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信息管理外文翻译

信息管理外文翻译
信息管理外文翻译

Establishing a management information system Information is a critical resource in the operation and management of organizations. Timely availability of relevant information is vital for effective performance of managerial functions such as planning, organizing, leading, and control. An information system in an organization is like the nervous system in the human body: it is the link that connects all the organization's components together and provides for better operation and survival in a competitive environment.

The term information system usually a computer-based system, one that is designed to support the operations, management, and decision functions of an organization. Information systems in organizations thus provide information support for decision makers. Information systems encompass transaction processing systems, management information systems, decision support systems, and strategic information systems.

Information consists of data that have been processed and are meaningful to a user. A system is a set of components that operate together to achieve a common purpose. Thus a management information system collects, transmits, processes, and stores data on an organization's resources, programmes, and accomplishments. The system makes possible the conversion of these data into management information for use by decision makers within the organization. A management information system, therefore, produces information that supports the management functions of an organization (Davis & Olson, 1985; Lucas, 1990; McLeod, 1995).

Basic concepts

Data versus Information

Data refers to raw, unevaluated facts, figures, symbols, objects, events, etc. Data may be a collection of facts lying in storage, like a telephone directory or census records.

Information is data that have been put into a meaningful and useful context and communicated to a recipient who uses it to make decisions. Information involves the communication and reception of intelligence or knowledge. It appraises and notifies, surprises and stimulates, reduces uncertainty, reveals additional alternatives or helps eliminate irrelevant or poor ones, and influences individuals and stimulates them to action. An element of data may constitute information in a specific context; for example, when you want to contact your friend, his or her telephone number is a piece of information; otherwise, it is just one element of data in the telephone directory.

Characteristics of Information

The characteristics of good information are relevance, timeliness, accuracy, cost-effectiveness, reliability, usability, exhaustiveness, and aggregation level. Information is relevant if it leads to improved decision making. It might also be relevant if it reaffirms a previous decision. If it does not have anything to do with your problem, it is irrelevant. For example, information about the weather conditions in Paris in January is relevant if you are considering a visit to Paris in January. Otherwise, the information is not relevant.

Timeliness refers to the currency of the information presented to the users. Currency of data or information is the time gap between the occurrence of an event in the field until its presentation to the user (decision maker). When this amount of time is very short, we describe the information system as a real-time system.

Accuracy is measured by comparing the data to actual events. The importance of accurate data varies with the type of decisions that need to be made. Payroll information must be exact. Approximations simply will not suffice. However, a general estimate of how much staff time was devoted to a particular activity may be all that is needed.

Value of Information

Information has a great impact on decision making, and hence its value is closely tied to the decisions that result from its use. Information does not have an absolute universal value. Its value is related to those who use it, when it is used, and in what situation it is used. In this sense, information is similar to other commodities. For example, the value of a glass of water is different for someone who has lost his way in Arctic glaciers than it is to a wanderer in the Sahara Desert.

Economists distinguish value from cost or price of a commodity incurred to produce or procure the commodity. Obviously, the value of a product must be higher than its cost or price for it to be cost-effective.

The concept of normative value of information has been developed by economists and statisticians and is derived from decision theory. The basic premise of the theory is that we always have some preliminary knowledge about the occurrence of events that are relevant to our decisions. Additional information might modify our view of the occurrence probabilities and consequently change our decision and the expected payoff from the decision. The value of additional information is, hence, the difference in expected payoff obtained by reduced uncertainty about the future event.

Information supports decisions, decisions trigger actions, and actions affect the achievements

or performance of the organization. If we can measure the differences in performance, we can trace the impact of information, provided that the measurements are carefully performed, the relationships among variables are well defined, and possible effects of irrelevant factors are isolated. The measured difference in performance due to informational factors is called the realistic value or revealed value of information.

For most information systems, particularly those supporting middle and top management, the resulting decisions often relate to events that are not strictly defined and involve probabilities that cannot be quantified. The decision-making process often is obscure and the outcomes are scaled by multiple and incomparable dimensions. In such cases, we may either attempt to perform a multiattribute analysis or derive an overall subjective value. The subjective value reflects people's comprehensive impression of information and the amount they are willing to pay for specific information (Ahituv, Neumann, & Riley, 1994).

