Until the 1960s. IS were used primarily for transaction processing and record keeping. Then computers on silicon microcircuits appeared, and the cost of computing power decreased. Computer manufacturers actively promoted their products, and managers themselves began to realize that they were bringing them real benefits. This is how management information systems appeared. Management Information System (MIS) is a computer system that provides the necessary information and support for making management decisions. The main elements of the UIS are shown in Fig. 21.2. Data for the UIS comes from the operational IS and databases of the organization (and often from external databases). As a rule, the UIS includes reporting systems, decision support systems, top management information systems and software tools for teamwork. Next, we'll look at each of these systems.
In general, UIS contribute to decision-making at the middle and top management levels. However, the more accessible IT becomes, the more workers are connected to computer networks. Add to this the tendency to delegate authority - and now MIS is being applied at all levels of the organization.
Suppose the chief technologist needs to decide on the production schedule for the next month. To do this, he may need data on the expected number of orders, the volume of inventory, the number of employees and the available computing equipment. All these data are intended to provide the UIS. The most common form of such a system is the reporting information system, which provides managers and employees involved in management with the reports they need to make day-to-day decisions. In the Harrah’s casino system, the reporting system identifies potential “sto-

Rice. 21.2. The main elements of the management information system

the importance ”of each player and thus allows managers to develop customized marketing programs. With the help of such programs, the casino retains small players and turns some of them into “big fish”. “Almost all of our marketing and all decisions are somehow dependent on information technology,” says Gary Loveman, Chief Administrator of Harrah’s. This approach has helped Harrah’s achieve the industry's largest growth in casino revenues and profits.
Decision support systems are interactive computer systems that use various decision-making models and specialized databases to support the activities of decision-making employees. The software of such systems allows users to ask “what-if” questions and thus assess the consequences of different solutions. The system analyzes the conditions specified by the user and offers appropriate options for action, from which the manager can choose the best one.
Information systems of top management facilitate making strategic decisions at the highest management level.2 The software used in them provides users with convenient access to large arrays of complex data, provides opportunities for their analysis and clear, timely visualization. Such systems provide top management with the ability to quickly access relevant internal and external information and (with the right approach to development) facilitate the identification of problems and the consideration of solutions that arise in connection with them.
In the development of modern IP, the emphasis is on the fact that a significant part of the organizational and management activities is carried out by groups of people who work together to solve problems and meet the needs of consumers. Collaboration software -

These are programs used in local area networks or on the Internet and connecting For virtual and global teams, it is an opportunity to productively and accurately exchange ideas and work together on solving problems. Team members who are distant from each other can work with each other as easily and naturally as if they were in the same office.

More on the topic Management information systems:

1. 2.2. MANAGEMENT INFORMATION IN THE INFORMATION SUPPLY SYSTEM OF FINANCIAL ANALYSIS

The creation of an ISU is a program that consists of a sequence of projects.

Management information system is a set of elements that are in relationships and connections with each other, forming a certain integrity and unity, for collecting, processing and storing and providing information about the activities of the enterprise.

Main components:

• Software
• Technical means
• Service staff

Information support

ISU architecture.

See the diagram “Enterprise Management Information System. Architecture, Stages of IMS Lifecycle, Basic Lifecycle Processes "

Life cycle.

The concept of the IMS life cycle is the initial concept for the study of problems and tasks related to the IMS, as well as for making appropriate decisions.

IMS lifecycle model is a conceptual structure that includes processes, actions and tasks that must be performed during the creation / construction of an IMS.

The basis and key component of the life cycle of the ISU is the life cycle of its software. Although software is a basic component for the effective construction and operation of IMS, consideration of only software lifecycle is insufficient, and also requires additional analysis and implementation of a wider range of processes.

This is due to the fact that at the moment the construction of an IMS is considered not just as a technical process for the implementation of certain software, but a more complex and complex process that directly affects the business processes of an enterprise.

The regulatory standards in the field of software lifecycle are the international standards of the ISO / IEC 12207 series "Software Life Cycle Processes", as well as the state standard DSTU 3918-1999 "Processes of the life cycle of software security".

Recently, our company has been working on the development and formalization of the life cycle of the IMS, as well as on the adaptation and development of methods for the application of existing (international and state) standards that describe the life cycle of software. This is due to objective factors that appear when building an IMS:

• IMS includes not only software, but also hardware and organizational support, as well as human resources;
• IMS affects the business processes of the enterprise, directly integrating into them: the processes implemented within the IMS are not separate processes, but processes that support and optimize (through automation) business processes;
• problems associated with the construction of an IMS often go beyond technical and acquire a managerial and organizational character;
• each enterprise has specific conditions, certain restrictions and opportunities;
• the existing standards describe only the architecture of the life cycle processes, but do not define the details of the implementation or execution of the actions and tasks presented in them.

