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ITEC 110 > IS Ch. 6 > Flashcards

IS Ch. 6 Flashcards

1
Q

Decision Making Phase

A

the first part of problem solving, including three stages:
-intelligence
-design
choice

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2
Q

intelligence stage

A
  • first stage of decision making

- identify and define potential problems or opportunities

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3
Q

design stage

A
  • second stage of decision making

- develop alternative solutions to the problem and evaluate their feasibility

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4
Q

choice stage

A
  • 3rd stage of decision making

- requires selecting a course of action

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5
Q

problem solving

A

decision making + implementation stage and monitoring stage

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6
Q

implementation stage

A

a stage of problem solving in which a solution is put into effect

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7
Q

monitoring stage

A

the final stage of the problem-solving process in which decision makers evaluate the implementation

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8
Q

programed decision

A

a decision made using a rule, procedure, or quantitative method

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9
Q

nonprogrammed decision

A

a decision that deals with unusual or exceptional situations

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10
Q

structured decisions

A

necessary variables are known and can be measured

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11
Q

unstructured decisions

A

variables that affect the decision cannot be measured quantitatively

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12
Q

semistructured decisions

A

only some of the variables can be measured quantitatively

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13
Q

optimization model

A

a process to find the best solution to help the organization meet its goals

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14
Q

satisficing model

A

finds a good- but not necessarily the best- solution to a problem

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15
Q

heuristics

A

commonly accepted guidelines or procedures that usually find a good solution.
“rule of thumb” strategies

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16
Q

benefits of information and decision support systems

A
  • decision quality
  • problem complexity
  • speedier decisions
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17
Q

Management Information System (MIS)

A

an organized collection of people, procedures, software, databases and devices that provides routine information to managers and decision makers.

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18
Q

executive dashboard

A

a diagram that presents a set of key performance indicators about the state of a process at a specific point in time to enable managers to make better real-time decisions

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19
Q

internal inputs to a management information system (MIS)

A
  • org’s transaction processing systems (TPSs)
  • org’s enterprise resource planning systems (ERPs)
  • related databases
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20
Q

external inputs to a management information system (MIS)

A
  • customers
  • suppliers
  • competitors
  • stockholders
  • internet
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21
Q

types of reports generated by a management information system (MIS)

A
  • scheduled
  • key-indicator
  • demand
  • exception
  • drill down
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22
Q

scheduled report

A

a report produced periodically, such as daily, weekly or monthly

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23
Q

Key-Indicator Report

A

A summary of the previous day’s critical activities, typically available at the beginning of each workday

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24
Q

Demand Report

A

Report developed to give certain information at someones request

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25
Q

exception report

A

a report automatically produced when a situation is unusual or requires management action

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26
Q

Drill-down report

A

a report that provides increasingly detailed data about a situation

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27
Q

characteristics of a management information system

A
  • provide reports with fixed and standard formats
  • produce hard-copy and soft-copy reports
  • use internal data stored in the computer system
  • allow users to develop custom reports
  • require user requests for reports developed by systems personnel
28
Q

financial management information system (MIS)

A

an information system that provides financial information for workers who need to make better decisions on a daily basis

29
Q

functions of financial management information systems (MIS)

A
  • integrate financial and operational information from multiple sources into a single system
  • provide easy access to data for both financial and nonfinancial users
  • make financial data immediately available to shorten analysis turnaround time
  • enable analysis of financial data along multiple dimensions
  • analyze historical and current financial activity
  • monitor and control the use of funds over time
30
Q

profit center

A

has both revenue and expenses

31
Q

revenue center

A

gains revenue from sale of products or services

32
Q

cost center

A

does not directly generate revenue, has only expenses

33
Q

auditing

A

provides an objective appraisal of the accounting, financial, and operational procedures and information of an organization

34
Q

financial audit

A

assesses the reliability and integrity of the organizations financial information and the methods used to process it

35
Q

operational audit

A

assessment of how well management uses resources and how effectively organizational plans are being executed