Information as an Aid to Decision Making

Simon (1977) describes the process of decision making as comprising four steps: intelligence, design, choice, and review. The intelligence stage encompasses collection, classification, processing, and presentation of data relating to the organization and its environment. This is necessary to identify situations calling for decision. During the decision stage, the decision maker outlines alternative solutions, each of which involves a set of actions to be taken. The data gathered during the intelligence stage are now used by statistical and other models to forecast possible outcomes for each alternative. Each alternative can also be examined for technological, behavioural, and economic feasibility. In the choice stage, the decision maker must select one of the alternatives that will best contribute to the goals of the organization. Past choices can be subjected to review during implementation and monitoring to enable the manager to learn from mistakes. Information plays an important role in all four stages of the decision process. Classification of Management Information Systems

There are various types of management information systems. Mason and Swanson (1981) describe four categories of management information systems: (1) databank information system, (2) predictive information system, (3) decision-making information system, and (4) decision-taking information system. The classification is based on the level of support that the information system provides in the process of decision making. Sachdeva (1990) comprehensively presents these four types of systems:

Databank Information System.The responsibility of this information system is to observe, classify, and store any item of data which might be potentially useful to the decision maker.

Predictive Information System. This system moves beyond pure data collection and the determination of trends over time. Predictive information systems provide for the drawing of inferences and predictions that are relevant to decision making. If data from the above examples were to be used in this way, it is possible to obtain information useful for making predictions or for drawing inferences.

Decision-Making Information System. This system goes one step further in the process of decision making and incorporates the value system of the organization or its criteria for choosing among alternatives. An extension organization's values are many and varied. They include concerns for resolving farmer problems, increasing and providing for stability of farmer incomes, and improving the quality of farm life. But they also including and providing for stability of farmer incomes, and improving the quality of farm life. But they also include an intent to provide well for staff members (training, adequate salaries, etc.) and to aid in the process of bringing about rural economic development.

Decision-Taking Information System. Examples of decision-taking information systems are not usually found in an extension organization. This is a decision

system in which the information system and the decision maker are one and the same. Management is so confident in the assumptions incorporated in the system that it basically relegates its power to initiate action to the system itself. Airplanes carry automatic pilot systems, which are an example of a decision-taking system. Once activated, the system itself keeps the plane on course and at the proper speed and altitude (according to parameters determined by the pilot). Another example of decision-taking information systems is found in modem factory production. In automobile production, continuous inventories of parts are maintained by computer as cars move down an assembly line. Orders are placed automatically by the computer when additional parts are needed. This is done without the intervention of a manager.

Role of MIS in the management of agricultural extension programmers

National agricultural extension systems, especially in developing countries, tend to be very large. For example, in India, the national agricultural extension system employs about 125,000 people. Extension managers at various levels need relevant information in order to make effective decisions. In the absence of such information, they act only on the basis of their intuition and past

experience. Data that have been processed, stored, and presented properly will aid them in analysing situations and to make effective decisions.

As suggested above, at every phase of the management process, managers need information in order to make effective decisions. This we call management information. It does not include purely functional information or technical information, such as packages of practices for rice or wheat cultivation. Management information is the information required by managers as they make their decisions, such as the number of extension personnel employed by category, their training requirements, career development plans, job descriptions, budgets, forecasts, benchmark surveys, reports on socioeconomic conditions of people served, and existing facilities (Ramesh Babu & Singh, 1987).

Need for automation

An automated MIS system contains data just as a manual system does. It receives input, processes input, and delivers the processed input as output. Some input devices allow direct human-machine communication, while others require data to be recorded on an input medium such as a magnetizable material (specially coated plastic flexible or floppy disks and magnetic tapes). The keyboard of a workstation connected directly to a computer is an example of a direct input device. Use of automation makes it possible to store immense quantities of information, to avoid many of the errors that find their way into manual records, and to make calculations and comparisons that would be practically impossible in a manual system.

