管理信息系统中英文翻译资料

Managemengt Information Systems By a management information system,we propose the follow alternate definition: an integrated uer/machine system (usually computerized) for providing information to support decision making in an enterprise. The key elements of this definition are An integrated uer/machine system For proving informationTo support decision makingIn an enterpriseA management information system utilizesComputer hardware and softwareManual proceduresModels for analysisA databaseJust as there is a logical flow of materials in the creation of a product, there is logical flow of information in a management information system.In manufacturing,raw materials move through a process that transforms the raw materials into usable products. In a similar fashion, in an information system,data are supplied to a system(input), the data are manipulated(processed),and they are transformed into information(output).In its simplest form ,a management information systemed may be depicted by an input-process-output(IPO) model (Fig.10.1). An understanding of this model is worthwhile becaue it can be used to represent all MISs.Note in that figure that the MIS, through its processing technology (of collecting, coding,storing,processing,decoding,and reporting), transforms the data coming into an enterprise into usable information.InputsTransforation ProcessOutputsInformationProcessingTechnologyDataFig.10.1 An Input-Process-Output Medel of a Management Information SystemWe may further enhance our understanding of management information systems by discussing their general function and major elements. These systems exist in most enterprises, whether public or private, primarily to assist management in improving revenues, reducing costs and managing assets. Therefore, improving the performance of an enterprise is the ultimate objective of management infoemation systems- not the storage of data, the generation of reports,or even”getting the right information to the right person at the right time.” And MIS can best improve an enterprises performance by helping to improve the quality of managerial decisions.Transaction processing (TP), reporting systems(RS), and decision-support systems(DSS) are the major elements of a management infortion system.The primary role of TP in an enterprise is the collection, storage,and processing of data in such a way that transactions within an enterprise are described and thus the procedural actions of the enterprise supported .More specifically, a TP system may be viewed as a computer-based means of capturing transaction so that may be recreated. The out of a transaction-processing system includes stored transaction images, documents needed by an enterprise to fulfill its mainstream purposes(invoices,production orders,shipping orders,purchase orders, mailing lists, pay checks, work orders,and so forth), and listings of transaction that have occurred over a period of time (for confirmation or references).Reporting systems(RS) and decision-support systems (DSS) often are confused with each other and thus misunderstood. Yet, each has a clear orientation. And distinctions may be drawn in terms of their areas of impact on the payoff to an enterprise and their relevance to a manager. So an RS provides standardized reports based on well-known policies, procedures, and rules. And a DSS provides information to help management with new , unstructured decision making.A pyramid may be used to illustrate the dimensions of an information system(Fig.10.2).The vertical dimension represents the levels of management (first-line, middle, and top management) , and the horizontal dimension represents the main functional areas of a business firm (for example, marketing, production, and finace).The depth dimension indicates the major management information systems that provide support for managerial activities: