MANAGEMENT INFORMATION &

CONTROL SYSTEM
 CONCEPT OF MIS :
 Initial Concept was to process data & present it in the
form of reports at regular intervals.
 Concept was modified with distinction made between
Data & Information.
 Concept is similar to Raw Material (Input) & Finished
Product (Output) System Concept of MIS.
 Another Concept is : Data is one but can be viewed by
different people in different ways.
 Concept of Database & The MIS based on the Database
is more effective. 1
 Gradually the concept of End User Computing using
Multiple Database emerged this give Decentralisation of
MIS System.
Analysis of Data relies on many academic discipline.
This includes : Operation Research / Management
Accounting / Human Behaviour / Psychology etc. making
MIS more meaningful .
 The academic disciplines are used in designing the MIS.
 The Foundation of MIS is the Principles of Management
& its Practice.
 The concept therefore is a blend of Principles, Theories
& Practices of the Management, Information & Systems.
2
 DEFINITION OF MIS :
 MIS can be defined as a system that
1) Provides information to Support Managerial Functions
like Planning, Organising, Directing, Controlling etc.
2) Collects information in a systematic & routine manner
which is in accordance with a well defined set rules.
3) Includes Files, Hardware, Software & Operation
Research Models & Process, Storing, Retrieving &
Transmitting information to users.
 MIS has more than one definition :
• A system which provides information support to the
organisation. 3
• A system based on the Database of the organisation
evolved for the purpose of providing information to the
people of the organisation.

• It is a computer based information system.

 All above definitions converge to one single point :

The MIS is a system to Support The Decision

Making Function in the Organisation.

4
 ROLE OF MIS IN AN ORGANISATION :
 Role of MIS can be compared to the Role of Heart in the
Body.
 Ensures appropriate data is collected from the various
sources, process & sent to all the needy destinations.
 The system is expected to fulfill information needs of an
individual, group of individual, the various management
levels.
 The MIS satisfies the diversified need : Through variety
of systems, such as:
- Query Systems
- Analysis Systems
- Modelling Systems
- Decision Support Systems 5
 MIS helps in Strategic Planning, Management
Controls, Operational Controls, Transaction Processing
etc.

 MIS helps in Transaction Processing & answers their

Queries on the Data pertaining to the Transaction,
Status of a particular record & reference on variety of
documents.

 MIS helps Junior Management, by providing

Operational Data for Planning, Scheduled & Control &
helps further in decision making at the Operational
Level.
6
 MIS helps Middle Management in Short Term
Planning, Target Setting & Controlling the Business
Functions.

 MIS helps Top Management in Goal Setting, Strategic

Planning & Evolving Business Plans & their
Implementation.
MIS plays the Role of Information Generation,
Communication, Problem Identification &
Decision Making.

Thus MIS plays a vital role in the Management,

Administration & Operations in the organisation.
7
 IMPACT OF MIS :
 MIS impacts organizations functions, performance &
productivity.
 With proper MIS support, the Management of
Marketing, Finance, Production & Operation &
Personnel becomes more effective.
 MIS calls for systematization of Business Operation for
effective system design.
 This leads to streamlining the operation and improves
administration by bringing in discipline as everybody is
required to follow & use systems & procedure.
Helps the organization towards Process Driven &
8
Not Person Dependent.
 Brings in High degree of professionalism in Business
operations.
 A well designed MIS with a focus on the Manager
makes an impact on the managerial efficiency &
motivates him to resort to such exercises as
Experimentation & Modelling.
 The use of computers enables the Manager to use tools
& techniques which are impossible to use manually.
Example : Forecasting New trains (Rly Traffic Mgt).
 MIS works on the basic systems such as Transaction
Processing & Database to transfer the drudgery of
clerical work to a computerised system.
9
 Wastage of Time in Searching, Processing,
Communicating is eliminated.

MIS reduces overhead & creates information based

culture in the organization.

 MIS & COMPUTER :

 Transforming the concept of MIS to reality is possible
only with Computer.

 Variety of H/W Technology enables designing of MIS to

specific situation.
Example : Organization with multiple locations use
satellite communication over long distance.
10
 Ability of H/W to store Huge Data, Process at High
Speed converting to information & Easy Access, Sort &
Merge data in a particular manner, Complex, lengthy
Analysis – done very effectively.

 Computer is capable of digital, graphic, word, image

processing etc. so it is used to generate information &
present in a easily understandable form (Bar Chart, PIE
Chart etc.)

