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Prelims (3rd Yr - 1st sem) > ITEC54(Sir Jepoy) > Flashcards

ITEC54(Sir Jepoy) Flashcards

1
Q

An array of components designed to accomplish a particular objective according to plan.

A

System

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2
Q

Is a way of understanding an entity in terms of its purpose

A

System Thinking

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3
Q

The three major steps followed in systems thinking

A

Identify a containing whole (system), of which the thing to be explained is a part.
Explain the behavior or properties of the containing whole.
Explain the behavior or properties of the thing to be explained in terms of its role(s) or function(s) within its containing whole (Ackoff, 1981)

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4
Q

Is the combination of inter-related elements to achieve a common objective (s).

A

System Integration

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5
Q

defines its high-level structure, exposing its gross organization as a collection of interacting components.

A

System Architecture

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6
Q

may either be current, suspected, or anticipated.

are undesirable situations that prevent the business from fully achieving its purpose, goals, and objectives (users discovering real problems with existing IS).

A

Problems

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7
Q

is a chance to improve the business even in the absence of specific problems.

A

Opportunity

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8
Q

is a new requirement that is imposed by management, government, or some external influence

A

Directive

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9
Q

are the people involved in or affected by project activities

A

Stakeholders

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10
Q

Focuses on roles and responsibilities,
coordination and control. Organizational
charts help define this frame

A

Structural Frame

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11
Q

Assumes organizations are coalitions
composed of varied individuals and interest
groups. Conflict and power are key issues.

A

Political Frame

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12
Q

Focuses on providing harmony between needs of the organization and needs of people.

A

Human Resources Frame

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13
Q

Focuses on symbols and meanings related to events. Culture is important.

A

Symbolic Frame

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14
Q

4 basic organizational structures

A

Functional
Project-based
Matrix
Divisional

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15
Q

helps define the roles and responsibilities of the members of the department, work group, or organization.

A

Structure

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16
Q

People who do similar tasks, have similar skills and/or jobs in an organization are grouped

  • The advantages of this kind of structure include quick decision making because the group members are able to communicate easily with each other.
  • can learn from each other easier because they already possess similar skill sets and interests.
A

Functional Structure

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17
Q

the company will coordinate inter-group relationships to create a work team that can readily meet the needs of a certain customer or group of customers.
The division of labor in this kind of structure will ensure greater output of varieties of similar products.

A

Divisional Structure

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18
Q

are more complex in that they group people in two different ways:

  • the team members are given more autonomy and expected to take more responsibility for their work.
    This increases the productivity of the team, fosters greater innovation and creativity, and allows managers to cooperatively solve decision-making problems through group interaction.
A

Matrix Structure

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19
Q

the teams are put together based on the number of members needed to produce the product or complete the project.

The numbers of significantly different kinds of tasks are taken into account when structuring a project in this manner, assuring that the right members are chosen to participate in the project.

A

Project Organization Structure

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20
Q

It is a process of collecting and interpreting facts, identifying the problems, and decomposition of a system into its components.

A

System Analysis

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21
Q

It is a process of planning a new business system or replacing an existing system by defining its components or modules to satisfy the specific requirements. Before planning, you need to understand the old system thoroughly and determine how computers can best be used in order to operate efficiently.

A

Systems Design

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22
Q

System Analysis and Design (SAD) mainly focuses on −

A

Systems
Processes
Technology

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23
Q

implies structure and order. It is the arrangement of components that helps to achieve predetermined objectives.

A

Organization

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24
Q

It is defined by the manner in which the components operate with each other.

A

Interaction

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25
Q

means how the components of a system depend on one another. For proper functioning, the components are coordinated and linked together according to a specified plan. The output of one subsystem is the required by other subsystem as input.

A

Interdependence

26
Q

is concerned with how a system components are connected together. It means that the parts of the system work together within the system even if each part performs a unique function.

A

Integration

27
Q

It may be real or stated. It is not uncommon for an organization to state an objective and operate to achieve another.

A

Central Objective

28
Q

is the element of a system that involves the actual transformation of input into output.
It is the operational component of a system. It may modify the input either totally or partially, depending on the output specification.
As the output specifications change, so does the processing. In some cases, input is also modified to enable the processor for handling the transformation.

