1、2.1 2006 by Prentice Hall2Chapter 2.2 2006 by Prentice HallOBJECTIVES Evaluate the role played by the major types of systems in a business and their relationship to each other Describe the information systems supporting the major business functions: sales and marketing, manufacturing and production,
2、 finance and accounting, and human resources2.3 2006 by Prentice Hall Analyze the relationship between organizations, information systems, and business processes Explain how enterprise applications promote business process integration and improve organizational performance Assess the challenges pose
3、d by information systems in the enterprise and management solutionsOBJECTIVES (continued)2.4 2006 by Prentice Hall Challenge: monthly changes in fashions; Mango has 731 stores in 72 countries Solutions. Inventory replenishment system tracks all sales and matches stores with inventory. Design teams m
4、eet weekly to adjust to trends. Distribution system allocates bar-coded items to specific stores based on store/product mix. Reduces time to market, increases agility Increases accuracy of decision makingMango Case: Fast Fashion, Hot Systems2.5 2006 by Prentice HallMAJOR TYPES OF SYSTEMS IN ORGANIZA
5、TIONS Types of Information SystemsFigure 2-12.6 2006 by Prentice HallMAJOR TYPES OF SYSTEMS IN ORGANIZATIONS Different Kinds of Systems1.Operational-level systems: support operational managers, keeping track of the elementary activities and transactions2.Management-level systems: serve the monitorin
6、g, controlling, decision-making, and administrative activities3.Strategic-level systems: help senior management tackle and address strategic issuesThree main categories of information systems servedifferent organizational levels: 2.7 2006 by Prentice HallMAJOR TYPES OF SYSTEMS IN ORGANIZATIONS Major
7、 Types of Systems Transaction Processing Systems (TPS) Management Information Systems (MIS) Decision-Support Systems (DSS) Executive Support Systems (ESS) 2.8 2006 by Prentice HallMAJOR TYPES OF SYSTEMS IN ORGANIZATIONS The Four Major Types of Information Systems Figure 2-22.9 2006 by Prentice HallM
8、AJOR TYPES OF SYSTEMS IN ORGANIZATIONS Transaction Processing Systems (TPS) Basic business systems that serve the operational level A computerized system that performs and records the daily routine transactions necessary to the conduct of the business2.10 2006 by Prentice HallMAJOR TYPES OF SYSTEMS
9、IN ORGANIZATIONS A Symbolic Representation for a Payroll TPS Figure 2-32.11 2006 by Prentice HallMAJOR TYPES OF SYSTEMS IN ORGANIZATIONS Typical Applications of TPS Figure 2-42.12 2006 by Prentice HallMAJOR TYPES OF SYSTEMS IN ORGANIZATIONS Management Information Systems (MIS) Management level Input
10、s: High volume transaction level data Processing: Simple models Outputs: Summary reports Users: Middle managers Example: Annual budgeting 2.13 2006 by Prentice HallMAJOR TYPES OF SYSTEMS IN ORGANIZATIONS Management Information Systems (MIS) (continued)Figure 2-52.14 2006 by Prentice HallMAJOR TYPES
11、OF SYSTEMS IN ORGANIZATIONS Management Information Systems (MIS) (continued)Figure 2-6A sample MIS report 2.15 2006 by Prentice HallMAJOR TYPES OF SYSTEMS IN ORGANIZATIONS Decision-Support Systems (DSS) Management level Inputs: Transaction level data Processing: Interactive Outputs: Decision analysi
12、s Users: Professionals, staffExample: Contract cost analysis 2.16 2006 by Prentice HallMAJOR TYPES OF SYSTEMS IN ORGANIZATIONS Decision-Support Systems (DSS) (Continued)Voyage-estimating decision-support systemFigure 2-72.17 2006 by Prentice HallMAJOR TYPES OF SYSTEMS IN ORGANIZATIONS EXECUTIVE SUPP
13、ORT SYSTEMS (ESS): Inputs: Aggregate data Processing: Interactive Outputs: Projections Users: Senior managersExample: 5 year operating plan 2.18 2006 by Prentice HallMAJOR TYPES OF SYSTEMS IN ORGANIZATIONS Model of a Typical Executive Support System Figure 2-82.19 2006 by Prentice HallMAJOR TYPES OF
