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com MANAGEMENT INFORMATION SYSTEMS PART - A Visit for IMT solved Assignments Q1. What types of information systems are used by organizations Q2. What role does information play in decision-making Q3. Explain the need for information management. Q4. Discuss how information systems relate to business strategies. Q5. Explain the various information models. PART - B Q1. Explain the different decision-making models. Q2. What are digital firms What role do information systems play in such firms Q3. What is meant by supply chain management Why is it necessary for an organiza tion Q4. How do information systems aid logistics Q5. What are group decision support systems What are their characteristics and w hat role do they play in enhancing group decision-making PART - C Q1. Define software quality. What role does the management of a business organiz ation play in software quality assurance Q2. 'The future of a business cannot be safe if its information is not safe.' Ex plain how a business organization can ensure system safety in light of this stat ement. Q3. The Internet has transformed the shape and form of business enterprises. Do you agree Give reasons for your answer. Q4. Explain requirement analysis. Q5. Why is information system evaluation significant What are the attributes on the basis of which an information system is evaluated CASE - 1 FLEXTRONICS GLOBAL INFORMATION SYSTEM You may not have heard of Flextronics, but you probably use something they have made every day. Singapore-based Flextronics is a contract manufacturer that make s the innards of technology products, such as cell phones, PCs and Internet hard ware for household names, such as Cisco, Dell computers and Ericsson mobile phon es. In the fast paced hyper-competitive technology industry, profit margins for

electronic manufacturing services, such as Flextronics are razor thin, amounting to no more than 3-5 per cent. Yet, during the past seven years, Flextronics has been able to skyrocket from a tiny company into a multi-billion dollar global o rganization. How did Flextronics do it The answer lies in a skilful, supply chain management information system (MIS). Flextronics continually collects and analyses its supply chain information to st andardize and coordinate the work of its factories around the globe. The company has built a low-cost manufacturing network in China, Singapore and Mexico and o ther locations around the world. It has built facilities, such as campuses with water, sewer, computer lines and buildings for suppliers, close to its factories . The campuses are standardized so that they look and perform the same way, rega rdless of their location. Flextronics thus offers inexpensive manufacturing faci lities that are not too far away from its European and US clients. Flextronics uses the same ERP software in the same configuration in all its fact ories so that it can standardize and coordinate their work more precisely. The s ame business processes for doing manufacturing work are thus replicated worldwid e. Employees who access the Flextronics global Information system can see data p ulled together from practically every Flextronics factory on four continents. A part buyer in Mexico can see what prices a Singapore part buyer is obtaining for a specific component and use that information to get a price break from supplie rs. When someone uses the system to place an order, the system displays a pop-up window that might show where he or she could get a better price on the same ite m and whether the component could be obtained from a Flextronics factory that is overstocked on that item. Flextronics 2000 design engineers can work jointly on design specifications from different locations using OneSpace Web-based collabo ration software. Armed with such powerful software and well-designed business processes, Flextron ics is now assuming the responsibility for an even larger portion of its client' s supply chain. About 85 to 90 per cent of its revenues come from its traditiona l outsourced manufacturing work where in the company makes a part of a product f or a client and then ships it to the client for assembly into the finished produ ct. What Flextronics' new strategy will do is to enable customers, such as Cisco systems, to entrust the manufacturing process for the entire products to Flextr onics. Cisco will focus on product design and marketing and Flextronics will do the rest. Flextronics can also use its end-to-end manufacturing capabilities for other clients as well. The Swedish cell phone company recently contracted to ha ndover its entire manufacturing process to Flextronics. Flextronics would like to takeover design work for customers as well. If the wor k is a Web-based product design system that extracts individual components of in formation from a repository of product data and delivers it to designers so that they can see each potential component's quality, availability and suppliers' hi story, Flextronics then will be able to use the information for the bulk purchas es of materials so that they can charge less for manufacturing, and hopefully, w in more clients. Questions 1. Identify the various information systems implemented by Flextronics. 2. How has Flextronics been able to skyrocket from a tiny company into a multi-b illion dollar global operation in the last seven years 3. How does Flextronics benefit from its supply chain information system to stan dardize and coordinate the work of its factories around the globe CASE - 2

