28339032 MIS Presentation Ppt by Abuzar (1)

7/31/2019 28339032 MIS Presentation Ppt by Abuzar (1)

1/44

ManMagementInformationanagement InformationSystemsSystemsIn order to make decisions, managers need theright information to serve a wider range of needs.A systems approach to managing this demandcan be met through management informationsystems (MIS).It has been said that MIS are what the nervoussystem is to the human body.ManMagementInformationanagement InformationSystemsSystemsIn order to make decisions, managers need theright information to serve a wider range of needs.A systems approach to managing this demandcan be met through management informationsystems (MIS).It has been said that MIS are what the nervoussystem is to the human body.


2/44

Definitions of MISWe live in an information ageThe original definitions of information were associatedwith knowledge.Now, instead of thinking about the information itself,knowing that we have got so much of it, we have tobecome much more aware of what we are going to dowith it.As the organization grows, the management function isperformed by people who are more specialized and maybe removed from day-to-day activities. It is usually atthis time that management information systems (MIS)are required.Definitions of MISWe live in an information ageThe original definitions of information were associatedwith knowledge.Now, instead of thinking about the information itself,knowing that we have got so much of it, we have tobecome much more aware of what we are going to dowith it.As the organization grows, the management function isperformed by people who are more specialized and may

be removed from day-to-day activities. It is usually atthis time that management information systems (MIS)are required.


3/44

Definitions of MIS -historyThe emergence of MIS goes back to the 1950s.The first electronic computer developed for businesspurposes in 1951 must have posed many interestingquestions as to what to do with it.In fact, early business applications centered onroutine clerical and accounting operations such aspayroll and billing.These were mainly transaction applications,named simply because they involved processingaccounting transactions.The machines were prone to failure, difficult tooperate and painstakingly slowDefinitions of MIS -historyThe emergence of MIS goes back to the 1950s.The first electronic computer developed for businesspurposes in 1951 must have posed many interestingquestions as to what to do with it.In fact, early business applications centered onroutine clerical and accounting operations such aspayroll and billing.These were mainly transaction applications,named simply because they involved processing

accounting transactions.The machines were prone to failure, difficult tooperate and painstakingly slow


4/44

Definitions of MIS -historyAdvances in disk technology made it possible to accessdata more quickly and in different ways.New programming systems helped to develop and refineoperating systems.Each development contributed to the rise of MIS.As systems developed, though the transactionprocessing part of the system provided the operationaldata necessary to run an organization more efficiently ona day-to-day basis, the management component becamemore important.Systems started to provide reports and informationthat enabled managers to make more effectivedecisions.Definitions of MIS -historyAdvances in disk technology made it possible to accessdata more quickly and in different ways.New programming systems helped to develop and refineoperating systems.Each development contributed to the rise of MIS.As systems developed, though the transactionprocessing part of the system provided the operationaldata necessary to run an organization more efficiently on

a day-to-day basis, the management component becamemore important.Systems started to provide reports and informationthat enabled managers to make more effectivedecisions.


5/44

Definitions of MIS -historyThe increasing appearance of computer and communicationtechnologies in offices during the 1970s and 1980s gave riseto links with MIS and created the potential for convergence,based upon the needs of users around each organization.Some organizations used accounting information systems(AIS) and office information systems (OIS) for localinformation and decision-making needs of variousdepartments and subsets of an organization.In many instances such user-led developments led todisparate islands of technology within the organization.In contrast, the aim today is for integration of suchtechnologies across the organization.Definitions of MIS -historyThe increasing appearance of computer and communicationtechnologies in offices during the 1970s and 1980s gave riseto links with MIS and created the potential for convergence,based upon the needs of users around each organization.Some organizations used accounting information systems(AIS) and office information systems (OIS) for localinformation and decision-making needs of variousdepartments and subsets of an organization.In many instances such user-led developments led to

disparate islands of technology within the organization.In contrast, the aim today is for integration of suchtechnologies across the organization.