I would like to note an interesting fact: When preparing the report and revising the sources on this topic, it turned out that today the FDIS stage (the final draft of the international standard) is being implemented as part of the introduction of the first international standard ISO / IEC 15288 series (working title: System Life Cycle Processes "), which considers the life cycle processes of an information system, including software, hardware and the organization of interaction between people and business processes. Planned publication date of the standard: October 2002. It is planned that the combined use / application of the 15288 and 12207 series standards will have a greater impact on enterprises (http://www.15288.com).

This suggests that a new level of IT use for management requires new methods and a broader approach to the concept of IMS and its life cycle in the enterprise. J It is pleasant to know that OUR understanding of the need to expand the concept of life cycle software to life cycle IS, we can say "coincided" in time with the understanding of the International Organization for Standardization J.

We hope that the developed standard will be useful and applicable not only for foreign, but also for domestic enterprises. This largely depends on the State Standard of Ukraine, which is not distinguished by its activity in developing its own and adapting international standards in the field of IT.

IMS life cycle models.

To date, the following two main models of the life cycle of software are most widely used. The principles of these models can be attributed to the models of life cycle ISU

• cascade model;

spiral model.

The main characteristic of the waterfall model is the division of the entire construction / development into stages, and the transition from one stage to the next occurs only after the work on the current one is completely completed (Fig. 1.1). Each stage ends with the achievement of results sufficient to move on to the next stage.

The benefits of using the waterfall approach are as follows:

• at each stage, a complete set of project documentation is formed that meets the criteria for completeness and consistency;

the stages of work performed in a logical sequence allow you to plan the timing of completion of all work and the corresponding costs.

Rice. 1.1. Cascade model

The waterfall approach has proven itself well in the construction of ISs, for which at the very beginning of the development it is possible to formulate all the requirements quite accurately and fully. However, in the process of using this approach, a number of its shortcomings were discovered, caused primarily by the fact that the real process of software development (or building an IMS) never fully fit into such a rigid scheme. In the process, there was a constant need to return to previous stages and clarify or revise previously made decisions. As a result, the real process of building an IMS took the following form (Fig. 1.2):

Rice. 1.2. Real cascade process

The main disadvantage of the waterfall approach is a significant delay in obtaining results. The coordination of the results with the Customer and users is carried out only at the points planned after the completion of each stage of work, the requirements for the IS are "frozen" in the form of a technical assignment for the entire time of its creation. Thus, the Customer or users can make their comments only after the work on the system is fully completed. In the case of an inaccurate statement of requirements or their changes over a long period of creation, users receive a system that does not meet their needs. Models (both functional and informational) of an automated object can become outdated simultaneously with their approval.

To overcome the listed problems, a spiral life cycle model was proposed (Fig. 1.3), focusing on the initial stages of the life cycle: analysis and design. At these stages, the feasibility of technical solutions is verified by prototyping. Each turn of the spiral corresponds to the creation of a fragment or version of the software, on it the goals and characteristics of the project are specified, its quality is determined, and the work of the next turn of the spiral is planned. Thus, the details of the project are deepened and consistently specified, and as a result, a reasonable option is selected, which is brought to implementation.

Development by iterations reflects the objectively existing spiral cycle of system creation. Incomplete completion of work at each stage allows you to move on to the next stage, without waiting for the complete completion of work at the current one. With an iterative development method, the missing work can be completed in the next iteration. The main task is to show the system users a workable product as soon as possible, thereby activating the process of specifying and supplementing the requirements.

The main problem of the spiral cycle is determining when to move to the next stage. To solve it, it is necessary to introduce time limits for each stage of the life cycle. The transition proceeds as planned, even if not all of the planned work has been completed. The plan is drawn up on the basis of statistical data obtained in previous projects and the personal experience of the developers.

Fig 1.3. Spiral Life Cycle Model

Now let's talk about what stages and processes are included in the structure of software life cycle and IMS life cycle.

IMS life cycle processes.

ISO / IEC 12207 and DSTU 3918-1999

In accordance with the ISO / IEC 12207 standard and DSTU 3918-1999, the following basic software lifecycle processes are distinguished:

• Main processes:
  • purchase (order),
  • supply,
  • development,
  • exploitation,
  • accompaniment.
• Ancillary processes that ensure the execution of the main processes:
  • documentation,
  • configuration management,
  • quality assurance,
  • verification,
  • validation (attestation),
  • rating (shared viewing),
  • audit,
  • problem solving.
• Organizational processes:
  • control,
  • creation and maintenance of infrastructure,
  • improvement,
  • education.

