管理信息系统 清华大学出版社 刘兰娟 主编

管理信息系统实验课程教案一、课程简介1.1 课程背景随着信息技术的高速发展，管理信息系统（Management Information System, MIS）已经成为企业提高竞争力、优化管理的重要手段。

本课程旨在帮助学生了解管理信息系统的基本概念、理论框架和发展趋势，通过实践操作掌握管理信息系统的应用和管理技巧。

1.2 课程目标（1）理解管理信息系统的基本概念及其在企业管理中的重要作用。

（2）掌握管理信息系统的设计、实施和评估的基本方法。

（3）熟悉当前主流管理信息系统的功能和使用方法。

（4）提高学生在实际工作中运用管理信息系统进行决策和管理的能力。

二、教学安排2.1 课时安排本课程共计32课时，包括16次实验课，每次实验课2小时。

2.2 实验内容（1）第1-4次课：管理信息系统基本概念与理论基础。

（2）第5-8次课：主流管理信息系统软件的操作与应用。

（3）第9-12次课：管理信息系统项目管理与实施。

（4）第13-16次课：管理信息系统案例分析与讨论。

三、教学方法3.1 实验教学通过实验教学的方式，使学生能够在实际操作中掌握管理信息系统的基本概念和应用技能。

3.2 案例分析通过分析具体的管理信息系统案例，使学生了解管理信息系统在不同行业、不同规模企业的应用情况，提高学生的实际操作能力和解决问题的能力。

3.3 课堂讨论鼓励学生在课堂上积极提问、分享心得，促进学生之间的交流与合作。

四、实验材料与工具4.1 实验教材《管理信息系统》，作者：王丽丽，出版社：清华大学出版社。

4.2 实验工具（1）Microsoft Office系列软件（Word、Excel、PowerPoint等）。

（2）主流管理信息系统软件（如ERP、CRM等）。

五、课程评价5.1 平时成绩学生平时实验课的表现、作业完成情况等将计入最终成绩。

5.2 期末考核课程结束后，将进行期末考试，包括选择题、简答题和案例分析题，以检验学生对课程知识的掌握程度。

《管理信息系统》课程教学大纲一、说明（一）课程基本信息［课程名称］管理信息系统［英文名称]Management Information System[课程代码］040183［课程类别]专业基础课[学分］3学分[总学时］48 学时.其中理论32学时、实验16学时。

[适用对象］工商管理、市场营销、旅游管理等专业[先修课程］管理学原理、计算机基础(二）课程介绍《管理信息系统》课程是在管理科学、系统科学、行为科学、应用数学、计算机技术和网络互联等学科的基础上逐步形成和发展起来的一门新兴边缘学科，其依据的理论基础和实现的技术手段还处在不断的发展之中。

该课程注重于开发出满足用户需要的管理信息系统软件所依据的理论、方法、原则、技术和工具,并结合管理工作实际,对管理信息系统软件开发过程进行计划、组织、协调和控制.（三）教学目的与要求教学目的《管理信息系统》课程是工商管理、市场营销、旅游管理等专业基础课。

学生通过学习该课程后，在知识和能力等方面应达到的目标是让学生从管理、组织和技术等多个角度来认识管理信息系统,了解组织如何使管理信息系统与业务战略、组织控制以及业务流程有效结合在一起，获得竞争优势。

授课内容主要侧重于学科基础知识，包括管理信息系统的概念，各种应用系统的介绍，信息技术的基础，系统的开发的基本知识。

在教学案例中，讨论了现代管理信息系统与企业可持续竞争优势之间的关系，管理信息系统与组织控制、业务流程之间的关系等问题。

教学要求第一，知识、能力素质基本要求知识要求：掌握管理信息化建设中的管理信息系统开发从系统规划、分析、设计到实施各个阶段的基本理论知识和基本方法。

能力素质要求:掌握信息化管理建设过程中的信息系统开发步骤、具有运用所学管理信息系统知识挖掘出企业系统应具备的功能的能力.第二，教学模式基本要求课程设计是本门课程的一个特点，所以，将课堂理论教学、案例启发教学、课外调研、课后指导等有机结合起来，提高教学效率。

