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The mathematical model also helps predict the future.(<6s]The General Systems ModelGraphic diagram with an accompanying narrative that depicts all organizations in a general way using a systems framework The Physical System Material flow Personnel flow Machine flow Money flow&55_The Conceptual SystemeOpen-loop systems Closed-loop systems (feedback loop) Management control The information processorT$f`  a  bc@Information is Gathered from All of the Physical System ElementsA@ def  gConceptual System (cont.)DDimensions of Information Relevancy Accuracy Timeliness Completeness&++Conceptual System (cont.)Standards Measure of acceptable performance Usually stated in specific terms Used to control physical system Consists of: Management Information processor Standards N p+ p+ WObjectives Overall goal that a system is to obtain Systems have one or more objectives & M Mhj  Conceptual System (cont.)Critical Success Factors (CSFs) A CSF is one of the firm s activities that has a strong influence on the firm s ability to meet its objectives Firms have multiple CSFs CSFs focuses attention on a portion of a firm s activities&  k  Conceptual System (cont.)}Decision Flow Data is transformed into information by the information processor Manager transforms information into decisions&ppl  n!General Systems Model in Context"!ZHelps adjust firm Provides a sense of stability Provides mental picture of what to expect &ZZZpProblems -- Good and Bad Problem solving Suppress harmful effects Capitalize on opportunity for benefit Decision The act of selecting a strategy or actionL? *? *qElements of Problem Solving |Desired state Current state Constraints Internal -- limited resources Environmental -- pressures to restrict resource flows&)T)Tr  sProblems 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(tProblem StructureStructured Elements and relationships understood Unstructured No elements or relationships understood Semistructured Some elements understood DSS concept of managers and the computer working jointly towards a solution  & (M & (MuProblem Structure vThe Systems Approach{John Dewey, 1910 Columbia philosophy professor 1. Recognize the controversy 2. Weigh alternative claims 3. Form a judgment0L|x  zPreparation Effort DStep 1 View the firm as a system Step 2 Recognize environmental system Step 3 Identify the firm s subsystems Business areas Levels of management Resource flows\!&'3I'3{~  (Something Triggers the Definition Effort )($$bThe trigger can be: 1. An action 2. The passage of time 3. From within the firm or the environmentccDefinition EffortStep 4: 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? 6//Definition Effort [cont.]cStep 5: Analyze System Parts in a Certain Sequence 1. Evaluation standards. They must be valid, realistic, understandable, measurable 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(31 31  Solution EffortStep 6: Identify alternatives Find different ways to solve the same problem Brainstorming Joint Application Design (JAD) session Step 7: Evaluate alternative solutions Step 8: Select the best solution Analysis Judgment Bargaining .5H  5H  "Final Steps of the Solution Effort#"[Step 9: Implement the solution Step 10: Follow-up to ensure that the solution is effective(<\Review of Systems ApproachIntegrating each step of the systems approach is a managerial challenge Managerial preparation effort is a good starting point Next, manager engages in functional decomposition Definition effort Finally, manager solves problem Solution effortL  SummaryModels are abstractions of reality Four types of models General systems model Physical system Conceptual system Information Processor Computer NoncomputerL#+8#+8Summary [cont.]Management by exception Managerial problem solving Classification of problems Structured Unstructured Use of the systems approach6NN/P  ` ̙33` ` ff3333f` 333MMM` f` f` 3>?" dd@,?nKd@   d @nA`  d n?" dd@   @@``PR    @ ` ` p>> |(  8 1 1  S BC1DEF &L1?Z B 0Z @1  S BB C DEF&L1?rA r @\   S B+ C DEF&L1?v*  v @   S BCIDEF&L1??H\ @ I   `Lxaxa1 ?  