 Computer provides security of information (R/W, Read

only, Access Control etc.) so it provides safe handling of
sensitive information.
11
 S/W is an Integral Part of MIS & with development of
ICT (Information & Communication Technology) has
made distance, speed, volume & complex computing an
easy task.
Application of Management Principles in todays
complex business world is possible only when MIS is
based on a Computer System Support.
 MIS & ACADEMICS :
 MIS draws a lot of support from other academic
disciplines.
 Foundation of MIS is Management Theory.
 MIS uses Principles of Management Designing the
system & gives due regard to organisational behaviour.
12
 While designing the MIS report format & forming
communication channel, MIS takes into account
behavior of the manager as an individual & in a group.
 MIS gives due regard to personal factors such as BIAS
Thinking with a Fixed Frame of Mind, Risk Aversion,
Strength & Weakness.
 MIS is a decision support system & uses other areas of
academics such as : -
- Operations Research
- Queuing Theory
- ERP
- Network Theory etc. used for planning -
Controlling Large Project. 13
 Application of PERT/CPM to a project planning &
monitoring is possible through computer system easily.
 While designing the MIS reports, attention is paid to
avoid noise, distortion related to information.
 MIS relies heavily on decision theory & decision
methodology. Example : (Payoff Matrix)
 MIS handles, with Mathematical Modelling Techniques,
decision making under risk & uncertainty.
 In the area of Accounting applications, MIS uses
accounting principles & ensures data is correct & valid.
14
Example : It uses principles of double entry in book
keeping for balancing the accounts – It uses accounting
methodology for generating trial balance, balance sheet &
other books of accounts.

MIS uses knowledge from Management, Business

Management, Mathematics, Accounting, Psychology,
Communication Theory, Operations Research,
Probability Theory, etc. for building process, methods &
DSS systems in designing business applications.

15
 MIS & THE USER :
 Every person in the organisation is user of MIS &
different category of users have different information
needs.
 Each level of user has a specific task or role &
corresponding informations need.
Example : Need of information of a Clerk, Executive,
Manager (Operational, Middle or Top Level).
 It is observed that at lower level, MIS gives a sense of
insecurity. MIS takes away the drudgery of repetitive
search, collection, preparing statements & submitting to
higher level.
16
 Work vacuum so created is not easily filed up. Thus
crating a sense of insecurity & loss of importance of the
person.
 Positive aspect is clerk can make a quick search.
 At the level of an Officer/Executive of MIS does the
role of Data Analysis in a predetermined manager. This
means knowledge of business is transferred from an
individual to the MIS & made available to all in the
organization.
Concept of information is power with individual is
Lost.
17
 The Psychological impact is higher, if the person is not
able to cope up with change by expanding or enriching
his job.

 The Middle Level Manager or Top Level Suffers the

fear of challenge & exposure. The MIS makes his
computer more effective. He is afraid of his position,
decision & defence will be challenged.

However above negative points are seen in few cases

& the positive impact at all levels are they become more
effective operators.
18
 Through the MIS, the information can be used as a
strategic weapon by the user to counter the threats in
business & make business more competitive, bring
about organizational transformation through integrated
approach.
A good MIS makes organization seamless by
removing communication barrier.
 PROCESS OF MANAGEMENT & MIS AS A
TOOL FOR THE MANAGEMENT PROCESS :
 Process of management starts with setting of Goals,
Objectives & Targets.
 GOALS : Are long term objectives to be achieved by
an organization. 19
 OBJECTIVES : Are relatively short term milestones to
be accomplished.

 TARGETS : Generally refer to physical achievements

in the organizations business.

 Goals, Objective & Targets are so set that they are

consistent with each other & help to achieve each other.

 PROCESS OF MANAGEMENT :

1. PLANNING : Basic to all management functions. It is

a decision making process determining in advance,
What to do, How to do, When to do, Who has to do?
20
 Efficiency of planning is measured by the amount it
contributes towards achievement of goals, with less
investment or with less resources. (This is managerial
effectiveness)
“MIS helps the Manager in Planning Process”
2. ORGANISING : Important step in the management ,it
relates to the people in the organization.
 It deals with qualitative & quantitative role play,
relationship etc.
 Organizing Involves:-
- Defining various Management Levels & Span of
control.
- Defining Departments. 21
 - Relationship of Line & Staff Function.
- Delegation of Authority.
3. STAFFING : Deals with creation of HR in the
enterprise to achieve goals, objectives & targets set
by the management.
4. CO-ORDINATING & DIRECTING :
 After organizing the resource, staffing planning, the
process of implementing is dynamic.
 The process meets with a number of difficulties & the
Manager is supposed to resolve them. There will be
LAG & LEAD in many activities. There could be short
fall & over runs. There could be sudden developments,
which may disturb the plans & Process of implementation.
22
 Managers role in this situation is to co-ordinate all the
activities & provide leadership in the group to keep the
Plan Moving.
“MIS plays a major role in this Management
Process”

