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MosGabriel Essay OverviewforIIS PDF
MosGabriel Essay OverviewforIIS PDF
COLOCVIU
-Cursul “Integrated Information Systems”-
Masterand,
Coordonator,
Gabriel MOȘ
Prof. Dr. Simon SANDOR
Arad, 2019
CONTENT
1. Introduction ............................................................................................... 3
2. Literature review ........................................................................................ 4
3. Infrastructure Support................................................................................ 6
4. Enterprise structure ................................................................................... 7
5. Logical level ................................................................................................ 7
6. Computing and Networking Architecture ................................................... 8
7. Application of Integrated Information Systems .......................................... 9
8. Challenges of Adopting Integrated Information Systems.......................... 12
9. Managing hardware and software............................................................ 14
10. IIS as strategic weapon ........................................................................... 15
11. Case study – Integrated Information System at Mobilink Infinity................ 16
11.1. Uses of Integrated Information Systems in Mobilink Infinity ............................................. 17
11.2. Seeing the bigger picture .................................................................................................... 19
12. Conclusions ............................................................................................................................. 21
6. Bibliography
Integrated information systems
1. Introduction
2. Literature review
4
gradually or radically). Such improvements may happen through total quality
management approaches and similar managerial tools.
Researchers have frequently used business process re-engineering
methods to explain the importance of having an efficient integrated information
system (Business Case Studies, 2012). In fact, Naumann (2002) says that high
failure rates often characterize initial business process reengineering efforts
(because of the lack of an effective information exchange platform).
The lack of an effective integrated information system normally limits the
scope and success of developing process innovations that ordinarily transcend
different organizational processes. Additionally, Naumann (2002) adds that the
failure of organizations to allocate enough resources to overhaul their information
technology infrastructure renders it economically unwise to undertake business
process reengineering efforts.
The relationship between business process re-engineering and integrated
information systems are however deeper than most researchers depict them to be.
This relationship deepens from the role of business process reengineering
initiatives to increase new investments in integrated information systems.
These new investments aim to introduce common definitions within the
information technology platform (and the free sharing of data across different
business functions) (Business Case Studies, 2012). While adopting information
integration systems across the entire scope of business operations, different
organizations still choose to adopt integrated information systems across specific
business processes.
Beyond one organization, integrated information systems may also pose
several advantages to an industry. For the realization of significant success in the
adoption of integrated information systems, well-coordinated supplies of
coordinating operations need proper establishment. Such an integrative system
helps to improve the efficiency of not only the supply chain, but also the entire
industry, if all the firms choose to embrace a common structure for the integration
of such a system (Joshi, 1998).
Many managers have always supported the importance of integrated
information systems before scholars and professionals attached importance to
integrated information systems and workflow automation. For example, an
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independent comparison of the activities of German and British firms show that
British firms were losing their competitive edge to German firms by increasing their
functional competitiveness (Business Case Studies, 2012).
Comprehensively, the adoption of an integrated information system leads to
the reversal of such trends by redefining organizational functional boundaries and
the integration of organizational processes. The establishment of mechanisms for
the integration of organizational activities therefore forms the main structure of
integrated information systems because through this platform, it is easy to
coordinate the different activities to achieve organizational goals.
Such an integrated information system platform is crucial for organizations
that intend to manage their operations by increasing their responsiveness and
reducing their overall cost of operations (Joshi, 1998). Comprehensively, the
adoption of an integrated information system does not only apply to intra-
organizational activities, but also inter-organizational activities.
3. Infrastructure Support
6
4. Enterprise structure
5. Logical level
The second part of the framework occurs at the logical level where objects
and events in the business environment provides an enterprise-wide data model
that highlights the relationship between these objects and the events
characterizing the business environment. The same model also outlines the
business rules and constraints that outline the actions of businesses in this closed
sphere of business operations.
This model works on a platform that contains interrelated pieces of
information that provides a central resource for the functions of the integrated
information system. This central resource may distribute across several nodes of
an organization to allow users to share the same data using common definitions
and formats. This information-sharing platform is a critical component of logical
integration (Joshi, 1998).
