Management Information Systems (MIS)

1
MIS 215 Final Project Guidelines and Rubric
Overview
Management Information Systems (MIS) is the study of people, technology, and organizations. The driving force behind MIS is to improve people’s lives through
technology. Businesses use information to enhance their current operations, and they require employees who are capable of acquiring and understanding the
data to do so. MIS professionals implement and maintain systems for finding and storing data to allow an organization and its stakeholders to make the most
informed decisions possible. Knowing how to gather information and work collaboratively to find solutions will give you hands-on experience in the role of a
business analyst.
Throughout this course, you will have a chance to experience the process of gathering requirements for a project related to a business’s needs, and to review
the best practices related to MIS for making informed recommendations. The resources and activities in this course will give you an insight into the world of
MIS. In addition, you will have the opportunity to explore various solutions and systems and review some of their features.
In the final project, you will be asked to review a scenario related to MIS at a fictional organization and create a detailed report of the information gathering
process as well as an executive summary for stakeholders at the organization. After reviewing the scenario, you will be asked to identify the needs of a business
related to data, the current client systems, and how the data is stored and accessed to obtain information. Next, you will be tasked with coming up with ideas
regarding how to link the data from the various systems used by the business in order to produce reports. Finally, you will compose an executive summary for the
stakeholders using clear communication that addresses questions about business needs.
The project is divided into two milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final
submissions. These milestones will be submitted in Modules Three and Five. The final product will be submitted in Module Seven.
In this assignment, you will demonstrate your mastery of the following course outcomes:
 Describe various client systems and their interrelationships that comprise organizations’ management information systems
ï‚· Describe the flow of data into and through organizations for determining which client systems will supply data needed to address specific business
problems
ï‚· Determine which client information systems will produce appropriate reports that inform business decisions
ï‚· Develop clear communications to stakeholders that explain solutions or next steps in addressing business problems
Prompt
For the final project, you will be required to review a scenario (described below) to identify the needs of a business related to data, the current client systems,
and how the data is stored and accessed to obtain information. You will then be tasked with coming up with ideas regarding how to link the data from the
2
various systems used by the business in order to produce reports. Finally, you will compose an executive summary for the stakeholders using clear
communication that addresses questions related to business needs.
Specifically, the following critical elements must be addressed:
I. Data Gathering: In this section, you will describe the data that is available to you and how the data systems in the organization work together in the
context of the scenario.
A. Describe the business needs of your organization and the types of data that may be needed to address them.
B. Describe the current client systems in your organization and how they interrelate.
C. Detail how the data you need can be accessed. To do this, be sure you address the following:
i. How will you know what information is currently available?
ii. How and where is the data stored?
iii. What types of tools will you need to extract and gather the data?
iv. What is the importance of data security and integrity, and who within the business should be involved in this process?
II. Business Needs: In this section, you will determine whether your organization’s business needs can be met by the systems and system interactions you
currently have.
A. Determine the questions that need to be asked and the types of data you need to answer them.
B. Illustrate how you will link the organization’s current systems to get the data that answers these questions. You may submit this as a flowchart,
if you desire.
C. Explain gaps in data flow that cannot be addressed with the organization’s current systems.
III. Integrating Business Resources: In this section, you will determine how to produce the appropriate reports now that you have determined how to link
the systems.
A. Referring to the business needs questions, describe what types of reports you would need to produce in order to answer them.
B. Explain what type of information you might need in order to create a report linking data from various systems.
C. Discuss how you could gather the identified information and who should be involved in the process.
D. Explain the types of reporting tools that could be used to answer the business questions, and discuss the various ways that they could be used
to create reports.
IV. Reporting: In this section, you will explain what tools you need to create the reports, and you will write an executive summary that addresses the
business questions. Write an executive summary that does the following:
A. Utilizes audience-appropriate language
B. Explains processes, tools, and solutions
C. Details next steps
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Scenario
SNHU Clothing is a small clothing retailer that is expanding rapidly across the east coast. It sells clothing for children and both men and women, as well as
accessories. The company has one physical location, but its online sales have been growing significantly during the last few years. The company has a total of 10
employees. The leadership team of SNHU Clothing consists of an IT manager, sales manager, warehouse manager, and manager of manufacturing and product
design, in addition to a business analyst—you!
SNHU Clothing’s leadership team
David
Officer
CEO
Mark
Manager
IT Manager
Jim Sales
Sales Manager
Rachel
Analyze
Business Analyst
Dan
Warehouse
Warehouse Manager
Patricia
Product
Manager of Manufacturing
and Product Desgin
4