5. CONTROLLING : The last but the most important step

in Management Process.
 Control system works on the principle of feedback.

 With advanced ICT, a variety of planning & control

tools have been developed.

23
 MIS AS A TOOL FOR MANAGEMENT PROCESS :
 The various processes of management require lot of data
& information.
 The requirement arises due to the fact that each step of
management , variety of decisions are taken to correct
the course development.
 The decisions or actions are prompted by the feedback
given by the control system of MIS.
 The control of overall performance is made possible by
way of budget summary & MIS report.
 The MIS report showing sales, expenditure, ROI etc.
Throws light on the direction the organization is moving.
24
 Exception reports identify weakness in the management
system.
If effective management system is to be assured it
has to be based on PROMPT business information.
Management performance improves in the business
risks & uncertainties are handled effectively with
adequate information.
 A good MIS provides information to the managers to
expand their knowledge base. He must know the adverse
trends in business, the shortfalls of failures in the
management process.
 A good MIS highlights the critical success factors &
25
supports key areas of management.
 Modern fiercely competitive business scenario needs
handling of business operations with skills
& foresight to avert crisis & relies heavily on MIS.
 ORGANISATION AS A SYSTEM & MIS :
 A system is an assembly of elements arranged in a
logical order to achieve certain objectives.
 Organisation is viewed as a socio technical system
consisting of sub system of people, task, technology,
culture & structure.
 Organisation continuously exchange information with
environment & is influenced by the changes.
Accordingly organisation has to be built in such a fashion
that it adjusts with changes in environment & the goals &
objectives are satisfied – OPEN SYSTEM. 26
 MIS should be designed viewing the organisation as a
system.
MIS should give due importance to the human side of
the organisation & its culture. Task & technology are
physical aspects of the organisation but culture & people
are very difficult to assess from MIS design point of view.
MIS & ORGANISATION :
 In a vertical structure with high degree of centralisation,
MIS should give control information to the higher
management where decision is centred.
 If the organisation structure is based on a functional basis
(Horizontal span of control, where functional head is key
decision maker & all functions are equally importance than
MIS will have a functional design with information support
to functional head. 27
 MODIFIED MODEL OF
ORGANISATION SYSTEM

TASKS

PEOPLE STRUCTURE
GOALS

TECHNOLOGY CULTURE

28
 STRATEGIC MANAGEMENT OF
BUSINESS & MIS
 CONCEPT OF CORPORATE PLANNING :
 Plan is a predetermined course of action to be taken in
future.
 Goals & objectives that a plan is supposed to achieve are
the pre-requisites of a plan & setting of goals & objectives
are primary task of management.
 Planning is a dynamic process involving chain of
decisions.
 Essence of planning is to see the opportunities & threats
in
future & predetermine course of action to convert
opportunity to business gain & meet the threat to avoid 29
 Planning can be Long Range or Short Range.
 Long Range Planning : Is for 5 years or more.
Deals with growth, Rate of growth & Image business
share etc.
 Short Range Planning : Is for 1 year at the most.
Concerned with attainment of the business result for the
year.
 Goals relate to long term planning.
 Objectives relate to short term planning.
 “Corporate Business Planning deals with Corporate
Business Goals & Objectives”.
30
 Corporate plan considers the world trends in the
business, the industry, the technology, the international
markets, the competitors, the corporate strength &
weakness etc. & is a complex exercise to steer the
company through difficulties, uncertainties etc.

 ESSENTIALITY OF STRATEGIC PLANNING :

 Why strategic planning?
1. Market Forces
2. Technological Change
3. Complex Diversity of Business
4. Competition
5. Environment (Threats, Challenges, Opportunities)
31
1. Market Forces : Unpredictable demand & supply /
trends in market growth / consumer behaviour &
choices / new products & concepts

- The Market force effect sales, growth & profitability.