ISO / IEC 15288 series standard.

The structure of the IMS lifecycle should include the following process groups:

• Contractual processes
  • purchase (internal or from an external solution provider)
  • supply (internal or external solution provider)
• Enterprise processes
  • enterprise environmental management
  • investment management
  • IMS lifecycle management
  • resource management
  • quality control
• Design processes
  • project planning
  • project evaluation
  • project control
  • Management of risks
  • configuration management
  • information flow management
  • making decisions
• Technical processes
  • defining requirements
  • requirements analysis
  • architecture design
  • introduction
  • integration
  • verification
  • transition
  • validation
  • exploitation
  • escort
  • disposal
• Special processes
• Defining and setting relationships based on objectives and goals.

Literature.

1 Boris Pozin, Standards and Methodologies in the Life Cycle of Information Systems Software. IS Director magazine, No. 10, 2001.

2 Mikhailovsky Nikolay. Information system architecture, risk assessment and total cost of ownership. IS Director magazine, No. 6, 2002.

3 DSTU 3918-1999 (ISO / IEC 12207: 1995). Processes of the life cycle of software security.

4 GOST 34.601-90. Set of standards for automated systems. Automated systems of the stage of creation.

5 GOST 34.602-89. Set of standards for automated systems. Terms of reference for the creation of an automated system.

6 CASE - technologies. Modern methods and tools for the design of information systems.

PLAN Characteristics and purpose of management information systems Interaction of management system elements Structure of management information system Management levels in a generalized enterprise management model Cycle of management tasks Classification of management information systems

History The concept of management information systems originated in the 1960s and became the watchword of almost all attempts to introduce computer technology and data processing systems theory into organizations. At that time, it became apparent that computers for solving business problems focused almost entirely on automating accounting tasks.

Purpose of the system Management information systems are designed to help management analyze data collected by other information systems, including accounting systems. Their goal is to meet the information needs of all employees of the company, without exception, who deal with decision-making.

From the standpoint of cybernetics, a system is a set of elements related to each other and the external environment, the functioning of which is aimed at realizing a specific goal or useful result. The control system belongs to the category of large (complex) systems. The complexity of the system depends on the set of elements included in the system, their structural interaction, the complexity of internal and external connections and dynamism.

In accordance with the cybernetic approach, the control system is characterized by two interrelated components: The interaction of system elements is ensured by the presence of connections between them, which have an input and output. Through the inputs, the element is influenced from the outside, and through the output it itself acts on the external environment. Thus, the control system develops control actions that are aimed at maintaining or improving the functioning of the enterprise in accordance with the set goal.

Control object Control object - services and departments of the enterprise that carry out the implementation of the tasks and plans. In an economic system, a control object is a subsystem of material elements of economic activity (raw materials, materials, equipment, finished products, workers, etc.) and economic processes (supply, sales, main and auxiliary production, etc.).

Levels of management in a generalized model of enterprise management Since there are different interests, characteristics and levels in the organization, there are different types of information management systems. No single system can fully meet the needs of the organization in all information.

The strategic level ensures the development of management decisions aimed at achieving the long-term strategic goals of the organization. Since the results of the decisions made appear after a long time, such a management function as strategic planning is of particular importance at this level. Other management functions at this level are currently not fully developed. The strategic level of management is often referred to as strategic or long-term planning. The legality of the decision made at this level can be confirmed after a fairly long time. Months or years may pass. The responsibility for making managerial decisions is extremely great and is determined not only by the results of analysis using a mathematical and special apparatus, but also by the professional intuition of managers.

The functional (tactical) level of management ensures the solution of tasks requiring preliminary analysis of information prepared at the first level. At this level, such a management function as analysis is of great importance. The volume of tasks being solved decreases, but their complexity increases. At the same time, it is not always possible to work out the necessary solution quickly, additional time is required for analysis, comprehension, collection of missing information, etc. Management is associated with a certain delay from the moment information arrives to making decisions and their implementation, as well as from the moment of implementing decisions to receiving a response to them. Medium-term management (and medium-term planning) covers a horizon of a year and a half with a breakdown by quarters and the next quarter by months. The medium-term plan is actually a detailing of the strategic plan for the nearest period.