6/44

Definitions of MISThe more recent role for information technologies isto think about them as a strategic weapon.For example, information technology (IT) has thepower to:change industry structures and alter the rules ofcompetitioncreate opportunities for competitive advantagewith the provision of new ways to outperform rivalsspawn new businesses and opportunities, oftenfrom within an organization's existing operations.Definitions of MISThe more recent role for information technologies isto think about them as a strategic weapon.For example, information technology (IT) has thepower to:change industry structures and alter the rules ofcompetitioncreate opportunities for competitive advantagewith the provision of new ways to outperform rivalsspawn new businesses and opportunities, oftenfrom within an organization's existing operations.


7/44

Definitions of MISDeconstructing the term MIS enables us to defineeach word in a business context:Management -being managed or peoplemanaging a business. Over recent yearsmanagement has become more scientific andsystem-oriented.Information -knowledge made available topeople within an organization.Systems -sets of connected things or partswithin an organization which tie the planning andcontrol by managers to the various operations.Definitions of MISDeconstructing the term MIS enables us to defineeach word in a business context:Management -being managed or peoplemanaging a business. Over recent yearsmanagement has become more scientific andsystem-oriented.Information -knowledge made available topeople within an organization.Systems -sets of connected things or partswithin an organization which tie the planning and

control by managers to the various operations.


8/44

Definitions of MISThere are a number of definitions of MIS, each with aslightly different emphasis or focus. Lucey (1995)emphasizes the decision focus of his definition:'a system to convert data from internal and externalsources into information and to communicate thatinformation, in an appropriate form, to managers atall levels in all functions to enable them to maketimely and effective decisions for planning, directingand controlling the activities for which they areresponsible.'Definitions of MISThere are a number of definitions of MIS, each with aslightly different emphasis or focus. Lucey (1995)emphasizes the decision focus of his definition:'a system to convert data from internal and externalsources into information and to communicate thatinformation, in an appropriate form, to managers atall levels in all functions to enable them to maketimely and effective decisions for planning, directingand controlling the activities for which they areresponsible.'


9/44

Definitions of MISMIS are different from data-processing systems becausethe key element is management involvement, so theemphasis is upon the use of information through userprocesses and not how it is provided through MISprocessesDefinitions of MISMIS are different from data-processing systems becausethe key element is management involvement, so theemphasis is upon the use of information through userprocesses and not how it is provided through MISprocesses


10/44

Definitions of MISParker and Case (1993) consider:'a management information system (MIS) to be anysystem that provides people with either data orinformation relating to an organization's operations.'They then describe who the system is focused upon.'Management information systems support the activitiesof employees, owners, customers, and other key peoplein the organization's environment - either by efficientlyprocessing data to assist with the transaction work loador by effectively supplying information to authorizedpeople in a timely manner.'Definitions of MISParker and Case (1993) consider:'a management information system (MIS) to be anysystem that provides people with either data orinformation relating to an organization's operations.'They then describe who the system is focused upon.'Management information systems support the activitiesof employees, owners, customers, and other key peoplein the organization's environment - either by efficientlyprocessing data to assist with the transaction work loador by effectively supplying information to authorized

people in a timely manner.'


11/44

Definitions of MISMIS include a number of subsystems, such as the following.1.Transaction processing systems (TPS) comprise routineday-to-day accounting operations.2.Management reporting systems (MRS) generate reportsfor decision-making processes.3.Decision support systems (DSS) provide a set of easy-to-use modeling, retrieving and reporting requirements and areused by people making decisions.4.Office information systems (OIS) involve the use ofcomputer-based office technologies such as desktop softwareapplications, including e-mail, teleconferencing and desktoppublishing.Definitions of MISMIS include a number of subsystems, such as the following.1.Transaction processing systems (TPS) comprise routineday-to-day accounting operations.2.Management reporting systems (MRS) generate reportsfor decision-making processes.3.Decision support systems (DSS) provide a set of easy-to-use modeling, retrieving and reporting requirements and areused by people making decisions.4.Office information systems (OIS) involve the use of

computer-based office technologies such as desktop softwareapplications, including e-mail, teleconferencing and desktoppublishing.


12/44

Definitions of MISIt could be argued that managers have alwayssought and utilized information, but in the pastmany were forced to rely upon haphazardsources.A modern management information system raisesthe process of managing from the level ofguesswork and piecemeal information to thedevelopment of a system of information withsophisticated data process which enablesmanagers to solve complex problems and makeinformed decisions.Definitions of MISIt could be argued that managers have alwayssought and utilized information, but in the pastmany were forced to rely upon haphazardsources.A modern management information system raisesthe process of managing from the level ofguesswork and piecemeal information to thedevelopment of a system of information withsophisticated data process which enablesmanagers to solve complex problems and make

informed decisions.


