软件工程-外文翻译

The strategic role of management information systems

After studying this chapter, you will be able to:

1。Analyze six major information systems in the organizations。

2。Describe the relationship among various types of information systems。

3。Understand the characteristics of a strategic information system.

4。Describe how information systems in business strategy to be used for three layers.

5。Explain the problem of the establishment and maintenance of strategic information systems.

Orchids Paper Company ----- return to the right direction

Orchids Paper Co.Ltd. has been a lower cost paper manufacturer which produces napkin,handkerchief paper, tissues and toilet paper for fifty years. However, in the middle of 1990s, the company lost its developmental way. To take good advantage of the prosperous economic situation in the late twentieth century in the 80's, employers began to squeeze into the ascendant private-label paper market in California (the company headquarters at that time). Unfortunately, Orchids nearly went bankrupt because of the dual pressure from the high cost strategy and the debt from leveraged buyout. At the moment, its raw material and production costs exceeded its profits from customers. Orchids were forced to file for bankruptcy in 1992 and 1995.

Orchids' new management organization lead by the general manager, Mike Safe and chief financial officer Jim Swagerty decided to focus on core markets, where had value-seeking customers. They moved the company from California to Pryor, Oklahoma, where the utility costs were low (paper is a resource-intensive industries) and the company's recycled papers were salable. They used a low-cost strategy so that the firm's production capacity will be maximized when companies emphasize timely delivery and allow customers to clearly understand the implementation of their orders. Orchids target market is the span from Oklahoma to Atlanta.

Before the reorganization,Orchids is well known for poor service and late delivery. The company did not implement the operating and reporting practices and the financial department can not provide timely and accurate information.

Orchids installed a new manufacturing resource planning systems (MRP-Ⅱ) and a financial system. The two software management systems from the Marion Ohio can monitor and coordinate sales, Inventory and financial data. They can also provide the charts based daily operations for the company. Workers and all departments can directly access to the products and order information through a central server linked with the stored data through 25

personal computers. Finance Department staff can also use this system to provide timely and accurate information about the operating capacity, transportation and the product usability. They can also answer the customers’ questions. Therefore, finance department staffs make use of the financial capabilities to do more about controlling and customer service. Because employees can easily access to ensure immediate and accurate information needed to order delivery. Orchids Company can keep operating costs low. This system also makes the management of Orchids in the absence of bloated bodies and the sharp reduction in the total number of case workers to run properly. Orchids started to make profit again and its organizational and technological changes made it win a place in the industry which has traditionally been monopolized by large companies.

Orchids Paper used the information systems to get the lead in the competitive advantage by providing low-cost high service products. However, compared to the simply the technological leap, it is more important to maintain this competitive edge. Managers need to find ways to maintain this competitive advantage for many years. Specifically, managers need to face the following challenges:

1. Comprehensive integration: although in the company different systems are designed to serve different levels and different departments, more and more companies discovery the benefits of integrated systems. Many companies are pursuing enterprise resource planning (ERP). However, the integrated system is difficult and costly for the different organizational levels and functions to exchange of information through the technology. Managers need to determine which level of information system needs to integrate and how much it costs.

2. The ability to maintain the competitive advantage: the competitive advantage brought by the strategic information systems cannot sustain long enough to ensure long-term profitability. Competitors can also install the strategic information systems. Competitive advantage is not always maintained as the market is changing rapidly. Business and economic environment is changing also. Internet can make some of the company's competitive advantage disappear soon. Technology and customer expectations are changing as well. Classic strategic information systems, such as American Airlines SABRE computer reservation systems, ATM systems and City Bank Federal Express package tracking system are benefiting users because they are the first in their respective industries. But the competitors apply the corresponding systems later. Relying on information systems solely can not get lasting business advantage. Information system originally used in decision-making often becomes a survival tool (for each company in order to survive in the industry to take some measures), or information system or even inhibit the future success of organizations to make the necessary decisions.

ORCHIDS Paper Company's experience shows that information systems are very important in support of the organization's goals and making the company in the leading role in competition. In this chapter, we introduce the functions of various information systems in the organization. Then,we present the issues of the company in the competition and the methods that the Information System provides a competitive advantage in three different commercial levels.