The operational (lower) level of management ensures the solution of repetitive tasks and operations and a quick response to changes in the input current information. At this level, both the volume of operations performed and the dynamics of managerial decision-making are quite large. This level of management is often called operational because of the need to respond quickly to changing situations. At the level of operational (operational) management, accounting tasks take up a large volume. Operational management is ongoing (daily or weekly) management and planning. It provides answers to specific questions such as "what work needs to be done today or during the current week?", "Who exactly will be responsible for completing this task?"

The organizational function consists in the development of an organizational structure and a set of regulatory documents: the staffing table of a company, department, laboratory, group, etc. indicating subordination, responsibility, scope of competence, rights, duties, etc. Most often this is set out in the position of the department, laboratory or job descriptions.

Planning (planning function) consists in the development and implementation of plans for the implementation of the assigned tasks. For example, a business plan for the whole firm, a production plan, a marketing research plan, a financial plan, a research plan, etc. for various periods (year, quarter, month, day).

The accounting function consists in the development or use of ready-made forms and methods of accounting for the performance indicators of a firm: accounting, financial accounting, management accounting, etc. In the general case, accounting can be defined as the receipt, registration, accumulation, processing and provision of information about real business processes.

An analysis or analytical function is associated with the study of the results of the fulfillment of plans and orders, the determination of influencing factors, the identification of reserves, the study of development trends, etc. The analysis is performed by different specialists depending on the complexity and level of the analyzed object or process. The analysis of the results of the company's economic activities for a year or more is carried out by specialists, and at the level of a shop, department, a manager of this level (chief or his deputy) together with a specialist-economist.

The incentive function or motivational function involves the development and application of various methods of stimulating the work of subordinate employees: financial incentives - salary, bonuses, promotions, promotion, etc .; psychological incentives - gratitude, diplomas, titles, degrees, honor rolls, etc.

Strategic management systems. Systems in this category provide support for management functions at the strategic level (mostly analysis, planning and control). Examples of strategic management information systems are CORPORATE PLANNER, Project Expert, Balanced Scorecard systems of various manufacturers, etc. The division of systems in this category into classes is carried out depending on the depth of implementation in the systems of the specified management functions: analysis, planning, control. Actual data (accounting data) are entered into these systems either manually or by import from operational accounting systems in a generalized form

Medium-term management systems. Systems in this category are also called business performance management systems (BPM Business Performance Management, or Corporate Performance Management). These include specialized systems for budget planning, control and management of variances. Such systems ensure the creation of multidimensional interconnected budgets (operational and financial), analysis, planning, linking strategic indicators to operational, control, factor analysis of deviations. In addition, they allow you to build a really working system of personnel motivation and implement the given regulations of the budgetary process. Actual data (accounting data) in them are transferred by means of import from operational accounting systems in a generalized form per day, week, month, depending on the interval chosen by the enterprise for monitoring the implementation of plans.

Real time control systems. These systems are highly specialized and, as a rule, include some hardware component (sensors and data transmission devices) and analytical software that allows you to set parameters and permissible deviations of a controlled process, monitor its progress, analyze deviations and perform a control action in case of a process deviation. from the given parameters. When choosing such systems, enterprises do not have any difficulties, they always clearly know what they want, therefore they clearly formulate the selection criteria.

Operational management systems. This is a category of systems designed to support the operational and operational management of the enterprise. It is with the classification of these systems and the selection from among them of the system that best meets the business requirements that the enterprise faces the most serious difficulties.

The type of information system depends on whose interests it serves and at what level of management.

In fig. 2.11 shows one of the possible options for classifying information systems by functional attribute, taking into account the levels of management and skill levels of personnel (see Fig. 2.7 and 2.8).

Rice. 2.11. Types of information systems depending on the functional attribute, taking into account the levels of management and qualifications of personnel

From fig. 2.11 it can be seen that the higher in importance the level of management, the less the amount of work performed by the specialist and the manager using the information system. However, this increases the complexity and intellectual capabilities of the information system and its role in managerial decision making. Any level of management needs information from all functional systems, but in different volumes and with varying degrees of generalization.

The base of the pyramid is made up of information systems, with the help of which executive employees are engaged in operational data processing, and lower-level managers - in operational management. At the top of the pyramid (at the level of strategic management), information systems change their role and become strategic, supporting the activities of top managers in decision-making in the context of poorly structured tasks.

Operational control usually deals with routine, constantly repetitive operations performed by lower-level workers, for which the necessary procedures and rules have already been created. The decisions made at the operational control level cover a short period of time. Operational control provides management with confidence that all specific tasks and procedures are being carried out efficiently.

At the level of operational control, the following data processing tasks are solved, presented in Fig. 2.12.