13/44

Definitions of MISAs can be seen inFigure, MIS tietogether the threecomponents ofmanagement,information andsystems.Definitions of MISAs can be seen inFigure, MIS tietogether the threecomponents ofmanagement,information andsystems.


14/44

Definitions of MISAccording to Murdick and Munson (1986), themanagement information system:'not only provides information to assistmanagers in making decisions, but it mayalso be designed to provide decisions forrepetitive classes of problems. The MIS, byproviding a common set of data andinformation available to all managers,integrates the management of the company.Thus the company as a whole may be trulyoperated as a system, with all elementsworking towards common objectives.'Definitions of MISAccording to Murdick and Munson (1986), themanagement information system:'not only provides information to assistmanagers in making decisions, but it mayalso be designed to provide decisions forrepetitive classes of problems. The MIS, byproviding a common set of data andinformation available to all managers,integrates the management of the company.

Thus the company as a whole may be trulyoperated as a system, with all elementsworking towards common objectives.'


15/44

Definitions of MISInformation extracted from a managementinformation system might therefore be at avariety of levels for a range of users.For example:1. Strategic planning.The strategic planning process uses bothinternal and external sources of information.In a dynamic and changing businessenvironment information is geared towardshelping an organization to use strategicplanning to adapt.Definitions of MISInformation extracted from a managementinformation system might therefore be at avariety of levels for a range of users.For example:1. Strategic planning.The strategic planning process uses bothinternal and external sources of information.In a dynamic and changing businessenvironment information is geared towardshelping an organization to use strategic

planning to adapt.


16/44

Definitions of MIS2. Management control. This is the process by whichmanagers ensure that resources are obtained andused effectively and efficiently in theaccomplishment of the organization's objectives.Control involves planning. For example, are salesahead of budget, does cost data support costingestimates, are policies in line with predictions? Mostof the information for managementcontrol is generated internally.3. Operational control. This ensures that tasks arecarried out efficiently. At this level, tasks have beenspecified and methods determined. Information foroperations involves providing those involved withthe responsibility of executing tasks with theminimum of expenditure on resources.Definitions of MIS2. Management control. This is the process by whichmanagers ensure that resources are obtained andused effectively and efficiently in theaccomplishment of the organization's objectives.Control involves planning. For example, are salesahead of budget, does cost data support costing

estimates, are policies in line with predictions? Mostof the information for managementcontrol is generated internally.3. Operational control. This ensures that tasks arecarried out efficiently. At this level, tasks have beenspecified and methods determined. Information foroperations involves providing those involved withthe responsibility of executing tasks with theminimum of expenditure on resources.


17/44


18/44

Definitions of MIS data refer to stored facts -as data becomefiltered and disseminated, they take onmeaning, and so become information data are inactive and just exist, whereasinformation is active and relevant and providesa basis for things to be done data are technology-based, whereasinformation is business-based and facilitatesbusiness decision-makingDefinitions of MIS data refer to stored facts -as data becomefiltered and disseminated, they take onmeaning, and so become information data are inactive and just exist, whereasinformation is active and relevant and providesa basis for things to be done data are technology-based, whereasinformation is business-based and facilitatesbusiness decision-making


19/44

Definitions of MIS though data may be gatheredfrom various sources, it is theprocess of customizing themfor the needs of various usersthat transforms them intoinformationDefinitions of MIS though data may be gatheredfrom various sources, it is theprocess of customizing themfor the needs of various usersthat transforms them intoinformation


20/44

Definitions of MISAs managers are frequently presented with statementscontaining information and data, they need toascertain their quality. Information must be pertinent.This means that it must relate to the organization andto matters of importance for the people dealing withthat information to enable them to deal with an issue.Information must also be timely and available whenrequired. Clearly, users do not want to be confused bymisleading information, so it must also be accurate.Good information should therefore make a differenceand reduce uncertainty.Definitions of MISAs managers are frequently presented with statementscontaining information and data, they need toascertain their quality. Information must be pertinent.This means that it must relate to the organization andto matters of importance for the people dealing withthat information to enable them to deal with an issue.Information must also be timely and available whenrequired. Clearly, users do not want to be confused bymisleading information, so it must also be accurate.Good information should therefore make a difference

and reduce uncertainty.