36
Q

internal auditing

A

auditing performed by individuals within the organization

37
Q

external auditing

A

auditing performed by an outside group

38
Q

financial MIS subsystems

A
  • profit/loss and cost systems
  • auditing
  • uses and management of funds
39
Q

manufacturing management information systems subsystems and outputs:

A
  • design and engineering
  • master production scheduling
  • inventory control
  • just in time (JIT) inventory
  • process control
  • quality control and testing
40
Q

CAD and CAM

A

computer assisted design and computer aided manufacturing

41
Q

economic order quantity (EOQ)

A

the quantity that should be reordered to minimize total inventory costs

42
Q

reorder point (ROP)

A

a critical inventory quantity level

43
Q

just-in-time (JIT) inventory

A

inventory management approach in which inventory and materials are delivered just before they are used in manufacturing

44
Q

computer-integrated manufacturing (CIM)

A

using computers to link the components of the production process into an effective system

45
Q

flexible manufacturing system (FMS)

A

allows manufacturing facilities to rapidly and efficiently change from making one product to making another

46
Q

quality control

A

ensures that the finished product meets the customer’s needs

47
Q

marketing MIS

A

uses data gathered from both internal and external sources to provide reporting and aid decision making in all areas of marketing

48
Q

subsystems of a marketing MIS

A
  • market research
  • product design
  • media selection
  • advertising
  • selling
  • channel distribution
  • product pricing
49
Q

human resource MIS (HRMIS) or personnel MIS

A

information system concerned with activities related to previous, current, and potential employees of an organization

50
Q

activities performed by human resource MIS’s (HRMIS’s)

A
  • workforce analysis and planning
  • hiring
  • training
  • job and task assignment
  • wage and salary administration
  • outplacement
51
Q

Accounting MIS

A

an information system that provides aggregate information on accounts payable, account receivable, payroll, and other applications

52
Q

geographic information system (GIS)

A

computer system capable of assembling, storing, manipulating, and displaying geographic information

53
Q

decision support systems characteristics

A
  • Provide rapid access to information
  • Handle large amounts of data from different sources
  • Provide report and presentation flexibility
  • Offer both textual and graphical orientation
  • Support drill-down analysis
  • perform complex, sophisticated analysis and comparisons
  • support optimization, satisficing, and heuristic approaches
  • perform simulation analysis
  • forecast future opportunities or problems
54
Q

ad hos decision support system (DSS)

A

a DSS concerned with situations or decision that come up only a few times during the life of the organization

55
Q

institutional decision support system (DSS)

A

a DSS that handles situations or decisions that occur more than once. used repeatedly and refined over the years

56
Q

output of DSS vs MIS

A

DSS: usually screen oriented, ability to generate printed reports
MIS: oriented towards printed reports and documents

57
Q

users and level of control of DSS vs MIS

A

DSS: supports individuals and small groups, users have more control in short run
MIS: supports the organization, users have less control in short run

58
Q

dialogue manager

A

user interface that allows decision makers to easily access and manipulate the DSS and to use common business terms and phrases

59
Q

model base

A

part of a DSS that allows managers and decision makers to perform quantitative analysis on both internal and external data

60
Q

model management software (MMS)

A

software that coordinates the use of models in a DSS

61
Q

group decision support system (GSS)

A

most of the elements in a DSS, plus software to provide effective support in group decision-making settings

62
Q

delphi approach

A

structured, interactive, iterative decision-making method.

relies on input from a panel of experts.

63
Q

group consensus approach

A

a group decision-making process that seeks the consent of all participants

64
Q

nominal group technique (NGT)

A

a structured method for group brainstorming that encourages contributions from everyone

65
Q

multivoting

A

voting processes used to reduce the number of options to be considered

66
Q

decision room

A

a room that supports decision making. combines face-to-face verbal interaction with technology to make the meeting more effective and efficient

67
Q

virtual workgroups

A

teams of people located around the world working on common problems

ITEC 110 (2 decks)

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