Currently, SNHU Clothing is using a Microsoft Access database to store customer sales, product information, and vendor and supplier data. Another small clothing
retailer is going out of business, and SNHU Clothing has decided to acquire its clothing to sell at the physical location; SNHU Clothing is also purchasing the
retailer’s customer database.
Both databases are in Microsoft Access format, but the fields are completely different. Your job as the business analyst is to review both databases and find out
how the systems interrelate and how you could do the following tasks:
 Describe potential fields that could be present in each system and how the systems’ fields might differ. Using that information, discuss how the systems
interrelate and your recommendations for having a centralized system to meet business needs.
ï‚· Identify which customers and products originally came from the new retailer.
ï‚· Identify what reports should be created and how they could be delivered.
ï‚· Document the process you will take to assess business needs and ensure the system meets the needs of the organization.
ï‚· Make recommendations on how the system can be improved to allow for improved analytics.
As you get ready to begin this job, your boss, Mark Manager, calls you into his office and requests you compile your findings in a detailed report on the
information-gathering process, and in an executive summary to be reviewed by Jim Sales (the sales manager) and David Officer (the CEO of SNHU Clothing).
Because you are fairly new to the position of business analyst, your boss offers you the following guidance on data gathering, business needs, current client
systems, and data access, as well as some general information on SNHU Clothing’s business processes:
ï‚· Data Gathering: Before you recommend a plan to merge both databases, it is important to gather data about the data in each database. This means that
you need to understand the different types of data that each database contains and identify any required fields. For example, one database might have a
unique identifier that can be used as the customer’s ID. If a different customer exists in the other database with the same customer ID, you will not be
able to merge the records properly. As you think about the data gathering needs of the organization, discuss ways that you could identify potential
problems, such as duplicate ID numbers for customers, and how you could work on a solution.
ï‚· Business Needs: To complete this project, you must think of the end goals. For instance, you can identify what the business will need once the databases
are merged. This could involve customer reports, sales history, and so on. After you identify what information you will need, identify how the database
structure can help support those needs. In addition, you should discuss any changes that will need to be made in order to scale the database for future
growth and expansion.
ï‚· Current Client Systems: Identify the systems that each organization is currently using. Ask yourself the following question: Will you be able to use one
system to house both databases, or will a new system be required? What information will you need to consider in order to make a proper
recommendation?
ï‚· Data Access: Part of identifying the needs of the organization is deciding how the data will be shared and who will need to access it. Each database will
have its own set of permissions and security, but when you merge both databases, you will need to ensure that the security settings are still in place, and
to identify whether any revisions need to be made. Why is this process important, and what steps can you take to ensure it is completed properly?
5
SNHU Clothing’s business processes
Milestones
Milestone One: Data Gathering
In Module Three, you will submit Milestone One: Data Gathering. In this assignment, you submit a worksheet in which you address critical elements related to
SNHU Clothing’s business needs, current client systems, and means of accessing data. This milestone will be graded with the Milestone One Rubric.
Milestone Two: Business Needs and Integrating Business Resources
In Module Five, you will submit Milestone Two: Business Needs and Integrating Business Resources. In this assignment, you will submit a worksheet in which
you address critical elements related to the questions you must ask to identify the types of data needed to address SNHU Clothing’s business needs, SNHU
Clothing’s systems and system interactions, and the production of appropriate reports for SNHU Clothing. This milestone will be graded with the Milestone Two
Rubric.
Final Submission: Detailed Report of Information Gathering Process and Executive Summary
In Module Seven, you will submit your final project. It should be a complete, polished artifact containing all of the critical elements of the final product, including
the second part of your final project, an executive summary explaining the tools you need to create reports and addressing the business questions you identified
in Milestone Two. It should reflect the incorporation of feedback gained throughout the course. This submission will be graded with the Final Project Rubric.
Warehouse
•SNHU
Clothing
buys fabric
and
materials
•Suppliers are
located in
two nearby
cities
•Materials
can be
ordered as
neeed
Manufacturing and
Product Design
•Clothing
items are
produced
from fabric
and
materials
•Clothing
items are
folded and
packaged
•Prices and
bar codes
are added to
packaged
clothing
items
Sales
•Online sales
are
processed
Distribution
•Clothing
items
purchased
online are
delivered to
the
customer
Customer
•Receives
clothing
items
purchased
online
6
Deliverables
Milestone Deliverable Module Due Grading
One Data Gathering Three Graded separately; Milestone One Rubric
Two Business Needs and Integrating Business
Resources
Five Graded separately; Milestone Two Rubric
Final Submission: Detailed Report on
Information Gathering Process and
Executive Summary
Seven Graded separately; Final Project Rubric
Final Project Rubric
Guidelines for Submission: Your detailed report of the Information Gathering Process should be 3–5 pages and your Executive Summary should be 1–2 pages,
double-spaced, and use Times New Roman font and industry-standard formatting.
Critical Elements Exemplary (100%) Proficient (85%) Needs Improvement (55%) Not Evident (0%) Value
Data Gathering:
Business Needs
Meets “Proficient” criteria and
demonstrates an insightful
awareness of the various types of