21/44

Definitions of MISThere are many different sources of informationfor effective decision-making. Informationsources exist from many different potentialsources. A clear division can be made betweeninternal and external data.Internal data are generated and made availablewithin an organization. Such data may comefrom a variety of sources such as costaccounting information. Other data may bemore informal, for example word-of-mouth,facts, gossip and from personal observations.Definitions of MISThere are many different sources of informationfor effective decision-making. Informationsources exist from many different potentialsources. A clear division can be made betweeninternal and external data.Internal data are generated and made availablewithin an organization. Such data may comefrom a variety of sources such as costaccounting information. Other data may bemore informal, for example word-of-mouth,

facts, gossip and from personal observations.


22/44

Definitions of MISExternal data are those extracted from theorganization's external environment. Forexample, it could include news of the launch ofa new product by a competitor, changes inexchanges rates or new technologicaldevelopments by other organizations in anindustry. Informal external data would includepersonal contacts within the externalenvironment. Given the broader nature ofexternal data, they are particularly useful formaking decisions about the direction of theorganization in the future such as those forstrategic planning.Definitions of MISExternal data are those extracted from theorganization's external environment. Forexample, it could include news of the launch ofa new product by a competitor, changes inexchanges rates or new technologicaldevelopments by other organizations in anindustry. Informal external data would includepersonal contacts within the external

environment. Given the broader nature ofexternal data, they are particularly useful formaking decisions about the direction of theorganization in the future such as those forstrategic planning.


23/44

Definitions of MISExamples of formal data might include:InternalExternalManagement reports Information servicesManagement audits Trade publicationsMeetings Industry consultantsForecasts ForumsExamples of informal data might include:InternalExternalConversations NetworkingGrapevine Trade showsObservation Personal contactsDefinitions of MISExamples of formal data might include:InternalExternalManagement reports Information servicesManagement audits Trade publicationsMeetings Industry consultantsForecasts ForumsExamples of informal data might include:InternalExternalConversations NetworkingGrapevine Trade showsObservation Personal contacts


24/44

Definitions of MISInternal and external data may also vary according to thenature and type of businessDefinitions of MISInternal and external data may also vary according to thenature and type of business


25/44

USE OF INFORMATIONThe way in which an organization is structured is called itsorganizational structure, and often this will determine howinformation is used. For example, an organization may bestructured in the following ways:By function -departmentalizing by work functionsuch as marketing, operations or personnel might meanthat organizations using this approach have a separateMIS department. One of the advantages of this isthat all of the specialists are grouped together where they willhave specific information needs and requirements.By product - where organizations such as Unilever orProcter & Gamble have diverse product ranges, they maystructure along product lines. Organizations structuringin this way may have a separate MIS unit within each ofthe major divisions.USE OF INFORMATIONThe way in which an organization is structured is called itsorganizational structure, and often this will determine howinformation is used. For example, an organization may bestructured in the following ways:By function -departmentalizing by work functionsuch as marketing, operations or personnel might mean

that organizations using this approach have a separateMIS department. One of the advantages of this isthat all of the specialists are grouped together where they willhave specific information needs and requirements.By product - where organizations such as Unilever orProcter & Gamble have diverse product ranges, they maystructure along product lines. Organizations structuringin this way may have a separate MIS unit within each ofthe major divisions.


26/44

USE OF INFORMATIONBy customer - publishers of books typically structuretheir divisions by customer type. For example, thisbookhas been developed by an educational publisher basedupon the needs of people in the institution you attend.As a result, this influences the company's informationrequirements, both for the division and theorganization as a whole.By geography - where organizations are physicallydispersed, the local operation will require aninformation system which not only integrates it intohead office but also provides it with the flexibility itrequires to be competitive.USE OF INFORMATIONBy customer - publishers of books typically structuretheir divisions by customer type. For example, thisbookhas been developed by an educational publisher basedupon the needs of people in the institution you attend.As a result, this influences the company's informationrequirements, both for the division and theorganization as a whole.