Rice. 2.12. Types of data processing at the operational control level

An information system of the operational level supports executing specialists by processing data on transactions and events (invoices, invoices, salaries, loans, flow of raw materials and supplies). The purpose of IS at this level is to respond to inquiries about the current state and track the flow of transactions in the firm, which corresponds to operational management. To cope with this, the information system must be easily accessible, continuously operational and provide accurate information.

An example of a system for processing economic information related to the sale of goods by a company is the creation of an output document for the buyer (a check or receipt), as well as checking for compliance with the standard of the level of stocks of specified goods in the warehouse and, when it decreases, issuing an order to the supplier indicating the required quantity of goods and delivery times.

An example of a control report can be a daily report on receipts and withdrawals of cash by a bank, which is generated to control the balance of cash. A query to the database personnel file may be aimed at obtaining information about the requirements for candidates for a particular position.

The objectives, goals and sources of information at the operational level are predefined and highly structured. The solution is programmed in accordance with the given algorithm.

The operational level information system is the link between the firm and the external environment. If the system works poorly, then the organization either does not receive information from the outside, or does not issue information. In addition, the system is the main provider of information for other types of information systems in the organization, as it contains both operational and archived information.

Disabling this IP would lead to irreversible negative consequences.

Examples of information systems at the operational level:

· Accounting;

· Bank deposits;

· Processing orders;

· Registration of air tickets;

· Salary payments, etc.

Managerial (functional) control is carried out at the level of heads of departments of the company in order to assess the current situation, select the necessary control operations, formulate new decision-making rules for personnel at the operational level of management, and also allocate available resources. To make decisions at the level of management control, information should be presented in an aggregated form so that the trend of data change, the reasons for the deviations that have arisen and possible decisions are visible.

At this stage, the following data processing tasks are solved:

· Assessment of the planned state of the control object;

· Assessment of deviations from the planned state;

· Identification of the reasons for deviations;

· Analysis of possible solutions and actions.

The database used to obtain the specified information should consist of two elements:

1) data accumulated on the basis of an assessment of the operations carried out by the firm;

2) plans, standards, budgets and other regulatory documents that determine the planned state of the object of management (division of the company). The data processing scheme at the management control level is shown in Fig. 2.13.

Rice. 2.13. Data processing scheme at the level of management control Information systems of specialists

Information systems at this level help data scientists improve the productivity and productivity of engineers and designers. The task of such information systems is to integrate new information into the organization and help in processing paper documents.

As an industrial society transforms into an information society, the productivity of the economy will increasingly depend on the level of development of these systems. Such systems, especially in the form of workstations and office systems, are the fastest growing in business today.

In this class of information systems, two groups can be distinguished:

· Information systems of office automation;

· Information systems for processing knowledge.

Information Systems office automation, due to their simplicity and versatility, are actively used by employees of any organizational level. Most often they are used by workers of average qualification: accountants, secretaries, clerks. The main goal is to process data, improve their efficiency and simplify clerical work.

Office automation ICs connect information workers across geographies and help keep in touch with customers, customers, and other organizations. Their activities mainly cover document management, communications, scheduling, etc.

These systems perform the following functions:

· Word processing on computers using various word processors;

· Production of high quality printed products;

· Archiving of documents;

· Electronic calendars and notebooks for business information;

· Electronic and audio mail;

· Video and teleconferences.

Information Systems knowledge processing, including expert systems, absorb the knowledge necessary for engineers, lawyers, scientists in the development or creation of a new product. Their job is to create new information and new knowledge. For example, existing specialized workstations for engineering and scientific design provide a high level of technical development.

Information systems for middle managers

Management-level information systems are used by middle-level managers for monitoring (constant tracking), control, decision-making and administration.

The main functions of these information systems:

· Comparison of current indicators with the past;

· Drawing up periodic reports for a certain time, and not issuing reports on current events, as at the operational level;

Providing access to archival information, etc.

Some ISs provide non-trivial decision making. In the case when the requirements for information support are not strictly defined, they are able to answer the question "what will happen if ...?"

At this level, two types of information systems can be distinguished: managerial (for management) and decision support systems.

Management IS have extremely little analytical capabilities. They serve executives who need daily, weekly status updates. Their main purpose is to track daily operations in the company and periodically generate highly structured summary standard reports. Information comes from an operational level information system.

Characteristics of management information systems:

· Are used to support decision-making of structured and semi-structured tasks at the level of control over operations;

· Focused on control, reporting and decision-making on the operational environment;

· Rely on existing data and their flows within the organization;

· Have little analytical capabilities and an inflexible structure.

