MS-54 Management of Information system

264 Pages·2021·6.634 MB·English

by  Dinesh Verma

MS-54
For
Master of Business Administration [MBA]
By
Dinesh Verma
MCA, BCA, ‘A’ & ‘O’ Level, SCJP(USA), JP
Useful For
IGNOU, KSOU (Karnataka), Bihar University (Muzaffarpur), Nalanda
University, Jamia Millia Islamia, Vardhman Mahaveer Open University
(Kota), Uttarakhand Open University, Kurukshetra University, Seva Sadan’s
College of Education (Maharashtra), Lalit Narayan Mithila University,
Andhra University, Pt. Sunderlal Sharma (Open) University (Bilaspur),
Annamalai University, Bangalore University, Bharathiar University,
Bharathidasan University, HP University, Centre for distance and open
learning, Kakatiya University (Andhra Pradesh), KOU (Rajasthan), MPBOU
(MP), MDU (Haryana), Punjab University, Tamilnadu Open University, Sri
Padmavati Mahila Visvavidyalayam (Andhra Pradesh), Sri Venkateswara
University (Andhra Pradesh), UCSDE (Kerala), University of Jammu,
YCMOU, Rajasthan University, UPRTOU, Kalyani University, Banaras Hindu
University (BHU) and all other Indian Universities.
Closer to Nature We use Recycled Paper

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As information systems become more advanced and
increasingly global, the need for Information Systems
specialists increases as well. The Management of Information
Systems (MIS) focuses on the business processes of organizations
and the information technology utilized in those organizations.
This GPH book “Management of Information System
(MS-54)” prepares MIS students to learn to design, implement,
and maintain effective information systems in organisations.
This book is written specially in question & answer format to
provide students with the instant gratification of a correct answer.
I have tried to solve all possible questions from the exams’ point
of view. Solutions of previous years question papers have also
been included to help students to understand the unique
examination structure.
The book holds great relevance for MBA students of IGNOU
and other Indian universities and helps the candidates in taking
the right decision and preparing for various competitive
examinations. I hope that this book would not only be a favourite
study material for the students but also can be a nice resource for
teaching.
An attempt has been carefully made to present this book
more useful and meet the requirement and challenges of the course
prescribed by IGNOU university.
I wish you a successful and rewarding career ahead. Feedback
in this regard is solicited.
– Dinesh Verma
Acknowledgement
My compliments go to the GullyBaba Publishing House (P)
Ltd., and its meticulous team who have been enthusiastically working
towards the perfection of the book.
Their teamwork, initiative and research have been very
encouraging. Had it not been for their unflagging support, this work
wouldn’t have been possible. The creative freedom provided by them
along with their aim of presenting the best to the reader has been a
major source of inspiration in this work. Hope that this book would be
successful.
– Dinesh Verma
Publisher’s Note
The present book of the MS series is targeted for examination
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– Publisher
Topics Covered
Block-1 Information for Decision Making
Unit-1 Decision Making
Unit-2 Conceptual Foundations of Information Systems
Unit-3 Information Resources Management
Block-2 System Development
Unit-4 Overview of Systems Analysis and Design
Unit-5 System Development Life Cycle
Unit-6 Designing On-line and Distributed Environments—
Design Consideration
Unit-7 Implementation and Control of Projects
Block-3 Computer Networks & Data Communications
Unit-8 Trends in Information Technology – Hardware, Software
Unit-9 Data Communication Concepts
Unit-10 Computer Networks
Block-4 Managing Corporate Data Resources
Unit-11 Organising Data
Unit-12 Relational Data Base Management System
Unit-13 Query Language
Unit-14 DBMS Implementation and Future Trends
Block-5 Socio-legal Aspects of Computerisation
Unit-15 Social Dimensions of Computerisation
Unit-16 Computer Viruses
Unit-17 Legal Dimensions of Computerisation
Contents
Chapter-1 Decision Making..................................................................1-14
Chapter-2 Conceptual Foundations of Information
Systems.................................................................................15-31
Chapter-3 Information Resources Management..........................33-49
Chapter-4 Overview of Systems Analysis and Design.............51-61
Chapter-5 System Development Life Cycle...................................63-71
Chapter-6 Designing On-line and Distributed
Environments— Design Consideration.....................73-84
Chapter-7 Implementation and Control of Projects...................85-92
Chapter-8 Trends in Information Technology –
Hardware, Software......................................................93-104
Chapter-9 Data Communication Concepts................................105-126
Chapter-10 Computer Networks.....................................................127-149
Chapter-11 Organising Data............................................................151-164
Chapter-12 Relational Data Base Management System............165-170
Chapter-13 Query Language............................................................171-178
Chapter-14 DBMS Implementation and Future Trends............179-188
Chapter-15 Social Dimensions of Computerisation..................189-201
Chapter-16 Computer Viruses.........................................................203-217
Chapter-17 Legal Dimensions of Computerisation...................219-228
Question Papers
June: 2011 (Solved).....................................................................................231-232