2．1 The function of the major Information System in the organization

Because of the different attention to different targets, different characteristics and different levels in the various departments in an organization, there are different kinds of information systems. Single system cannot provide organizations with all the required information. Figure 2-1 is a description of the methods of all kinds of information systems in the organization. In the chart, the organization is divided into strategic layer, management layer, knowledge layer and business layer. And then it is further translated into the various functions into areas such as sales, marketing, production, finance, accounting and human resources. Information System is set up to meet the requirements of different organizations.

2.2.1 Four different information systems

There are four different information systems which are used for different levels of the organization. They are business layer systems, knowledge-tier system, management system and strategic level system.

Business layer supports managers’work through tracking the basic business activities and things of the organization. Basic operations are such as sales progress, cash store, payroll, customer credibility determination and plant logistics. On this level，the main purpose of the system is to answer normal questions, analyze the problem of the logistics and inventory number of the organization. What is Mr. William payment and what is the problem? To answer these questions, the information must be available and the information should be current and accurate. The examples of business layer of the information system: the system using ATM data to record the bank deposit, the system to record daily time that employees work in factories, etc.

Knowledge level information systems support the employees who are working for the knowledge and data in the organization. Knowledge level information system is intended to help businesses find new knowledge. New knowledge will be integrated into enterprises and help companies control document things。Knowledge level information system, particularly as aid office workstation systems, today is the fastest growing applications.

Management information system is designed to monitor, control, make decision and used to serve the management activities of middle managers. The main question of this information

system is to consider whether everything is as usual. Typical management information systems function is to provide periodic report rather than on real-time business information such as a migration control system that can move the divisions across the company, looking for a house and the employee to report domestic subsidies. At the same time, the actual costs exceed the budget note segment should be paid attention to.

Management systems also support the development of unconventional decisions. These systems are more concerned about the non-programmed decision-making and this information involved in decision-making is not always clear. These systems are often answered: "what-if" kind of problem. If ten Sales are doubled in February, what’s the effect on the timing of the production? If the factory construction is postponed for six months, what’s the effect on our return on investment? To answer these questions, it requires both internal data and external data. But that does not readily available from the business tier system has been.

Strategic level of information systems helps the top manager deal with internal and external strategies to solve problems, and predict long-term trends. The system mainly focuses on: making the existing organizational capabilities adapted to the changes in the external environment. Five years later, what level of employees that are recruited is achieved. What’s the cost trend in the long-term industry and where does our company try to develop. Also, five years later what kind of products will we produce.

Information system can vary with specific functions. The main organizational functions such as sales letters and marketing，manufacturing, finance, accounting and human resources information systems are borne by them. In large organizations, the next functions of these functions also have their own systems. For example, the production function can have inventory management, work order control, mechanical maintenance, computer aided engineering, material requirements planning and other information system.

Each of the functional area of a typical district has a business, management，knowledge and strategic level systems. For example, the sales function normally has a sales system to record and process daily sales orders for the company in every business level system and design promotional product exhibition in the knowledge layer system. In management information systems, information is used to analyze sales figures monthly through the sales area and to do sales report on sales which is higher or lower than the target area. Information systems at the strategic level can predict the five-year sales trends.

Finally, to the same functional area, different organizations have different information systems. Because no two organizations have exactly the same goals, the same structure and the same concern, the information system is used to meet the various organizational

characteristics and no universal information systems can be suitable for all organizations. Each organization does this job with a little bit difference.

Therefore, information system functions can be classified according to specialized function or their levels of service. The whole context of this book has examples to support various functional areas. There are sales systems, production systems, human resources systems and financial accounting system. More information can be known from LAUDON AND LAUDON WEB SITE. This chapter is aimed at analyzing the main application examples of the organization according to the levels of the organization and the types of decision-making based on these levels.

2.2.1 Six major types of systems

In this section, we describe the specific types of information systems of the different levels of the users and their value to the organization.Figure 2-2 (P39) listed the specific layer of information systems corresponding to the organizations。In an organization, there is Executive Information System (ESS) on the strategic layer and the Management Information System (MIS) and Decision Support Systems (DSS) on the management layer, Knowledge Working System (KWS) and Office Automation Systems (OAS) on the knowledge level and Transaction Processing System (TPS) on the business layer. Each layer of an information system provides specialized service for the major functional areas in a proper order. As a result, the typical information systems of the organization are designed to assist the workers and managers of all levels.

