final's question #5

= identify and describe one company that adopts an MIS. Include in your discussion, how MIS help and support the company, its managers and other employees, in their problem solving and decision-making.

EQUATE Petrochemical Company all set to enable success at one of the world's petrochemical companies, a Kuwait-based global downstream petrochemical company because of management information system it can help this company by making some decisions and to generate reports for example financial statements, inventory status reports, or performance reports needed for routine or non routine purposes and to answer what if questions asked by management and to support the decision making of the manager.

Management information systems support the Equate Petrochemical Company by allowing the managers to make decisions for the successful operation of businesses. Management information systems consist of computer resources, people, and procedures used in the modern business enterprise. The term MIS stands for management information systems. MIS also refers to the organization that develops and maintains most or all of the computer systems in the enterprise so that managers can make decisions. The goal of the MIS organization is to deliver information systems to the various levels of corporate managers. MIS professionals create and support the computer system throughout the company. Trained and educated to work with corporate computer systems, these professionals are responsible in some way for nearly all of the computers so this happen there problem easy to resolve because of having a good decision by the management levels of the Equate Petrochemical Company.

reference:

Equate petrochemical company
www.equate.com

created by Nikki Joy Castaño
Mgt 7 5:15-6:15

final's question #4

TOPIC: THE KNOWLEDGE - BASED SYSTEMS (KBS)

Question # 3:
1. Describe or define KBS.
2. Distinguish KBS from MIS.
3. Illustrate (give examples) how KBS can improve company's competitive advantage and organizational performance.

1. Describe or Define KBS

Knowledge Based Systems- a knowledge-based system as a computer system that is programmed to imitate human problem-solving by means of artificial intelligence and reference to a database of knowledge on a particular subject. Knowledge-based systems are systems based on the methods and techniques of artificial intelligence

2. Distinguish KBS from MIS

KBS is an artificial intelligence system that gives the best course of action or a set of step-by-step action in solving a particular problem. KBS gives course of action to the user and an explanation why the user should take the action. Knowledge Base System is also a part Of Managemet Informtion System. Applying a KBS would cut the cost of a company because they dont have to hire experts to work on a particular problem while in MIS a computer system designed to help managers plan and direct business and organizational operations and actively seeks to leverage technology to improve efficiency and effectiveness, reduce paper, streamline business processes, reduce the need for manual intervention, provide seamless integration between functional areas, and position the agency to share data with other law enforcement entities.

3. Illustrate how kbs can improve company's competitive advantage and organizational performance

By making some good decisions to the company so that the company will improve and by having a good relationship. A knowledge-based strategy formulation should thus start with the primary intangible resource: the competence of people. People are seen as the only true agents in business; all tangible physical products and assets as well as the intangible relations are results of human action, and depend ultimately on people for their continued existence. People are seen to be constantly extending themselves into their world by both tangible means, such as craft, houses, gardens and cars and intangible corporate associations, ideas, and relationships.

People can use their competence to create value in two directions: by transferring and converting knowledge externally or internally to the organisation they belong to. When the managers of a manufacturer direct the efforts of their employees internally, they create tangible goods and intangible structures such as better processes and new designs for products. When they direct their attention outwards, they will in addition to delivery of goods and money also create intangible structures, such as customer relationships, brand awareness, reputation and new experiences for the customers.

reference:

Allee V. (2000): Reconfiguring the Value Network, Jrnl of Business Strategy, Vol 21, N 4,2000
Blackler F. (1995): Knowledge, Knowledge work and organisations: an overview and interpretation. Organisation Studies vol 16 (6) 1021-46
Sveiby (1992): Strategy formulation in Knowledge-intensive industries. In Hussey (ed) International Review of Strategic Management vol 3, 1992

www.yahoo.com

Created By: Nikki Joy Castaño
Mgt 7 5:15- 6:15

final's question #3

TOPIC: THE VIRTUAL OFFICE (VO)

Question # 3:
1. Describe or define VO.
2. Distinguish VO from MIS.
3. Illustrate (give examples) how VO can improve company's competitive advantage and organizational performance.

1. Describe or define Virtual Office

Virtual office- is a term for shared office services, which normally includes business address, mail & courier services , phone services, fax services, answering services, web- hosting services, and meeting & conference facilities.

2. Distinguish VO from MIS

Virtual office is the work can be done at virtually any geographical location as long as the work site is linked to one or more of the firm's fixed locations by some type of electronic communications capability while management information system is a subset of the overall internal controls of a business covering the application of people, documents, technologies, and procedures by management accountant to solving business problems such as costing a product, service or a business wide strategy.