- A proper business plan is needed to counter these.

2. Technological Changes : New technology worldwide

have threatened current business creating new
opportunities. Example : Electronics Industry.

- Absence of a corporate plan, such new technology

change can bring about threats of survival or loss of
opportunity.
32
3. Complex, Diversity of Business : The scope of business
is wide & the variety of products, different market
segments, manufacturing methods, multiple locations,
dependence on external factors such as transport etc. bring
complexity in the management of business.
Many factors are uncontrollable & unless there is a plan,
considering above diversity, management lead to loss of
business opportunity.
4. Competition : This is a natural phenomenon in business
& management should continuously evolve new strategies
to deal with competition.
5. Environment : This is beyond the control of management
forecasting probable environmental changes is a major task
of corporate planning. 33
DEVELOPMENT OF BUSINESS STRATEGY
 LONG RANGE STRATEGY :
 Like any other business activity, planning also has a
process & methodology.
 Corporate planning is a top management responsibility.
* It starts with social responsibility
- Spells out business mission & goals,
- & Strategies to achieve them.
STEP –1 : Communicate to all, the social & economic
responsibility of the organisation (Mission Statement) :
Direction of the organisation – decides scope & boundary
of the business.
34
 STEP – 2 : Set goals of the organisation.
The goal is more specific & time span of 3-5 years.
Describes certain business aspects such as : Largest
market share / Leader in industry / Dominent in some
roduct / Service / Reach & distribution etc. Goals
ecome a reference for top management in planning the
usiness activities.
STEP – 3 : Set various objectives of the organisation
objectives are are defined in terms of business results to
e achieved in a short duration of a year or two.
Objectives are measurable & can be monitored
Profitability, Sales, Quality Standard, Capacity
Utilisation etc.) When achieved,
bjectives will contribute to the accomplishment of goals &
ubsequent mission. 35
STEP – 4 : Set Targets : for more detailed working &
reference for operations.
 The success in achieving the goals & objectives is
directly dependant on the management business strategies.

 Business is like a war where two or more competitors are

set against each other to win & are constantly in search of
a strategy to win.
“It enabled MIS is a strategic business weapon for
growth & survival”.
 Strategy means : The manner in which the resources
(Man, Material, Money) & the know how will be put to
use over a period to achieve goals.
“The game is to evolve strategies & counter strategies
36 &
 STRATEGY FORMULATION :
Strategy formulation is an unstructured exercise of
complex nature riddled with uncertainties.
 TYPES OF STRATEGIES :
A strategy means a specific decision(s) regarding
deployment of resources to achieve the missions or
goals of the organisation.
Strategy can be classified into four broad classes : -
1. Overall company strategy : Very long term &
deals with overall strength on organisation.
2. Growth Strategy : May be for existing business
or diversification.
3. Product Strategy : Choice of a product which can
expand as a family of products. 37
4. Market Strategy : Deal with distribution / Services /
Market Research / Pricing / Advertising / Packing or
Choice of Market Itself.
- There are no way of predicating selection of correct
strategy – only results can prove.
 TOOLS OF PLANNING :
Are tools of decision making with reference to planning.
These tells systems approach, sensitivity analysis &
modeling.
 MIS & BUSINESS PLANNING :
1. Decide goals & objectives.
2. Determine correct status of business & projects.
3. Provide correct focus for management action attention.
38
4. Evolve, Decide the Mix of Strategies.
5. Evaluate Performance & Give Feedback.
6. Provide Cost / Benefit Evaluation.
7. Generate Standards / Norms / Ratio’s / Yardstick for
Measurement & Control.

 SHORT RANGE PLANNING :

 Short Range Planning deals with targets & objectives of
the organization & provides implementation plan.
 Plans are made for one year in terms of TARGETS to be
achieved within a BUDGET.
 A manufacturing co. will make targets for production,
sales, capacity etc. 39
 Budget gives details of resources required to achieve
target. Budgets are prepared first in terms of
PHYSICAL UNITS & then converted into financial
units.
 Companies prepare budgets for sales, production,
revenue expenses, capital expense, raw material,
advertisement etc.