Table 2.1 summarizes the characteristics of the six information systems. It should be noted that in addition to the use of the organizational layers and functional departments they are faced with, various information system can also be used in other organization layers and functional departments。For example, the secretary may find some useful information in the Management Information System (MIS) and the middle managers may need to use Data Processing System (DPS) from the TPS.

(1) Transaction Processing System

Transaction Processing System (TPS) is implemented and in the service of basic business operation systems in the organization. Transaction Processing System is a computerized system, which runs to record the daily regular arrangement needed for the management of business activities such as sales order entry, hotel reservation systems, payroll, employee records maintenance, transportation and etc.

In the business layer, tasks, resources and objectives are predetermined and highly structured. For example, the policy given to the customers in determined by the low manage

through the predetermined criteria. The work of the managers is to determine whether the customer is satisfied with the predetermined criteria.

Figure 2-3 describes a payroll TPS. It is use a typical business processing systems for accounting that most companies use. Wages system is to manage the issue of the employee’s salary whose main files consist of data elements (such as name, address, employee number and etc). When the data are entered into the system, the data elements are modified.The data elements of the master files can be formed into different focus of the report according to different combinations to the management department. Government departments can form payroll to distribute to the staff. This TPS can also be combined with the existing data elements to generate other reports.

The other types of TPS application can also be seen in Figure 2-4. Five types of TPS are listed which are classified by the different functions in the Figure. They are sales / marketing TPS, finance accounting TPS,human resources TPS and other special industries with particular TPS. It introduces a tracking system is a production of TPS in the United Parcel Service (UPS). UPS runs package delivery service business. The system can track all of the package transportation business.

Every organization has such four TPS. TPS is very important。If the TPS of a company has broken for several hours, it means the bankruptcy of the company or gives advantages to the other companies. You can imagine, what the WPS will become if the package tracking system is broken. If there is no computer order system, what will happen to the airlines? The managers need TPS to maintain the internal operation and the relationships among the company and external environment. The main information of the other system comes from the TPS as well.

管理信息系统的战略作用

本文主要介绍一下内容：

1、分析组织中六种主要信息系统。

2、描述各种类型信息系统间的关系。

3、了解一个战略信息系统的特点。

4、描述在商业中信息系统怎样被用于三个战略层。

5、解释战略信息系统建立与维护的困难。

Orchids 纸业公司-----正确描述了信息管理系统的重要性

为了了解管理系统的战略作用，先了解下Orchids 纸业公司。Orchids 纸业有限公司一直是餐巾纸、手巾纸、面巾纸和卫生纸低成本的制造者。但是，到了二十世纪90年代中期，该公司在发展上迷失了方向。为了利用二十世纪80年代后期蓬勃发展的经济形势，资方开始挤入加利福尼亚（当时公司总部所在地）方兴未艾的名片（private-label）纸市场。不幸的是，高成本战略和来自于借贷收购（leveraged buyout，LBO）债务的双重压力使Orchids几乎倒闭。此刻，它的原材料和生产成本超过了它能从顾客那里获得的利润。Orchids被迫于1992年和1995年两次申请破产。

由总经理Mike Safe和财务总监Jim Swagerty领导的Orchids新管理层决定将公司的工作重心放在核心市场，那儿有能带来价值的客户（value-seeking customer）。他们将公司从加利福尼亚州搬到俄克拉荷马州的Pryor，这里公用事业费用偏低（造纸是资源密集型行业）且公司的再生纸销路在这里很好。他们采用了低成本策略，这样当企业强调及时供货和让客户清楚了解他们的订单执行情况时，企业的生产能力将达到最大化。Orchids的目标市场是从俄克拉荷马州到亚特兰大的跨越。

在重组之前，Orchids以服务差和不能按时交货著称，公司几乎没有实行经营报告制度（operating and reporting practices），财务部门不能提供及时精确地信息。