CASE STUDY AT MANIPAL HOSPITAL, BANGALORE Manipal Hospital is situated in Bangalore, known as the Garden city of India, wi th a population of around six million. The hospital, located on Airport Road, th e centre of the eastern part of the city, opened its doors in 1990 for the in an d around Bangalore citizens to usher in a new era of sophisticated and specializ ed medical care in the southern part of the country. The hospital is housed in a magnificent twin towered, centrally air-conditioned, and fourteen-storied build ing with a bed strength of 450 at each of the towers, totalling 900. The hospita l has been set up mainly to benefit the local population. This hospital is an addition to the Manipal family of health care institutions, which includes four medical and two dental, nursing and pharmacy colleges and te n hospitals with a total of around 5,000 beds. All of this represents four decad es of the Manipal family's total experience and expertise in medical education a nd health services, and it is this track record that ensures the quality of Mani pal hospital, Bangalore, known to each and every citizen of Bangalore. This hosp ital has provided sophisticated medical and surgical facilities. It has gained r eputation in Bangalore as a centre for medical excellence and it is all due to t he pre-eminence of the specialists on its medical staff panel, its highly skille d nurses and support staff and sophisticated medical equipment. A premier, multispecialty unique hospital with multiunits situated at Bangalore, Mangalore, Manipal, Nepal, Sikkim and Goa, it is committed to providing persona lized care of the highest order with the widest scope of advanced medical facili ties. The hospital offers its medical services on a break-even financial basis, thus bringing high quality healthcare on commercial terms. The individual health insurance plans, company group insurance plans and some subsidized inpatient be ds in line with government directives are some of the highlights that bring soph isticated treatment to the middle class family. Besides these, they have standar d screen programme at very nominal rates for middle class families and executive screen programmes for the privileged class at a higher rate, covering complete blood count, urine-analysis, stool examination, blood grouping, blood sugar, ure a, cholesterol, electrolytes, lipid profile, X-ray chest, ECG, creatinine, trigl ycerides and finally, consultation with physicians, gynaecologists etc. They wor k towards a preventive approach, pinpointing all possible risk areas and offerin g solutions to each and every problem area with the cream of the medical fratern ity and state-of-the-art equipment, and thus each of the Manipal hospitals is a cost centre. The central office is at Manipal, from where the medical director and other dire ctors provide corporate guidance to their other hospitals. They decide important matters connected with all their units. At Bangalore, the CEO heads the three h ospitals (two situated in the Airport Road, one at each of the towers and the th ird hospital, known as north side hospital, situated at Malleswaram, the norther n part of Bangalore, with 62 beds). One hospital at one of the towers deals with heart operations and is headed by the divisional head, designated as Director, operations. Similarly, in the second tower for three different operations, like NephrologyUrology, Neurology, Diagnostics, there are three divisional heads who control the operations in their respective areas. The fifth divisional head of B angalore is at the north side hospital. Each of the divisional heads has differe nt departments under him and each accounts as a separate cost centre. The variou s departments are personnel, engineering, maintenance, purchase, accounts, matro n, finance office, pharmacy, laundry, security, kitchen, housekeeper, etc., and their clients are all at the same level. Each of the officers again has assistan ts, senior assistants, junior assistants, etc., to look after various sub-functi ons. Since the inception of Manipal Hospital in 1991, the hospital has computeri zed the various recurring activities, such as inpatient and outpatient admission s, transfers, discharges, registration, certain corporate activities, payrolls,

billing, etc., from the computers and software packages purchased at that time. They have also developed software of their own at the head office by their softw are engineers to suit their operations. Though the computerization activities ar e in full swing at various departments, interconnectivity is lacking and the sys tem is too old to cope with the increased work load. At present, they do not hav e any connection between computers of different departments and also of differen t hospitals. As such, the hospital was very serious in modernizing the old compu ter system at each of the departments and to expand its activities to other depa rtments and to have connectivity to various hospitals, including their hospitals at Nepal and Sikkim, which are far off. The hospital, considering its future expansions as well as anticipated increased workload, negotiated with some of the reputed consultants in the software field , about six months back and is likely to entrust this task to one of the leading software companies at Bangalore (shortlisted) for the full computerization of t he hospital. They are likely to spend a huge amount for computerization activiti es and the pilot project was likely to commence in April 1999. Manipal Hospital, at present, is having MIS activities, at one nodal centre at each of the hospit als. MIS do not have a separate department, but all MIS activities come under th e finance controller. The pilot project commencing in April '99 included computerization of the follow ing (i) Front office (Administration, registration, discharge, transfer, etc.) (ii) Billing a. Inpatient b. Out patient (iii) Accounts a. Billing b. Purchase c. Stores d. Payroll (iv) Corporate activities (v) CDR (vi) Medical records, ward management, OT scheduling, doctors' appointments sche duling, engineering and maintenance, laundry, kitchen, housekeeping, all wards, etc. (vii) Laboratory (Interfacing) (viii) Computerized library .........., etc. (ix) Radiology Many of the activities, though existing, need to be updated with new systems and wherever systems do not cover departments, these are to be included. Mr Sairam, who is in charge of all these activities at present, confirms that th

e entire work will be done in ten phases, as under, within a span of maximum two years. (i) Take up pilot project at Manipal Hospital (Tower 1 - 450 beds) (ii) Extend the pilot project to Tower 2 - 450 beds (iii) Extend the same to north side hospital - 62 beds (iv) Connect all the three through WAN (v) Simultaneously with activity 1, work starts at Manipal - 1600 beds (vi) Simultaneously with activity 2, work starts at Mangalore -1000 beds (vii) Connect Bangalore, Mangalore, Manipal, across all the hospitals through ex tended WAN (viii) Extend similar activities to Nepal (ix) Extend similar activities to Goa and Sikkim (x) Connect all hospitals During this period, care will be taken to include all high-tech systems , such a s expert systems (may be useful for hospital research work), executive informati on systems and DSS for the top management to take decisions on vital matters. Questions 1. Do you feel that DSS and EIS are required in hospital information system Give reasons for your answer. 2. Analyse whether an expert system can be effectively used in the hospital's R & D activities. 3. In your opinion, are the computerization plans of Manipal Hospital, a multiun it, multiproduct, multi-location organization, adequate Are there any other sugg estions you could offer to make this more effective, keeping the budget constant also in mind 4. Do you think that clientserver technology is part of the business strategy fo r profit health maintenance organizations (HMOS) and hospitals. Whywhy not Contact www.solvedhub.com for best and lowest cost solution or email solvedhub@g mail.com