By geography - where organizations are physicallydispersed, the local operation will require aninformation system which not only integrates it intohead office but also provides it with the flexibility itrequires to be competitive.


27/44

USE OF INFORMATIONWithin large organizations, a combination ofstructural approaches is usually found.For example, at corporate level strategicactivities usually have a functional orientationsuch as marketing or group personnel.The next level of structuring may be by productgroup, area or customer group.The way an organization is structured will have asignificant effect upon how an organization'sinformation system evolves.USE OF INFORMATIONWithin large organizations, a combination ofstructural approaches is usually found.For example, at corporate level strategicactivities usually have a functional orientationsuch as marketing or group personnel.The next level of structuring may be by productgroup, area or customer group.The way an organization is structured will have asignificant effect upon how an organization'sinformation system evolves.


28/44

USE OF INFORMATIONTraditional systems were centered upon differentdepartmental functions and processes. As aresult, data were treated as a separatecomponent of functional analysis and processdesign. Traditional systems therefore replicatedexisting processes and applications to produceuncoordinated and incompatible files in eachdepartment or associated with each process.The notion of integration mechanisms andsystems had simply not been addressed.USE OF INFORMATIONTraditional systems were centered upon differentdepartmental functions and processes. As aresult, data were treated as a separatecomponent of functional analysis and processdesign. Traditional systems therefore replicatedexisting processes and applications to produceuncoordinated and incompatible files in eachdepartment or associated with each process.The notion of integration mechanisms andsystems had simply not been addressed.


29/44

USE OF INFORMATIONIntegration of data processing involvesrearranging systems developmentthrough organization-wide planning ofinformation requirements.The focus then shifts from a process ordepartmental application through to adata orientation.This new data-centered approach is oftentermed information engineering as itviews data as the foundation for thedesign of an information system.USE OF INFORMATIONIntegration of data processing involvesrearranging systems developmentthrough organization-wide planning ofinformation requirements.The focus then shifts from a process ordepartmental application through to adata orientation.This new data-centered approach is oftentermed information engineering as itviews data as the foundation for the

design of an information system.


30/44

USE OF INFORMATIONWhere integration takes placeMIS can be accessed andshared by multiple processesand users.The focus pointof the stable data model isintegrated informationavailable across theorganization, with individualapplications seenas peripheral.An example ofan integrated data-centredapproach is shown in thefigureUSE OF INFORMATIONWhere integration takes placeMIS can be accessed andshared by multiple processesand users.The focus pointof the stable data model is

integrated informationavailable across theorganization, with individualapplications seenas peripheral.An example ofan integrated data-centredapproach is shown in thefigure


31/44

USE OF INFORMATIONThe formal organization has a pattern ofrelationships defined by official rules, policiesand systems. It is usually the one depicted onorganization charts with diagrams showingofficial relationships, departments and levels ofmanagement.Within the formal organization there is: a unity of objectives and effort well-defined relationships, duties andresponsibilities stability and predictability clear hierarchy of control and command.USE OF INFORMATIONThe formal organization has a pattern ofrelationships defined by official rules, policiesand systems. It is usually the one depicted onorganization charts with diagrams showingofficial relationships, departments and levels ofmanagement.Within the formal organization there is: a unity of objectives and effort well-defined relationships, duties and

responsibilities stability and predictability clear hierarchy of control and command.


32/44

USE OF INFORMATIONInformal organization focuses more upon people.Information arises from social relationshipsbetween teams of individuals who develop informalways of getting things done.Informal organization exists within every organizationto some extent.Social groups develop their own beliefs and ways ofgetting things done which are sometimes not thesame as that of the formal organization.For example, informal organization may: use unofficial methods which are more efficient provide more satisfaction for employees coordinate activities more efficiently be more flexible and improve communication.USE OF INFORMATIONInformal organization focuses more upon people.Information arises from social relationshipsbetween teams of individuals who develop informalways of getting things done.Informal organization exists within every organizationto some extent.Social groups develop their own beliefs and ways of

getting things done which are sometimes not thesame as that of the formal organization.For example, informal organization may: use unofficial methods which are more efficient provide more satisfaction for employees coordinate activities more efficiently be more flexible and improve communication.