7
6. Computing and Networking Architecture
8
7. Application of Integrated Information Systems
7.1. Canon
Founded as a technology company in 1933, Canon has grown to be a
popular global company that produces high-tech technology gadgets, such as,
copiers and digital imaging systems (Business Case Studies, 2012, p. 2). With the
global push to embrace sustainable business practices and products, Canon has
been at the forefront in embracing environmentally friendly technologies.
This commitment highlights one of Canon’s core business principle, which
is to market itself as a sustainable future technology company that can be floated
in the market quickly and reach the highest technology specifications. To achieve
these objectives, the company embraces integrated information system
technologies. In fact, some experts believe that Canon’s integrated information
system is a key component of the company’s business success (Business Case
Studies, 2012, p. 2).
Characterized by a huge flow of information through emails, online
feedbacks, and other documentations, Canon realized the need to introduce a new
set of skills and technologies that cater for the potential information overload that
the company experiences.
Key to the success of this strategy is the ability of the company to have the
right technological expertise and distribution capability to distribute these pieces of
information throughout all business functions. This way, Canon has been able to
improve its main business processes, by making them more efficient and
profitable.
After realizing the importance of embracing an integrated information
system technology, Canon is set to be a business leader in revolutionizing the
information management systems of other organizations. Indeed, some observers
believe companies, which intend to lead other companies in developing superior
quality products and services need to be innovative and accommodating of good
business practices (Business Case Studies, 2012, p. 2).
9
7.2. World Bank
The World Bank is a global financial institution that offers financial
assistance to different governments around the world. The global financial
institution mainly focuses on providing loans to developing countries to reduce
their poverty levels (Rainer, 2010, p. 295). The World Bank experienced a radical
transformation of business processes, from an organization that provides low-
interest loans to a global financial institution with decentralized services, through a
knowledge-sharing framework.
Therefore, at the core of the company’s activities stem the willingness to
empower its clients (mainly comprising of technologically disenfranchised
countries). To achieve this goal, the bank had to overhaul its information
technology infrastructure to provide its clients with the necessary technological
tools needed to fight poverty and address other pressing social and economic
issues (Rainer, 2010, p. 295).
Initially, World Bank had a disconnected IT infrastructure, which consisted
of about 65 different legacy systems, 100 databases, and over 90 different
business functions (Rainer, 2010, p. 295). As a complication of the bank’s IT
infrastructure, every field office had a different approach to their I.T processes.
These field offices therefore had no common platform for communicating
with the headquarters, or with other field offices. In fact, field managers had to mail
proposals to Washington (the head office) and have them approved, then mailed
back to the respective field office (Rainer, 2010, p. 295). This process ordinarily
took many weeks to complete.
Based on the backdrop of these challenges, the bank adopted an integrated
information system where field office operations could be relayed to Washington
(in real-time) using one IT platform. A series of processes improved from this
upgrade. They included procurement processes, materials management, project
management and financial reporting processes.
The introduction of the integrated information system technology occurred
in different phases where the bank introduced a document management system, a
global network, and a knowledge management system, before it could connect
with field offices in remote parts of the world (where the bank’s presence was
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needed the most) (Rainer, 2010, p. 295). Today, the integrated information system
forms a critical part of the bank’s operational practice.
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exacerbates when the initial problem is not correctly fixed and another problem
develops from the initial problem.
Comprehensively, the adoption of an integrated information system brings
several risks (tangible and intangible). Joshi (1998) especially cautions companies
against adopting this sophisticated integrated information system without carrying
out an effective planning exercise to investigate how the new system integrates
with the company’s key functions. The absence of this planning exercise may
increase the amount of risk involved in the implementation of this system.
In fact, since integrated information systems may involve the reorganization
of business processes, it is crucial to assess the implications for the introduction of
this system. In addition, Joshi (1998) highlights that integrated information systems
require more time, money and effort to implement. A recent study showed
customers spending five times more money for the implementation of integrated
information systems (compared to the amount of money they would spend on the
purchase of a software license).
Moreover, Arshad (2008) says that positive outcomes from the
implementation of this process may take years before they materialize.