Essentials of Business Information Systems, 7ELaudon & LaudonLecture Files, Barbara J. EllestadChapter 8 Achieving Operational Excellence and Customer Intimacy: Enterprise ApplicationsOver the last decade businesses have come to realize how important it is to totally integrate business processes across the enterprise. We’ve spoken about “islands of information” many times. In today’s fast-paced world, managing information assets is more important than ever before. In this chapter we’ll look at how important it is for information to be available in every nook and cranny in the enterprise.8.1 Enterprise SystemsWe’ve look at enterprise resource planning systems in previous chapters and also discovered the importance of efficiently and effectively maintaining data that businesses can develop into useful information. As we’ve seen, it can be disastrous for an organization to have more than one set of data for customers, employees, and suppliers. The best idea is to have one database that supplies information where and when necessary across functional lines. Everyone from employees to managers, from customers to suppliers, would have the necessary tools to extract the data that they need and present it in the format that fits them best. That’s where enterprise systems come in.What are Enterprise Systems?Enterprise systems aim to correct the problem of firms not having integrated information. Also known as enterprise resource planning (ERP) systems, their main goal is to bridge the communication gap among all departments and all users of information within a company. If production enters information about its processes, the data are available to accounting, sales, and human resources. If sales and marketing is planning a new advertising campaign, anyone anywhere within the organization will have access to that information. Enterprise systems truly allow a company to use information as a vital resource and enhance the bottom line.Data integration throughout the firm is the key. Consolidated data from divisions and departments throughout the business, including key business processes, are immediately available to any authorized user.The greatest enticement of enterprise systems is the chance to cut costs firm-wide and enhance the ability to pass information throughout the organization. Take the success of Oracle Corporation as an example. “The company now has an enterprise-wide system for managing customer contacts. Previously, the salesforce used a network that was different from the fulfillment and shipping network. By unifying these networks, salespeople don’t have to duplicate the efforts of others in the organization, and thereby save time and money. At the beginning of the year, the company said that it expected the changeover to save $1.2 billion over the next four quarters. Just three months later, Chief Financial Officer Jeff Henley told analysts that Oracle will save nearly twice that by year-end.” (BusinessWeek, April 6, 2000)How Enterprise Systems WorkMany businesses assume that their operations are totally integrated across functional lines. After all, Manufacturing responds to an order from Sales and produces a product for which Accounting and Finance sends an invoice. A Production manager sends an email to the Human Resources Department requesting five new employees. When the Marketing department decides on a new advertising campaign, a copy of the brochure is included in all employees’ pay envelope at the end of the month. Once a week all department managers meet with the executive staff and review statistics from last month’s business.What’s the problem? Many times, departments will fail to fully communicate with all the other departments about every process that is taking place in a company. They don’t do it on purpose but forget how important total communication about every process and every piece of data is. Sales sends an order to Manufacturing with a shipment date that can’t possibly be met. Accounting and Finance bills for supplies that Production never order. Human Resources holds a training class that interferes with a rush production job. What’s the solution? Enterprise software allows every functional area to share every process and every piece of data. A business can select specific processes in specific areas but eventually everything the company does will be shared across all lines. The software uses predefined processes and requires the company to adapt itself to the software. While many companies may balk at having to change, the software is designed around the best practices for that particular function. The company can benefit from using the most successful solutions in a particular industry to help achieve its objectives. The software helps the organization automate many of the steps in the best practices instead of having to do everything manually. And best of all, the software will help employees remember all of the necessary steps in a process and provide the data to all who need it.While enterprise software can be somewhat modified, it is very expensive and very difficult to do so. Because the software is so complex, changing just one of the processes may disrupt some of the other interdependent modules. However, manufacturers of the enterprise software programs are modifying the software to envelope Internet services andmake the data available to external sources such as suppliers, governmental agencies, and customers.Business Value of Enterprise SystemsDone correctly, enterprise systems can offer big rewards. Conversely, done incorrectly can cause a firm huge headaches, loss of business, employee turmoil, and wasted dollars. The changes in the enterprise will be tremendous:• A more uniform organization: a more disciplined approach to business throughout the entire firm, regardless of physical location and/or organizationalstructure•More efficient operations and customer-driven business processes: all functional areas can focus more on the customer and respond to product demand more efficiently•Management: improved management decision making, with a comprehensive view of performance across all