data and its uses
Describes the business needs of the
organization and the types of data
that may be needed to address
them
Describes the business needs of the
organization and types of data that may be
needed to address them, but description is
cursory or contains inaccuracies, or not all
types of data needed are described
Does not describe the business
needs of the organization or the
types of data that may be
needed to address them
7.92
Data Gathering:
Current Client
Systems
Meets “Proficient” criteria and
demonstrates a complex grasp of
how client systems communicate
Describes the current client systems
in the organization and how they
interrelate
Describes the current client systems in the
organization, but description is cursory,
contains inaccuracies, or does not describe
how systems interrelate
Does not describe the current
client systems in the
organization and how they
interrelate
7.92
Data Gathering:
Accessed
Meets “Proficient” criteria and
demonstrates an insightful
awareness of the systems’
capabilities and tools
Details how the data needed can be
accessed, addressing all required
elements
Details how the data needed can be
accessed but neglects to address some of
the required elements
Does not detail how the data
needed can be accessed
7.92
Business Needs:
Questions
Meets “Proficient” criteria and
demonstrates a complex grasp of
the business needs
Determines the questions that need
to be asked and the types of data
needed to answer them
Determines the questions that need to be
asked and the types of data needed to
answer them, but determination is cursory
or illogical
Does not determine the
questions that need to be asked
7.92
7
Business Needs:
Link
Meets “Proficient” criteria and
illustration is exceptionally detailed
and contextualized
Illustrates how the organization’s
current systems will be linked to get
the data that answers the questions
Illustrates how the organization’s current
systems will be linked to get the data that
answers the questions, but illustration is
cursory or contains inaccuracies
Does not illustrate how the
organization’s current systems
will be linked to get the data
that answers the questions
7.92
Business Needs:
Gaps
Meets “Proficient” criteria and
demonstrates an insightful
awareness of the organization’s
systems and capabilities
Explains gaps in data flow that
cannot be addressed with the
organization’s current systems
Explains gaps in data flow that cannot be
addressed with the organization’s current
systems, but explanation is cursory or
contains inaccuracies
Does not explain gaps in data
flow that cannot be addressed
with the organization’s current
systems
7.92
Integrating
Business
Resources:
Reports
Meets “Proficient” criteria and
description is exceptionally clear
and contextualized
Describes the types of reports that
would be needed to produce
answers to the business questions
Describes the types of reports that would
be needed to produce answers to the
business questions, but description is
cursory or contains inaccuracies
Does not describe the types of
reports that would be needed
to produce the answers to the
business questions
5.94
Integrating
Business Reports:
Report Linking
Data
Meets “Proficient” criteria and
demonstrates a complex grasp of
the information-gathering process
Explains the type of information
that might be needed to create a
report linking data from various
systems
Explains the type of information that might
be needed to create a report linking data
from various systems, but explanation is
cursory or contains inaccuracies
Does not explain the type of
information that might be
needed to create a report
linking data from various
systems
5.94
Integrating
Business Reports:
How and Who
Meets “Proficient” criteria and
demonstrates a complex grasp of
the information-gathering process
Discusses how the identified
information could be gathered and
who should be involved in the
process
Discusses how the identified information
could be gathered and who should be
involved in the process, but discussion
lacks specificity or is illogical
Does not discuss how the
identified information could be
gathered and who should be
involved in the process
5.94
Integrating
Business Reports:
Reporting Tools
Meets “Proficient” criteria and
demonstrates an extensive
awareness of the capabilities of a
variety of reporting tools
Explains the types of reporting tools
that could be used to answer the
business questions and discusses
the various ways they could be used
to create reports
Explains the types of reporting tools that
could be used to answer the business
questions, but explanation is cursory or
contains inaccuracies, or discussion lacks
specificity or is illogical
Does not explain the types of
reporting tools that could be
used to answer the business
questions
5.94
Reporting:
Language
Meets “Proficient” criteria and
masterfully utilizes audienceappropriate language
Composes an executive summary
that utilizes audience-appropriate
language
Composes an executive summary that
makes an attempt to use audienceappropriate language, but it is not
consistent throughout
Executive summary does not
utilize audience-appropriate
language
7.92
Reporting:
Processes, Tools,
and Solutions
Meets “Proficient” criteria and
summary is exceptionally detailed
and contextualized
Composes an executive summary
that explains processes, tools, and
solutions
Composes an executive summary that
explains processes, tools, and solutions,
but explanation is cursory or illogical
Executive summary does not
explain processes, tools, and
solutions
7.92
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Reporting: Next
Steps
Meets “Proficient” criteria and
summary is exceptionally detailed
and contextualized
Composes an executive summary
that details next steps
Composes an executive summary, but next
steps lack clarity or are illogical
Executive summary does not
detail next steps
7.92
Articulation of
Response
Submission is free of errors related
to citations, grammar, spelling,
syntax, and organization and is
presented in a professional and
easy-to-read format
Submission has no major errors
related to citations, grammar,
spelling, syntax, or organization
Submission has major errors related to
citations, grammar, spelling, syntax, or
organization that negatively impact
readability and articulation of main ideas
Submission has critical errors
related to citations, grammar,
spelling, syntax, or organization
that prevent understanding of
ideas
4.96
Total 100%