3. Illustrate(give examples) how VO can improve company's competitive advantage and organizational performance.

Virtual Office can improve company's competitve advantage by working some good work in the office so that there will be no stress that you feel. A virtual office is a combination of the work that one or more individuals do in their home offices, as well as the telephone and web interaction with others in different locations. Hiring a virtual office service can help you and other employees to coordinate calendars and meetings, develop projects as a team, and professionally interact while still giving each of you the freedom to work from your own office. Example in the office you should do your job well.

reference:

http://www.google.com/

http://www.yahoo.com/

Created by: Nikki joy Castaño

Mgt7 5:15 - 6:15

final's question #2

1. Describe or define DSS. or decision support system
2. Distinguish DSS from MIS.
3. Illustrate (give examples) how DSS can improve company's competitive advantage and organizational performance.


1. Describe or Define DSS or Decision support system

Decision Support Systems (DSS) are a specific class of computerized information system that supports business and organizational decision-making activities. A properly-designed DSS is an interactive software-based system intended to help decision makers compile useful information from raw data, documents, personal knowledge, and/or business models to identify and solve problems and make decisions.

2.Distinguish DSS from MIS

Decision support system is a class of computer-based information systems which includes knowledge based systems that support decision making activities. And a Management Information Systems is the discipline covering the application of people, technologies, and procedures to solve business problems.

3. Illustrate (give examples) how DSS can improve company's competitive advantage and organizational performance.

Decision Support System can improve company's competitive advantage by having a good decision in the company so that there is a good result to the decision that you decide. For example in the customer you should decide of what is the like of the customer and what is the needs so that the customer will satisfy to the decision that you implement in that company so this is the company's competitive advantage of the company. In the organizational performance it could help the decision in the organizational performance because in that way you should know or could gain support to the MIS to make your decision in good result. Decision support systems can be used to help a company better focus on a specific customer segment and hence gain an advantage in meeting that segment’s needs. Management information systems and decision support systems can help track customers, and DSSs can make it easier to serve a specialized customer group with special services. Some customers won’t pay a premium for targeted service, and larger competitors also target specialized niches using their own DSSs.

Reference:

www.google.com

www.blurtit.com

www.wikepedia.com

www.yahoo.com

www.ask.com

Kettinger, W., Grover, V., Guha, S., and Segars, A., “Strategic Information Systems Revisited,” MIS Quarterly, 1994, pp. 31-55.

Porter, M. E. and V. E. Millar, “How Information Gives You Competitive Advantage,” Harvard Business Review, July-August, 1985.

Created By: Nikki Joy Castaño
Mgt 7 5:15 - 6:15

Final's Question 1

McDonald's Corporation

McDonald's is the global market leader in the fast food industry. Two brothers in San Bernardino, California started the first McDonald's fast food restaurant in 1948; they tailored their drive-in restaurant, as an example of convenience for other restaurants to soon follow. At the beginning, there were only a few items on the menu, which has now substantially evolved to many more options, catering to the appetite of each region's interest of food and health standards. With the modest beginnings of only a few items to choose from on their menu, the McDonald's brothers focused on customer service and hamburgers at a price anyone can afford. Their prices are still reasonably priced for any budget. In 1961, Ray Kroc bought McDonald's with a franchising vision for it to expand, in which he opened a restaurant in Illinois.

Mcdonalds strategy

= Adding 700- 900 restaurants annually
= Using new menu items, low price specials. Extra value meals to promote frequent customer visits
= Being highly selective in granting franchises
= Choosing sites convenient to customers
= Focusing on limited product line and consistent quality
= Careful attention to store efficiency
= Extensive advertising and use of mc prefix
= Hiring courteous personnel, paying an equitable wage, and providing good training

Strategic planning

A strategic planning process delivers a set of defined initiatives (projects) that achieve a desired set of business goals. The planning process involves a definition of these business goals, an assessment of the resources available for meeting these goals, and the definition of specific plans (initiatives) that are designed to achieve the goals. The process usually incorporates a ranking exercise that identifies the highest priority initiatives.

The other strategies that using mcdonalds is through advertising McDonald's has for decades maintained an extensive advertising campaign. In addition to the usual media (television, radio, and newspaper), the company makes significant use of billboards and signage, sponsors sporting events from ranging from Little League to the Olympic Games, and makes coolers of orange drink with their logo available for local events of all kinds. Nonetheless, television has always played a central role in the company's advertising strategy.