the structured and required reporting systems(RS) and decisionmaking system(DSS) . These dimensions rest on a base of transactions processing(TP). Transaction PocessingFinanceProductionMarketingMISDSSManagerialLexelsFig.10.2 The Dimension of a Management Information System As the figure illustrates, RS and DSS (drawing on the TP system ) are utilized at all managerial levels and acress all function areas . There, it is te management information system(of TP ,RS ,and DSS ) that integrates both the level of management and functional areas .To further demonstrate how the subsystems fit together, the definition of MIS is recreated in the following table , with the components of MIS related to the defintional frame work.Table10.1 Definition of Management Information System (MIS)MIS SubsystemsA management information system is .An integrated user/machine system .Computer, models.For providing information .System output.To support decision making .MIS.DSS.OR/MS.In an enterprise .Frameworkforthe informationThe system utilizes.Computer hardware and software .Computer system.Manual procedures .Books,manuals,people.Models for analysis .Operations research.A database .Computer ,peopleDeveloping a compensation plan to pay executive, managerial, and professional employees is similar in many respects to developing a play for and employees. The basic aims of the plan are the same in that the goal is to attract good employees and maintain their commitment. Furthermore, the basic methods of job evaluation , classifying jobs, ranking them , or assigning points to them ,for instance, are about as applicable to managerial and professional jobs as to production and clerical ones.1)Yet for managerial and professional jobs , job evaluation provides only a partial answer to the question of how to pay these employees, Such jobs tend to emphasize nonquantifiable factor like judgment and problem solving more than do production and clerical jobs . There is also a tendency to pay manager and professionals based on abilitybased on their performance or on what they can do rather than on the basis of static job demands like working conditions. Developing compensation plans for managers and professionals, therefore, tends to be relatively complex,2) and evaluation, while still important, usually plays a secondary issues, like bonuses, incentives, and benefits. Compensation Managers There are five elements in a managers compensation package: salary, benefits, short-term incentive, long-term incentives, and perquisites.The amount of salary managers are paid usually depends on the value of the persons work to organization and how well the person is discharging his or her responsibilities.3)AS with other jobs , the value of the persons work is usually determined through job analysis and salary surveys and salary surveys and the resulting fine tuning of salary levels. Salary is the cornerstone of executive compensation : It is on this element that the others are layered, with benefits, incentives , and perquisites normally awarded in some proportion to the managers base pay . 4) There is considerable disagreement regarding what determines executive pay and, therefore , whether top executives are worth what are paid . At the lower-management levels(like first-line supervisor),there is no debate ; supervisors pay grades are usually set so that their median salaries are 10% to 25% above those of the highest-paid workers supervised. And many employers even pay supervisors for scheduled overtime, although the Fair Labor Standards Act does not require them to do so.It is at the top-management levels that questions regarding pay abound . The traditional wisdom is that a top managers salary is closely tied to the size of the firm . Yet two experts who tested this idea for the 148 highest-paid executives in the United States concluded that the level of executive