33/44

USE OF INFORMATIONAccording to Lucey (1995),'Organizations choose structures which are thoughtto be most efficient for their particularcircumstances and operating conditions'.This means that in order to be flexible they tend tocombine the best features of functional, productand geographical organizational structures.Such organizations are often viewed as organicbecause they adapt to changing conditions anddevelop features such as network controlstructures, motivating management styles, flexibleworking practices and flatter organizationalstructures, all of which help to empower employeesthrough the use of information and technologies.USE OF INFORMATIONAccording to Lucey (1995),'Organizations choose structures which are thoughtto be most efficient for their particularcircumstances and operating conditions'.This means that in order to be flexible they tend tocombine the best features of functional, productand geographical organizational structures.

Such organizations are often viewed as organicbecause they adapt to changing conditions anddevelop features such as network controlstructures, motivating management styles, flexibleworking practices and flatter organizationalstructures, all of which help to empower employeesthrough the use of information and technologies.


34/44

USE OF INFORMATIONOne particular concept that has developed fromhigh technology industries is that of the matrixstructure. Within a matrix structure, project teamsare combined with a conventional functionalstructure.The matrix is thus a combination of structureswhich enables employees to contribute to anumber of activities or teams.In information terms it enables team members touse information to focus upon a number of aimsat the same time, while also providing theflexibility to respond to new markets andopportunities as and when they arise.USE OF INFORMATIONOne particular concept that has developed fromhigh technology industries is that of the matrixstructure. Within a matrix structure, project teamsare combined with a conventional functionalstructure.The matrix is thus a combination of structureswhich enables employees to contribute to anumber of activities or teams.

In information terms it enables team members touse information to focus upon a number of aimsat the same time, while also providing theflexibility to respond to new markets andopportunities as and when they arise.


35/44

USE OF INFORMATIONThe terms centralized and decentralized areimportant management concepts that areinextricably linked to the use anddistribution of information.They are often used to describe thedistribution of authority and decision-making within an organization.USE OF INFORMATIONThe terms centralized and decentralized areimportant management concepts that areinextricably linked to the use anddistribution of information.They are often used to describe thedistribution of authority and decision-making within an organization.


36/44

USE OF INFORMATIONCentralized organizations are organizations witha clear-cut hierarchical structure in whichdecisions are made at the top of the hierarchy.Within such organizations there are likely to bedifferent information requirements at the top ofthe hierarchy which are distinct from thosefurther down.By contrast, within decentralized organizationsdecision-making is distributed as far down themanagement hierarchy as possible. Thisprovides lower-level managers withconsiderable practice in making decisions andprepares them for moving up the hierarchy.USE OF INFORMATIONCentralized organizations are organizations witha clear-cut hierarchical structure in whichdecisions are made at the top of the hierarchy.Within such organizations there are likely to bedifferent information requirements at the top ofthe hierarchy which are distinct from thosefurther down.By contrast, within decentralized organizations

decision-making is distributed as far down themanagement hierarchy as possible. Thisprovides lower-level managers withconsiderable practice in making decisions andprepares them for moving up the hierarchy.


37/44

USE OF INFORMATIONIssues of confidentialityThough it is often said that no system can be 100% secure,confidentiality, security and privacy are key issues whendealing with information.One of the main elements in developing an informationsystem is to ensure that databases and systems aresecure.There are a number of reasons that these issues are offundamental importance. For example, accidental,negligent or intentional disclosure of information tounauthorized people may enable them to use thatinformation in a way that is neither intended nor legal.Similarly, information may be destroyed, modified orused incorrectly if it gets into the wrong hands.USE OF INFORMATIONIssues of confidentialityThough it is often said that no system can be 100% secure,confidentiality, security and privacy are key issues whendealing with information.One of the main elements in developing an informationsystem is to ensure that databases and systems aresecure.

There are a number of reasons that these issues are offundamental importance. For example, accidental,negligent or intentional disclosure of information tounauthorized people may enable them to use thatinformation in a way that is neither intended nor legal.Similarly, information may be destroyed, modified orused incorrectly if it gets into the wrong hands.