Orchids新安装了一套制造资源计划系统（MRP-Ⅱ）和一套财务系统，这两套来自俄亥俄州Marion软件公司管理系统，能监测和协调销售、存货、和财务数据，还可以向公司提供基于每日经营业务图表。工人和各部门能通过与储存有相关数据的中央服务器相连的25台个人电脑直接访问产品和订单信息。财务部门员工也可以使用该系统就营业量、运输和产品可用性提供及时精确的信息，也可以回答客户提出的问题。财务部门员工也因此要做更多的财务功能控制和客户服务工作。由于员工能方便的访问到为确保即时和准确的订单交付所需的信息，Orchids公司运行成本能保持较低水平。这一系统也使Orchids在没有臃肿的管理机构和职工总数锐减的情况下运行正常。Orchids公司开始重新赢利了，它的组织和技术的变革使它在传统上已经被大公司垄断的产业内占有一席之地。

Orchids 纸业公司运用信息系统通过提供低成本高服务的产品获得了领先于竞争对

手的市场优势。但是比单纯的技术飞跃更重要的是维持这种竞争优势所需的东西。管理人员需要找出维持这种竞争优势许多年的方法。具体地说，管理人员需面对如下挑战：

1、集成（Integration）。尽管在公司中设计不同的系统以服务于不同层次和不同职能部门，但愈来愈多公司在集成的系统上发现了好处；许多公司正追求企业资源计划（ERP）。但是，集成的系统对于不同的组织层次和功能间交换信息从技术上说是困难的，且成本很高。管理人员需要确定哪一层次的信息系统需要集成，它的成本多高。

2、竞争优势的维持能力。由战略信息系统带来的竞争优势并不能一定能持续足够长的时间，从而保证长期盈利。竞争者也同样可以安装战略信息系统。竞争优势并不总是可以维持的。市场情况在变。商业和经济环境在变。因特网能使某些公司的竞争优势很快消失。技术和顾客的期望在变。经典的战略信息系统，如美国航空公司的SABRE 计算机订票系统、城市银行的ATM系统和联邦快递的包裹跟踪系统，由于是各自行业的首先使用者而受益匪浅。但是后来竞争对手也用运了相应的系统。单单依靠信息系统并不能获得持久的商业优势。原本用来决策的信息系统常常成为一种生存的工具（每个公司为了在行业中生存下来采取的一些措施），或者，信息系统甚至抑制组织能做出将来的成功所需的决策。

ORCHIDS纸业公司的经验说明在支持组织的目标和使公司在竟争中领先中信息系统的作用是多么重要。在这一章中，我们介绍各种类型的信息系统在组织中的的作用，然后我们再介绍，公司在竞争中的问题以及信息系统，在三种不同商业层次中，提供竞争优势的方法

2.1组织中主要信息系统的应用

因为在组织中各部门关注对象不同，特点不同，层次不同，所以存在不同种信息系统，单一的系统不可能为组织提供所有需要的信息。有一类是一种描述组织中各种信息系统的方法，在图中组织被分成战略层，管理层，知识层和业务层。而后进一步被化为成各个职能区，如销售和市场，生产，财务，会计，和人力资源等。信息系统的建立就是满足不同组织的要求。

2.2.1不同的信息系统在组织中的作用

主要介绍四种不同信息信统用于不同组织层次，业务层系统，知识层系统，管理层系统，战略层系统的作用。

业务层系统通过追综组织基本的业务活动和事物支持经理工作。基本业务诸如销售进款，现金存储，工资发放，客户信誉确定，以及工厂的物流等。再这一层次上，系统的主要目的是回答常规问题，分析整个组织的事物流，库存有多少？Mr.WILLIAMS付款有什么问题？要想回答这些问题，信息必须是可用的、精确的。业务层信息系统的例子有：利用自动柜员机数据记录银行存款情况的系统，记录每天雇员在工厂工作的时间的系统等。

知识层信息系统支持组织中从事知识和数据工作的员工，知识层信息系统的目的，

是帮助企业发现组织新知识，将新知识结合到企业，并且帮助企业控制文书事物。知识层次信息系统特别象辅助工具工作站办公系统等，在今天是增长最快的应用系统。

管理层信息系统设计用来监测、控制、制定决策，以及用来服务于中层经理的管理活动，这种信息系统考虑的主要问题是:业务一切正常吗？管理层信息系统典型的功能是提供定期的报告，而不是关于业务的即时信息。例如一个迁移控制系统，这个系统能对整个公司各分部的迁移，寻找房子。以及对员工的家用补贴作出报告，同时还能注意到实际花费超出预算的分部。