The impact of this strategic plan in mcdonald corporation is to protect the security of the customers and to make sure that the customers will satified the services.

References

www.google.com
www.yahoo.com

1. ^ McDonald's publication. "Corporate FAQ". McDonald's Corporation. Retrieved on 2007-11-24.
2. ^ ^{a b c d} Joe Bramhall. "McDonald's Corporation". Hoovers. Retrieved on 2007-11-24.
3. ^ McDonald's :: About Us :: FAQ
4. ^ MCD 10-K 2007, Item 1, pg. 1
5. ^ MCD 10-K 2007, Item 6, pg. 9
6. ^ "McDonald's history 1954-1955". www.mcdonalds.com. Retrieved on 2008-06-22.
7. ^ "McDonald's history 1965-1973". www.mcdonalds.com. Retrieved on 2008-06-22.
8. ^ http://www.mcdonalds.ca/en/aboutus/faq.aspx, retrieved May 08, 2008
9. ^ http://www.mcdonalds.ca/en/aboutus/faq.aspx, retrieved May 08, 2008

Created by: Nikki Joy Castaño
Mgt 7 5:15 - 6:15

midterm question #3

A Nonpunitive, Computerized System for Improved Reporting of Medical Occurrence

To improve the patient safety program at the Naval Hospital at Oak Harbor, the facility instituted a new computerized system of reporting errors, incorporating a nonpunitive approach. The new “Culture of Safety” led to a paradigm shift in assessing an individual's performance, event occurrences, and error reporting. Prior to the patient safety initiative, under the then-existing error reporting system, staff members at the Naval Hospital at Oak Harbor were held personally accountable and subject to discipline for errors they committed. Under the Culture of Safety program, most errors are considered preventable and attributable to systems issues. The new reporting system is used to assess systems failures, not individual performance. Staff may input errors and occurrences directly into the computerized database or submit paper reports. Although anonymous reporting is allowed, staff members are encouraged to identify themselves. Reviewers comment on the errors and occurrences reported to help identify trends and develop baselines for quality improvement activities. Ultimately, the appointed physician advisor for performance improvement summarizes what actions are needed to remediate the problem. The new system provides up-to-the-minute information for review, dissemination, and action, replacing the paper trails and time-consuming meetings that failed to resolve occurrences. Data collected provides feedback to department heads, allowing for monitoring, systems improvement, or environmental changes. Aggregate data are tracked, trended, and fully disseminated.

Introduction

The Naval Hospital at Oak Harbor sought to improve the quality of care provided to our patients by enhancing patient safety. ^{1, 2} Under our old reporting system, a paper-based Occurrence or Medication Error Report was submitted to the risk manager for action and assignment of reviewers. The paperwork was then sent to each individual reviewer for examination and comment. Only one reviewer at a time could look at and respond to the occurrence report. The system was ineffective, and occurrence reviews took days, weeks, and even months before a final decision could be made on what actions to take. This delay and the lack of timely feedback to hospital staff could lead to reoccurrence of an error.

We needed a new, improved system of reporting occurrences—actual adverse events or near misses that threatened the patients' well-being or put them at higher risk—to replace the old cumbersome and time-consuming reporting system. We needed a system that would focus on preventing errors. ³ The tool, which was locally developed, would serve as a mechanism to monitor, identify, and evaluate all medication errors and other occurrences that happened at our facility. Information gained from each occurrence would serve as an invaluable tool to prevent such events from recurring.

This new system of reporting combined computer technology and a new “Culture of Safety” program within the facility. It called for a nonpunitive approach when dealing with staff and handling errors that occurred. The hospital had to undertake a paradigm shift in the way it assessed individual performance and error reporting. Identified adverse events typically are the result of poorly designed systems that either permit errors or make errors difficult to detect and intercept. The staff was reassured that the new Culture of Safety program was assessing systems failures. A responsive method of catching and reporting errors would allow immediate changes to occur in these systems or the environment of care for our patients and staff. It has been the combination of database technology and the promotion of a culture of safety at our facility that continues to make this program a success. The new reporting system's computerized Occurrence Screen Database allows for up-to-the-minute interactive information for review, dissemination, and action.