T Click to edit Master title style! !@  Zxaxa1 ?  RClick to edit Master text styles Second Level Third Level Fourth Level Fifth Level!     ST  <W2}d޽h ? XVEZ(a PrenticeHall 0 [S(  A  Zxaxa1 ? @  SClick to edit Master notes styles Second Level Third Level Fourth Level Fifth Level"     Tp  01 ?   B  s *޽h ? a(  0(   B  s *޽h ? a(    (  d  <1?``d  <1?`  3 rxaxa1 ?      3 rHxaxa1 ? `      Z|xaxa1?x H |HMANAGEMENT INFORMATION SYSTEMS 8/E Raymond McLeod, Jr. and George SchellII  Zxaxa1?zS% t"Copyright 2001 Prentice-Hall, Inc.##   Z$1?N f6-*H  0޽h ? O   $8(  $d $ <1?``d $ <1?` $ 3 rݫxaxa1 ?|    $ 3 rޫxaxa1 ?   $ Z8xaxa1?# I 6EOQ =  $ Zxaxa1?C  52PS $ Zxaxa1?p p 3MXB  $ 01?   $ s BCDEF8c? ` @ !  $ Z1?N f6-*H $ 0޽h ? O  |, ( q ,d , <1?``d , <1?` , s B CDE F1? @A  , Zxaxa1?1 <Cost , ZLxaxa1?3 FOrder Quantity , Z@xaxa1?# I  10 , s BCDEFp?@   , Z xaxa1? S w  3EOQ  , Zlxaxa1?#}I : Total cost   ,  `Q xaxa1?w  @Maintenance cost  , Zxaxa1? t)  ?Purchasing cost   , Zxaxa1?7, 7A Graphic Model of the Economic Order Quantity Concept087,,2 ,  ENGZHI`TJQ1? `T`T`T`T`T`T`T`T`T`T ^B , 61? 2 , # C<4ENG'HI`TJQ1? `T<4`T<4`T<4`Tqy2 ,  ENGHZJQ1? `T`T`T`T`T`T`T`T`T`T@,l , Z 1?N f6-*H , 0޽h ??0,,, O=)  ((HH4e(( H6 4^B 4 6p?P  F  4 f2 4 671? pf 4 671? r2 4 B 1?PXB 4 0)?  d 4 <1?``d  4 <1?`F  `  4  `f2  4 671? a0f  4 671? r2  4 B 1?a`F  0 4 0 f2 4 671? Pf 4 671? 09r2 4 B 1?F ` @  4 ` @ f2 4 671?`  f 4 671?`y r2 4 B 1? @ jR 4 BG/*1? 0 ^B 4 6p?^B 4 6p? ^B 4 6p?^B 4 6p?`  ^B 4 6p?  j 4 BLG1?Pp^ 4 61? P ^ 4 61?  ^B 4 6p?`    4 Tt5xaxa1?]  DA. A Flowchart 2 !4 T9xaxa1?- D Sales Orders 2  "4 T=xaxa1? 3 KSales Orders Report 2 #4 T@xaxa1?c D Sales Orders 2  $4 T`Dxaxa1?]7  D Sales Orders 2  %4 T$Hxaxa1?M KEdit Sales Orders(2 &4 TKxaxa1?I  PEnter Sales Order Data(2 '4 TOxaxa1?   TPrepare Sales Order Report(2  (4 TpSxaxa1? 3 f  _Sales Order History File*(2 XB )4@ 0p?@ @^B *4 6p?P P XB +4@ 0p?@ ^ ,4 61?` d" -4 <G 1?@d" .4 <G 1?` *F  p  /4  p f 04 61?  fb 14 61? p d" 24 <G 1?p@p ^ 34 61? pXB 44 0p?@^B 54 6p?P ^B 64 6p?PP^B 74 6p?P` 84 T]xaxa1?  VB. A Data Flow Diagram$ 2 94 Taxaxa1?  C Customers (2  :4 TLexaxa1?]C 61. 2 ;4 T$ixaxa1?] #  62. 2 <4 Tlxaxa1? #3  63. 2 =4 Toxaxa1? # D Sales Orders 2  >4 T8sxaxa1?=K HSales Order Data 2 ?4 Tvxaxa1?} =S  JSales Order Report 2 @4 Tzxaxa1?]  JEnter Sales Orders 2 A4 Tmxaxa1? sq IEdit Sales Orders 2 B4 T`xaxa1? ]s o1. Edit Sales Orders>(2( C4 Txaxa1?- C t2. Enter Sales Order Data>(2( D4 Txaxa1?m]sr  v3. Prepare Sales Order Report<(2 E4 Tؑxaxa1? #  PSales Order History File   F4 TDxaxa1? a G Sales Manager(2|B G4 TD1?- } H4 Z1?# f6-*H 4 0޽h ? Oz   0<(  <d < <1?``d < <1?` < C xxaxa1 ?    < 3 r`xaxa1 ?   < ZЬ1?N f6-*H < 0޽h ? Oz   PD(   Dd D <1?``d D <1?` D C xؾxaxa1 ?    D 3 rxaxa1 ?   D Z1?N f6-*H D 0޽h ? O    0J (  dr  <Gp?yc#)d  <1?IHd  <1??Y_^  6p?I )dr  <Gp?=XB  01?yz  TtDxaxa1?f S 8-2 ^B   6)?^B   6)? ;   THxaxa1?  \Transformation Process*(28-2   TNxaxa1?G% mThe Physical System of the Firm2 (2,,  TRxaxa1?v S Input Resources$8-2  ZVxaxa1?- L Output ResourcesXB  01?} XB  01?  XB  01?} ^B @ 6p?I C9   Z \xaxa1?g 6 k KBoundary of the Firm  Z_1?N f6-*H  0޽h ? XVEZ(at   T(  Td T <1?