functional areas8.2 Supply Chain Management SystemsOh, for the days when the old saying “the customer is king” was just a catch phrase. Now, it’s an absolute reality and companies that don’t live up to the phrase will get creamed in the marketplace. There are no more separate entities or distinct lines in the sand when it comes to integrating supply chains. It’s more like shifting sand.The Supply ChainA supply chain is similar to a spider’s web. It includes all of the internal functions of an organization, along with suppliers, distributors, retailers, and customers. They are allintertwined and rely on information from each other to effectively meet the business’s objectives.Exactly what are all the activities involved in getting a product from conception to delivery? There are probably many more than you can easily think. And there are many more people involved than you might imagine. It may be helpful to break the supply chain into three distinct groups:•Upstream: suppliers that deal directly with the manufacturer and their suppliers •Downstream: distributors and those that deliver the products to the customers •Internally: the employees that transform the materials, components, and services into the actual productsThink of a mountain stream that starts very small, flows downhill, gathers more water as it combines with other streams, feeds into a river that continues to flow and eventually meets up with other rivers, and on into the ocean. The mountain stream is analogous to the suppliers, the river represents the manufacturer, and the ocean can be compared to the customers.Information and Supply Chain ManagementAs with other functional areas, information is the glue that holds the supply chain together. Lack of or faulty information can wreak havoc on the entire chain from getting supplies into the manufacturing process and getting the final product to the customer.In a perfect world, just-in-time strategies for ordering and delivering supplies would be an ordinary process. Unfortunately, we don’t live in a perfect world. Natural disasters, dock worker strikes, and terrorist activities such as September 11, 2001, can disrupt even the most carefully planned supply chains in an instant. Businesses have to plan as best they can around these kinds of events but they can’t foresee every problem. The bull-whip effect on the supply chain is more natural than you might think and happens in virtually every industry.“PC makers insist their inventories are in good shape. But there are signsof trouble further down the supply chain. Analysts were taken aback tolearn that the Taiwan companies that make the guts of notebooks formarket leaders Hewlett-Packard Co. and Dell Inc. saw February salesplunge 10% to 15%.What’s going on? PC makers, encouraged by robust 35% growth in third-quarter notebook unit sales and signs of even stronger holiday demand,ramped up their orders from Taiwan by a staggering 68%, according to theTaipei-based Market Intelligence Center. But while the sales surge keptgoing through the fourth quarter, analysts fear that the sudden drop insupplier orders means that the pace has slipped in the first quarter of thisyear. Analysts add that PC makers incorrectly assumed that laptops wereso hot that they were immune from the post-Christmas sales slump thathas traditionally afflicted desktop s.” (BusinessWeek, March 15, 2004)In the example of the bull-whip effect explained above, if the PC makers had been able to pass timely and accurate information to their parts suppliers, perhaps the sudden swing in supplying computer parts could have been avoided. Many companies don’t want to give up too much of their information because they fear that outsiders will compromise the information. Unfortunately this way of old-style thinking costs too much money in terms of lost opportunities, overstocked and underused parts, and overpriced products. Supply Chain Management ApplicationsSupply chain planning systems can provide information up and down the chain and help everyone involved do a better forecasting job. In the example above, the information could pass more easily between the PC retailers and the parts suppliers. While the retailers were still remiss in accurately forecasting PC sales for the first quarter, the parts suppliers could have altered their manufacturing schedules quicker and avoided the huge inventory build-up.Supply chain planning systems enable firms to•Generate demand forecasts•Develop sourcing and manufacturing plans•Share information about changes easier and faster so work can be better coordinated•Develop better demand planning•Manage the flow of products through distribution centers and warehouses by using supply chain execution systems•Coordinate activities with supply chain partners•Handle complex interdependencies among various supply chain processes•Allow users to balance the costs of transportation, delivery, and handlingSupply Chain Management and the InternetThe islands of information that we’ve frequently mentioned don’t exist just inside the corporation but also exist all up and down the supply chain. Adapting the supply chain software to the Internet and opening up the information to suppliers, logistical experts, and distributors can greatly help a company reduce costs and ensure products are delivered when needed to the right location. It won’t help a company’s bottom line tohave 1000 parkas delivered to Arizona in March when upstate New York is suffering through a difficult winter.The same type of internal collaboration that organizations can generate through intranets can be extended to supply chain partners through extranets. Suppliers can log on to a company’s extranet site and review next week’s production schedule. The supplier can ensure enough production supplies are on hand by the manufacturer without over- or under-extending itself. Changes to the production schedule can be communicated easier to the supplier through Internet-enabled applications. Long-term forecasts can be posted to the extranet and schedules adjusted. No expensive proprietary systems are necessary since all the information