responsibility (as measured by total assets, total sales,total number of shares in the company, total value of the shares, and total corporate profits) is not an important variable in determing executive compensation . Instead , say these experts , an executives pay is mostly determined by the industry in which he or she works, and the corporate power structure ,since executives who also serve on their firms boards of directors can heavily influence how they get paid.Yet there is conflicting evidence. In one study , for instance , the researcher found that a statistical analysis of the total cash compensation of the chief executive officers of 129 companies showed that they were paid for both responsibility and performance. This researcher fond that four compensable factors-company size , profitability, number of employees, and experience-accounted for 83% of the differences in pay .Therefore, it appears that there are rational, acceptable , and abiding principles that govern the total cash compensation of top executives in manufacturing firms.In any case, shareholder activism is combining with congressional reform and other changes to tighten up the restrictions on what firms pay their top executives . For example, the Securities and Exchange Commission voted in 1992 to approve final rules rules regarding executive compensation communications.The chief executive officers pay is always to be disclosed as well as other officers pay if their compensation( salary and bonus) exceeds $100,000.5 And for bankers,the Federal Deposit Insurance Act of 1991 contains a prohibition on excessive compensation. One result is that boards of directors must act responsibly in reviewing and setting executive pay . That , says one expert, includes determining the key performance requirements of the executives job; assessing the appropriateness of the firms current compensation practices ; conducting a pay-for-performance survey; and testing shareholder acceptance of the boards pay proposals. The general trend today is to reduce the acceptance of base salary and boost the importance of short-and long-term executive incentives. The main issue here is identifying the appropriate performance measures for each type of incentive and then determining how to link these to pay . Typical short-term measures of shareholder value include revenue growth and operating profit margin. Long-term shareholder value measures include rate of return above some predetermined base. Compensating professional employees Compensating nonsupervisory professional employees like engineers and scientists presents unique problems. 6) Analytical jobs put a heavy premium on creativity and problem solving, compensable factors not easily compared or measured. Furthermore, the professionals economic impact on the firm is often related only indirectly to the persons actual efforts; for example,the success of an engineers invention depends on many factors, like how well it is produced and marketed. The job evaluation methods we explained previously can be used for evaluating professional jobs. The compensable factors here tend to focus on problem solving , creativity, job scope, and technical knowledge and expertise. Both the point method and factor comparison methods have been used , although the job classification method seems most popular . Here a series of grade descriptions are written, and each position is slotted into the grade having the most appropriate definition.Yet， in praction, traditional methods of job evaluation are rarely used for professional jobs since “it is simply not possible to identify factors and degrees of factors which meaningfully differentiate among the values of professional work ”. “Knowledge and the skill of applying it ,” as one expert notes , “are extremely difficult to quantify and measure.”As a result , most employers use a market-pricing