``d T <1?` T 3 rdگxaxa1 ?<     T 3 r ۯxaxa1 ?   T Zޯ1?N f6-*H T 0޽h ? O     \ (  \d \ <1?``d \ <1?` \ ZƯxaxap? 0  LTransformation Process \ Z\xaxap?0 0 GControl Mechanismd \@ <G/*1?D^ \ 61?l^ \ 61?r  \  `LxaxaG1?\  CInput Resourcesr  \  `xaxaG1?L  DOutput Resourcesd  \ <G/*1? d d  \ <G/*1? <$d ^  \ 61? 4 ^ \ 61? ,44 d \ <1?Fv _ f \ Zxaxa1? LA Closed-Loop System, \ Z<xaxa1?`s` @Feedback  \ Zpxaxa1?0#0 @Feedback  \ s BC1DE F?0@pP \ Zp 1?N f6-*H \ 0޽h ? On     d (  dd d <1?``d d <1?` d Zxaxa1?h^  @ Management   d Z xaxa1? h  dTransformation Process2r d  `p%xaxaG1? O ]Input Resources2 r d  `0+xaxaG1? 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V  zTransformation ProcessHr t  `X[xaxaGp1?) L VOutput Resources*XB t@ 0)?@X@XB  t 01?(X ^B  t 6)?@ ^B  t 6)?(G(XB  t 0)?@ XB  t 01? gg% XB t 0)? 8 ^B t 6)?  ^B t 6)? ^B t 6)??r t  ``xaxaGp1?) % VInput Resources*^B t 6)? ( (  t ZLfxaxa1?   F Information t ZLbxaxa1?   E Information t Zn1? ? f6-*H t 0޽h ? O  P|?(  |d | <1?``d | <1?` | Zhvxaxa1?;C bSupplier Analysis Report.,, | Txaxa1?S 6Item Number: 410615 Item Description: Upper Door HingeB7 XB | 08c?00 | Txaxa1?]-S ?SUPPLIER LAST UNIT DAYS TO PCT. NUMBER NAME DATE P.O. # QTY. PRICE RECEIPT REJECTS 3062 CARTER 7/12 1048-10 360 $8.75 12 .00 & SONS 4189 PACIFIC 4/13 962-10 350 9.10 08 .02 MACHINING 0140 A.B. 1/04 550-10 350 8.12 03 .00 MERRIL 2111 BAY AREA 8/19 1196-10 360 11.60 19 .04 D' 2 2k >H F  > | Z<1?N f6-*H | 0޽h ? O jb`(  d  <1?``d  <1?`  ZTGxaxa1? IA Job Status Report Provides Information about the Transformation Process0JI((2  THxaxa1?S .Job Number: 84-182 Customer: Wankel AutomotiveB/   XB  08c?1  T8xaxa1?MC CURRENT STATUS Step 4-weld supports to frame Department 410-Welding Date and Time Begun-10/8; 10:15A Projected Job Completion-10/14; 9:30A NEXT PROCESS Step 5-paint frame Department 632-Paint |}(m } 2{ '  Zȩ1?N f6-*H  0޽h ? O  0B(  ? dr  <G1? `d  <1?``d  <1?`^  61?Tl ^  61?  <^  61?dL\ dr  <G1? ^B  @ 6)?pX xp^B   6)?H pp ^B   6)? 8 ^B   6)?  XB  @ 0)?@@^B  6)?X XB  0)?(  ^B  6)?@ X@ ^B  6)?(   Zxaxa1?  [ Management4    Zxaxa1?; M Information&   Z xaxa1?TWL  \ Processor4    Zxaxa1? ;  ;Output   Zxaxa1? 8; K Resources&   Zxaxa1? 0C  I Input&  Z<xaxa1? @C K Resources&   Z쫱xaxa1?P" O Information(   Z0xaxa1?B ' ^ Information 4   Zxaxa1?4  ,  CData "  Zxaxa1?  < STransformation Process  Z칱xaxa1?#X u;The Information Processor Transforms Data into Information<<(  Z,1?N f6-*H  0޽h ? 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XVEZ(a p(    Z|Щxaxa1?~(<6 r(A Comparison of Objectives and Standards.)(((  Thթxaxa1?a a+Objectives Standards of Performance,,XB  08c?(G  Tl٩xaxa1?q Achieve an annual sales volume of at least $25 million Maintain a 20% share of the market Maintain an annual growth rate of 15%(7I   Tߩxaxa1?bO Pay dividends to stockholders each quarter Maintain the price of the firm s common stock above $85 per share&+ 2C n2  Txaxa1?bO  tRealize an after-tax profit of 15% of sales Maintain a record of accident-free days Keep employee turnover below 10%u u  Txaxa1?! bO  }GInvest in a minimum of 15% of sales revenue in research and developmentH H   Txaxa1?q bO $Achieve stockout on no more than 2% of the items in inventory during the year Keep the number of backorders to less than 5% of all orders processed Have no plant shutdowns due to unavailable materials     TTxaxa1?bO  XHave no legal actions filed against the firm by customers, suppliers, and the governmentY Y   Txaxa1?/S PSatisfy Customer Needs 2   TLxaxa1?/ c-Produce a return on investment for the owners. 2.   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