December: 2011 (Solved)...........................................................................233-235
June: 2012 (Solved).....................................................................................236-237
December: 2012 (Solved)...........................................................................238-239
June: 2013 (Solved).....................................................................................240-241
December: 2013 ...........................................................................................242-242
June: 2014 .....................................................................................................243-243
December: 2014 ...........................................................................................244-244
June: 2015 .....................................................................................................245-245
December: 2015 ...........................................................................................246-246
June: 2016 .....................................................................................................247-247
December: 2016 ...........................................................................................248-248
June: 2017 .....................................................................................................249-249
December: 2017 ...........................................................................................250-250
June: 2018 .....................................................................................................251-251
December: 2018 ...........................................................................................252-252
June: 2019 .....................................................................................................253-253
December: 2019 ...........................................................................................254-254
June: 2020 .....................................................................................................255-255
1
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Decision-making is regarded as a key feature of managerial activity.
Whether a manager is involved in evaluating new opportunities or
eliminating long standing difficulties, decision-making for management is
essentially problem solving. The process of deciding is intimately related to
the whole process of knowing (or or ‘cognition’). Knowing “what the problem
is” will assist in deciding “what to do about it”, that is finding the best solution.
However, the process by which one arrives at a decision is quite complex; in
fact no one process can he applied to all decisions. Over the decades, decision-
making methods have evolved from primitive to super sophisticated, ranging
from the instinctive/intuitive approach, to traditional precedent based
approach, to the commonsense approach, to the scientific method.
The day when a computer makes the correct business decision time and
time again will probably never come. For uncertainty shadows every business
decision. And no amount of raw computational power can eliminate it, nor
can intuition and seat-of-the pants experience be coded into a computer
programme.
2 GPH Book Management of Information Systems [MS-54]
Q1. Define structured decision and discuss the decision table for
structured decision.
Ans. Structured decisions are made in routine, repetitive, well-structured
situations with predetermined decision rules. These may be based on
habit, or established policies, rules and procedures and stem from prior
experience or technical knowledge about what works or does not work in a
given situation.
For example, organisations often have standardised routines for
handling customer complaints or employee discipline. Decisions are
programmed to the extent that they are repetitive and routine and that a
definite approach has been worked out for handling them. Because the
problem is well-structured, the manager does not have to go to the trouble
and expense of working through an involved decision-making process.
It has been seen that in general at the lowest level in the organisation
viz., the operational level and the managerial staff, deal mostly with such
fairly well structured problems. In the past most successful applications of
information systems have come in dealing with structured, operational
and management control decisions. These fall really in the domain of
transaction processing and it is for this reason that some researchers prefer
to call such systems as TPS - Transaction Processing Systems, rather than
MIS - Management Information Systems.
Thus, structured decisions which are also called programmable
decisions involve situations where the procedures to follow when a
decision is needed can be specified in advance. Therefore, such decisions
are structured or programmed by the decision procedures or decision rules
developed for them. A structured decision could possibly involve what is
known as a deterministic decision or an algorithmic (step by step
procedure) decision. In this case, the outcome of a decision can be
determined with certainty if a specified sequence of activities viz., the
algorithm, is performed. No doubt, many decision situations do not all
come under deterministic criteria. There might be probabilistic decision
situations: Since, in this- case, enough probabilities about possible
outcomes, are known, a decision can be statistically taken or determined
with an acceptable probability of success. Herbert A. Simon stresses the
programmable part of the structured decisions and accordingly terms
`structured decisions' as `programmed decisions'.