The main aim of having an integrated information system is to piece
together different parts of an organization’s information system. For example,
having one central copier system replaces the need to have several such systems,
serving the same purposes. In an organizational setting, employees may access
one central PC to read faxed messages instead of using different machines for the
same purpose.
This way, it is easy to see how integrated information systems help to
streamline company operations in an efficient manner. To people who actively
engage in organizational operations (such as staff), integrated information systems
help to reduce the time needed to gain access to information, reduce the tasks
needed to gain access to information, reduce the paperwork needed in an
organization, provides a secure system that protects data. Employees therefore
have a broader picture of organizational activities.
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9. Managing hardware and software
14
10. IIS as strategic weapon
There has been era where business information systems have not been of
that importance and these system where designed to help in giving day to day
transaction support, however with the change in business environment, business
dynamics are also changing and now right information at right time is vital and
critical for strategic management of business, since the importance of correct
information on different dimensions is getting increasing day by day, so is
increasing the importance of information systems, we shall see how information
systems if strategically deployed and intelligently used can become strategic
weapon.
There are many ways in which information systems can be used
strategically, looking at front end of the business these application can help
customers by facilitating their interaction with organization, enhancing their
experience while doing business with company and this not applies to B2C model
but this can be used with same effectiveness on B2B model of business, by
deploying intelligent information systems organization can get customer feedback,
analyze it and then this information can be used to improve business processes
and developing a strong business relation with customers, putting all this together
can be used to gain competitive advantage.
Similarly these systems can increase internal efficiency of organization,
better inventory management, just in time delivery of raw material and continuous
learning by the data collected by these information system are just few examples
of where a well integrated information system can help organization to improve
their business processes and reduce costs, and be a source of experience
learning, the concept of knowledge management is just a continuation of this
concept, this way in modern organizations, information system can strategically be
used as weapons.
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11. Case study – Integrated Information System at Mobilink Infinity
Users
The integrated information system at Mobilink Infinity is used by most of the
employees, these users rages from sales team, collection team, marketing team,
accounts team, finance team, inventory and procurement team. There are different
rights that are given to different employees depending upon their designations,
executive level and team leader have rights that are necessary for doing business
processes, and managers have more right to view collective and individual
information, same is the case with departmental heads and top management who
can see all the information and retrieve report in various formats and
specifications, this helps them to understand individual and collective performance
on different parameters and review the performance of employees.
Hardware resources
These are hardware resources that are deployed in integrated information
systems:
Fax Machines
Inbox Intel Core2Due Processing Systems
Keyboard
Modems
Mouse
Printers
Dedicated servers
Ups
16
Software resources
There are various kinds of software that are used in Mobilink Infinity MIS,
one the kind is which are used as machine running software these include
Microsoft Windows & Office, Antivirus system and other are application that are
designed for needs of different departments depending upon the nature of
business they are handling. These applications include Tracer system, Econnect
system, CRM system, Infinity Analysis portal and Octopus.
Network resources
Mobilink Infinity has their own network system and they use Local Area
Network, Wide Area Network and Virtual Private Network that helps the
management to do their work from remote locations without being present in the
office.
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can view the information from each system and retrieve reports on different
parameters.
In below lines we author has discussed various roles and systems that are
being used in Mobilink infinity, these systems are independent but are strategically
used in collective.
18
reports involve good amount of data handling and are also need real time
processing.
20
12. Conclusions
21
Similarly, this paper proposes the proper assessment of the implications of
adopting integrated information systems in the organization because its
introduction requires more time, money, and technical knowhow to integrate the
system in the organization. Comprehensively, as companies enjoy the endless
advantages of embracing integrated information systems, they need to assess the
pros and cons of doing so.
22
Bibliography
4. Joshi, K. (1998). Cross Functional Integration: The role of Information Systems. Journal
of Information technology Management, 9(3), 21-28.
11. Ursacescu, M., Sisteme informatice –o abordare între clasic si modern, Ed. Economica
2002.
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14. Edelhauser, E., Ghicajanu, M. Enterprise Resource Planning in Romanian Mining
Companies, The 4th International Conference on Manufacturing Science and Education.
MSE 2009, Sibiu.
16. Anderegg, T., ERPA-Z Implementer’s Guide For Success, Resource Publishing, USA,
2000.
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