is transmitted through ordinary Web-based applications. Anyone internal or external to the organization can view delivery schedules or determine the optimal logistics for moving products through online applications.Figure 8-4 demonstrates how intranets and extranet provide the communication channels necessary to improve supply chain management.Figure 8-4: Intranets and Extranets for Supply Chain Management.Demand-Driven Supply ChainsTraditionally, customers purchase whatever products are available. While the colors, sizes, and prices may have varied somewhat, generally the manufacturer decided what to produce by forecasting what the potential demand would be through a push-based model. That is quickly changing to a pull-based model in which the customer tells the manufacturer ahead of time what he/she wants to buy. One of the best examples of this new pull-based model is Dell Computer’s build-to-order business model. Dell doesn’t build a computer until it receives a customer order. Then it builds the computer to the customer’s specifications. Granted, the customer must choose from a pre-determined list of options, but Dell doesn’t have a huge stock of unsold inventory based on faulty demand forecasting that no one wants.Figure 8-5 below shows the differences between the push-based and pull-based supply chain models.Figure 8-5: Push- Versus Pull-based Supply Chain ModelsAutomobile manufacturers are also adopting pull-based modeling for their customers. A customer in Des Moines can log onto a Web site and select the color, engine, options and kind of tires for his/her new car. The order is sent to the factory in Detroit and the manufacturer’s suppliers simultaneously. While the customer must wait for delivery, at least he/she will get exactly the car they wanted. Figure 8-6 diagrams an Internet-driven supply chain.Figure 8-6: The Future Internet Driven Supply Chain.Business Value of Supply Chain Management SystemsThe benefits of implementing an integrated, networked supply chain management system include:•Match supply to demand•Reduce inventory levels•Improve delivery service•Speed product time to market•Use assets more effectivelyIn turn a company can•Improve customer service and responsiveness•Reduce costs•Utilize cash betterThese last three benefits of implementing a supply chain management system point directly to improving the bottom line for the company. By making the supply chain more efficient a company can save millions of dollars and improve its relationships with its customers.8.3 Customer Relationship Management Systems“Arun Jain, chairman of the marketing department at the Uni versity atBuffalo School of Management, said preserving relationships with existingcustomers is important for businesses because acquiring new ones isexpensive. Once you build a relationship with a customer, then you cansell additional products to them, they recommend you to others, cost ofserving goes down, they become less sensitive to price,” Jain said. “In thebeginning, you may end up paying to acquire them, but if you haveselected the right type of customer, they become profitable.” (USATodayOnline, March 14, 2004)While many companies strive to be “customer-centric” very few have been able to completely focus every functional area on the customer. Largely due to the new avenues of information customers have through the Internet, organizations must fight harder to keep the customers they work so hard to get in the first place.What Is Customer Relationship Management?The goals of customer relationship management systems are to optimize •revenue•profitability•customer satisfaction•customer retention“Since the mid-1990s, companies have been trying to make their enterpriseand customer data pay off. They know this data has value, but they don’tknow how to effectively extract it. In their mining efforts, companies havebuilt huge data warehouses, sunk millions of dollars into CRM systemsand endured painful change management initiatives—often with lacklusterresults.[Four companies were successful in implementing CRM systems: AceHardware, Academic Management Services, Continental Airlines, andKorn/Ferry International.]These companies’ investments succeeded because they first analyzed theirbusiness needs and goals, reengineered existing business processes to takeadvantage of the data they were capturing, and put technology in placethat’s both easy to use and supports the needs of users as well as thecompany’s business objectives. And they haven’t forgotten that it’s thecustomer-facing employee who can make all the difference in whether ornot a customer feels well served—and that no technology, howeversuperior, can make up for that human touch.” (CIO Magazine, Feb 15,2004)Many companies are overloaded with data about customers. Unfortunately, the companies don’t have any useful information that can help them increase customer satisfaction and retention, thereby increasing revenues and profitability. The ability to turn raw data into useful information is where CRM systems shine. CRM systems can gather customer information from all corners of a business, consolidate the information and then provide it to the customer touch points. By offering a consolidated viewpoint of the customer to these touch points, a company can cater to the customer that offers the most profitability.Financial institutions are a prime example of how effective CRM systems can be to help identify the customers that offer the most “bang for the buck.” Most of the larger banks offer more than just checking and savings accounts. They provide investment services, insurance policies, and loans. It’s much cheaper for Wells Fargo bank for instance, to provide its current customers with all of these financial products, rather than trying to attract new customers for each of the product lines. Information gleaned from a CRM system can provide Wells Fargo with information about which customers are more likely to purchase these products and the sales force can target that market better.CRM SoftwareCRM application software ranges in size and complexity making it possible for an organization