System description

The Occurrence Screen Database is based upon the Microsoft^® Access database platform. This platform allows the program to easily adapt to any changes or needs of our facility and provides multiple layers of security. The program is password protected and complies with the Health Insurance Portability and Accountability Act (HIPAA) of 1996, ² requiring protection of private health information. The database also is linked to Microsoft Outlook, allowing for immediate notification of an occurrence that requires review, comment, or prompt action. The database mimics the information needed for the Department of Defense (DoD) Patient Safety Registry (PSR) ^{3 4} monthly reportsubmitted to the Armed Forces Institution of Pathology (AFIP) ^{4 5} and the MEDMARX^SM medication database ⁵ input. This aggregate data is useful in comparing our facility's patient safety record to that of other facilities of the same type and size.

System operation

The staff assigned to our facility is encouraged to immediately report any occurrences, errors, or potentially dangerous situations to the patient safety specialist. They are encouraged to identify themselves when submitting an occurrence, but are not required to do so; strict anonymity is kept for those who request it. They also are not required to identify any other staff members involved. Only the patient safety specialist, risk manager, and physician advisor have access to all of the stored information involving the occurrences.

The submitted information is tracked over time and reviewed to see if any trends are occurring that might need more attention. If a trend is discovered, a review of the system or systems in place is conducted to see if any improvements can be made. Staff retraining or reassignment might be necessary, if indicated by the trends. Proactive reviews of high-risk systems are conducted at least annually or when deemed necessary by recurrent events. A well-organized team conducts a Health Care Failure Mode Effects Analysis (HFMEA) on those processes within a system that present the most potential to harm our patients. All stakeholders in the system processes are included within the team. Remedial actions could include changes in policies and procedures, replacing equipment, and retraining staff.

If an adverse event does reach a patient, the occurrence or medication error may require a formal review of the process or system. A root-cause analysis (RCA) is performed to systematically identify processes or system problems that result in a variation in performance. If needed, changes in policy or procedure are made to improve patient safety. This form of review is a reactive method to occurrences that have already happened.

The collected data also are provided as feedback to department heads. The department heads are able to determine if personnel need monitoring, systems need improvement, or environmental changes are needed to make the area safer for our patients. The data are fully disseminated throughout the hospital and presented at meetings to the Board of Directors, Executive Committee of Medical Staff, Executive Committee of Nursing Staff, Medical Staff, Pharmacy and Therapeutics, Environment of Care, Executive Steering Committee, Infection Control, and the Patient Safety Committee. Formal reviews of the data collected on the occurrences and medication errors are performed at least monthly by the Patient Safety Committee.

Errors involving providers are reviewed at both Medical Staff Committee meetings and Executive Committee on Medical Staff meetings to determine whether a given occurrence warrants an entry into the Clinical Activity File (CAF) of the provider. The decision to make this type of entry is determined by the provider's peers. The CAF file entry is automatically generated from the database, when deemed appropriate.

Once an occurrence is closed, the risk manager archives the report. The archived report can be used later for tracking and trending data, or recalled for further review.

Barriers to overcome

Like any new system that is implemented, there are barriers at initiation. The Occurrence Screen Database has had numerous barriers to overcome to make it a success. Some of the barriers experienced were as follows:

• “Culture of Safety”: The staff had to be convinced of the nonpunitive approach to error reporting. The hospital directors had to promote the philosophy of prevention instead of punishment when dealing with discovered errors.
• Staff buy-in: The staff had to be active participants and involved in making the program work.
• Technology: As with any new system, the program did have some initial technical difficulties to overcome.
• Training: Training on the new system had to be provided throughout the hospital, requiring many man-hours.

System improvements and measures of success

The implementation of the new reporting system and the advent of the Culture of Safety program have seen a dramatic increase in the number of occurrences and errors reported over 2 years. For calendar year 2002, a total of 910 occurrences (786 nonmedication events and 124 medication errors) were reported. The number of reports filed for 2003 increased to 1,661 occurrences (1,434 nonmedication events and 227 medication errors). A much more visible measurement of success is the number of individuals who have self-reported errors. The staff feels confident in knowing that they will not be sanctioned for mistakes that are not malicious in nature. Recently, surveys were taken among the staff on their willingness to report occurrences without fear of retribution. The survey results found that 90 percent of the staff felt confident in their error reporting. A total of 8 percent felt that only a slight chance of adverse actions would be possible. Only 2 percent of our staff did not feel comfortable enough to report any and all occurrences.

An improvement in the timeliness and accuracy of the system was also achieved and facilitated measurement. The previous system could take weeks to months to complete and review an occurrence. Our new system has decreased the average time of occurrence review from months to a maximum of 2 weeks. The usual occurrence can be closed out in as little as 72 hours. The status of any occurrence report can be tracked up-to-the-minute. This automated system of data collection has also made reporting of occurrences to higher authorities ⁵ easier and more accurate.