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Management Information Systems (MIS)

 Management Information Systems (MIS) is the key factor to facilitate and attain efficient decision making in an organization. This research explores the extent to which management information systems implemented to make successful decisions at two selected financial organizations. The research examined whether the selected financial institutions of Bahrain vary as to the use of Management Information Systems leadership of decision making for strategic and tactical planning purposes. The research adapted the quantitative research design to examine two research hypotheses. A total of 190 forms were equally distributed to those who are working at different management levels at the selected organizations. The results of the research showed that MIS was primarily used to enhance strategic planning in both financial institutions. The regression analysis revealed that Tactical planning is found to have no effect on Decision Making, while Strategic planning has a clear effect on the Decision Making Effectiveness in both organizations.

Keywords: Management Information Systems, Strategic Planning, Tactical Planning, Decision Making Process.

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1. INTRODUCTION

 

Currently, organizations are in the race for enhancing their capability in order to survive in the competitions of the new century global market. Therefore, organizations are attempting to advance their agility level by improving the decision making process to be more efficient and highly effective to meet the successive fluctuations of the market. In an effort to achieve this, many modern organizations, either mid or large sized, have concerned with a cycle of progressive investments in and adopted new management information systems components. During last decade, a high percentage of financial organizations frequently used Management Information Systems to facilitate

 

 

460 Karim, A. J.

Vol.8, No.2, 2011, p. 459-470

the provision of services; and that the speed of the adoption is expected to grow further as the technology expands.

Whitten et al. (2004, p.12.), stated that “information is an arrangement of people, data, process, and information technology that interact to collect, process, store and provide as output the information needed to support an organization,” which indicates that information system is an arrangement of groups, data, processes and technology that act together to accumulate, process, store and provide information output needed to enhance and speed up the process of decision making. In a Bank’s information system, there is always a potential crisis which makes the bank endure an insufficiency; thus, an advanced information system supported by a superior mechanism control is required to make certain that an information system has achieved the required processes.

If the relevant information required in a decision-making process or an organization planning is not available at the appropriate time, then there is a good change to be a poor organization planning, inappropriate decision-making, poor priority of needs, and defective programming or scheduling of activities (Adebayo, 2007).

Information is essential for the endurance of a financial organization in the global and competitive market.

The nature of globalization and competitiveness in the market stress on the importance of developing an organization capability through better enhancing MIS.

Accordingly, the stored information must then be recalled and distributed for the use of an organization leadership and top management as well as mid-level managers to take effective long term (strategic) and short term (Tactical) decision-making. MIS is deemed to be a system which provides organizations top management and, even lower level management, with appropriate information based on data from both internal and external sources, to allow them to make effective and timely decisions that best achieve their organization goals and satisfy stakeholder requirements (Argyris, 1971, p. 291).

The conception of information catches the attention of different professionals from different fields such as computer science, economics, business and management, political science, statistics, communication and information studies (Newman 2001). However, the question is “what type of information”? How Information management can play an essential role in the decision making process? How can the coordination between different departments (internal and/or external) and sharing information at the real time accelerate and enhance the process of decision making and avoid decision making errors?

This paper focuses on how information management is needed to generate proper planning and then decisions at both strategic and tactical levels in the two selected financial organizations.

The process of dealing with the financial institutions was tainted by a lot of sensitivity, because of the refusal of those institutions to reveal their decision-making mechanism due to their Disclosure Rules. So we decided to call the first selected institutions case one and case two referring to the second selected organizations.

1.1 Significant Research

Few authors have explored that the critical information required by midlevel and strategic level management is efficiently provided by MIS. A small amount of research has deliberated that the limitations and deficiencies in the process of management information system performance are the main reason for diminishing the efficiency of decision-making process in the organization (Fabunmi, 2003; Knight Moore, 2005).

The questions related to what extent the managing of these information systems assists different decisions at different management levels and the type of responsibility of the financial institution´s senior and tactical management in enhancing the management information has been raised with low empirically investigation and examination.

 

 

The Significance of Management Information Systems for Enhancing Strategic and Tactical 461 Planning

R. Gest. Tecn. Sist. Inf. /JISTEM Journal of Information Systems and Technology Management, Brazil

 

1.2 The purpose of the research

The purpose of this research is to explore the extent to which management information systems are used to make effective decisions of long and short term planning in two financial organizations at the Kingdom of Bahrain. The study will examine whether the government financial institution (Case one) and the Private financial institution (Case two) differ as to the use of management information systems for leadership decision makes in short and long term planning.

This paper aims to evaluate the impact of current MIS models being developed at the selected organizations, and how far they practice this concept in order to enhance their tactical and strategic planning.

1.3 The research organization

The remainder of this paper is organized as follows. Sections 2 and 3 discuss the literature review and research methods. In Section 4, we present results and analysis. In section 5, a discussion will be presented. Finally, conclusion and recommendations are presented in sections 6 and 7, respectively.

 

2 LITERATURE REVIEW

 

There is a lof of research on the approaches, techniques and technologies for the design and development of MIS. However, there are a few articles that cover the impact of Management Information Systems on planning strategies and decision making. While there are no universally accepted definitions of MIS and those that exist in literatures are just prejudices of the researchers (Adeoti-Adekeye, 1997). Lee, (2001) defined MIS as “a system or process that provides information needed to manage organizations effectively”.

Additionally, Baskerville and Myers (2002) broadly define MIS as “the development, use and application of information systems by individuals, organizations and society”. In his study, Becta (2005) describes an information system as “a system consisting of the network of all communication channels used within an organization”. In their study, Laudon and Laudon (2003) have defined MIS as “the study of information systems focusing on their use in business and management”. The abovementioned definitions showed that MIS has underlined the development, application and validation of relevant theories and models in attempts to encourage quality work in the area.