Organization of a database

Data are usually generated at the field level through transaction-processing systems, but once the data are captured, any echelon along the organizational hierarchy may use them, provided that information requirements have been well defined, appropriate programmers have been implemented, and a means has been arranged for the sharing of the data. This would imply that the same data can be used by different sets of programmers; hence we distinguish between the database (a set of data) and the applications (a set of programmers). In a decision support system (DSS), this set of programmers is the model base (Keen & Morton, 1978).

The term database may refer to any collection of data that might serve an organizational unit.

A database on a given subject is a collection of data on that subject that observes three criteria: comprehensiveness (completeness), nonredundancy, and appropriate structure. Comprehensiveness means that all the data about the subject are actually present in the database.

Nonredundancy means that each individual piece of data exists only once in the database. Appropriate structure means that the data are stored in such a way as to minimize the cost of expected processing and storage (Awad & Gotterer, 1992).

The idea of a large corporate database that can be flexibly shared by several applications or model bases has been realized by means of software packages specially devised to perform such tasks. These packages, called database management systems (DBMSs), are available in the market under different trade names such as ORACLE, SYBASE, INGRES, FOXBASE, and dBASE. Illustrative computer-based MIS

A national agricultural extension system is a nationwide system managed by the national government. In India, agriculture is a state subject under the division of powers between the national and the state levels. Nevertheless, the national government supplements the financial resources of the states and provides coordination at the national level. The state's administrative machinery is divided into districts, districts into subdivisions, subdivisions into blocks. A block is a group of villages and the basic unit for the administration of an agricultural extension programmer. Data collected at the block level need to be integrated at higher administrative levels to provide an integrated view at the district and state levels to support planning, monitoring, and decision making.

However, the actual design may vary with the size of the state and other considerations. An integrated database for the entire state may be supported by a mainframe/minicomputer at the state headquarters. Suitable programmes for the analysis of data may be designed to provide an interactive decision support system at the state level. Each district and subdivision may be provided with a mini/micro computer, depending on the volume of data to be handled. The computers in the districts and subdivisions may be networked with the state computer. The local data may be stored and processed in the district/subdivision, and the shared data with appropriate level of aggregation may be transmitted to the state headquarters to update the integrated database. The districts and subdivisions would have direct access to the integrated database with proper authorizations assigned to them through their passwords. The blocks may have only the

input-output terminals connected to the subdivision computer to feed data to the subdivision and make on-line inquiries as and when necessary.

毕业设计外文翻译资料

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机械设计设计外文文献翻译、中英文翻译、外文翻译

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外文翻译中文

运作整合 供应链协作的首要问题是提高运作整合的程度。供应链协作课达到的好处,直接关系到捕捉效率之间的职能的企业,以及全国的企业,构成了国内或国际供应链。本章重点阐述的挑战,一体化管理,由研究为什么一体化创造价值,并通过详列的挑战,双方的企业集成和供应链整合。必不可少的供应链流程是确定的。注意的是,然后向信息技术提供,以方便集成化供应链规划。本章最后审查了定价。在最后的分析,定价的做法和政府是至关重要的供应链的连续性。 为什么整合创造价值 基本的优点与挑战的综合管理介绍了在第1章。进一步解释整合管理的重要性,有用的指出客户都至少有三个角度的价值。 传统的角度来看,价值是经济价值。第二个价值的角度来看,是市场价值。 实现双方经济和市场价值是很重要的客户。然而,越来越多的企业认识到商业上的成功也取决于第三个角度来看,价值,被称为关联性。 物流一体化目标 为实现物流一体化的供应链背景下,6个业务目标必须同时取得:( 1 )响应,( 2 )差额减少,( 3 )库存减少,( 4 )托运巩固,( 5 )质量,( 6 )生命周期支持。的相对重要性,每个直接关系到公司的物流战略。 响应 一公司的工作能力,以满足客户的要求,及时被称为反应。作为一再指出,信息技术是促进反应为基础的战略,允许业务的承诺被推迟到最后可能时间,其次是加速投放。实施对应策略服务,以减少库存承诺或部署在预期客户的需求。响应服务转向业务重点从预测未来的需求,以容纳顾客对快速订单到出货的基础上。理想的情况是,在一个负责任的系统中,库存是没有部署,直到客户承诺。支持这样的承诺,公司必须有物流的属性,库存的可用性和及时交付,一旦客户订单收到。 差异减少 所有经营领域的物流系统很容易受到差额。方差结果从未能履行任何预期的层面后勤业务不如预期。举例来说,毫不拖延地在客户订单处理,意想不到的干扰,以便选择,抵港货物损坏,在客户的位置,和/或未能提供在适当的位置上的时间,所有创造无计划的差异,在订单到交货周期。一个共同的解决办法,以保障对不利的差异是使用库存安全库存,以缓冲行动。这亦是共同使用的首选运输,以克服意想不到的差异延误交货计划。这种做法,鉴于其相关的成本高,可以尽量减少使用资讯科技,以维持积极的物流控制。向程度的差异是最小化,物流的生产力将提高。因此,差异减少,消除系统中断,是一个基本的目标,综合物流管理。 库存减少 要达到的目标,库存减少,一个综合物流系统必须控制资产的承诺,并把速度。资产的承诺,是财政的价值部署清单。把速度,反映了利率,这是充实库存随着时间的推移。高转率,再加上预期的库存供货,平均资产用于库存正在迅速而有效利用,这就是整体资产承诺支持一个综合运作减至最低。 库存能够而且确实方便可取的好处这是很重要的要请记住。库存是至关重要的实现规模经济,在制造业和采购。目的是要减少和管理存货,以尽可能最低的水平,同时实现整体供应链绩效的目标。