approach in evaluating professional jobs . They price professional jobs in the marketplace to the best of their ability to establish the values for benchmark jobs . These benchmark jobs and the employers other professional jobs are then slotted into a salary structure. Specifically, each professional discipline ( like mechanical engineering or electrical engineering ) usually ends up having four to six grade levels , each of which requires a fairly broad salary range . This approach helps ensure that the emplpyer remains competitive when bidding for professionals whose attainments vary widely and whose potential employers are literally found worldwide.Manager must assume certain roles in order to accomplish the different objectives for which they are responsible. In addition , all managers must possess specific managerial skills if they are to adequately perform the function .Managerial RolesHenry Mintzbergs studies of executive behavior led him to conclude that managers are required to assume a variety of roles . A role is a set of expected behaviors for a specific position. 1) Mintzbergs roles can be grouped into three main categories: interpersonal , informational , and decisional . Mintzbergs believed that all three roles are common to all levels of management. They provide an interesting perspective of the functions of management.2) Interperesonal roles result form the fact that managers are called upon to interact with numerous groups and individuals. The three interpersonal roles are figurehead, leader , and liaison . The figurehead role refers to ceremonial duties such as throwing out the first pitch for company-sponsored Little League game . The leadership role refers to the managers work in motivating subordinates to meet the units objectives. The liaison role comes form the managers responsibility to interact with various groups both within and outside the organization .Informational roles exist because managers are important conduits of information in the organization . Managers spend a great deal of their time collecting and disseminating information. The three informational roles are information nerve center, disseminator, and spokesperson . The nerve center role means that the manager is the major information receiver within the work unit . The disseminating role refers to the task of informing subordinates of information that is implemented to them and necessary for their job performance. 3) The spokesperson role is implemented when the manager communicates with parties outside the organization ; a speech at the local Lions Club would be an example.Decisional roles refer to managements decision-making process. The four managerial roles in this category are entrepreneur, disturbance handler, resource allocator, and negotiator . A manager assumes an entrepreneurial role when he or she initiates projects to improve the department or work unit . When problems such as a missed delivery to a key customer arise , the manager must adopt a disturbance handling role . 4) The decision on how to allocate the units money , time, materials, and other resources is referred to as the managers resource allocator role. Finally , the negotiator role refers to situations where the manager must represent the units interests with others , such as suppliers , customers, and government .The Skill Needed for Effective Management：What skills do managers need to possess? 