Referring to the literatures, the field of Management Information Systems (MIS) has had a variegated development in its relatively short life span. MIS has developed its own theme of research and studies (Baskerville and Myers, 2002).

Tracing previous literatures, we can report that during its first few decades, MIS concentrated on the information in the context of:

• Electronic data processing which carries out transaction processing functions and records detailed factual data.

• Management reporting systems which scrutinize the operational activities of an organization, providing summaries, information and feedback to management.

Only during the last two decades, the MIS field has shifted to the primary, considered the second type of communication, namely, instruction-based. This has become known as the domain of expert systems (Sasan Rahmatian, 1999). In attempts to review published studies on MIS and articles, Alavi and Carlson (1992) have identified popular research topics, the dominant research perspective, and the

 

 

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relationship between MIS research and practice. In contrast, Baskerville and Myers (2002) have examined the MIS field and found a constant shift of MIS research from a technical focus to a technology-organizational and management-social focus.

Skyrius (2001) underlines the decision maker’s attitudes towards different factors influencing the quality of business decisions; these factors include information sources, analytical tools, and the role of information technologies.

Handzic (2001) also pays attention to the impact of information availability on people’s ability to process and use information in short and long term planning and in decision making tasks. He revealed that the better the availability of information, the better the impact on both efficiency and accuracy of business decisions.

Liu and Young (2007) talk about key information models and their relationships in business decision support in three different scenarios. The authors proved that global businesses are in advance due to the Enterprise Applications System provided by modern IT tools such as Enterprise Resource Planning (ERP), Knowledge Management Systems (KMS) and Customer Relations Management (CRM) to enhance the efficiency and effectiveness of the Decision Making process.

In order to improve the financial organizational capability and enhance its level of competition in the market, financial organizations should understand the dimensions of the Information Management, and clearly define and develop the resources in case of human, technological, and internal operations, among others,, and manage them well across the organizational boundaries. However, establishing the link between Information System Management, planning and decision making is, at best, tricky.

In an article by Shu and Strassmann (2005), a survey was conducted at 12 banks in the US between 1989 and 1997. They noticed that even though Information Technology had been one of the most essentially dynamic factors relating all efforts, it could not improve banks’ earnings.

However, conversely, there are many literatures approving the positive impacts of Information Technology expenses on business value. Kozak (2005) investigates the influence of the evolution in Information Technology on the profit and cost effectiveness of the banking zone during the period between 1992 and 2003. The study indicates an optimistic relationship among the executed Information Technology, productivity and cost savings.

Organizations that do not have formal Information sharing practices will fail to leverage their managers’ intellectual capital for business innovation and growth (O’Neill & Adya, 2007). MIS enables the exchange of experiences, which transfers the required information to the management levels to sustain competitive advantage since it affects the decision making to improve the quality of services provided. Therefore, Barachini et al. (2009) supported that it is imperative that these organizations continuously motivate their employees to share valuable information so that their intellectual capital can be leveraged.

Management Information System will give the banking management a new dimension in managing its knowledge and help in carrying out and maximizing the management’s initiatives in harmonizing the appropriate strategies in the short and long planning (Edmondson, 2002).

In his study, Obi (2003) suggested that MIS is indispensible in the area of decision-making as it can monitor by itself the instability in a system, verify a course of action and take action to keep the system in control. Literatures also suggested that non- programmed decisions are relevant as they provide support by supplying information to the search, the analysis, the evaluation and the choice and implementation process of decision making.

More recently, Adebayo (2007) explained that the existence of MIS is needed to improve and enhance decision making on the issues affecting human and material resources.

 

 

The Significance of Management Information Systems for Enhancing Strategic and Tactical 463 Planning

R. Gest. Tecn. Sist. Inf. /JISTEM Journal of Information Systems and Technology Management, Brazil

From the literatures presented, we can easily perceive that the importance of the role of both middle and top management to maintain a consistent approach to develop, use, and evaluate MIS systems within the institution. To financial institutions, MIS is used at various levels by top-management, middle and even by the operational staff as a support for decision making that aims to meet strategic goals and strategic objectives.

The above literatures also explore the importance of MIS in providing decision makers with facts, which consequently support and enhance the entire decision-making process. Furthermore, at the most senior level, MIS and DSS supply the data and required information to assist the board of directors and management levels to make an accurate and on time strategic decisions.

3 METHODOLOGY

The current study attempts to explain the relationship between various factors.

Due to the nature of the current study and its hypothesis, the primary research purpose of the current study is, thus, explanatory. Explanatory (or causal) explains the complexity of the interrelated variables identified that were posited in the hypothesis and research

By developing several hypotheses, the study thus adapt the quantitative research design to better test those hypotheses. Quantitative research uses survey as the main instrument to collect data.

3.2 Research questions and hypotheses

To achieve the purpose of the current study, the following research questions have been formulated:

1. To what extent is MIS being utilized to support Strategic planning for decisions in Bahrain’s financial organizations?

2. To what extent is MIS being utilized to support Tactical planning for decisions in Bahrain’s financial organizations?

To answer these questions, the current study carries out various hypotheses that developed from previous literatures and studies (Ajayi et. al, 2007). Figure 1 presents the proposed model and factors affecting the process of decision making.