Decision support systems serve semi-structured tasks, the results of which are difficult to predict in advance. They have a more powerful analytical apparatus with several models. Information is obtained from management and operational information systems. These systems are used by everyone who needs to make a decision: managers, specialists, analysts, etc. For example, their recommendations can be useful when deciding whether to buy or rent equipment, etc.

Characteristics of decision support systems:

· Provide a solution to problems, the development of which is difficult to predict;

· Equipped with sophisticated modeling and analysis tools;

· Make it easy to change the formulation of the problems being solved and the input data;

· Are flexible and easily adapt to changing conditions several times a day;

· Have a technology that is as user-oriented as possible.

The development and success of any organization (firm) is largely determined by the strategy adopted in it. Under strategy a set of methods and means for solving long-term problems is understood.

In this context, one can also perceive the concepts of "strategic method", "strategic means", "strategic system", etc. At present, in connection with the transition to market relations, the issue of development strategy and behavior of the company began to pay great attention that contributes to a fundamental change in the views of information systems. They began to be regarded as strategically important systems that influence the change in the choice of the company's goals, its tasks, methods, products, services, allowing it to stay ahead of competitors, as well as to establish closer interaction with consumers and suppliers. A new type of information systems has appeared - strategic.

Strategic information system- a computer information system that provides support for decision-making on the implementation of strategic long-term goals of the organization's development.

There are known situations when the new quality of information systems forced to change not only the structure, but also the profile of firms, contributing to their prosperity. However, in this case, an undesirable psychological situation may arise, associated with the automation of some functions and types of work, since this may put some of the employees and workers at risk of layoffs.

Let us consider the quality of the information system as a strategic tool for the activities of any organization using the example of a company that manufactures products similar to those already available on the consumer market. In these conditions, it is necessary to withstand competition with other firms. What can the use of the information system bring in this situation?

To answer this question, you need to understand the relationship of the firm with its external environment. In fig. 2.14 shows the impact on the firm of external factors:

· Competitors pursuing their policy on the market;

· Buyers with different opportunities to purchase goods and services;

· Suppliers who pursue their own pricing policy.

A firm can secure a competitive advantage by considering these factors and following the following strategies:

· Creation of new goods and services that compare favorably with similar ones;

· Finding markets where the goods and services of the firm have a number of distinctive features in comparison with the analogues already available there;

· The creation of such connections that secure buyers and suppliers for a given firm and make it unprofitable to turn to another;

· Reducing the cost of products without compromising quality.

Rice. 2.14. External factors affecting the activities of the firm

Strategic information systems help senior management to solve unstructured tasks like those described above, to carry out long-term planning. The main task is to compare the changes taking place in the external environment with the existing potential of the company. They are designed to create a common environment for computer and telecommunications decision support in unexpected situations. Using the most sophisticated programs, these systems are capable of providing information from many sources at any time. Some strategic systems have limited analytical capabilities.

At this organizational level, IS play a supporting role and are used as a means of promptly providing the manager with the necessary information for making decisions.

At present, the general concept of building strategic information systems has not yet been developed due to the versatility of their use, not only in terms of goals, but also in terms of functions. There are two points of view: one is based on the opinion that you first need to formulate your goals and strategies for achieving them, and only then adapt the information system to the existing strategy; the second is that the organization uses strategic IP in setting goals and strategic planning. Apparently, a rational approach to the development of strategic information systems will be the methodology for the synthesis of these two points of view.

Classification of information systems by the type of information technology used

If you trace the evolution of the use of IP in the field of economics, it is easy to see that at first the emphasis was on simple data processing, then on the preparation of information useful for decision-making, then on supporting decision-making by developing and evaluating possible alternatives. The communication and consulting aspects of the use of IP are of the greatest importance today. Accordingly, the following specialized types of IP were created and are still functioning, using various types of information technology (their characteristics are given in Table 2.4).

1. ELECTRONIC DATA PROCESSING SYSTEMS (EDS) are designed to solve well-structured problems for which there are necessary input data and algorithms and other standard processing procedures are known, leading directly to the calculation of the solution to the problem. The system works in automatic mode with minimal human intervention. A file storage system is used. SEOD applied at the level of operational management of the company with the aim of automating managerial work. In practice, EDMS is often referred to as "Accounting Information Systems", which is explained by their first and most popular use related to the processing of data on commercial transactions performed by a firm. The participation of this type of IP in supporting decisions made at the firm is minimal.

