Organizational Information System
My-Briefcase Limited (MBL) growth needs to be complemented using enterprise systems which would not only manage its business operations but seemingly interconnect every business process for utilization of resources. The exploration of all its business processes and data flow in the organization would distinguish every element to understand the flow and accordingly moderate its definition. The first section would focus on exploring the MBL business processes and adopting systems methodology for better decision making and business development.
The data flow diagrams would enhance the thinking process and drill deep into the organization. The second section tries to map the requirements of a stock control system for the management needs and would be highly engaged with the various processes to implement one. The various choices of IS methodology is highlighted at this stage for final choice for the enterprise. The third section discusses the suitable computer network which would be of large use of MBL to communicate among the departments. The topologies are considered in accordance to the organizational analysis.
The fourth section discusses the internet business technologies and E-Commerce concepts which can be capitalized for MBL to its advantage. The management initiative for B2B is also discussed and its difference with B2C
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Application of Key Systems Theory Concepts: The entire process of input->process->output is quite evident in the process of rendering customers with products and services. The inputs are in the form of customer request. Primarily the development of products would be done based on the previous goods sold and the feedback received. The type of products namely light bulbs and fluorescents are manufactured by the organization and sold to the retailers and wholesalers nationwide and internationally. Figure 1 : System diagram of the Organization process. i. Inputs: The nature of inputs is in the form of MBL customers’ orders and feedbacks.
They are also in the form of raw materials procured from the suppliers which ultimately are processed to form finished goods. Once the customer places the orders, according to the dimension of the order, it is taken up for compliance. The right amount of raw materials is ordered from the suppliers and it passes through the design process. The final product after the quality check is delivered to the customer in time. The process of selling might be over at this stage but marketing group takes over to get the feedback and improve their service conditions and product quality for greater satisfaction.
So at this stage the customers’ order and feedback both act as inputs to the organization. The raw materials purchased from the suppliers also act as inputs for the finished products. ii. Process: There are a number of processes which are present in the organization that directly and indirectly influence the working of the organization and in shaping various forms of output. The most crucial process is the ordering of raw materials after an order is placed. This process is quite essential for the further processing of the order, its quality factors, timely delivery and customer satisfaction.
The next process named “manufacturing” would be the combination of the raw materials so that the correct blend enables to produce quality goods for gaining customer satisfaction. Another process would be to collect the feedback from the customer which happens to be a lengthy process. It would require patience on the part of the organization to collect after sales data for further processing to create a better process chain and innovate the look and feel of products to cater better audience.
The HRM process would enable findings of the worker output, taking care of the human resources in the organization and training them for newer business objectives and process innovation. There are several small processes such as logistics and despatch which would handle the management of the products namely bulbs and fluorescents. It would function for warehousing, inventory management and delivery of the products to the customer. iii. Output: There are quite a number of forms of output which helps the organization to take care of customer needs and render greater satisfaction of service.
One is the finished goods which serve the customers either entirely or through the means of wholesalers and retailers. The feedback of the customers forms a greater source of output for after sales service and to make their product better. Another form of output is the worker productivity and resource utilization so that the turnover can be assessed after eliminating the wastage of resources. iv. Feedback The source of feedback is from various sources. One is from the employees who work in the organization. They are best to identify the positive and negative factors to be capitalize so as to encompass the demerits and the irregularities.
They stand best for providing the feedback as they work at the ground level and are able to understand the micro level problems which must be taken care at the earliest. The other form of feedback is from the customer for after sales feedback and for product innovation. v. Boundary It defines the scope of the organization to the level of service. The scope is in the production of bulbs and fluorescents only. The company has not diversified into other forms of business and concentrates into only few products.
To have a greater share of the market into related products it must diversify the product base so as to cover against losses. vi. Interaction with the environment The environment constitutes of the suppliers and the customers. The suppliers are the ones who supply for raw materials and must be taken care by the organization in allowing them special privileges and offers. They must be acknowledged for their service and could in some circumstances be allowed to share profits of the organization. They must be given a representation in the management of the company. b.
Analysis of Information flow throughout the departments: The information flow throughout the departments may be divided into two types, one is the formal network and another is informal network. Most of the information flow of operational communication is downward and follows the formal lines of organization. This is so because most of the information, instructions, orders, and such needed to achieve the business’s objective originate at the top and must be communicated downward. The formal lines of flow are like the network of arteries in the body. The secondary or informal network is like the veins.
This secondary network is highly complex and continually changing. The major decision making is done and propagated by the managing director to the marketing, human resources and electrical engineering and design departments. Once they have a clear and planned mind set of the aims they are able to work on the targets required to be met. The communication is downward in case for higher management and lateral for the middle and lower management. Figure 2: Information flow among MBL System thinking may be communicated to the employees by either formal or informal network.
Formal network is most important but we cannot leave the importance of informal network. Figure 3: Systems Thinking The data flow diagram would communicate the flow of the information in the organisation and would clearly depict the involvement of the departments. Figure 4: DFD – O level Figure 5: Data Flow Diagram – Level 1 It propagates the systems thinking process where the inputs are the present state of the organization the processes are the various organizational processes which are also known as business functions and the future of the organization is the outputs the organization is to look forward to.
3. Task 2 MBL has acquired CAD or CAM system, which means computer aided design, or computer aided manufacturing. This system should be used clearly and precisely. This system needs good network to run concurrently throughout the organization at its different departments. The drill down features of the software makes it possible to view the briefcase product from the fourth angle. It makes it possible to have a multi-surface machining.
It also offers an option for roughing and finishing a multi surface part. Features such as parallel machining, constant Z machining, scallop machining, flow line machining, radial machining and thinning and many others are some of the advanced functionalities which would help the enterprise in all round development of the product and shine its innovation. The concept of axis applications also makes the product design to track back the changes and provide reflection to the dimension of simultaneous movement.
Other advanced applications like post processors that make it flexible to make changes on demand, tool path verification which make it possible to track changes and eliminate dry runs and test cutting. The most striking features are the use of an integrated common database for CAD and CAM which keeps the data compatible at all times. Another interesting feature is the concept of tightly integrated software which makes the system eliminates the translation of files between separate CAD and CAM packages (Hoffer, 2002).