5) Noted management authority Rober L.Katz has suggested three specific skills that are required in all typed of managerial situations .Katzs managerial skills relate to technical . interpersonal, and cobceptual factors in the managers job.Technical skills refer to the ability to use various tools and methods to accomplish specific managerial aspects of a work task. A good illustration of the importance of technical skill is the factory supervisor who must be familiar with how machinery works in order to correct problems that may arise on the plant floor.Interpersonal skills refer to the ability to lead , motivate , and communicate with people to accomplish certain objectives. Interpersonal skills are also important during interactions with supervisors and people outside the work unit such as vendors , customers,and the public. These skills are important at all levels in the organization. A current adaptation of this skill is the cultural awareness necessary to function in todays workplace, with its ethnically diversified labor force.Copceptual skills refer to the ability understand and cording the full range of organizational objective and actives .This ability to analyze the entire organization is particularly important to top management. It is a necessary ingredient in the development of strategic plan for the organization.管理信息系统我们对管理信息系统提出以下定义，即一种为企业决策提供信息的集成用户/计算机系统。 这一定义包括如下四个关键要素：用户/计算机集成系统，提供信息，帮助决策、在企业内部。 管理信息系统运用计算机硬件和软件、操作说明、分析模型和数据库。正如产品的生产须有材料的逻辑流向一样，管理信息系统也有信息的逻辑流向。在制造业中，原料经历一个过程，转变成有用的产品。同理，在信息系统中，给系统提供数据（输入），对数据进行加工（处理），然后才能将它转化为信息（输出）。管理信息系统可最简单地描述为一个输入处理输出的三步模型（IPO）参见图10.1）。由于该模型能用来说明所有管理信息系统，故理解它十分重要。请注意：在此图中，管理信息系统通过技术处理（收集、编码、存储、处理、解码和报告）将企业所获数据转化可用信息。输出转换过程输入技术处理信息数据图10.1管理信息系统的输入处理输出模型通过讨论其一般功能和主要要素，我们可进一步加强对管理信息系统的理解。这些信息管理系统存在与大多书公有或私有企业中，主要目的是协助管理层提高收益、降低成本和管理资产。所以，管理信息系统的最终目的是改善企业业绩，而不是数据储存、生成报告甚至是“在恰当时间给正确的人提供准确的信息”。 信息管理系统可通过帮助提高管理决策质量来最有效地改善企业业绩。交易处理（TP）、报告系统（RS）和决策（DSS）为管理信息系统的几个主要要素。对企业而言，交易处理的主要作用是收集、储存和加工数据，这样就能对企业内部的交易进行描述，从而对企业的程序性活动加以支持。具体说来，交易处理系统可视为以计算机为工具获取交易从而使交易活动得以继续进行的一个系统。交易处理系统的信息输出包括储存的交易描述、企业实现主要目的所需的文件（发票、生产通知单、邮寄单、支付薪金的支票、工作通知单等等）以及（用于核实或提供参考用的）一段时间内进行的交易清单。报告系统和决策支持系统常被混淆，所以常导致误解。然而，它们其实各有明晰的方向。其区别表现在它们各自对企业收益的影响以及它们与经理的相关性。报告系统依据熟知的政策、程序和规则提出标准的报告，而决策支持系统却是为管理部门就新的、尚未成形的决策提供信息。 如图10.2所示，信息系统的各个层面也可用金字塔式的图形来说明纵侧面体现的是管理的几个层面，包括基层、中层和高层；横侧面代表企业的几个主要功能区。如市场、生产和财务；其纵深层面指为管理活动提供支持的主要管理信息系统，即结构化的必要的报告系统和决策支持系统。而这些不同的面都建立在交易处理这个底座上。交易处理财务生产市场MISDSS管 理 层MIS：管理信息系统DSS：决策支持系统图10.2 管理信息系统层面图如图所示，各个管理层和所有功能区都要用到（建立交易处理系统基础上的）报告系统和决策支持系统。所以正是由交易处理系统、报告系统及决策支持系统组成的这一管理信息系统将管理各层面和功能区整合在一起。为进一步演示这些子系统是怎样整合在一起的，下表重现了管理信息系统的定义。它清楚地表明了管理信息系统各组成部分与定义框架中各要素的关系。 表10.1 信息管理系统定义子系统管理信息系统是 .用户/计算机集成系统 .计算机，信息交流，模型，人.提供信息 .系统输出.帮助决策 .管理信息系统，决策支持系统.企业内部 .信息系统框架系统使用 .计算机硬件和软件 .计算机系统 .操作说明 .书，手册，人 .分析模型 .运筹学 .数据库. 计算机，信息交流，人，模型开发一项行政人员,管理人员和专业人员报酬方案在许多方面类似于开发任一其他类型雇员的报酬方案.两种报酬方案的基本目的相同,因为都是吸引优秀雇员并使他们保持对企业的奉献精神.此外,评价职位的基本方法如职位归类,排序或要素计点法,如同适用于生产性和文员性职位一样,也适用于管理职位和专业职位. 但对于管理职务和专业职务评价只是部分地回答了如何为这些雇员付酬.这些职务不同于生产性和文员性职务,它们更倾向于强调像判断问题,解决问题的能力这样的非量化因素.企业倾向于根据管理人员和专业技术人员的能力,即依据他们的绩效和能力而不是在诸如工作环境这样的静态的职务要求的基础上来确定起薪水.因此,为管理人员和专业人员制定报酬计划相对比较复杂,但职务评价仍很重要,它通常在决定非薪水报酬,如红利,奖金和福利等方面起辅助作用.高级管理人员的报酬:在管理人员的报酬方案中有五个要素:薪金,福利,短期奖金,长期奖金和特别津贴.付给管理人员的薪水通常根据个人工作对组织的价值和个人履行职责的表现来确定.与其他职位一样,个人工作的价值总是通过工作分析和薪水调查以及相应的薪金水平微调来确定.薪水是管理人员报酬的基础:其他四个要素都是以它为基础的.福利,奖金及特别津贴一般都按管理人员的基本收入的一定比例来支付.由于在高级管理人员报酬决定因素问题上人们争论不休,因此,在高级管理人员报酬是否高问题上也存在争论.对于等级较底的管理人（如一线主管）,则不存在这样的争论.基层主管平均薪水通常比其下属工人的最高工资搞出10%-25%.许多雇员甚至为基层主管的规定加班时间支付报酬,尽管公平劳动标准法并不要求他们这样做.只要在高层管理人员中才存在报酬是否过高的问题.传统的观点是高层管理人的薪水水平与企业达到的规模紧密联系.但两位专家通过研究关于美国148位报酬最高的管理人员的观点得出结论:”高层管理人员的职责高低(用总资产,总销售额,公司股份总数,股份总价值和公司利润总额来衡量)并不是决定高层管理人员报酬水平的重要因素.”相反,这些专家说,高层管理人员的工资主要由他们所工作的行业和公司的权利机构来决定的.因为作为企业懂事会成员的高级管理人员能在很大程度上影响他们的收入高低.但相反的证据也存在.如在一研究中,调查人员发现, 对129家公司总裁现金收入总额的统计分析表明他们由于职责和绩效而得到报酬收入.这位调查人员发现四个影响报酬的因素-公司规模,盈效率,雇员数量和经验-解释了83%的工资差异.因此看来在制造企业中高级管理人员的现金收入总额是按理性的,可接受懂得和持久的原则来指定的.在任何情况下,股东能动作用正与股东代表大会的改革及其他改革措施紧密结合,加强公司对高级管理人员付酬的限制.例如,1992年,证券和交易委员会表决赞成有关管理人员报酬公开的最终准则.如果主要管理人员的报酬(薪水和红利)超出100,000美元,他们和其他管理人员的收入就得公布于众.对于银行家,1991奶奶来年联邦存款保险法中禁止过高报酬.由此产生达到的懂得结果是懂事会审查和决定管理人员的报酬时必须负责.一位专家说,这包括确定对管理人员职务的关键绩效要求,评估企业目前的报酬适宜性,进行绩效报酬的调查以及检查股东是否接受懂事会提出的付酬建议.如今普遍趋向于减底管理人员基本薪金的相对重要性及提高短期和长期奖金的重要性.这里存在的主要问题是为每一种类型达到的懂得奖金确定适应懂得绩效标准,然后绝地感如何将其与报酬挂钩.衡量股东价值的典型的短期标准包括收入增长及营业利润率,长期股东衡量标准包括超过某一预定的标准的投资收益率.专业人员懂得报酬:对象工程师和科学家这样的非管理人员的付酬有一些独特问题.各种分析性工作主要强调他们的创造能