Masters
of the Information Domain
By:
Scott Randall Carberry
Today’s business managers will have to rely more upon
their information technology skills than that of their predecessors of even
five years ago. Management of today’s
modern information systems is the most crucial element to the procurement of a
successful business. Management
information systems (MISs) are essential in providing their human counterparts
with the information needed to sustain day to day business operations. The information generated from these systems,
produce reports vital to functional areas within a given work environment. Many of the functional areas and departments
within an organization these systems help support include: Accounting, Finance,
Human Resources, Production and Operations, and Marketing to name a few (Rainer,
2007, p. 248). Just at a glance of the
areas within a business these information systems help support, it easy for one
to see how important the information provided by these systems really are. Many of the materials I researched for this
assignment were adamant in pointing out how critical these systems truly are in
not only maintaing day to day operations of a organization, but also in
determining if they are on track to meeting their operational goals and
objectives.
Management
information systems differ from many other systems in that they not only
provide a blueprint for how a given functional area will operate, but they also
are designed to produce information in the form of feedback. This feedback is generally presented in the
form of a report. These reports are
essential in helping those in charge of daily operations relay such feedback to
administrators of an organization, who can then decide which direction a
company should be heading to reach their objective and financial goals. There are several different types of reports MISs
can generate. Routine reports are
reports that are produced at scheduled intervals, and usually are used to track
time sensitive information, providing monitoring managers frequently needed
information such as; employee hours and absentee rates, or even production line
quality control of a product or the quantities by which it is being purchased
or shipped. Other types of reports
include; Drill-down reports which are a more detailed version of specific
routine report information, and Key-indicator reports which are used to summarize
the performance of critical activities.
Comparative reports can also be a very valuable form of information an
MIS can produce, in that they compare functional activities of and between
different areas of an organizations operations (Rainer, 2007, p. 245). Many companies leading the field in modern
management information systems have even begun designing specific programs
around their information systems abilities.
According to the Journal of Management Information Systems, one such
model being proposed is the “Process
Performance Model that links
system characteristics that impact business process outputs and performance
quality” (Journal of Management Information systems). Companies integrating these types of models
are hoping to create a system that will be able to monitor its own
applications, and respond to areas in need by recalibrating priority tasks
until the information deficit in that fundamental area is balanced. Although technology seems to be eclipsing
itself on a daily basis, self diagnosing models such as these are still years
in the making. Until that time,
management information systems will continue to need guidance from a source
outside their system. The individuals that
oversee these systems are known as Information Systems Managers, or Information
Technology Managers.
Computer
and Information Systems Managers plan, coordinate, and direct the flow of
computer-related activities for many of today’s corporate industries and
businesses. Managers of information systems are essential in helping determine
both informational and operational paths by which this information will travel
for the successful accomplishment and realization of their organizational goals. They are to a degree the architects by which
a business builds its technological infrastructure. The management information systems themselves
act as the providers of information in the ongoing daily operations of an
organization, but are nothing without the systems mangers that direct and
determine the means by which this information will be utilized. Information and data are the lifeblood of any
business, and the transference of this data and information is paramount to its
evolution. As my research has revealed,
management of these systems can be a difficult task to undertake. Successful candidates looking to enter the
field of Informational Management will carry previous skills in informational technology,
as well as having an extensive background in informational software and
applications, and most importantly carry a the ability to multitask between
being an information analyst, and a business manager, who will then be able to
project where this information should lead their industry next. Many of today’s higher education institutions
have even begun to offer degrees in the field of Informational Management Systems,
displaying a need for such ability in today’s modern job market in harnessing
and projecting the flow of such data.
Many
prestigious schools such as Harvard have created “Schools of Extension” that
offer a Masters Degree in Information Systems Management (Harvard Extension
School, 2007). According to the U.S.
Department of Labor, careers in these fields are expected to grow faster than
the average of all other occupations through the year 2014 (U.S. Department of
Labor). I have no doubt this figure
fairly accurate considering the rate at which information systems and
information technology within today’s job market seem be growing at such a high
exponential rate. As a curiosity, I
researched the average annual income of an Information Systems Management
position, and according to Robert Half International, (which is a highly
renowned technology consulting and service firm, that is internationally known
throughout today’s technological business world), the average starting salary
in 2005 for an Information Technology Manager ranged between $80,250 to
$112,250 (Robert Half International, Careers).
Although these salaries might seem quite impressive, I can attest that
the majority of information I researched regarding such positions, were all
very quick to point out how very demanding the job description and duties
therein can be. Considerable emphasis
was placed on the pressures around being able to meet technical goals within
short time frames, and on limited budgets, as well as keeping abreast of the
most current information technologies (U.S. Department of Labor, Job
Descriptions).
As
information technology systems grow, so will the demand for those who are able
to manage and guide these information systems into efficient operational model
by which organizations may realize their primary objective goals. Management information systems seem to be the
link by which all other information systems within any organization are based,
and are essential in supporting the functional areas within these organizations
by providing next level information in the form of feedback. These systems are responsible for executing
everything from calculating and analyzing numbers regarding finance and
accounting, to monitoring the flow of a corporation’s employee information. As we’ve seen, they can also produce many
different forms of feedback through reports specific to a mangers needs. They are also responsible for providing a
gauge just to how far these organizations will be able to further their
enterprise, all based on information they provide.
It seems today the pace by which
technology information systems are growing, the need for those who are able to
structure and guide its processes are in demand. The information itself, serves a fundamental purpose
by providing crucial feedback to those monitoring an organizations critical
functioning areas, but by itself is unable to project how it will be able to
serve that organization in the future. Throughout
my own personal experiences in life, I have found one of the best ways any
individual is able to gauge their progress toward any projected goal they wish
to achieve, is through feedback regarding their progress toward that given
goal. Management Information systems do
just that, in providing the feedback needed for organizational managers to
determine the next steps they will need to take in order to progress their
current business practices closer to their missionary goals. There can be little doubt in my opinion, that
management information systems truly are the most crucial element to the
procurement of a successful business model in today’s global information
society.
Bibliography
Harvard Extension
School. (2007). Information Technology Masters Degree in Information
Technology.
Retrieved November 19, 2007, from
www.extension.harvard.edu/2007-2008/programs/it/masters/
Journal of Management
Information Systems. (2006). Systems Design,
Process Performance,
and Economic Outcomes in
International Banking vol. 23, 2. Retrieved November 24,
2007,
from jmis.bentley.edu/
Rainer, R., Turban, E.,
& Potter, R. (2007). Introduction to
Information Systems: Supporting and
Transforming Business.
Hoboken: John Wiley & Sons Inc.
Robert Half
International. (2007). Careers at Robert
Half International. Retrieved November 23,
2007,
from www.rhi.com/
U.S. Department of
Labor: Bureau of Labor Statistics. (2006). Online
Occupational Outlook
Handbook; Computer and Information
Systems Managers. Retrieved November 19,
2007,
from www.bls.gov/oco/ocos258.htm