MS-54 Management of Information Systems Sample Paper

MBA - Master of Business Administration

Note: Attempt ant three questions from Section-A each carries 20 marks. Section-B is compulsory and carries 40 marks.

1. "Continuous interest and involvement of top management is crucial to success and growth of MIS in an organisation." Critically examine the statement and identify the areas of Top Management involvement, in MIS activities.

2. Discuss various measures used for security of data in a computerized MIS. Why is security so important in computerised MIS?

3. Briefly describe the main functions of Data Communication Software. What are the popular communication softwares available in various organisations?

4. Discuss the desirable goals which DBMS standards achieve. Also discuss the directions of emerging standards in this area. How does DBMS help in solving the day-to-day business transaction?

5. What are computer viruses? Discuss the measures to be undertaken to prevent and defect computer viruses. What are the common antivirus softwares available for use?

SECTION B

6. Read the given case and analyse the questions given at the end:

EXECUTIVE WORKSTATIONS AND MANAGERIAL PRODUCTIVITY

In 2000 TRW, a fortune 500 manufacturer of electronic components and computer systems, decided to see if "executive workstations" really deliver what they promise.

Before the project was implemented, a study was conducted to determine how much time managers actually spend on various office activities. The research staff found the following uses of manager's time:

Forty employees located at four TRW sites within a 10-mile redius participated in the project. They included managers. Senior professionals, and secretaries. An integrated office management system was chosen. Its capabilities included electronic mail, word processing calendar management, telephone directories, personal computing and computer-based instruction. TRW programmes added other features including a user's personal menu, a "suggestion box", and a remote dial capability that allows users to dial into the company's timesharing system.

Preliminary findings show that the system can potentially save managers and professionals approximately an hour a day by cutting our certain routine tasks and paperwork and improving communications via electronic mail. Communication electronic mail has eliminated some meetings but, more important, it is cutting down on missed telephone calls, message and the numerous other frustrations that are associated fith telephone tag. In addition, the calendar function eliminated the telephone chores and paperwork normally required to arrange meetings. A survey that mangers were utilizing electronic mail 65 percent of the time they were using the system. Other frequently used features included the calendar, word processing, and the telephone directory.

Based on a random sampling of employees computer files, The TRW staff anticipated that employees using electronic mail as a substitute for telephone calls and meetings would spend an average of 4.8 hours a day communicating a decrease from the 5-5 hours previously needed for that purpose. Other predicted savings were seen in reducing the time spent on paperwork from 2.5 to 2 hours per day through automatic filling, retrieval, and word processing procedure.

Questions:

1. How would such a system be cost justified to executive management.
2. How can the system be evaluated? Can time Savings be translated directly into productivity gains?