The structured decisions, often termed as programmed decisions, are
labels that are derived from the jargon of the computer field, where a
programme is defined as a plan for the automatic solution of a problem.
Decision-making 3
Programmes are simply a string of instructions to accomplish an
assignment. However, it is well known that all problems do not lend
themselves to automatic programmed solutions. No doubt an information
system analyst might be having his cherished dream of having all
decisions in an organisation programmed or fully automatic. Then perhaps
there would be no dividing line as regards variety of type of skills required
by managers at various levels.
It has been seen that by far the greatest number of business decisions
are repetitive and routine ones. If this is true, then there is an overriding
need to automate or 'programme these decisions so that managers and
executives could delegate such problems to lower levels and have them
made by one or more techniques of programmed decisions. It is interesting
to note that in some cases even up to 90per cent of management decisions
are routine ones.
Most programmed decisions are solvable by the `force of habit'. We
go to our offices, make decisions about the in-basket or in-tray
correspondence, and take dozens of actions daily that are "programmed"
through sheer force of habit. In fact this is gained by `experience' in an
organisation. Whenever there are turnovers, it is this valuable experience
that is lost, which could be quite costly. It usually takes time and money
for newer recruits to acquire this experience. The `force of habit' in fact
leads to certain traditions, conventions and practices which might become
a platform towards formal statement of rules, procedures, policies, etc.
At this stage, it would be worthwhile to spend some time looking at
what constitutes a rule, procedure or a policy. A rule is a specific policy
statement about the conduct of certain affairs.
For instance, a rule may state that any person who comes in late to
work will face disciplinary action. It could be that if an employee is to start
his office hours from 9.00 am, if he comes by 9.15 am, he could be
tolerated. Time between 9.15 am to 9.30 am could be allowed at best say
thrice in a month. Anything beyond these limits would necessitate some
disciplinary action. A rule is frequently used when confronting a well
structured problem. Rules are usually rigid which might specifically tell
about `do's and don'ts'. Rules are usually framed in a manner to take care
of almost all situations. However, we do have instances where the rule
applies - 'show me the man I will show you the rule'. You often hear the
term that 'rules are silent on this issue'. Indeed rules are quoted again and
again depending on what is to be proved or justified or rationalised in
order to take the final decision.
4 GPH Book Management of Information Systems [MS-54]
Decision Tables for Structured/Programmed Decisions
Let us demonstrate the use of a decision table in the context of a
programmed or structured decision. Consider an accounts receivable
process in which customers accounts are examined with the purpose of
producing a statement and a possible reminder, of variable severity, for
each account.
The analyst's first step is to decide upon the set of criteria applicable.
By discussing with various relevant groups of people, three unrelated
possibilities, are discovered
• that within 30 days the amount exceeds `5,000/-
• that within 60 days the amount exceeds `2,000/- and
• there is still an amount to be paid on goods purchased more
than 60 days ago.
Let us denote these condition stubs as AR1, AR2, AR3 respectively.
The possible answers to each of these questions is a sample yes (Y) or
no (N).
Thus, there are a maximum of 23 8 rules corresponding to the
possible combinations of answers. These are placed in the condition entry
section of the table, one per decision rule column. There is no significance
attached to the order in which the rules are written, provided that all
possible entries are recorded. However, it is sometimes possible to
combine two or more rules if it is known that the ensuring actions are all
identical.
By further questioning, the analyst establishes the complete list of all
possible actions and writes them in action stub, one per line. Suppose that,
by the time this section of the system is activated a preliminary operation
has bypassed all those customers not needing a statement, and has already
produced a statement for those to whom one is due. The only task
remaining is to produce one or more of:
• A moderate reminder (Letter A)
• A more severe reminder (Letter B)
• A very Terse Post Script to either letter (the same in each case)
• A special report on the customer for the sales manager (called
Exception Report).
Now the REPORT will no doubt be produced on some unit other
than the one which will print the letters and may consequently be
produced anywhere in the action sequence.