to select the type of software it needs the most. Modules focusing on partner relationship management or employee relationship management can be integrated into the customer relationship management software at a later date.Partner relationship management systems are a reflection of internal customer relationship management systems but extend past the immediate borders of a firm to its selling partners. For instance, Levi Jeans doesn’t sell directly to its customer but rather through other retail outlets. How Levi’s partners cater to the customer directly affects itsprofitability. Therefore, Levi is very interested in sharing information about its customers with its partners to increase sales of its products. Using partner relationship management systems not only helps Levi but also its retailers.Employee relationship management modules associated with CRM focus more on how employees perform and interact with customers. These modules help a company manage •Employee objectives•Employee performance•Performance-based compensation•Employee trainingSome of the more common capabilities of CRM software are:•Sales force automation: allows the sales force to focus on the most profitable customer. It also reduces the cost per sale for acquiring new customers andretaining old ones•Customer service: gathers information from a variety of sources and makes it available across organizational functions so that data is input only once •Marketing: Allows companies to engage in cross-selling, up-selling, and bundling through better analysis of customer dataFigure 8-9 shows how customer data feeds into these three functions.Figure 8-9: CRM Software Capabilities.Operational and Analytical CRMIt’s important to understand the difference between the operational and analytical aspects of CRM systems. Operational CRM includes everything a company should provide those employees who interface directly or indirectly with the customer: the sales force, call centers, and support activities. Managers and decision makers would use the analytical CRM to help them improve business performance. The analytical CRM uses data from the operational CRM and provides managers with the opportunity to target smaller, specific customer groups or market segmentation. Rather than trying to blanket a huge group of potential customers, many of whom are not interested, managers use the analytical CRM to focus their efforts on those customers who can offer the most profit at the least cost. Table 8.3 will help you differentiate between operational and analytical CRM examples.One of the most important benefits of analytical CRM is the ability to determine the customer lifetime value (CLTV). The text mention that it costs six times more to gain a new customer than to keep an old one. By measuring the CLTV of customers, organizations can calculate customer profitability and determine which customers they should cater to.Business Value of Customer Relationship Management SystemsAs the old saying goes, “We’re wasting half of our advertising budget; we just don’t know which half.” CRM software will help managers better understand their customers thereby helping them make better decisions about product lines and marketing campaigns. CRM systems can also help reduce the customer churn rate and identify which customers are most profitable. Hopefully CRM will help them discover which half of the ad budget is wasted.Once again, the benefits of using CRM systems are worth the challenges you’ll face. Benefits:•Increased customer satisfaction•Reduced marketing costs•More effective marketing•Lower costs for customer acquisition and retention•Increased sales revenue•Better response to customer needs8.4 Enterprise Applications: New Opportunities and Challenges Before implementing enterprise application systems, organizations need a very clear picture of where they are now and where they want to go. Organizations must decide which processes provide the most value and which processes need the most improvement. And, the firm must allocate the organization resources where they are most needed.Challenges and OpportunitiesThe return on investment to companies that implement enterprise systems can be enormous in terms of enhanced information between suppliers, employees, customers, and business partners. The better the information is, the better the decisions. The better the information is, the better the products and services are for the customer. The more customers there are, the higher profits for the company.Hang on for a rough ride:•Daunting Implementation: technological and fundamental changes will pervade every corner of the organization. The organizational structure and culture willchange. The most daunting task will be retraining thousands of workers andconvincing them the change is good. It will be easier to fail than to succeed.•High Up-Front Costs and Future Benefits: There is no such thing as an overnight success when implementing an enterprise system. On average, it takesthree to five years to fully implement an enterprise system. Keeping the firm ontrack and focused on the end result is more difficult than most firms comprehend.•Data Management: It’s more important than ever before. Now that one database serves the entire organization, if data are mismanaged, it will affect the everybusiness function and process.•Inflexibility: Make a change in one area of the business is much more difficult after implementing an enterprise system. The software is just too complex toeasily change.•Realizing Strategic Value: Businesses that rely on unique or cutting-edge processes to gain a competitive advantage will lose that edge with enterprisesystem software. Enterprise systems are not the answer for every firm.Extending Enterprise SoftwareAs companies get more comfortable with supply chain management and customer relationship management programs they realize the importance of branching out to enterprise solutions, enterprise suites, or e-business suites. Software manufacturers are creating these programs and ensuring firms can integrate more easily with customers, suppliers, and business partners.。