2. INFORMATION MANAGEMENT SYSTEMS (IMS) are used to help managers with the worst structured tasks. In these systems, it becomes possible to manipulate data due to the appearance of a DBMS in their composition. The system can search and process input information. The output information is issued in the form of responses to user requests, as well as in the form of special management reports that sort, filter and aggregate data, presenting them in a form convenient for decision-making. ISU is not intended for a purely automatic mode, all decisions in it are made by a person. It is a typical example of IP providing information support decisions made. Although the system can be used both at the level of operational control and at the level of strategic planning, it makes the greatest contribution when used at the level of management control.

3. DECISION SUPPORT SYSTEMS (DSS) are used to solve in a dialogue mode poorly structured tasks, which are characterized by incomplete input data, insufficient existing standard procedures, incomplete clarity of goals and limitations. Human participation in the work of the system is great. He, if necessary, can intervene in the course of the solution, modify the input data, processing procedures, goals and constraints of the problem. The choice of strategies for evaluating solution alternatives is the exclusive function of the user. In addition to the query-response system created on the basis of the DBMS, the DSS includes a model base and a control system for this base (SMS), as well as a dialogue control system. Group DSSs are distinguished as a separate subspecies of systems.

Unlike ISU, which can support a group of company managers at once with their information, who are at the same management level or work in the same functional area, DSS support only one manager who solves his specific task. DSS can be used at any level of company management, implementing information and model support decisions made.

4. OFFICE AUTOMATION SYSTEMS (CAO) are used to automate the office and maintain communication between managers and employees of the company. These include software products such as word processing (processors), graphics, publishing systems, and communications such as e-mail, facsimile, and newsgroups. CAO are involved in information support decisions made at the firm.

5. EXPERT SYSTEMS (ES) are based on modeling the decision-making process by a human expert (human empiricist) using a computer and developments in the field of artificial intelligence. Unlike all of the above systems, ES are based on the use of not only data and information, but also knowledge, which gives them the opportunity for self-learning. Usually ES do not include models that improve the human decision. Their goal is to provide savings by replacing a high-paid expert user with a relatively low-paid specialist. ES are designed to automate many user decisions (but not all). It should be noted attempts to combine the capabilities of ES and DSS within the so-called hybrid expert systems that have become widespread in recent years. In general, ES can be used at any level of management, as well as by non-management specialists, realizing expert support decision making.

6. ARTIFICIAL (COMPUTER) NERVOUS SYSTEM implements a new type of information technology based on artificial intelligence methods and associated with computer training on the principles of the functioning of the human brain and nervous system. Being a partial functional analogue of the biological system of the human brain, the artificial nervous system possesses such intellectual abilities as generalization, abstraction and even intuition.

Table 2.4

Characteristics of the main types of IP used for decision support

	SEOD	ISU	DSS	ES
Main applications	Payroll, inventory, production and sales records storage	Production and sales control, forecasting, monitoring	Long-term strategic planning, financial planning	Diagnostics
What is the focus	Data transfer	Receiving the information	Decision making, flexibility	Making recommendations based on experience
Database	Unique to each application	The emergence of the DBMS	The emergence of the base of models and subMS	Use of knowledge, emergence of SMS
Information type	Operational data	Detailed, summarized and emergency reports	Information supporting specific solutions	Tips and explanations
Support type	-	Information	Model and information	Expert
Data type	Numerical	Numerical	Numerical	Character
Features of decision making	Automation of tasks to be solved. Lack of decisions	Using standard algorithms to solve structured problems	Making decisions based on developed alternatives for poorly structured tasks	Solving unstructured problems based on heuristic rules
Serviced Control Plane	Lowest level of control	Middle level of management	High levels of management	High levels of management and specialists

So, to solve the problem facing him, the manager makes a decision based on certain information. Information for the manager is prepared by a computer IS, which can be implemented in the form of one of the above types of information technologies.

1) to obtain information;

2) to obtain information about the external conditions of production;

3) to obtain information about the activities of all divisions of a given firm;

4) for all of the above;

5) for other purposes.

Question 3. What is the role of the information system in management?

1) auxiliary;

2) main;

3) none;

4) main;

5) all of the above.

Question 4. What is the main purpose of an integrated management information system?

1) ensure the integration of management functions at all levels of management;

2) ensure the integration of management functions between management levels;

3) ensure the integration of management functions at all management levels and between management levels;

4) develop the science of systems;

5) all of the above.

Question 5. What can improve the use of MIS?

1) relationships;

2) equipping control bodies;

3) nothing;

4) creates conditions for a systematic approach to the development of optimal investment plans for the development of production;

5) all of the above.

Assignment 2

Question 1. What information is used in the MIS?

2) the part that can be systematized;

3) the part that can be processed;

4) the part that can be formalized, systematized and processed;

5) none.