管理层系统还支持制定非常规的决策，这些系统更关注非程序化的决策，而这样的决策对信息的需求总是不清晰的，这些系统常常回答:“what-if”类问题，如果十二月份的销售翻番那么会对产品的生产时间安排有什么影响？如果工厂建设工期推迟六个月将会对我们的投资回报有什么影响？回答这些问题，通常既需要外部数据也需要内部数据，但这并不能从现成的业务层系统得到。

战略层信息系统帮助高级经理处理解决公司内部和外部战略问题，以及预测长期趋势。系统主要观注的是:使现有的组织能力和外部环境变化相适应。五年后，雇用员工到什么水平？长期产业成本趋势是什么？我们的公司适合在哪发展？五年后我们生产什么样的产品？

信息系统可随具体功能不同而不同，主要组织功能诸如销信和市场，制造，财务，会计，和人力资源分别由他们的信息系统承担，在大组织中，这些每个主要功能的下一级功能也有他们自已的系统。例如，生产职能可以有库存管理、功序控制、机械维护、计算机辅助工程、物料需求计划等信息系统。

一个典型的组织每个职能区都有业务，管理，知识及战略层系统。例如，销售职能通常在业务层有一个销售系统用以记录每天的销售量并处理订单，在知识层系统为公司的产品设计促销展览，在管理层信息系统通过销售区域分析每月销售数字，并且就销售额高于或低于预期目标的销售区域作出报告，在战略层一个信息系统可以预测五年销售趋势。

最后，对同一职能区，不同的组织有不同的信息系统，因为没有两个组织有完全相同的目标，相同的结构，相同的关注点，所以信息系统习惯上是满足各个组织特性，并没有普遍性的信息系统可以适合所有组织，每个组织在做这个工作有点不同。

信息系统因此能根据专业功能或他们服务的组织层次分类。这本书的整个篇幅都有支持各种职能区的例子，有销售系统、生产系统、人力资源系统和财务会计系统等，更多的资料可以在LAUDON AND LAUDON WEB SITE 得到，本章根据组织层次和这些层次支持上决策类型分析组织的主要应用实例。

2.2.1六种主要类型的系统

在这一节中，我们描述用户各组织层次的具体的信息系统种类的及他们对组织的价值，列出的对应于各组织层的具体的各种信息系统，一个组织中，在战略层有主管支持

系统(ESS)，在管理层上有管理信息系统(MIS)和决策支持系统(DSS)，在知识层上有知识工作系统(KWS)和办公自动化系统(OAS)在业务层上有业务处理系统(TPS)，每层上的信息系统依次专门服务各个主要功能区。因此，组织典型信息系统被设计用来辅助各层和各职能部门的工人和经理。

表概括了六种信息系统特征。应该注意，各种不同的信息系统除了用在他们主要面向的组织层和职能部门外，在其他组织层和职能部门也可能用到他们。例如，秘书可能在MIS找到有用信息，中层经理可能需要从TPS中选用数据处理系统。

（1）业务处理系统

业务处理信息系统（TPS）实施服务于组织中操作层的基本商务系统，业务处理系统是一种计算机化的系统，它运行，记录每日常规化的管理商务活动必须的事务，例如：销售订单的录入，旅馆预订系统，工资发放，雇员记录维持，以及运输等。

在业务层，任务、资源和目标是提前订好的，且高度结构化的。例如：给与顾客信誉的决策是由低层的管理人员通过根据预定的标准作出的，管理人员所做的工作就是确定顾客是否满足预定的标准。

图2-3描述一个工资管理TPS，那是一个典型的大多数公司使用的会计业务处理系统，工资系统管理雇员薪水的发放，主文件由数据元素组成（如：姓名，地址、员工号等）。数据被输入系统时，数据元素被修改。主文件中的数据元素按不同方式组合可以形成侧重点不同的报告给管理部门，政府部门或形成工资单发给员工，这些TPS也能和现有的数据元素结合，生成其他报告。

