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Article presents five erroneous assumptions commonly made by MIS designers. A solution is designing an MIS to be embedded in a management control system. Article was written in 1967 when MIS was still a young discipline.
Article presents five erroneous assumptions commonly made by MIS designers. A solution is designing an MIS to be embedded in a management control system. Article was written in 1967 when MIS was still a young discipline.
Article presents five erroneous assumptions commonly made by MIS designers. A solution is designing an MIS to be embedded in a management control system. Article was written in 1967 when MIS was still a young discipline.
By Russell L. Ackoff The article presents five erroneous assumptions commonly made by MIS designers, which are (1) the critical deficiency under which most managers operate is the lack of relevant information; (2) the manager needs the information he wants; (3) if a manager has the information he needs, his decision making will improve; (4) better communication between managers improves organizational performance; and (5) a manager does not have to understand how his information system works, only how to use it. According to Ackoff, a solution to overcome these beliefs is designing an MIS to be embedded in a management control system. A suggested procedure to design an MIS starts from identifying each type of managerial decision and its relationship by using decision flow chart. All organizations managerial functions should get involved during the system design. Different types of managerial decisions use different decision models to define required information and predict outcomes. Decisions with the same requirements should be aggregated to prevent the information overload to managers. The system should be designed in a way that can detect its deficiencies. This article was written in 1967 when MIS was still a young discipline. Ackoff thoroughly presents his idea in this article with only single reference and without a connection to theories in other disciplines like the subsequent articles of The Duality of Technology: Rethinking the Concept of Technology in Organizations by Orlikowski (1992) which borrows Theory of Structuration by Giddens (1979, 1984) and The Impact of Information Systems on Organizations and Markets by Gurbaxanl and Whang (1991) which refers to two economics theories. Ackoff does not demonstrate a case study to support his proposal like the article Transforming Work through Information Technology: A Comprehensive Case Study of Geographic Information Systems in County Government by Robey and Sahay (1996) which conducts a case study to assess transforming work through information technology. The article appears to be useful guideline for the present systems development life cycle (SDLC) in the systems analysis and design subfield in MIS. There are discussions of systems requirement gathering (Identifying each type of managerial decision and its relationship by using decision flow chart.), logical and physical design (The system should be designed in a way that can detect its deficiencies.), and user involvement in every phase of the systems life cycle (All organizations managerial functions should get involved during the system design.). Even though, the ideas presented here do not refer to completed phases of the SDLC, these ideas can be considered a beneficial start for subsequent MIS researchers and practitioners in the area of information systems analysis and design, for example, the article of Robey and Sahay (1996) that represents many thoughts related to the idea of systems analysis and design. After all, the most important insight gained from this article is the introduction of a concern on impacts of IS to management in organizations.