14、 SYSTEMS IN ORGANIZATIONS EXECUTIVE SUPPORT SYSTEMS (ESS) (Continued) Top Level Management Designed to the individual senior manager Ties CEO to all levels Very expensive to keep up Extensive support staff 2.20 2006 by Prentice HallMAJOR TYPES OF SYSTEMS IN ORGANIZATIONS Relationship of Systems to O
15、ne Another Interrelationships among systems Figure 2-92.21 2006 by Prentice HallMAJOR TYPES OF SYSTEMS IN ORGANIZATIONS Relationship of Systems to One Another In contemporary digital firms, the different types of systems are closely linked to one another. This is the ideal. In traditional firms thes
16、e systems tend to be isolated from one another, and information does not flow seamlessly from one end of the organization to the other. Efficiency and business value tend to suffer greatly in these traditional firms 2.22 2006 by Prentice HallSYSTEMS FROM A FUNCTIONAL PERSPECTIVE Sales and Marketing
17、Systems Major functions of systems: Sales management, market research, promotion, pricing, new productsMajor application systems: Sales order info system, market research system, pricing system2.23 2006 by Prentice HallSYSTEMS FROM A FUNCTIONAL PERSPECTIVE Sales and Marketing Systems SYSTEM DESCRIPT
18、ION ORGANIZATIONAL LEVEL Order processing Enter, process, and track ordersOperational Pricing analysisDetermine prices for products and servicesManagement Sales trend forecastingPrepare 5-year sales forecastsStrategic Table 2-22.24 2006 by Prentice HallSYSTEMS FROM A FUNCTIONAL PERSPECTIVE Manufactu
19、ring and Production Systems Major functions of systems: Scheduling, purchasing, shipping, receiving, engineering, operations Major application systems: Materials resource planning systems, purchase order control systems, engineering systems, quality control systems2.25 2006 by Prentice HallSYSTEMS F
20、ROM A FUNCTIONAL PERSPECTIVE SYSTEMDESCRIPTION ORGANIZATIONAL LEVEL Machine controlControl the actions of machines and equipmentOperational Production planningDecide when and how many products should be produced Management Facilities location Decide where to locate new production facilitiesStrategic
21、Manufacturing and Production Systems 2.26 2006 by Prentice HallOverview of an Inventory System Figure 2-10SYSTEMS FROM A FUNCTIONAL PERSPECTIVE 2.27 2006 by Prentice HallSYSTEMS FROM A FUNCTIONAL PERSPECTIVE Financing and Accounting Systems Major functions of systems: Major application systems: 2.28
22、 2006 by Prentice HallSYSTEMS FROM A FUNCTIONAL PERSPECTIVE Financing & Accounting Systems (Continued)SYSTEM DESCRIPTION ORGANIZATION-AL LEVEL Accounts receivable Tracks money owed the firmOperational BudgetingPrepares short-term budgetsManagement Profit planningPlans long-term profitsStrategicTable
23、 2-42.29 2006 by Prentice HallSYSTEMS FROM A FUNCTIONAL PERSPECTIVE Human Resource Systems Major functions of systems: Major application systems: 2.30 2006 by Prentice HallSYSTEMS FROM A FUNCTIONAL PERSPECTIVE Human Resource Systems (Continued)SYSTEM DESCRIPTIONORGANIZATIONAL LEVEL Training and deve
24、lopmentTracks employee training, skills, and performance appraisalsOperationalCompensation analysisMonitors the range and distribution of employee wages, salaries, and benefitsManagementHuman resources planningPlans the long-term labor force needs of the organization Strategic Table 2-52.31 2006 by
25、Prentice HallHuman Resource Systems (Continued) An Employee Recordkeeping SystemFigure 2-11SYSTEMS FROM A FUNCTIONAL PERSPECTIVE 2.32 2006 by Prentice HallBusiness Processes and Information SystemsINTEGRATING FUNCTIONS AND BUSINESS PROCESSES: Introduction to Enterprise Applications2.33 2006 by Prent
26、ice HallBusiness Processes and Information Systems (Continued)INTEGRATING FUNCTIONS AND BUSINESS PROCESSES: Introduction to Enterprise Applications2.34 2006 by Prentice HallExamples of Business ProcessesManufacturing and production: Assembling product, checking quality, producing bills of materialsS