A

Processors

29
Q

guides the system.
It is the decision–making subsystem that controls the pattern of activities governing input, processing, and output.

A

Control

30
Q

provides the control in a dynamic system.

A

feedback

31
Q

is routine in nature that encourages the performance of the system.

A

Positive feedback

32
Q

is informational in nature that provides the controller with information for action.

A

Negative feedback

33
Q

is the “supersystem” within which an organization operates.
It is the source of external elements that strike on the system.
It determines how a system must function

A

Environment

34
Q

are the limits that identify its components, processes, and interrelationship when it interfaces with another system.

  • is crucial in determining the nature of its interface with other systems for successful design.
A

Boundaries and Interface

35
Q

are tangible entities. We can touch and feel them.

  • may be static or dynamic in nature.
A

Physical systems

36
Q

are non-physical entities or conceptual that may be formulas, representation or model of a real system.

A

Abstract systems

37
Q

must interact with its environment. It receives inputs from and delivers outputs to the outside of the system

  • For example, an information system which must adapt to the changing environmental conditions.
A

open system

38
Q

does not interact with its environment. It is isolated from environmental influences. A completely closed system is rare in reality.

A

closed system

39
Q

responds to the change in the environment in a way to improve their performance and to survive. For example, human beings, animals.

A

Adaptive System

40
Q

is the system which does not respond to the environment. For example, machines.

A

Non Adaptive System

41
Q

persists for long time. For example, business policies.

A

Permanent System

42
Q

is made for specified time and after that they are demolished. For example, A DJ system is set up for a program and it is dissembled after the program.

A

Temporary System

43
Q

are created by the nature. For example, Solar system, seasonal system.

A

Natural systems

44
Q

is the man-made system. For example, Rockets, dams, trains.

A

Manufactured System

45
Q

operates in a predictable manner and the interaction between system components is known with certainty. For example, two molecules of hydrogen and one molecule of oxygen makes water.

A

Deterministic system

46
Q

shows uncertain behavior. The exact output is not known. For example, Weather forecasting, mail delivery.

A

Probabilistic System

47
Q

is made up of people. For example, social clubs, societies.

A

Social System

48
Q

both human and machines are involved to perform a particular task. For example, Computer programming.

A

Human-Machine System

49
Q

is where human interference is neglected. All the tasks are performed by the machine. For example, an autonomous robot.

A

Machine System

50
Q

It is an interconnected set of information resources to manage data for particular organization, under Direct Management Control (DMC).
This system includes hardware, software, communication, data, and application for producing information according to the need of an organization.

A

Man–Made Information Systems

51
Q

It is based on the flow of information in the form of memos, instructions, etc., from top level to lower levels of management.

A

Formal Information System

52
Q

This is employee based system which solves the day to day work related problems

A

Informal Information System

53
Q

This system is directly dependent on the computer for managing business applications. For example, automatic library system, railway reservation system, banking system, etc.

A

Computer Based System

54
Q

is a 2-D chart that shows system elements and their linkages

A

schematic model

55
Q

shows the orderly flow of the material, energy, and information that hold the system together.

A

flow system model

56
Q

is used to abstract a real world system in model form.

A

Program Evaluation and Review Technique (PERT),

57
Q

They represent one pair of relationships such as activity–time or cost–quantity.

A

Static System Models

58
Q

gives a static picture of an activity-time relationship.

A

Gantt chart

59
Q

approximates the type of organization or application that analysts deal with.
It shows an ongoing, constantly changing status of the system

A

dynamic model

60
Q

This information is required by topmost management for long range planning policies for next few years. For example, trends in revenues, financial investment, and human resources, and population growth.

This type of information is achieved with the aid of Decision Support System (DSS).

A

Strategic Information

61
Q

This type of Information is required by middle management for short and intermediate range planning which is in terms of months. For example, sales analysis, cash flow projection, and annual financial statements.

It is achieved with the aid of Management Information Systems (MIS).

A

Managerial Information

62
Q

This type of information is required by low management for daily and short term planning to enforce day-to-day operational activities. For example, keeping employee attendance records, overdue purchase orders, and current stocks available.

It is achieved with the aid of Data Processing Systems (DPS).

A

Operational Information

Prelims (3rd Yr - 1st sem) (4 decks)

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