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8/2/2019 MIS Lecture 04 Notes
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Rheinische Fachhochschule KlnUniversitiy of Applied Sciences
Administrative notes:
Each class will divided into
3 periods of 45 minutes work followed by a15 minute break.
During the breaks I will be available forquestions or review of your progress on class
papers.
LECTURE 01:
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Administrative notes:
Class paperscan be on any topic
so long as they are clearly built on and persuade thereader of your personal definition of the following
terms:
1. Management
2. Information
3. Systems (IT)
4. MIS (the intersection of these terms)
LECTURE 01:
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Administrative notes:
Our class should together develop our own definitions of theseterms.
The development of style is necessary to succeed, and styleis only developed by mastering the basic ambiguities of your
craft.
(By ambiguities I mean those things about which peopledisagreefor example: Should a manager know how to do thework of her inferior or not? Some say yes and some say no.)
These ambiguities lie within the concepts themselves. Trying todefine the concepts yourself will help you to develop your own
style.
LECTURE 01:
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Administrative notes:
Papers which quote
ideas, arguments and examples
from other class members will be preferredover those which only use quotes of sources
outside the class.
(This is to motivate us to really come up with some of our ownthoughts on these matters within class time.)
So, make sure you listen to your classmates. Work on gettinggood ideas from each other and make sure you take good notes
of class discussions.
LECTURE 01:
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Administrative notes:
I want to encourage students to be passionate about theiropinions and open to debate in class.
The classroom should be a place where we can aggressivelyexperiment with points-of-view. Be rude if you have to. Our
duty is first to help each other find the truth, second to makethings comfortable.
We will not become leaders without developing our style ofpersuasion.
The classroom is an ideal place for difficult discussions whichchallenge our ability to communicate clearly and persuasively.
LECTURE 01:
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LECTURE 01: Defining MIS
Information
Management
MIS
Systems (IT)
Spe
e
d
of
inov
a
tion
Human nature
Technology
LECTURE 01:
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LECTURE 01: Defining Management
Most Business Information Systems failbecause the management philosophy and
methods used in its implementation are
flawed.
LECTURE 01:
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LECTURE 01: Defining Management
Human nature is permanent. Technology is changing tooquickly.
Build your style on a rich idea of human nature. The limits ofyour expectations of other people will limit your experience
of them.
People rise to our expectations of them.
Believe in others and they can begin to believe in you.
Mistrusting your workers will teach them not to trust you.
LECTURE 01:
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LECTURE 01: Defining Management
Greatest problem faced by Management??
Corruption and ineffectiveness of workers
Workers have greater importance in organizations today for severalreasons:
Complexity is so high that managers can not comprehend the details ofworkers jobs
Speed of transactions is so fast that mistakes immediately effectcustomers, suppliers, banks etc
Information is networked between departments and to externalorganizations so that a mistake in one department will effect everyoneimmediately
LECTURE 01:
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LECTURE 01: Defining Management
This all results in a change in the way we must see organizationalstructure.
Organizations today are built like buildings rather than purehierarchies or pyramids.
Those at the top are dependent on those below more than ever.MIS makes organizational structure more efficient but this meansthat lower levels of the organization, your workers, have muchgreater importance and influence on the fate of the wholeenterprise.
LECTURE 01:
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LECTURE 01: Defining Management
Technology is changing so quickly that it is
possible that by the time a firm gets their ITsystems working they are no longer compatible
with new technology.
This is a major challenge for MIS.
LECTURE 01:
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LECTURE 01: Defining Management
Is there a relevant difference between a leader, a boss, and a manager?
Does the existence of Management in an organization imply hierarchy?
Whom does a manager serve? boss, customer, worker, herself???
If you were forced to choose between having formal power (possessingan official title, position etc...) and informal power (influence,
reputation) which would you choose?
Should a manager know how to do the job of her immediate inferiors??
Human resources? Is not this a wrong-headed term?
LECTURE 01:
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Defining Management
Definition offered by me:
The role of management is to contribute
indirectly to economic well-being - by theimprovement of the means and methods ofvalue-added creation,
and especially with respect to human agentsin this creation.
Make your workers successful and you willsucceed as a manager!
LECTURE 01:
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Administrative notes:
Lecture 2 will finish at 20:30 so people havetime to get to Social Event
LECTURE 02:
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Administrative notes:
Possible Paper ideas:
How has MIS changed the nature of management
Case studies of MIS implementations
Papers on individual ERP solutions
Papers comparing ERP solutions
LECTURE 02:
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Lecture 2: Recap
Quotes from Lecture 1:
Thomas: We are all managers, we all manage our work.
Inci: It is not possible for the modern manager to know howto do the job of her inferiors
Jalal: A leader should know the process and operations of thework she is overseeing.
Murat & Jalal: A manager is responcible to solve or be solvingperformance problems of their workers.
LECTURE 02:
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Defining Management
Positive Definition of a Manager/Management:
A worker who is responsible for the performance of otherpeople.
Main problem of Management is then how the insure the performanceof other people when:
It is not possible to know completely their jobs (due to excessivecomplexity)
It is difficult to monitor performance
It is extremely to cultivate human character and human know-how
LECTURE 02:
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Lecture 2:
I know that you can make them do it, but canyou make them do it correctly?
Never give an order that can not be followed.
Command-control style management tends to fail
in an MIS environment.
LECTURE 02:
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Lecture 2:
Concerns about the terminology
One major concern about considering people asassets or resources is that they will be
commoditized and abused. Modern analysisemphasizes that human beings are not
"commodities" or "resources", but are creative
and social beings in a productive enterprise.