 

 

Figure 1: The mode of the current study

 

 

Thus, we consider the hypothesis below:

 

 

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a. H1: The Tactical Planning (short term) generated by MIS is positively affecting the decision making process.

b. H2: The Strategic Planning (long term) generated by MIS is positively affecting the decision making process.

 

3.3 Survey Instrument

The participants were asked to indicate their perception on a likert scales (1- 5) with response ranging from “strongly disagree” to “strongly agree”. The collected data were analyzed based on correlation and regression analyses using the statistical package for social sciences (SPSS).

The questionnaire of this study is adapted from previous literature and studies (e.g. Ajayi et. al, 2007). The main reason why we need to refer to literatures when developing a questionnaire is to ensure the high reliability and validity of the survey.

The questionnaire we prepared for this paper was divided into 2 sections. The first section concentrates on the general profile of the respondent including his/her age group, education level and profession and income group. In the second section we were interested in gathering information about the importance of MIS and its use in Case one and Case two of financial institutions in Bahrain. The respondents were provided with a list of questions related to the following factors;

• The important of MIS in supporting Tactical planning and consequently enhancing the decision-making process

• The important of MIS in supporting Strategic planning and consequently enhancing the decision-making process

• The effectiveness of a bank’s decision making process Using a personal relationship, the questionnaire has been discussed with various

levels of bank management and a pilot study has been conducted amongst low-level members of the bank´s staff. This improved the questionnaire, which has been used for the research presented in this study.

 

3.4 Population and Data collection

The population for the study is the top management (strategic), mid level management (tactical) and normal staff in Case one (government financial institution) and Case two (private financial institution). This population is deemed to be fully aware of the MIS use at the bank level.

A total of 190 forms were distributed equally (each bank with 95 survey forms). 12% for case one and 14% for case two are having management positions. In a convenience sample, the managers and bank staff were randomly approached.

The distribution took place for a three-week period in early March, 2010. The survey was designed in English language. The research tested the time to fill the survey and it took approximately 5-8 minutes to be completed.

The questionnaire we prepared and used had been pre-tested initially with few people (5 users) working in different sectors to ensure consistency, clarity and relevance to the Bahraini case. Minor changes (related to the questions content, wording, and sequence) were requested by those people, which we implemented before carrying out the final copy.

 

 

 

 

 

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3.5 Data Analysis

The current study used SPSS (Statistical Package for Social Science), software V.19 to analyze the data obtained from the survey. The current study use ANOVA to see if there are any differences between Case one and Case two when using MIS for supporting decision making processes. Moreover, the simple Regression was implemented to test the hypothesis and the linkages between dependent and independent variables.

 

4 RESULTS AND ANALYSIS

 

This section presents the factor analysis test. Then, the results of correlation analysis of the three variables (Strategic planning, Tactical Planning, and The Effectiveness of Decision-making) are discussed. Finally, the results of the paper are discussed in accordance with the research objectives and hypothesis of the study.

4.2 Correlation Tests

Correlation analysis was incorporated to describe the strength and direction of the linear relationship between the two independent variables and the dependent variable (Pallant, 2001). Effectiveness of the bank´s decision-making processes, which are the dependent variables considered to be the bank´s succession in management building and facility, financial aspects and staff issues. Previous studies underpinned the importance of conducting correlation tests before the regression testing, the correlation between variables thus necessary (Coakes and Steed, 2007). The result of the correlations is presented in the following table (table 1).

 

Table 1: the results of Correlations test

The results of Correlations test Strategic planning

Tactical planning

D.M Effectiveness

Strategic planning r 1

 

p

Tactical planning r .252** 1

p .001

D.M Effectiveness r .318** .263* 1

p .000 .001

Notes: r = the value of Personal Correlation P= the significant level (2-tailed) ** . Correlation is significant at the 0.01 level (2-tailed). *. Correlation is significant at the 0.05 level (2-tailed).

 

 

 

 

 

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The results of correlation reveals that Strategic planning (r=0. 318, p < 0.01) found to be strongly and positively correlated with the bank’s Decision Making (D.M) Effectiveness, while Tactical Planning (r=0. 263, p < 0.05) found to be positively correlated with the bank’s D.M Effectiveness.

4.3 Regression

For further analysis, a Linear Regression analysis was conducted to examine the extent to which the independent variables (Strategic planning and Tactical Planning) influence the succession Effectiveness of the bank’s decision making (dependent variable). The independent variables were regressed across organizational outcomes. Tables 2, 3 and 4 summarized the results of the Linear Regression analysis.

The results of regression reveals that the model is significant (p < 0.01) and the coefficient of determination (R2) for the regression is (0.490), indicating that (49%) of the variation in the dependent variable (decision-making effectiveness) was explained by the independent variables included in the regression. The results of regression indicated that the variance in the Effectiveness of the bank’s decision making is explained by only one variable; Strategic planning, while Tactical Planning found not to affect the Effectiveness of the bank’s decision making process.

 

Table 2: Results of ANOVA test ANOVA test

Model R df Mean Square

F Sig.