40
 Budgets are CONTROL MECHANISM.
GOALS & OBJECTIVES

SHORT RANGE FORECAST

PREPARE OPERATIONAL BUDGET

SALES PRODUCTION MATERIALS SERVICES CAPITAL

GOODS

INDIRECT CAPITAL CORPORATE

EXPENSES EXPENSES OVERHEADS

INDIRECT DIRECT MANUFACTURING

EXPENSES LABOUR OVERHEADS

FINANCIAL BUDGET 41
 BASIC OF MIS
 DECISION MAKING CONCEPTS: It is a fixed
intention to bringing to a conclusive result, A
judgement !

 Decision making is a complex process in the higher

management level due to the interrelationship among
decision makers, a job responsibility, question of
feasibility, code of morals, ethics etc.

 Rational decision is one which effectively ensures

achievement of goals for which the decision was
taken.
42
  DECISION MAKING PROCES

INTELLIGENCE (1) Recognition that problem must

be solved / opportunity to be
exploited – Gather Data

DESIGN (2) Understand the problem /

generate solutions

CHOICE (3) Choice made & Implemented

HERBERT SIMON MODEL
(1) INTELLIGENCE : Raw Data collected processed &
examined.
(2) DESIGN : Inventing, Developing & Analysing the
different decision alternatives.
(3) CHOICE : Select one alternative as a decision, based
on selection criteria. 43
 In the design phase, mgr. Develops a model of the
problem situation & generates & tests different decisions.
 In the choice phase, mgr. Evolves a selection criteria
such as max. profit, least cost etc. The criteria is applied
to various alternatives& the one which satisfies most is
selected.
 In these three steps, if the MGR. Fails to reach a
decision. The process is repeated.
MIS achieves this efficiently WITHOUT REPEATED
use of Simon Model
Ex : A manufacturing plant with underutilized
capacity & products not contributing to profit – Identified
Prob Find product mix for manufacturing plant to
fully utilize WITHIN the raw material & market
constraints & profit maximize. 44
- This is a problem of optimization & use Linear
Programming (LP) model.
- Model evolves various solutions / decision alternatives.
- Choice is made based on first feasibility & then on basis
on maximum profit.
 DECISION MAKING SYSTEMS
- If the decision is to be taken in a KNOWN
ENVIRONMENT, it is a CLOSED DECISION
making system.
Ex: A manufacturing product mix problem.
- If the MGR. Operates in an UNKOWN environment, it
is a OPEN DECISION system.
Ex : Deciding pricing of new product / plant location etc.
- MIS tries to CONVERT OPEN SYSTEM to
CLOSED system by providing information. 45
 INFORMATION

INFORMATION CONCEPT:-
 Information differs from data.
 Information has a value in decision making – while data
does not have.
Information Characteristics:-
• Improves representation of an entity.
• Updates knowledge level (Ex: Sales Data)
• Reduces uncertainty
• Aids in decision making.
Ex: Sales Data progressively become information
when processed with other data such as target.

46
 Conceptual model of communication:-
Transmitter Receiver
Source Channel Destination
Encoder De-coder
(Data / (MIS) (Reports) (Interprete) (MGMT.)
Information)
Noise
Distortion

Poor Quality of Creates

Information Confusion

(ABOVE MODEL OF COMMUNICATION USED

IN MIS)
47
 Information Presentation:-
 Improve communication through summarization.
 Improve by message routing copies of circular.
 Curb misuse of information by exercising control on
the content & distribution.

 Information BIAS:
 Should not be biased while classifying & filtering /
Communicating information.
 BIAS enters because people try to block sensitive
information.
 To overcome this, a formal organization structure &
top management decides information type / received.
48
 Way information is presented, may create BIAS. Ex: If
information is presented in alphabetic order & it is
lengthy.
 INFORMATION : A QUALITY PRODUCT
 Information is a product of data processing.
 Quality of information can be measured on four
dimensions: (1) Utility (2) Satisfaction (3) BIAS (4)
Error.
1. UTILITY: Has four facets : (1) Form (2) Time (3)
Access (4) Possession.
2. SATISFACTION OF USER: Is a common key of
measuring utility.
3. ERROR: Error creeps in due to
 Incorrect data & collection method. 49
  Incorrect data processing.
 Loss or Incomplete data.
 Poor data validation or control.
 Deliberate falsification.
 Processing or data to information should be allowed
only
after thorough validation.
4. BIAS: If the information is processed out of biased
data, it will have BIAS.

 PARAMETERS OF QUALITY OF
INFORMATION
1. Impartiality : No BIAS
2. Validity 50
3. Reliability
4. Consistency : Data should have consistent
5. Age : If the information is old, it is not useful today.

