Transcript Chapter 7

Sistem Informasi Manajemen 1
Bab 4
The Systems Approach
Ati Harmoni
Fakultas Ilmu Komputer dan Teknologi Informasi
Universitas Gunadarma
2006
Problem -- good and bad.
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Problem solving -- respond to problems to:
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Suppress harmful effects
Capitalize on opportunity for benefit
Decision -- selection of a course of action
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The act of selecting a strategy or action
Elements of Problem Solving
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Desired state
Current state
Constraints
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}
Difference =
Solution Criterion
Internal -- limited resources
External -- pressures to restrict resource flows
Problem
Elements of the
Problem-Solving
Process
Elements of the conceptual system
Standards
Alternate
solutions
Desired state
Current state
Problem
solver
(manager)
Information
Solution
Constraints
Problems versus Symptoms
Know the difference
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symptoms are produced by the problem
the problem causes the symptoms
when the problem is corrected the symptoms
will cease , but not vice versa
Problem Structure
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Structured -- elements and relationships
understood
Unstructured
Semistructured
DSS concept of managers and the computer
working jointly towards a solution
Problem Structure
Computer
Solve
Structured
DSS
Semi-structured
Manager
Solve
Unstructured
The Systems Approach
John Dewey, 1910
Columbia philosophy professor
1. Recognize the controversy
2. Weigh alternative claims
3. Form a judgment
Problem
Solution
A Series of Steps
Decisions are made at each step of the
definition and solution phases
Phases and Steps of the Systems Approach
Phase I: Preparation Effort
Step 1.
Step 2.
Step 3.
View the firm as a system
Recognize the environmental system
Identify the firm’s subsystems
Phase II: Definition Effort
Step 4.
Step 5.
Proceed from a system to a subsystem level
Analyze system parts in a certain sequence
Phase III: Solution Effort
Step 6.
Step 7.
Step 8.
Step 9.
Step 10.
Identify the alternative solutions
Evaluate the alternative solutions
Select the best solution
Implement the solution
Follow up to ensure that the solution is effective
Tying Together:
(1) The systems approach
(2) The problem
(3) The decisions
(4) The CBIS
Preparation Effort
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Step 1
View the firm as a system
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Step 2
Recognize environmental system
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Step 3
Identify the firm’s subsystems
The Systems Approach Requires Decision Making
PHASE
Definition
Effort
Solution
Effort
STEP
DECISION
Where is the problem?
Do new data need to be gathered, or do data
to a subsystem level.
already exist?
5. Analyze system parts in a How will data be gathered?
certain sequence.
What is causing the problem?
How many alternatives should be identified?
6. Identify alternative
Are these alternatives feasible?
solutions.
Which criteria should be used?
How does each alternative measure up to
7. Evaluate the alternative
each criterion?
solutions.
Do all criterion have equal weight?
8. Select the best solution. Is there enough information to make a
selection?
Which alternative measures up best to the
criteria?
When should this solution be implemented?
9. Implement the solution.
How should the solution be implemented?
Who should perform the evaluation?
10. Follow up to ensure that How well is the solution meeting the
the solution is effective.
objectives?
4. Proceed from a system
Subsystems of the CBIS Help the Manager Solve a Problem
The Systems Approach
Decision
CBIS
subsystem
Decision
CBIS
subsystem
Decision
CBIS
subsystem
Decision
CBIS
subsystem
Decision
CBIS
subsystem
Evaluate
alternative
solutions
Decision
CBIS
subsystem
Select
the best
solution
Decision
CBIS
subsystem
Decision
CBIS
subsystem
Decision
CBIS
subsystem
Decision
CBIS
subsystem
Proceed
from
system to
subsystem
Analyze parts in
sequence
Identify
alternative
solutions
Problem
Implement
the
solution
Follow up
Preparation Effort
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Steps taken in any order or at the same time.