1 Regression 0.490 3 4.240 9.594 .000a Residual 131 .442

Total 134

a. Predictors: (Constant), Tactical planning, Strategic planning b. Dependent Variable: D.M Effectiveness

 

Table 3: Results of Model Summary Model Summary

Model R R Square Adjusted R Square

Std. Error of the Estimate

Durbin- Watson

1 .490 .180 .161 .665 1 a. Predictors: (Constant), Tactical planning, Strategic planning b. Dependent Variable: D.M Effectiveness

 

 

 

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able 4 Coefficients coefficients

Model Unstandardized Coefficients

Standardize d

Coefficients

t Sig

B Std. Error

Beta ( β )

1 (Constant) 1.395 .415 3.364 .001 Strategic planning

.212 .087 .218 2.441 .016

Tactical planning

.124 .081 .136 1.532 .128

a. Dependent Variable: D.M Effectiveness Notes: P= the significant level, β = Standardized Coefficients

The regression analysis was implemented to support the correlation test. However, the study revealed that the Tactical planning is found to have no effect on D.M Effectiveness (Sig=.128 > 0.05). The regression analysis showed that Strategic planning, on the other hand (Sig=.016 < 0.05), affects the D.M Effectiveness in the bank.

Table 5 reveals the research hypotheses accepting/ rejecting based on the regression analysis.

Table 5 Research Hypothesis accepting/ rejecting

Hypothesis Accept the proposed hypothesis

Hypothesis 1: Strategic planning �

Hypothesis 2: Tactical planning X

 

5 DISCUSSION

 

The current study intended to measure the implementation and the use of MIS in two banks in the Kingdom of Bahrain. Two different planning activities have been identified to measure the banks implementation and use of MIS, these activities are: Strategic planning and Tactical Planning. Correlation analysis was incorporated to describe the strength and direction of the linear relationship between the two independent variables and the dependent variable.

The results of the descriptive statistics reveal that MIS was primarily used to enhance Strategic planning (long term) in the bank. The study also revealed that MIS is the least implemented in the Tactical Planning (short term).

Correlation test thus implemented investigate the relationship between the two variables. The result reveals that the two variables in this study are correlated with the effectiveness of the decision-making process in the banks. As for Cohen (1992), the result revealed that the Strategic planning is medium correlated with the effectiveness of

 

 

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the decision making process in the bank, while Tactical planning indicates small correlation with the effectiveness of the decision making process in the bank.

Moreover, the results of regression indicated that the variance in the Effectiveness of the bank’s decision making process is explained by only one variable, the Strategic planning, while Tactical Planning found not to affect the Effectiveness of the bank´s decision making process.

 

6 CONCLUSION

 

Management Information Systems is of paramount importance to reach effective decisions in an organization. The literatures presented in this study explained the significant role of MIS in the decision-making process enhancing in an organization. MIS is deemed to be an integrated user-machine system that provides information to support operations, management and decision-making functions at various levels of an organization. Organizations are aware that MIS is a special-purpose system useful for management objectives. The study has highlighted that MIS should be accessible in supplying appropriate and high quality of information from its generation to its users. To MIS, to be vital and effective, a carefully conceived, designed and executed database should exist to communicate the adaptive decisions.

The study has developed two independent variables (Strategic planning and Tactical planning) and one dependant variable (the Effectiveness of Bank Decision- making). To answer the research questions and to test the hypotheses, the study adapted the quantitative research design and implemented advance statistic methods (Correlation, ANOVA and regression). The study considered applied research as the results of this study expected to specifically assist bank top management and organizations in general to develop MIS designing, maintaining and implementation in order to enhance the process of decision-making.

In short, the results of the descriptive statistics revealed that MIS primarily used to enhance Strategic planning in the banks. The study also revealed that MIS is the least implemented in the Tactical planning.

Correlation analysis was incorporated to describe the strength and direction of the linear relationship between the two study variables. The results of correlation revealed that Strategic planning and Tactical Planning are positively correlated with the bank D.M Effectiveness.

For further analysis, a Linear Regression analysis was conducted to examine the extent to which the independent variables (Strategic planning and Tactical Planning) influence the succession Effectiveness of the bank decision making (dependent variable). The results of regression revealed that the model is significant and the coefficient of determination (R) for the regression is (0.490). The result of regression indicated that the variance in the Effectiveness of the bank decision making is explained by only one variable: Strategic planning. However, the study revealed that Tactical Planning is found to have no effect on D.M Effectiveness.

 

7 RECOMMENDATIONS

 

Based on the findings of this study, MIS was not very adequately implemented for decision making on Strategic planning and Tactical Planning in Bahrain banks. Although there are differences (Case one) in the use of MIS for decision-making processes, the results revealed that the effectiveness of decision making is similar to the Case two. It is therefore recommended that the MIS units should be adequately maintained to ensure the free flow of information and adequate use of MIS in decision making in Strategic and Tactical Planning. The study also recommends that a proper

 

 

The Significance of Management Information Systems for Enhancing Strategic and Tactical 469 Planning

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orientation should be conducted in order to help managers at all levels as to ensure proper and adequate use of MIS facilities in generating and disseminating information for better decisions in the banks.

