Management Information System

Definition: Management Information System

MIS is a combination of human and computer based system, which takes input both from inside and outside the environment of business, then store, calculate, analysis, summaries data and finally generate the output reports in various form to the various level of management for all business purposes to take timely and correctly decision for the organization and so how they control the business functions.

MIS is helpful to the manager to take the structured decision. MIS reports are also helpful to compare the current performance with the historical record.

MIS work on such data which are captured by the TPS system so the TPS is the base of the MIS. MIS report generated periodically, i.e. Weekly, Monthly, Yearly and so on.

Problems with MIS

1. Lack of planning:

Before doing any activity the essential step is planning, at least rough plan should be there so that business can know what it the next step to do and in this way manager can control the behavior of the organization, otherwise it is a team without caption.

2. Lack of interest by the management in implementation of MIS:

Because the management are the key people of the organization and without there committed support how is it possible to the real implementation of the MIS into business so that they can gain some more.

3. Short use of computer system:

Today's computer are able to perform a job into the milliseconds which the number of human cannot able to do it in into the number of weeks. So if you get the benefits then you must have to use computer with MIS.

4. Not enough computer knowledge by the management:

Computer knowledge is essential for the smooth and fast work of the organization. Technology change the way of performing the job.

5. Poor involvement of the information specialist team:

Without the creative ideas, suggestions, opinion, discussion it's too tough to walk along with our competitors. So information specialist team gives total contribution into the MIS in terms of updating of technology.

Career Management Defined

Career self-management is controlled by the concerned individual and includes certain plans and information applicable for future career decision-making and problem solving. It is comprised of continuously improving the existent conditions at the present work place and preparing yourself for a change. Career self-management and organizational career management are not restricted and can actually help to promote each other.

Common Misconceptions

Listed below are some of the common misconceptions about career management:

o Most people think that the most skilled candidate is likely to be selected. However, this is not true. Candidates with limited qualifications avail of a number of job opportunities because of the way they prepare and present themselves. In short, they self-market themselves in the required manner. Being skilled or qualified is not the only criteria. You must be able to convince the employer that you are the most suitable candidate for the job.

o Most people feel that as long as they already have a job, they don't really need to work on their careers. Again, this not true. Whether or not you are employed currently, you should be prepared for change, in whatever form. To steer clear of any career-related disasters, you should implement the concept of 'Perpetual Career Management' to enhance your career growth.

o Professional education should not stop when you graduate. You should always explore ways to increase your knowledge. You should be constantly updating your skills via journals, seminars and pursuing certifications. These choices should be a part of your consistent career development effort.

o Don't be under the misconception that your job is secure if you work hard and do a good job. With current mergers, outsourcing, downsizing and an unstable economy, there is no job that is entirely secure. You must be fully responsible for the future prospects of your chosen career.

What Graduates Have In Store For Them

Organizations in the United States and other developed countries have been following a trend of employing only the best university graduates to prepare them for future leadership within the organization. However, apprehensions about the proceeds in investing long-term in career development has led many organizations to wonder if this conventional stress on the management of graduate careers should be continued. Employers are now wondering whether they should promote self-management or whether they should continue with the traditional methods of career management.

Similarly, graduates are also faced with a problem. They need to decide whether they should engage in self-management or whether they need to adhere and prepare for the traditional methods already in use. Organizational commitment is important in shaping the responses to career development practices and in acting as chief indicators of the influence of these practices.

Nevertheless, there has been very little research done to sufficiently investigate the impact of career management practices, in spite of the evidence that these practices are capable of making a positive contribution.