LECTURE 02:
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Admin:
How many of you have Laptops which you bringto class??
LECTURE 03:
If you wish to borrow either the MIS Textbook ora copy of my ERP text tell me.
I have the MIS textbook as a Kindle E-Book file ifyou want a copy let me know.
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Closing remarks about Management:
LECTURE 03:
What would be a realistic picture of the worstmanager possible?
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Closing remarks about Management:
LECTURE 03:
Example:
A manager who survives by creatingorganizational chaos below him one who makes
sure there are sufficient problems in theinformation systems that only with human
intervention can the organization perform. The
strategy of such a manager is usually divide-and-conquer.
Rh i i h F hh h h l Kl
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Closing remarks about Management:
What would be a realistic picture of an idealmanager?
LECTURE 03:
Rh i i h F hh h h l Kl
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Closing remarks about Management:
Example:
The best of all managers is one who makes himor herself unnecessary. Their strategy to
accomplish this is usually to create organizationalsystems which automatically harmonize the
competing interests of their share-holders and
workers. Making inventory impossible to findwithout posting a transaction in a system could
be an example.
LECTURE 03:
Rh i i h F hh h h l Kl
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Transition to discussion about Information:
Problems of definition.
Identity how do we define something so that itis unique and distinguishable from other things?
[Eindeutigkeit]
Paradox of the heap.
Paradox of similarity.
Paradox of developement.
LECTURE 03:
Rh i i h F hh h h l Kl
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Transition to discussion about Information:
Problems of definition.
Identity how do we define something so that it
is unique and distinguishable from other things?[Eindeutigkeit]
Paradox of the heap.
Paradox of similarity.
Paradox of developement.
LECTURE 04:
Rh i i h F hh h h l Kl
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Transition to discussion about Information:
Problems of definitionParadox of the heap:
Imagine a heap of sand. It contains some number ofpieces of sand. If we remove one piece of sand at atime which piece, when removed, will make it no
longer a heap?
Answer: no piece
Question: yet is not any heap simply some number ofsand pieces?
LECTURE 04:
Rh i i h F hh h h l Kl
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Transition to discussion about Information:
Problems of definitionParadox of similarity:
How can we know what a cloud is when there havenever been two clouds which are the same?
Answer: We must stipulate [Festlegen] what propertiesonly clouds posses.
Problem: We never know individual things, rather we
know ideas (a definition) and merely apply them toindividual things.
LECTURE 04:
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Transition to discussion about Information:
Problems of definition: Paradox of development
What do we mean when we say that something is, forexample, a rose? Do we do describe it is something
with petals and thorns? Then is the seed whichbecomes a rose not a rose?
Problems:
If we say it is not then where do roses come from?
If we say that it is a part of a rose, then is not the
grown rose also only a part of everything that is arose?
Etc..
LECTURE 04:
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Transition to discussion about Information:
Apply these problems to ourselvesam I now atthis moment merely a part of what I am? Etc..
What is identity? How should we define things?
As managers how can we establish clearcommication?
LECTURE 04:
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Transition to discussion about Information:
Problems of definition examples of theseParadoxesapplied to management:
At what point do we fire a worker? Does one, two,three mistakes make them a bad worker?
At what point do we declare insolvency?
Answer: We may know when things have gone toofar, but we dont seem to know the point at which
things change from good to bad or vise-versa.
LECTURE 04:
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Transition to discussion about Information:
One useful method defines something by using a theory ofcausation. This method was pioneered by Aristotle.
It looks a four causes relating to the existence of something.
1. Material cause what is the stuff that makes up something
2. Formal cause what shape must the stuff take
3. Efficient cause by what process do we bring the stuff intothe shape
4. End cause what purpose or goal does the thing come intobeing for?
LECTURE 04:
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Transition to discussion about Information:
Example:
If we try to define management
1. Material a manager must work with her active [people]and passive [systems, raw materials, information]
resources within the organization
2. Formal a controlled and harmonized organization
3. Efficient she accomplishes this by her use of authority
4. End to optimize (maximize efficiency) the performance ofher workers
LECTURE 04:
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Transition to discussion about Information:
Now putting this into a single sentence:
A manager is a person responcible for the use of authority tocontrol and harmonize active [people] and passive
[systems, raw materials, information] resources within theirorganization for the purpose of achieving optimum
organizational performance.
LECTURE 04:
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Transition to discussion about Information:
Example:
If we try to define Information
1. Material Data, Theory
2. Formal Intuitive representation, a model
3. Efficient Abstraction, interpretation : calculation,estimation, categorization
4. End to test/simulate reality (truth)
LECTURE 04:
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Transition to discussion about Information:
Information in a single sentence:
Information is the result of data and theory which have beentransformed by abstraction (calculation, estimation,
categorization, interpretation) into a testable model ofreality.
LECTURE 04:
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Transition to discussion about Information:
Example:
If we try to define Data
1. Material Sings symbols
2. Formal Measurements, Indentifiers, Descriptions
3. Efficient Observation
4. End to model events or stuff
LECTURE 04:
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Transition to discussion about Information:
Types of Data:
Cardinality (measuring)
Nominal: Categorical
Ordinal: Priority
Interval: Measurements
LECTURE 04:
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Transition to discussion about Information:
Types of Data:
Processing
Stock Data Materials, Categories
Flow Data Events, transactions
LECTURE 04:
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Transition to discussion about Information:
Concrete examples of information problems within a
Management Information System or ERP (EnterpriseResource Planning) System
Problem: Production of Base boards (Fuleisten)
LECTURE 04:
Recommended