MIS Lecture 04 Notes

Rheinische Fachhochschule Kln
Universitiy of Applied Sciences

LECTURE 01: Administrative notes:
Each class will divided into 3 periods of 45 minutes work followed by a 15 minute break. During the breaks I will be available for questions or review of your progress on class papers.
2012, PM Diffenderfer
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Class papers can be on any topic so long as they are clearly built on and persuade the reader of your personal definition of the following terms: 1. Management 2. Information 3. Systems (IT) 4. MIS (the intersection of these terms)
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Our class should together develop our own definitions of these terms.
The development of style is necessary to succeed, and style is only developed by mastering the basic ambiguities of your craft.
(By ambiguities I mean those things about which people disagreefor example: Should a manager know how to do the work of her inferior or not? Some say yes and some say no.) These ambiguities lie within the concepts themselves. Trying to define the concepts yourself will help you to develop your own style.
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Papers which quote ideas, arguments and examples from other class members will be preferred over those which only use quotes of sources outside the class.
(This is to motivate us to really come up with some of our own thoughts on these matters within class time.) So, make sure you listen to your classmates. Work on getting good ideas from each other and make sure you take good notes of class discussions.
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I want to encourage students to be passionate about their opinions and open to debate in class.
The classroom should be a place where we can aggressively experiment with points-of-view. Be rude if you have to. Our duty is first to help each other find the truth, second to make things comfortable.
We will not become leaders without developing our style of persuasion. The classroom is an ideal place for difficult discussions which challenge our ability to communicate clearly and persuasively.
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LECTURE 01: LECTURE 01: Defining MIS
Human nature
Systems (IT)
Technology
Speed
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of
MIS
Information
inovation
Management

LECTURE 01: LECTURE 01: Defining Management
Most Business Information Systems fail because the management philosophy and methods used in its implementation are flawed.
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Human nature is permanent. Technology is changing too quickly.

Build your style on a rich idea of human nature. The limits of your expectations of other people will limit your experience of them. People rise to our expectations of them. Believe in others and they can begin to believe in you. Mistrusting your workers will teach them not to trust you.
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Greatest problem faced by Management?? Corruption and ineffectiveness of workers Workers have greater importance in organizations today for several reasons: Complexity is so high that managers can not comprehend the details of workers jobs Speed of transactions is so fast that mistakes immediately effect customers, suppliers, banks etc Information is networked between departments and to external organizations so that a mistake in one department will effect everyone immediately
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This all results in a change in the way we must see organizational structure. Organizations today are built like buildings rather than pure hierarchies or pyramids. Those at the top are dependent on those below more than ever. MIS makes organizational structure more efficient but this means that lower levels of the organization, your workers, have much greater importance and influence on the fate of the whole enterprise.
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Technology is changing so quickly that it is possible that by the time a firm gets their IT systems working they are no longer compatible with new technology.
This is a major challenge for MIS.
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Is there a relevant difference between a leader, a boss, and a manager? Does the existence of Management in an organization imply hierarchy? Whom does a manager serve? boss, customer, worker, herself??? If you were forced to choose between having formal power (possessing an official title, position etc...) and informal power (influence, reputation) which would you choose? Should a manager know how to do the job of her immediate inferiors?? Human resources? Is not this a wrong-headed term?
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LECTURE 01: Defining Management
Definition offered by me: The role of management is to contribute indirectly to economic well-being - by the improvement of the means and methods of value-added creation, and especially with respect to human agents in this creation. Make your workers successful and you will succeed as a manager!
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Lecture 2 will finish at 20:30 so people have time to get to Social Event
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Possible Paper ideas: How has MIS changed the nature of management
Case studies of MIS implementations

Papers on individual ERP solutions Papers comparing ERP solutions
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LECTURE 02: Lecture 2: Recap
Quotes from Lecture 1: Thomas: We are all managers, we all manage our work.
Inci: It is not possible for the modern manager to know how to do the job of her inferiors
Jalal: A leader should know the process and operations of the work she is overseeing. Murat & Jalal: A manager is responcible to solve or be solving performance problems of their workers.
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LECTURE 02: Defining Management
Positive Definition of a Manager/Management: A worker who is responsible for the performance of other people. Main problem of Management is then how the insure the performance of other people when: It is not possible to know completely their jobs (due to excessive complexity) It is difficult to monitor performance It is extremely to cultivate human character and human know-how
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LECTURE 02: Lecture 2:
I know that you can make them do it, but can you make them do it correctly? Never give an order that can not be followed. Command-control style management tends to fail in an MIS environment.
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LECTURE 02: Lecture 2:
Concerns about the terminology
One major concern about considering people as assets or resources is that they will be commoditized and abused. Modern analysis emphasizes that human beings are not "commodities" or "resources", but are creative and social beings in a productive enterprise.
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LECTURE 03: Admin:
How many of you have Laptops which you bring to class??
If you wish to borrow either the MIS Textbook or a copy of my ERP text tell me.
I have the MIS textbook as a Kindle E-Book file if you want a copy let me know.
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LECTURE 03: Closing remarks about Management:
What would be a realistic picture of the worst manager possible?
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Example: A manager who survives by creating organizational chaos below him one who makes sure there are sufficient problems in the information systems that only with human intervention can the organization perform. The strategy of such a manager is usually divideand-conquer.
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What would be a realistic picture of an ideal manager?
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Example: The best of all managers is one who makes him or herself unnecessary. Their strategy to accomplish this is usually to create organizational systems which automatically harmonize the competing interests of their share-holders and workers. Making inventory impossible to find without posting a transaction in a system could be an example.
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LECTURE 03: Transition to discussion about Information:
Problems of definition. Identity how do we define something so that it is unique and distinguishable from other things? [Eindeutigkeit] Paradox of the heap. Paradox of similarity. Paradox of developement.
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Problems of definition. Identity how do we define something so that it is unique and distinguishable from other things? [Eindeutigkeit] Paradox of the heap. Paradox of similarity. Paradox of developement.
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Problems of definition Paradox of the heap:

Imagine a heap of sand. It contains some number of pieces of sand. If we remove one piece of sand at a time which piece, when removed, will make it no longer a heap? Answer: no piece Question: yet is not any heap simply some number of sand pieces?
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Problems of definition Paradox of similarity:

How can we know what a cloud is when there have never been two clouds which are the same? Answer: We must stipulate [Festlegen] what properties only clouds posses. Problem: We never know individual things, rather we know ideas (a definition) and merely apply them to individual things.
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Problems of definition: Paradox of development

What do we mean when we say that something is, for example, a rose? Do we do describe it is something with petals and thorns? Then is the seed which becomes a rose not a rose? Problems: If we say it is not then where do roses come from? If we say that it is a part of a rose, then is not the grown rose also only a part of everything that is a rose? Etc..
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Apply these problems to ourselvesam I now at this moment merely a part of what I am? Etc..
What is identity? How should we define things? As managers how can we establish clear commication?
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Problems of definition examples of these Paradoxes applied to management: At what point do we fire a worker? Does one, two, three mistakes make them a bad worker? At what point do we declare insolvency? Answer: We may know when things have gone too far, but we dont seem to know the point at which things change from good to bad or vise-versa.
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One useful method defines something by using a theory of causation. This method was pioneered by Aristotle. It looks a four causes relating to the existence of something. 1. Material cause what is the stuff that makes up something 2. Formal cause what shape must the stuff take 3. Efficient cause by what process do we bring the stuff into the shape 4. End cause what purpose or goal does the thing come into being for?
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Example: If we try to define management
1. Material a manager must work with her active [people] and passive [systems, raw materials, information] resources within the organization
2. Formal a controlled and harmonized organization 3. Efficient she accomplishes this by her use of authority 4. End to optimize (maximize efficiency) the performance of her workers
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Now putting this into a single sentence: A manager is a person responcible for the use of authority to control and harmonize active [people] and passive [systems, raw materials, information] resources within their organization for the purpose of achieving optimum organizational performance.
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Example:
If we try to define Information 1. Material Data, Theory
2. Formal Intuitive representation, a model

3. Efficient Abstraction, interpretation : calculation, estimation, categorization 4. End to test/simulate reality (truth)
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Information in a single sentence: Information is the result of data and theory which have been transformed by abstraction (calculation, estimation, categorization, interpretation) into a testable model of reality.
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Example:
If we try to define Data 1. Material Sings symbols
2. Formal Measurements, Indentifiers, Descriptions

3. Efficient Observation 4. End to model events or stuff
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Types of Data:
Cardinality (measuring) Nominal: Categorical
Ordinal: Priority
Interval: Measurements
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Types of Data:
Processing Stock Data Materials, Categories
Flow Data Events, transactions
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Concrete examples of information problems within a Management Information System or ERP (Enterprise Resource Planning) System Problem: Production of Base boards (Fuleisten)
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MIS Lecture 04 Notes

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Rheinische Fachhochschule Kln

Universitiy of Applied Sciences

Rheinische Fachhochschule Kln

Rheinische Fachhochschule Kln

Rheinische Fachhochschule Kln

Rheinische Fachhochschule Kln

Rheinische Fachhochschule Kln

Rheinische Fachhochschule Kln

Rheinische Fachhochschule Kln

Human nature is permanent. Technology is changing too quickly.

Rheinische Fachhochschule Kln

Rheinische Fachhochschule Kln

Rheinische Fachhochschule Kln

This is a major challenge for MIS.

Rheinische Fachhochschule Kln

Rheinische Fachhochschule Kln

Rheinische Fachhochschule Kln

Rheinische Fachhochschule Kln

Case studies of MIS implementations

Rheinische Fachhochschule Kln

Rheinische Fachhochschule Kln

Rheinische Fachhochschule Kln

Rheinische Fachhochschule Kln

Concerns about the terminology

Rheinische Fachhochschule Kln

How many of you have Laptops which you bring to class??

Rheinische Fachhochschule Kln

What would be a realistic picture of the worst manager possible?

Rheinische Fachhochschule Kln

Rheinische Fachhochschule Kln

What would be a realistic picture of an ideal manager?

Rheinische Fachhochschule Kln

Rheinische Fachhochschule Kln

Rheinische Fachhochschule Kln

Rheinische Fachhochschule Kln

Problems of definition Paradox of the heap:

Rheinische Fachhochschule Kln

Problems of definition Paradox of similarity:

Rheinische Fachhochschule Kln

Problems of definition: Paradox of development

Rheinische Fachhochschule Kln

Rheinische Fachhochschule Kln

Rheinische Fachhochschule Kln

Rheinische Fachhochschule Kln

Example: If we try to define management

Rheinische Fachhochschule Kln

Rheinische Fachhochschule Kln

2. Formal Intuitive representation, a model

Rheinische Fachhochschule Kln

Rheinische Fachhochschule Kln

2. Formal Measurements, Indentifiers, Descriptions

Rheinische Fachhochschule Kln

Rheinische Fachhochschule Kln

Flow Data Events, transactions

Rheinische Fachhochschule Kln

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