Acknowledgments

The new system of error reporting at our facility is what has evolved into the Occurrence Screen Database. The program was originally developed by Mr. Terry M. Cook, CDR (ret), RN (risk manager); Captain James E. Kohl, RN, NC (senior nurse executive coordinator); and Mr. Daniel R. Wolniakowski (medical information department head and program designer). Through their unrelenting efforts, the system has been perfected. Lieutenant Scott J. Messmer, RN, NC (performance improvement coordinator) aided in staff compliance when utilizing the new system. It was the collaboration of these individuals and the support of the commanding officer at Naval Hospital, Oak Harbor, that made this project a success.

Captain Susan B. Herrold assumed the command at Naval Hospital, Oak Harbor, in May 2003. Her continued support of the occurrence and medication error reporting system has made it a continued success. Captain Herrold's emphasis on teamwork, patient-centered care, and continuous improvement has furthered the efforts of the system.

References

1. Kohn LT, Corrigan JM, Donaldson MS, editors. To err is human: building a safer health system. A report of the Committee on Quality of Health Care in America, Institute of Medicine. Washington, DC: National Academy Press; 2000.

2. Institute of Medicine. Patient safety: achieving a new standard for care. Washington, DC: National Academy Press; 2004.

3. O'Leary, D. Patient safety: instilling hospitals with a culture of continuous improvement. Testimony before the Senate Committee on Government Affairs; Jun 11, 2003. Available at: http://www.jcaho.org/news+room/on+capital+hill/061103_testimony.htm .

4. U.S. Department of Defense. DoD Directive 6025.17, Military Health System (MHS) Patient Safety Program (PSP) (MHSPSP). Washington, DC; 2001.

5. U.S. Department of Defense. DoD Directive 5154.24, Armed Forces Institute of Pathology (AFIP). Washington, DC; 2003.

Benefits of computerized database system

Starting in the late Twentieth Century, many companies started using computerized systems. Most of these companies started using these systems to save time and reduce costs. Even though these computerized systems are rather expensive, in the long run they saved companies money.

The companies saved money by making or purchasing a computerized system by reducing paper usage and employee overtime. Since employees did not have to spend there time doing paper work, they could do their jobs faster and more efficien

. . .
Many aspects of the computerized system might take away some duties from the human employee. This way, information is kept private or public, depending of the company needs.

Management also benefits from the computerized system.

One computerized system that saved employee’s time is automatic payroll. There is no searching for documents or other files. We see an even larger amount of companies having computerized systems now, in the Twenty-First Century. This can save the company a lot of money, but is very bad for employee morale. Some companies like this idea because it can possibly reduce the number of employees needed in the payroll section of their company.

Although many computerized systems were brought into companies in the late Twentieth century, some companies still do not take advantage of this. Instead of wasting time filling out paper time sheets, the employee could simply “clock” in at the beginning and end of each shift. Soon most, if not all, companies will have computerized systems. Management is able make decisions much faster because the information they needed to make these decisions with is right there and could easily be accessed. This gave the employees more time to do other projects around the office.

Created by: Nikki Joy Castaño

Mgt 7 class 5:15- 6:15

midterm question # 2

Research 1 company and describe how they protect their company from internet risks.

Also, research for possible risks or dangers and/or impacts of internet - related crimes to a company.

the company is Metrobank they protect their company by sending some instructions that be careful to the duplication when you tking some business of this company be careful to the false information and to the hackers it should avoid in the hackers to make the company have good records to make the customer have good views of that company

Possible risk

As the amount of personal information gathered on individuals grows larger every day, companies that compile and retain this information on paper face a greater risk that some of that information will be stolen.

Information protection has become an important issue for senior management. In a survey conducted by the Conference Board, executives from 300 companies ranked the security of company records as one of the top five critical issues facing businesses today. When asked which issues required their immediate attention and policy development, the executives ranked the security of company records second only to employee health screening.

The Metrobank handle their risk efficiently by recognize that they must safeguard sensitive documents and dispose of them in a safe manner. Handling the disposal internally is one way to ensure that sensitive documents do not become a find for a "dumpster diver" who's looking for treasure in a company's trash bin.

The possible risks or dangers and impacts of internet it should have false information about that company and the records of the company in bad views this is the danger that shoul be avoid of one company.The company maintains this website to provide you with information about our services. For the convenience of the customer, the company also provide links and good services to make the customer satisfied.

created by: Nikki Joy Castaño

Mgt7 class 5:15-6:15