 CLASSIFICATION OF INFORMATION:
1. Action vs. No. of action information:-
Ex: “No stock” report calls for purchase action.
2. Recurring vs. non Recurring information:-
Ex: Monthly sales report vs. market study information.
3. Internal vs. External information:-
Ex:-Information generated through internal resources
vs. information generated through govt. report.
4. Planning information:
Ex: Needs norms/ standards / specs.
51
5. Control Information:-
Ex:Reports giving status of activity with feed back
mechanism.
6. Knowledge information:-
Ex: Collection of information through library reports /
research studies to build up a knowledge base for
decision making.
 Information can also be classified
BASED ON USAGE:-
 Organization information:- Used by all in
organization.
 Database information :- When multiple use & apply.
 Operational / Functional information:- When the
information is used for operations.
52
 EXTERNAL LOW

Top
SOURCE OF Management STRUCTURED
INFO INFORMATION
Middle Management

Operational Management
HIGH
INTERNAL

53
METHODS OF DATA & INFORMATION
COLLECTION:-
 Choice of methods have an impact on quality of
information.
 Methods of data collection & processing is part of MIS.
 Methods of Data & Information Collection
• Observation:
= This methods are chosen for data & information
collection & specific problem.
= Remaining are routine methods particularly
irrespective of a problem.
Ex:Visit customer to assess complaint.
• Experiment: Ex:Assess market response to new
packaging. (Thru test marketing) 54
• Survey: Ex: Market survey, opinion poll.
• Subjective Estimation:Ex: Data pertaining to future
like life style in 21st Century/ Future of alternative
energy source.
• Transaction Processing: Ex:Ledgers, Payroll, sales
report etc.
• Purchased from outside: Ex:Database on specific
subject, research study etc.
• Publication: Ex: Corporate publication, industry
publication, NCAER report.
• Government Agencies: Ex: RBI, tax publications
etc.
55
  Human Being as Information Processor :
 An experienced Manager is a skillful information
processor & able to decide.
 While processing, manager also uses knowledge from his
memory.
 Filtering is a process whereby manager selectively accepts
input.
BRAIN
Use of Stored
Knowledge & Experience

APPLICATION OUT PUT

INPUT FILTERING
MENTAL SELECTION DECISION
FROM &
PROCESSING MANI ACTION
EYES, EARS BLOCKING
PULATION REGISTRATION
GENERALISED MODEL OF INFORMATION PROCESSOR 56
 The Approach to Re-engineering:-
 Identify processes & MAP them across organisation.
 Classify them by :-
- Cycle Time - Information Intension
- Over Heads - Decision Intensive
- Capital Intensive - Risk Intensive.
- Manpower Intensive
 Rank them by value to the customer
- Cost / Price - Delivery
- Quality - Product Value
 Classify processes by customer
- Internal (User of Processes)
- External (Buyer)
 Select Processes for Re-engineering
- Organisational Need - Business Strategy
57
- Market Need
 The Process Steps of BPR Exercise:-
Recast people organisation into process organisation.
Segregate process by customer type : INT. / EXT.
Identify Process by :-
- Impact on customer
- High decision incidence
- High information exchange
- High incidence of checks, control, validation
- High knowledge base.
 Determine value to the customer in terms of
- Price / Cost
- Quality Service
- Delivery
Identify enablers of redesigning
Set a benchmark for achievement. 58
Rank the process by: Feasibility/Cost/Value to Customer.
Appoint teams for each process.
Monitor the process reengineering.
 MIS & BPR:-
 Any exercise towards building design of MIS will be
preceded by BPR Exercise.
 Building MIS is a long term project so, it is essential to
relook at the organisation.
 Business itself would undergo a qualitative change in
terms of the business focus work culture & style & the
value system. This will call for a different MIS.
 MIS will concentrate more on performance parameters
evaluation & a monitoring tool to start with & then a
control for the performance. 59
 The traditional MIS is function centered like Finance, HR,
Marketing etc.
The MIS in reengineered organisation would be
process centered, evaluating customer satisfaction,
expectation & perceptions.
 Role of MIS will be raised with BPR & following
activities would be viewed for the management action.
1. Control of process cycle time.
2. Work Group Efficiency.
3. Customer Satisfaction Index.
4. Process Efficiency & Effectiveness.
5. Strength of Organisation in terms of knowledge, learning
& strategic effectiveness.
“Traditional role of MIS as a decision supporter will
60
continue”.