The organization management does not always recognize the information needed, while the information professionals often do not comprehend and are aware of management in order to produce relevant information for the managers they serve. To be successful, an MIS should be designed and operated related to organizations, management and technical factors. The study encourages the organizations´ top management to participate in enhancing MIS and make an effective contribution to system design. The information specialists (including systems analysts, designer, ITC personnel, accountants and operations researchers) should cooperate and become more conscious and ware of managerial functions needs so that more effective MIS is developed.

Finally, we believe that to enhance MIS, banks or any organization that use MIS to enhance its decision making processes should develop effective communication channels between management and information professionals. Good communications then facilitates the task of developing relevant and appropriate information systems. It is no simple checklist to automatically produce the perfect MIS. Organization thus would be aware that what is required is an awareness and understanding of key principles and functions in which the design, implementation and operation of MIS are the results of rational decisions rather than haphazard development without considering the real organizational needs.

REFERENCES Adebayo F.A. (2007). Management Information System for Managers. Ado-Ekiti: Green Line Publishers. Adeoti-Adekeye. (1997). The importance of management information systems. MCB Bank. Library Review, 46 (5), 318-327. Ajayi, I. A. and Omirin, Fadekemi F. (2007). The Use of Management Information Systems (MIS) In Decision Making In the South-West Nigerian Universities. Educational Research and Review, 2 (5), 109-116. Alavi, M. and Carlson, P. (1992), A review of MIS research and disciplinary development. Journal of Management Information Systems, 8(4), 45-62. Argyris, C. (1971). Management information systems: the challenge to rationality and emotionality, Management Science, 17(6), 275-292. Barachini, F, (2009). Cultural and social issues for knowledge sharing, Journal of Knowledge Management. 13(1), 98 – 110. Baskerville, R.L. and Myers, M.D., (2002), Information systems as a reference discipline. MIS Quarterly, 26(1), 1–14. Becta (2005) School Management Information Systems and Value for Money. Coventry: Becta. [Online] Available: http://www.egovmonitor.com/reports/rep12009.pdf . Accessed on 23rd February 2011. Coakes, S. J., & Steed, L. (2007). SPSS Version 14.0 for windows: Analysis without anguish. Milton, Australia: John Wiley & Sons. Cohen, J. (1992). A power primer. Psychological Bulletin, 112(1), 155-159. Edmondson, A. (2002). The Local and Variegated Nature of Learning in Organizations: A Group-Level Perspective, Organization Science, 13(2), 128-147.

 

 

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Fabunmi M. (2003). Management Information Systems in Education in Babalola JB (ed.). Basic Text in Educational Planning. Ibadan: Department of Educational Management, Bank of Ibadan, Ibadan. Handzic Meliha (2001). Does More Information Lead to Better Informing, The Bank of New South Wales, Australia. [Online] Available: http://ecommerce.lebow.drexel.edu/eli/pdf/hanEBKDoesM.pdf Accessed on 22nd February 2011. Knight Moore. (2005). Administrative Barriers to Adoption of Distance Education. [Online] Available: http://www.knight-moore.com/pubs/ajde 8-3.html Accessed on 22nd February 2011. Kozak S. (2005). The role of information technology in the profit and cost efficiency improvements of the banking sector. Journal of Academy of Business and Economics, February 2005. Laudon, K.C. and Laudon, J.P. (2003). Management Information Systems: Managing the Digital Firm (Upper Saddle River, NJ: Prentice Hall). Lee, A.S., (2001), Editorial. MIS Quarterly, 25(1), iii-vii. Liu, S and Young, R.I.M (2007). An exploration of key information models and their relationships in global manufacturing decision support, Proc. IMechE, Journal of Engineering Manufacture, 21(1), 711-724. DOI: 10.1243/09544054JEM531, http://dx.doi.org/10.1243/09544054JEM531. Newman, J. (2001). Some observations on the semantics of “information”. Information Systems Frontiers, l3(2), 155-167. Obi, Emenike. (2003). Educational Management: Theory and Practice. Enugu: JAMOE Nigeria Enterprises. O’Neill, B.S., and Adya, M. (2007). Knowledge sharing and the psychological contract: Managing knowledge workers across different stages of employment, Journal of Managerial Psychology, 22(1), 411-436. DOI: 10.1108/02683940710745969, http://dx.doi.org/10.1108/02683940710745969. PALLANT, J. (2001). SPSS Survival Manual. Milton Keynes: Open University Press. Sasan Rahmatian. (1999). Management Information Systems Education from A Systemic Viewpoint. Systemic Practice and Action Research, 12(4). 399-408, DOI: 10.1023/A:1022400414231, http://dx.doi.org/10.1023/A:1022400414231. Shu, W. & Strassmann, P.A. (2005). Does information technology provide banks with profit?. Information & Management, 42(5), 781-787. DOI: 10.1016/j.im.2003.06.007, http://dx.doi.org/10.1016/j.im.2003.06.007. Skyrius Rimvydas. (2001). Business Decision Making, Managerial Learning and Information, Bank of Vilnius, Luthuania. [Online] Available: http://ecommerce.lebow.drexel.edu/eli/pdf/skyriusEBKBusin.pdf Accessed on 22nd February 2011. Whitten J. L., Bentley L.D. and Dittman K.C. (2004). System Analysis and Design Methods, edisi ke-6 Mc.Graw-Hillk, New York.

 

 

 

 

 

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