《信息管理（计算机应用）》（本科）教学大纲课程名称：《信息管理（计算机应用）》课程内容：本课程旨在帮助学生掌握应用现代计算机技术来解决各种经济管理的理论与实务问题的方法。

在内容的安排上以经济管理人才所必须具备的计算机知识与技能为基本出发点，将计算机技术、定量分析方法和商务的基本原理紧密结合起来。

本课程是在上海市精品课程《经济管理中的计算机应用（简称“计算机应用”）》课程基础上为商学类学生而开设一门基础课程。

本课程打破了商学类学生计算机应用能力低于理工科学生的状况，开辟了提高商学类学生计算机应用能力的有效途径。

本课程包含了大量的实例与丰富的模型，对学生今后解决实际问题有很好的参考价值。

本课程作为商学一门基础课程，对后续专业课程的学习会有很大的帮助，如经济学、运筹学、财务管理、保险、投资理论和市场营销等课程中所涉及的数据处理、定量分析、决策、预测和优化等模型的分析和求解都可以利用本课程所讲授的方法予以解决，并鼓励广大学生在此基础上做进一步的探索和研究。

本课程遵循了国家精品课程建设的总方针，借助网络平台向全体师生提供教学方案、讲课提纲、多媒体教学课件、例题解答、习题集、教学经验交流和网上答疑等，有利于教学资源的共享。

本课程所选用的教材是在原《财经管理中的计算机应用（第二版）》（上海财经大学出版社）教材的基础上经过改进和完善重新出处的。

是从1997年开始起对课程持续不断地改革与创新所结出的成果。

同期成果还包括教材、教学参考书12本，公开发表课程教学改革论文20余篇，与课程建设配套的课堂教学支持软件曾获国家教委颁发的教学软件二等奖，教材曾获上海市“九五”优秀教材奖。

课程具有丰富的教学辅助资料、多媒体课件和教学网站，于2004年获得了上海市教学成果一等奖，2008年获荣获上海市精品课程，并于2011年获上海市优秀教材一等奖。

开设单位：信息管理与工程学院授课教师：李欣苗教授答疑时间：周二上午9：40-11:30或事先预约。

2023管理信息系统第三版课后习题答案下载管理信息系统第三版课后习题答案预览20世纪，随着全球经济的蓬勃发展，众多经济学家纷纷提出了新的管理理论。

20世纪50年代，西蒙提出管理依赖于信息和决策的思想。

同时期的维纳发表了控制论，他认为管理是一个过程。

1958年，盖尔写到：“管理将以较低的成本得到及时准确的信息，做到较好的控制。

”这个时期，计算机开始用于会计工作，出现数据处理一词。

1970年，Walter T.Kennevan给刚刚出现的管理信息系统一词下了一个定义：“以口头或书面的形式，在合适的时间向经理、职员以及外界人员提供过去的、现在的、预测未来的有关企业内部及其环境的信息，以帮助他们进行决策。

”在这个定义里强调了用信息支持决策，但并没有强调应用模型，没有提到计算机的应用。

1985年，管理信息系统的创始人，明尼苏达大学的管理学教授Gordon B.Davis给了管理信息系统一个较完整的定义，即“管理信息系统是一个利用计算机软硬件资源，手工作业，分析、计划、控制和决策模型以及数据库人-机系统。

它能提供信息支持企业或组织的运行管理和决策功能。

”这个定义全面地说明了管理信息系统的目标、功能和组成，而且反映了管理信息系统在当时达到的水平。

管理信息系统简介管理信息系统产生背景管理信息系统(Management Information Systems简称MIS)、是一个不断发展的新型学科，MIS的定义随着计算机技术和通讯技术的进步也在不断更新，在现阶段普遍认为管理信息系统MIS、是由人和计算机设备或其他信息处理手段、组成并用于管理信息的系统。

管理信息由信息的采集、信息的传递、信息的储存、信息的加工、信息的维护和信息的使用六个方面组成。

完善的管理信息系统MIS具有以下四个标准：确定的信息需求、信息的'可采集与可加工、可以通过程序为管理人员提供信息、可以对信息进行管理。

具有统一规划的数据库是MIS成熟的重要标志，它象征着管理信息系统MIS是软件工程的产物.、管理信息系统MIS是一个交叉性综合性学科，组成部分有：计算机学科(网络通讯、数据库、计算机语言等).、数学(统计学、运筹学、线性规划等)、管理学、仿真等多学科。