Question 2. What constitutes a management information system (MIS)?

1) information flows;

2) processing facilities;

3) means of data transmission and storage;

4) management staff;

5) the relationship of all of the above;

Question 3. What is provided with a systematic approach to managing a modern company?

1) taking into account all the complexity of managing a modern company;

2) providing the manager with a modern planning method;

3) providing the manager with modern organization methods;

4) providing the manager with a modern methodology, integration and control;

5) all of the above.

Question 4. What is the "information system" in accordance with the cybernetic approach?

1) the object of management;

2) the subject of management;

3) the totality of the object and subject of management;

4) the totality of the external environment and the control object;

5) the totality of the external environment and the subject of management.

Question 5. What is the place of the ISU in the control loop?

1) intermediate between the management apparatus and the object of management;

2) consistent with the object of control;

3) consistent for the subject of management;

4) in all elements of the information system;

5) outside the control loop.

Assignment 3

Question 1. At what level of management does the analysis take a significant place?

1) on average;

2) at the operational level;

5) on all of the above.

Question 2. At what level of management does accounting take a significant place?

1) on average;

2) at the operational level;

3) in the activities of top management;

4) at the middle and at the operational level;

5) on all of the above.

Question 3. At what level of governance does regulation take a significant place?

1) on average;

2) at the operational level;

3) in the activities of top management;

4) at the middle and at the operational level;

5) on all of the above.

Question 4. At what level of management does planning take a significant place?

1) on average;

2) at the operational level;

3) in the activities of top management;

4) at the middle and at the operational level;

5) on all of the above.

Question 5. What is the proportion of information processed in the ISU?

Assignment 4

Question 1. What is the development of a systematic approach to the processes of information management of production?

1) developing and managing operational systems (eg, cash flows, workforce systems);

2) building information systems used for decision-making;

3) assisting in the decision-making process related to the management of operational systems;

4) all of the above;

5) none of the above.

Question 2. By means of what control function is the control chain realized in ideal form?

1) control;

2) regulation;

3) analysis;

5) planning.

Question 3. What systems do you know?

1) production system;

2) management information system;

3) production organizational system;

4) all of the above;

5) none of the above.

Question 4. What are the typical management functions that provide management, can be identified in the MIS?

1) planning;

3) analysis;

4) regulation;

5) all of the above.

Question 5. What general characteristics of information systems do you know?

1) any information system and firm is a system that can be analyzed, built and managed on the basis of general principles of building systems;

2) such systems are more dynamic than static, in connection with which their changing nature should be taken into account.

3) the elements of each system are functionally combined. Hence, it becomes necessary to build an information system in such a way that it ensures the integration of all elements of the company;

4) any firm or information system produces outputs that constitute the goal of the system. The output of an information system is information on the basis of which a decision is made;

5) all of the above.

Assignment 5

Question 1. What is the difference between future managers and modern managers?

1) the future manager will be deeply involved in the process of integrating the firm as a system;

2) the future manager will have the ability to create a structure of internal relationships that maximizes the use of the firm's capabilities within the existing constraints;

3) the future manager will be more competent in the field of building systems;

4) all of the above;

5) the future manager will focus on the consideration of individual parts of the organizational structure of management, and not on the study of the relationship between them;

Question 2. What computer technologies are the most widespread?

1) editing text data;

2) processing of graphic data;

3) processing of tabular data;

4) office programs;

5) all of the above.

Question 3. What is the main element of the information system?

2) a person;

3) cable network;

4) programs;

5) all of the above.

Question 4. What factors cause the need to improve information systems?

1) scientific and technological revolution;

2) the impact of research and development;

3) redesigning products and reducing the service life of products;

4) information explosion;

5) all of the above;

Question 5. In what directions will the intersectoral information training of the manager be carried out?

1) Making decisions in an increasingly complex environment will require the use of resources. A scientific approach to the use of the achievements of the physical and natural sciences in combination with quantitative mathematical methods will become increasingly important for the better use of these resources;

2) knowledge of scientific problems and the experience gained by the humanities will allow the manager to manage the firm as a system that takes into account the reaction of people. In this respect, the methods of the social sciences and the sciences of human behavior are also gaining in importance.

3) as more and more firms become multinational, the manager will have to significantly improve his level of knowledge, since he will have to operate in a difficult environment. He will need to show the ability to understand new values, concepts, customs and motives of behavior;

4) all of the above;

5) in other directions.

Assignment 6

Question 1. What are the management information systems in production?

1) the use of funds;

2) the use of labor;

3) use of materials;

4) the use of equipment and structures;

5) all of the above cases.