Start now
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Functional decomposition (structured
analysis)
Management levels can also be subsystems
Note that both information and decision
flow can "skip" levels
Each Functional Area is a Subsystem
President
Marketing Subsystem
Manufacturing Subsystem
Human Resources
Subsystem
Finance Subsystem
Information Services
Subsystem
Each Management Level is a Subsystem
Standards
Inputs
Transformation
Process
Outputs
Standards
Inputs
Transformation
Process
Management
Control
Level
Outputs
Operational
Control
Level
Standards
Inputs
Transformation
Process
Information Flow
Strategic
Planning
Level
Outputs
Decision Flow
Other Opportunities for
Subsystems:
1.Resource flows
2.Products (General Motors)
3.Customers
4.Geographic area
Definition Effort
Trigger
Identify
the Problem
Understand the problem
1. Proceed from system to subsystem level
2. Analyze system parts in a certain sequence
Something Triggers the Definition Effort
The trigger can be:
1.An action
2.The passage of time
3. From within the firm or the environment
Proceed from System to
Subsystem Level
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Each level is a system
Are subsystems integrated into a smoothly
functioning unit?
Does the subsystem need to be broken down
further?
Analyze System Parts in a
Certain Sequence
1.Evaluate standards. They must be:
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valid
realistic
understandable
measurable
Analyze System Parts
(continued)
2. Compare system outputs with standards
3. Evaluate management
4. Evaluate the information processor
5. Evaluate the inputs and input resources
6. Evaluate the transformation processes
7. Evaluate the output resources
Each Part of the System Is Analyzed in Sequence
1.
Standards
3.
5.
Inputs.. +
.
input
resources
4.
Management
Information
processor
6.
7.
Transformation
processes
Output
resources
2.
Outputs
Example:
Symptom: Firm not meeting its sales
objective
following the sequence of system parts
1. Marketing management has experienced a high
turnover
2. Marketing standards have been unrealistic
3. Marketing research has been providing inadequate
information
4. Marketing research needs an improved
information processor
Analyze the firm as a system
Standards
Outputs
Management
Information
processor
Inputs and
input resources
Transformation
processes
Output
resources
Analyze a subsystem within the firm (marketing division)
Standards
Outputs
Management Information
processor
Inputs and
input resources
Transformation
processes
Output
resources
Analyze a subsystem within the marketing division
(marketing departments
Standards
Outputs
Management
Informatio
n
processor
Inputs and
input resources
Transformation
processes
Output
resources
The Systems Approach Provides the Path to Problem Definition
Solution Effort
Identify alternatives
Find different ways to solve the same problem
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Brainstorming
Joint Application Design (JAD) session
Example
Problem: Inadequate computer
Alternatives:
1. Upgrade existing system
2. Get larger computer
3. Go to LAN
Evaluation of Alternatives
Alternative 1:
Upgrade
Existing System
Advantages
Alternative 2:
Install
Larger System
Alternative 3:
Install
Microcomputer
Network
1. Small increase in
1. Very responsive
1. Slight decrease
cost of operation
to information
in cost of operation
2. No user training
requests
2. Slightly adaptable to
required
2. Good data security
changing user needs
3. Provides maximum 3. Easily adaptable to
data security
changing user needs
Disadvantages 1. Moderately respon- 1. Large increase in cost 1. Some user training
sive to information
of operation
required
requests
2. Much user training
2. Moderately respon2. Not easily adaptable
required
sive to information
to changing user
requests
needs
3. Presents data security
problems
Evaluate Alternative Solutions
Evaluation Criteria
1. Cost
2.User training
3.Responsiveness
4.Data security
5.Adaptability to changing user needs
Select the Best Solution
Three ways that managers can select the best
alternative:
1. Analysis
2. Judgment
3. Bargaining
Final Steps of the Solution Effort
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Implement the solution
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Follow-up to ensure that the solution is
effective
An Integrative Model of the Systems Approach
Definition Effort
4. Proceed from a system to a subsystem
level
5. Analyze system parts in a certain
sequence
Solution Effort
6. Identify alternative solutions
7. Evaluate the alternative solutions
8. Select the best solution
9. Implement the solution
10. Follow-up to ensure that the solution is effective
The Problem Phases Followed by the CIOs
Problem
Identification
(I)
Design of
New Alternatives
(D)
Step 1
Search for
Ready-Made
Alternatives (S)
Evaluation/Choice
(E)
Authorization
(A)
Step 2
Step 3
Step 4
Problem-Solving Frequently Reverted to Previous Phases
Problem
Identification
(I)
Step 1
13
5
Design of
New Alternatives
(D)
Search for
Ready-Made
Alternatives (S)
Step 2
12
2
Evaluation/Choice
(E)
10
Step 3
3
Authorization
(A)
Step 4