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任何组织都具有这几种TPS，业务处理系统的作用很重要，一个公司的TPS瘫痪几小时，可能意味着公司的破产，也可能因此前知道其他公司。想象一下，如扩包襄跟踪系统瘫痪，wps会怎样？如果没有计算机订单系统航空公司会发生什么情况？经理需要TPS去监控内部运作状况和公司与外部环境的关系。其他类型信息系统的主要信息来源于TPS。

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参考文献 [1]中华人民共和国住房和城乡建设部.GB50500-2008,建设工程工程量清单计价 规范[S].北京:中国计划出版社,2008. [2]福建省建设工程造价管理总站.FJYD-101-2005,福建省建筑工程消耗量定额 [S].北京:中国计划出版社,2005. [3]福建省建设工程造价管理总站.FJYD-201-2005,福建省建筑装饰装修工程消 耗量定额[S].北京:中国计划出版社,2005. [4]中华人民共和国建设部.GB/T50353-2005,建筑工程建筑面积计算规范[S].北 京:中国计划出版社,2005. [5]刘元芳.建筑工程计量与计价[M].北京:中国建材工业出版社,2009. [6]刘元芳.建设工程造价管理[M].北京:中国电力出版社,2005. [7]幸伟.我国政府采购招标投标问题研究[D].东北师范大学,2009. [8]杨平.工程合同管理[M].北京:人民交通出版社,2007. [9]陈慧玲．建设工程招标投标实务[M].南京：江苏科学技术出版社，2004年. [10]邹伟，论施工企业投标报价策略与技巧[J]，建筑经济，2007年. [11]陈娟，杨泽华，谢智明，浅谈工程投标报价的策略[J]，招投标研究，2004 年. [12]徐学东主编.《工程量清单的编制与投标报价》中国计划出版社.2005年. [13]田满霞,浅谈建设项目的工程造价控制[J].技术市场,2013,(9):188-188. [14]王雪青，国际工程投标报价决策系统研究[J],天津大学博士论文，2003年. [15]Online Computer Library Center, Inc. History of OCLC[EB/OL],2009. [16]Gray,C.,& Hughes,W.(2001).Building design management.Oxford, UK:Butterworth-Heinemann.

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软件工程论文参考文献 [1] 杜献峰 . 基于三层 B/S 结构的档案管理系统开发 [J]. 中原工学院学报，2009:19-25 [2]林鹏，李田养. 数字档案馆电子文件接收管理系统研究及建设[J].兰台世界，2008:23-25 [3]汤星群.基于数字档案馆建设的两点思考[J].档案时空，2005:23-28 [4]张华丽.基于 J2EE 的档案管理系统设计与实现[J].现代商贸工业. 2010:14-17 [5] 纪新.转型期大型企业集团档案管理模式研究[D].天津师范大学，2008：46-57. [6] 周玉玲.纸质与电子档案共存及网络环境电子档案管理模式[J].中国科技博览，2009：44-46. [7] 张寅玮.甘肃省电子档案管理研究[D]. 兰州大学，2011:30-42 [8] 惠宏伟.面向数字化校园的档案信息管理系统的研究与实现[D]. 电子科技大学，2006:19-33 [9] 刘冬立.基于 Web 的企业档案管理系统的设计与实现[D].同济大学，2007:14-23 [10]钟瑛.浅议电子文件管理系统的功能要素[J]. 档案学通讯，2006:11-20 [11] 刘洪峰，陈江波.网络开发技术大全[M].人民邮电出版社，2005：119-143. [12] 程成，陈霞.软件工程[M].机械工业出版社，2003：46-80. [13] 舒红平.Web 数据库编程-Java[M].西安电子科技大学出版社，2005：97-143. [14] 徐拥军.从档案收集到知识积累[M].是由工业出版社，2008：6-24. [15]Gary P Johnston，David V. Bowen.he benefits of electronic recordsmanagement systems: a general review of published and some unpublishedcases. RecordsManagement Journal，2005:44-52 [16]Keith Gregory.Implementing an electronic records management system: Apublic sector case study. Records Management Journal，2005:17-21 [17]Duranti Luciana.Concepts，Principles，and Methods for the Management of Electronic RecordsR[J].Information Society，2001：57-60.

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