Answer then the following:
1. Identify and describe information systems (IS) used in each level.
Information Systems or Information Services. For many companies, IS is the name of the department responsible for computers, networking and data management. Other companies refer to the department as IT (Information Technology) and MIS (Management Information Services).
Information systems support different types of decisions at different levels of the organizational hierarchy. Major types of Information systems include structural databases and information management software that can include the following;
- Transaction Process Systems (TPS)
- Enterprise Collaboration Systems (ECS)
- Management Information Systems (MIS)
- Decision Support Systems (DSS)
- Executive Support Systems (ESS)
2. How do these IS help the employees and managers achieve their objectives.
Effective planning using the approach of MBO depends upon every manager having very clearly defined objectives for his function in the company. These objectives must also be part of the contribution to other objectives of the company. If objectives are set which do not require any assistance from managers, there is much less chance of them being affected. Peter Drucker goes a stage further by suggesting that managers at every level should participate in devising objectives for the next higher level of management. The important thing is to ensure that the individual’s objectives are related to the common goal.
Douglas McGregor stresses the value of MBO, especially the aspect of performance appraisal. McGregor’s approach suggests that we look at two sets of assumptions about individuals and their reaction to work. Theory X assumes that people work to survive and need therefore a strict, authoritarian approach to dealing with subordinates. Theory Y assumes people do not dislike work, and derive satisfaction from it. The manager’s task under the assumptions of theory Y is to help subordinates to achieve their fullest capabilities and not to control them. It is these assumptions which are the basis of the MBO system.
The stages in management by objectives are:
•the desired results (objectives) set by management are clarified and defined;
•performance standards are set, which must of course not conflict with the main objectives of the business;
•the organization structure must be provided, within which the manager has the maximum freedom and flexibility to perform;
•control information must be supplied at suitable times so the manager can take corrective action quickly;
•appraisal of performance identifies areas where a manager needs help and provision with guidance;
•employees are motivated by relating results achieved to rewards and promotion opportunities.
Others points to note are that each functional objective and target is tied to the overall objectives. It may mean reorganization is needed as quite often many organization schemes are either very elementary and leave out vital functions, or so complicated that they are very difficult to understand.
Another important point is that new techniques are no better than the people who use them and proper attention must therefore be given to the training and development of management at all levels. Also, advanced methods of performance appraisal are needed to identify areas where managers need help and guidance.
Participation in the setting of objectives can vary widely. Subordinates may only be involved by being present when being told what management has decided. Or, they may set the objectives and decide the methods by which they are to be achieved. In practice, methods adopted lie between these two extremes and the greater the participation of both managers and subordinates in the setting of objectives, the more likely they are to be achieved.
To implement an effective MBO program, it needs complete support throughout the organization as well as time and effort. It can be a highly motivating exercise as it enables both managers and subordinates to see their role more clearly.
Research has shown that participation of employees will lead to greater employee acceptance of performance goals and management decisions and improvements in communication and understanding, among both managers and their subordinates.
http://www.en.articlesgratuits.com/management-by-objectives-mbo-id1443.php
3. Cite a local or national company that makes use of these IS and identify the benefits and drawbacks/lapses of these IS.
Kreg Information Systems is a proven leader in healthcare decision support systems. These systems provide today's healthcare professionals with solutions to a variety of strategic and operational problems brought about by the nature of healthcare today. Kreg's enterprise-wide systems produce accurate, timely, and cost effective results, year in and year out, for hundreds of healthcare organizations across the country.
Kreg Information Systems deploys an innovative technology that produces the fastest return on investment in the industry. Kreg backs its systems with a world-class team of experienced professionals who deliver today the solutions for tomorrow's problems. Clients choose from either running a turnkey system, or outsource the service by having Kreg run the systems and produce monthly information packages for them, with little or no effort required by the client. That way, the client can focus on making decisions from the data, not on making decisions about how to process the data.
Kreg's Enterprise-Wide Decision Support Systems address a variety of critical financial and strategic planning functions. The systems include: Contract Management, Cost Accounting, Product-Line Management, and Budgeting/Reporting. EnterpriseVision, Kreg's executive information system, distributes both Kreg and legacy system information throughout the enterprise using internet technology. EnterpriseVision was a VHA National Operational Performance and Service Award finalist.
Over 250 healthcare organizations use our products and services. Kreg serves hospitals, rehabilitation facilities, physician offices, skilled nursing facilities, home health agencies, and other healthcare organizations. Kreg guarantees rapid deployment of its solutions, and can have the entire enterprise up and running in months-not years like other vendors.
Our clients are as large as 1000 beds, and as small as 25 beds. They range from sole community providers, physicians and nursing home organizations, to urban multi-organizational enterprises spread across several states.
Many of our clients came to Kreg because they were frustrated by the lack of organization and professionalism brought on by depending solely on spreadsheets for data analysis. Other clients have used a variety of vendors' systems including: McKesson, Meditech, Siemens, CPSI, MedAssests, Premier, Quadramed, Imacs, Preferred Medical and others. These clients now use Kreg software not only because of its cost effective price, but because of its power, performance, and easy interface capabilities.
http://www.kreg.com/about.aspx
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