38/44

USE OF INFORMATIONConfidentiality refers to the limits on the use ofinformation collected from individuals. This meansthat personal information should only be distributedto those who have a need to know and use thatinformation, and should not be disseminatedoutside the organization.In order for information to be confidential it must besecure. Security is a technical condition forachieving privacy and confidentiality. It refers to thepolicies, procedures and technical measures usedto prevent unauthorized theft, access or alterationto record systems. It can be promoted with a rangeof tools designed to protect access to software,hardware and communications networks.USE OF INFORMATIONConfidentiality refers to the limits on the use ofinformation collected from individuals. This meansthat personal information should only be distributedto those who have a need to know and use thatinformation, and should not be disseminatedoutside the organization.In order for information to be confidential it must be

secure. Security is a technical condition forachieving privacy and confidentiality. It refers to thepolicies, procedures and technical measures usedto prevent unauthorized theft, access or alterationto record systems. It can be promoted with a rangeof tools designed to protect access to software,hardware and communications networks.


39/44

USE OF INFORMATIONPrivacy is a broader term often used toencompass security and confidentiality.Three elements to privacy are: limits on the collection of information specific rights of individuals to access,review and challenge information kept aboutthem management responsibility for recordsystems.USE OF INFORMATIONPrivacy is a broader term often used toencompass security and confidentiality.Three elements to privacy are: limits on the collection of information specific rights of individuals to access,review and challenge information kept aboutthem management responsibility for recordsystems.


40/44

USE OF INFORMATIONData Protection ActThe Data Protection Act 1984 was passed toregulate the use of information forprocessing systems which relate to'individuals and the provision of services inrespect of such information'.The Act covers only the holding of computerrecords and not manual records.The Act requires those using personal data toregister with the Data Protection Register.Registered data users must then follow theeight principles of the Act.USE OF INFORMATIONData Protection ActThe Data Protection Act 1984 was passed toregulate the use of information forprocessing systems which relate to'individuals and the provision of services inrespect of such information'.The Act covers only the holding of computerrecords and not manual records.The Act requires those using personal data to

register with the Data Protection Register.Registered data users must then follow theeight principles of the Act.


41/44

USE OF INFORMATION1. Data must be obtained and processed fairly andlawfully.2. Data must be held only for specific lawful purposeswhich are described in the entry into the register.3. Data should not be used in any other way than thoserelated to such purposes.4. Data should be adequate, relevant and not excessiveforthose purposes.5. Personal data should be accurate and kept up to date.6. Data should be held no longer than is required.7. Individuals should be entitled to access their dataand,if necessary, have it corrected or erased.8. Data must be protected with appropriate securityagainst unauthorized access or alteration.USE OF INFORMATION1. Data must be obtained and processed fairly andlawfully.2. Data must be held only for specific lawful purposeswhich are described in the entry into the register.3. Data should not be used in any other way than thoserelated to such purposes.4. Data should be adequate, relevant and not excessive

forthose purposes.5. Personal data should be accurate and kept up to date.6. Data should be held no longer than is required.7. Individuals should be entitled to access their dataand,if necessary, have it corrected or erased.8. Data must be protected with appropriate securityagainst unauthorized access or alteration.


42/44

USE OF INFORMATIONThere are a number of exemptions to the Act,including information kept by governmentdepartments for reasons of national security,information the law requires to be madepublic, mailing lists (as long as the subjectsare asked if they object to data being held forthis purpose), payrolls and pensionsinformation, clubs and personal data held byindividuals in connection with recreational orfamily purposes.To ensure that data is held only for legitimatepurposes, many organizations appoint a dataprotection officer.USE OF INFORMATIONThere are a number of exemptions to the Act,including information kept by governmentdepartments for reasons of national security,information the law requires to be madepublic, mailing lists (as long as the subjectsare asked if they object to data being held forthis purpose), payrolls and pensionsinformation, clubs and personal data held by

individuals in connection with recreational orfamily purposes.To ensure that data is held only for legitimatepurposes, many organizations appoint a dataprotection officer.


43/44

ThTankYouhank YouMuhammadAbuzarMuhammad AbuzarMBAMBA ((Management Information System)[email protected] YouMuhammadAbuzarMuhammad AbuzarMBAMBA ((Management Information System)[email protected]


44/44

28339032 MIS Presentation Ppt by Abuzar (1)

Documents

Transcript of 28339032 MIS Presentation Ppt by Abuzar (1)