27、ales and marketing: Identifying customers, creating customer awareness, sellingINTEGRATING FUNCTIONS AND BUSINESS PROCESSES: Introduction to Enterprise ApplicationsTable 2.62.35 2006 by Prentice Hall: : INTEGRATING FUNCTIONS AND BUSINESS PROCESSES: Introduction to Enterprise ApplicationsExamples of
28、Business Processes (Continued)Table 2.6 continued2.36 2006 by Prentice HallBusiness Processes and Information Systems INTEGRATING FUNCTIONS AND BUSINESS PROCESSES: Introduction to Enterprise Applications2.37 2006 by Prentice HallThe Order Fulfillment ProcessFigure 2-12INTEGRATING FUNCTIONS AND BUSIN
29、ESS PROCESSES: Introduction to Enterprise Applications2.38 2006 by Prentice HallSystems for Enterprise-Wide Process Integration Enterprise applications: INTEGRATING FUNCTIONS AND BUSINESS PROCESSES: Introduction to Enterprise Applications2.39 2006 by Prentice Hall: Enterprise systems Supply chain ma
30、nagement systems Customer relationship management systems Knowledge management systemsSystems for Enterprise-Wide Process Integration (Continued)INTEGRATING FUNCTIONS AND BUSINESS PROCESSES: Introduction to Enterprise Applications2.40 2006 by Prentice HallEnterprise Systems INTEGRATING FUNCTIONS AND
31、 BUSINESS PROCESSES: Introduction to Enterprise Applications2.41 2006 by Prentice HallEnterprise Application Architecture Figure 2-13INTEGRATING FUNCTIONS AND BUSINESS PROCESSES: Introduction to Enterprise Applications2.42 2006 by Prentice HallTraditional “Silo” View of Information Systems INTEGRATI
32、NG FUNCTIONS AND BUSINESS PROCESSES: Introduction to Enterprise Applications2.43 2006 by Prentice HallTraditional View of Systems Figure 2-14INTEGRATING FUNCTIONS AND BUSINESS PROCESSES: Introduction to Enterprise Applications2.44 2006 by Prentice HallEnterprise Systems Figure 2-15INTEGRATING FUNCTI
33、ONS AND BUSINESS PROCESSES: Introduction to Enterprise Applications2.45 2006 by Prentice HallBenefits of Enterprise Systems INTEGRATING FUNCTIONS AND BUSINESS PROCESSES: Introduction to Enterprise Applications2.46 2006 by Prentice HallChallenges of Enterprise Systems INTEGRATING FUNCTIONS AND BUSINE
34、SS PROCESSES: Introduction to Enterprise Applications2.47 2006 by Prentice HallSupply Chain Management (SCM) INTEGRATING FUNCTIONS AND BUSINESS PROCESSES: Introduction to Enterprise Applications2.48 2006 by Prentice HallSupply Chain Management (SCM) INTEGRATING FUNCTIONS AND BUSINESS PROCESSES: Intr
35、oduction to Enterprise Applications2.49 2006 by Prentice HallHaworths Supply Chain Management Systems Figure 2-16INTEGRATING FUNCTIONS AND BUSINESS PROCESSES: Introduction to Enterprise Applications2.50 2006 by Prentice HallInformation from Supply Chain Management Systems helps firms: INTEGRATING FU
36、NCTIONS AND BUSINESS PROCESSES: Introduction to Enterprise Applications2.51 2006 by Prentice HallInformation from Supply Chain Management Systems helps firms: (Continued)INTEGRATING FUNCTIONS AND BUSINESS PROCESSES: Introduction to Enterprise Applications2.52 2006 by Prentice HallCustomer Relationsh
37、ip Management (CRM) INTEGRATING FUNCTIONS AND BUSINESS PROCESSES: Introduction to Enterprise Applications2.53 2006 by Prentice HallCustomer Relationship Management (CRM) (Continued) INTEGRATING FUNCTIONS AND BUSINESS PROCESSES: Introduction to Enterprise Applications2.54 2006 by Prentice HallCustome
38、r Relationship Management (CRM) Figure 2-17INTEGRATING FUNCTIONS AND BUSINESS PROCESSES: Introduction to Enterprise Applications2.55 2006 by Prentice HallKnowledge Management Systems INTEGRATING FUNCTIONS AND BUSINESS PROCESSES: Introduction to Enterprise Applications2.56 2006 by Prentice HallMANAGEMENT OPPORTUNITIES, CHALLENGES, AND SOLUTIONS 2.57 2006 by Prentice HallMANAGEMENT OPPORTUNITIES, CHALLENGES, AND SOLUTIONS 2.58 2006 by Prentice HallMANAGEMENT OPPORTUNITIES, CHALLENGES, AND SOLUTIONS 2.59 2006 by Prentice HallMANAGEMENT OPPORTUNITIES, CHALLENGES, AND SOLUTIONS
