environments.

The development of information systems over time, from Transaction Processing Systems (TPS) to Management Information Systems (MIS), Decision Support Systems (DSS), and Executive Information Systems (EIS). Each stage represents an attempt to meet the information needs of different levels of management.

The ability of information systems to support decisions that are not pre-programmed or structured. Decision Support Systems (DSS) are designed to provide this support by offering flexible tools and access to relevant information.

The ability of information systems, particularly Executive Information Systems (EIS), to support control activities by providing executives with the information they need to monitor and manage the company’s operations.

The ability of information systems, particularly Decision Support Systems (DSS), to support planning tasks by providing managers with the information and tools they need to make strategic decisions.

The ability of information systems to support decisions made at the strategic level of management. Executive Information Systems (EIS) are particularly designed to provide this support by offering relevant internal and external information.

The ability of information systems to support decisions made at the tactical level of management. Management Information Systems (MIS) are particularly designed to provide this support by offering structured reports and data.

The ability of information systems to support decisions made at the operational level of management. Transaction Processing Systems (TPS) are particularly designed to provide this support by automating routine tasks and generating transaction data.

The ability of information systems to support decisions where the decision-making process is clearly defined and the information needed can be easily identified. Management Information Systems (MIS) are particularly designed to provide this support.

The ability of information systems to support decisions where the decision-making process is not clearly defined and the information needed cannot be easily identified. Decision Support Systems (DSS) are particularly designed to provide this support.

The process by which managers take decisions, often supported by information systems like Management Information Systems (MIS) and Decision Support Systems (DSS). The process can be structured or non-structured, depending on the complexity of the problem.

The ability of Decision Support Systems (DSS) to access data from the organization’s transaction processing system, administrative information system, and external sources. This data is used to generate information for decision-making.

The ability of Decision Support Systems (DSS) to allow the user to define the format and content of reports. This flexibility is essential for dealing with non-structured problems, where the information needed may not be known beforehand.