汽车制动系统-毕业设计外文资料翻译

Automobile Brake System The braking system is the most important system in cars. If the brakes fail, the result can be disastrous. Brakes are actually energy conversion devices, which convert the kinetic energy (momentum) of the vehicle into thermal energy (heat).When stepping on the brakes, the driver commands a stopping force ten times as powerful as the force that puts the car in motion. The braking system can exert thousands of pounds of pressure on each of the four brakes. Two complete independent braking systems are used on the car. They are the service brake and the parking brake. The service brake acts to slow, stop, or hold the vehicle during normal driving. They are foot-operated by the driver depressing and releasing the brake pedal. The primary purpose of the parking brake is to hold the vehicle stationary while it is unattended. The parking brake is mechanically operated by when a separate parking brake foot pedal or hand lever is set. The brake system is composed of the following basic c omponents: the “master cylinder” which is located under the hood, and is directly connected to the brake pedal, converts driver foot’s mechanical pressure into hydraulic pressure. Steel “brake lines” and flexible “brake hoses” connect the master cylinder to the cylinders” located at each wheel. Brake fluid, specially designed to work in extreme conditions, fills the system. “Shoes” and “pads” are pushed by cylinders to contact the “drums” and “rotors” thus causing drag, which (hopefully) slows the car. The typical brake system consists of disk brakes in front and either disk or drum brakes in the rear connected by a system of tubes and hoses that link the brake at each wheel to the master cylinder (Figure).

企业成本控制外文翻译文献

企业成本控制外文翻译文献(文档含英文原文和中文翻译)

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软件开发概念和设计方法大学毕业论文外文文献翻译及原文

毕业设计(论文)外文文献翻译 文献、资料中文题目:软件开发概念和设计方法文献、资料英文题目: 文献、资料来源: 文献、资料发表(出版)日期: 院(部): 专业: 班级: 姓名: 学号: 指导教师: 翻译日期: 2017.02.14

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外文翻译中文版(完整版)

毕业论文外文文献翻译 毕业设计(论文)题目关于企业内部环境绩效审计的研究翻译题目最高审计机关的环境审计活动 学院会计学院 专业会计学 姓名张军芳 班级09020615 学号09027927 指导教师何瑞雄

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企业人力资源管理系统分析与设计 外文翻译

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I / 11 本科毕业设计外文翻译 <2018届) 论文题目基于WEB 的J2EE 的信息系统的方法研究 作者姓名[单击此处输入姓名] 指导教师[单击此处输入姓名] 学科(专业 > 所在学院计算机科学与技术学院 提交日期[时间 ]

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外文翻译中文版

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