1. List and describe three main capabilities or tools of a DBMS.
A DBMS is mainly capable of the organization, management, and access of data in the database (“ISYS104 Tutorial,” n.d.). In particular, its capabilities consist of the data dictionary, the data definition language, and the data manipulation language.
The data dictionary is a manual or automated file where information of the data in the database is stored. Such data include data element descriptions, data formats, definitions, and names. In large databases, the data dictionary can also store other data attributes such as security, authorization, ownership, and usage, as well as the reports, programs, business functions, and users who use the particular data element.
The data definition language, on the other hand, is the tool used for specifying the content and structure of the database. This is used for creating database tables and for defining the characteristics of each field in the tables.
Finally, the data manipulation language is a language used to access and manipulate the data in the database. An example of this is SQL (Structured Query Language), which can be used for adding, changing, deleting, and retrieving data from the database. Moreover, this language uses commands that allow programmers and end users to perform queries, which extract data from the database for the purpose of developing applications or satisfying information requests.
2. What types of capabilities does the Internet provide businesses and what Internet protocols or technologies support these? Which have proven the most valuable to businesses thus far?
The Internet provides numerous capabilities that are helpful for businesses. One is email, which is an essential tool for communication, both within and outside the organization. For this, the mail transfer protocol is needed.
Another capability is instant messaging, which again allows for faster and easier communication within and outside the organization. For this, instant messenger protocols are needed, such as Sametime, Novell Groupwise, and MSN Messenger among others (“List of Instant Messenger Protocols,” 2008).
In addition, the Internet allows for online trainings and remote troubleshooting to be performed. This is especially helpful for organizations whose employees and customers are dispersed throughout a wide geographical area. Online trainings can be conducted using tools such as Webex or Live Meeting, and the same tools can also be used by software development companies or IT services providers in remotely troubleshooting the problems their customers encounter.
The Internet also provides businesses with social networking capabilities, which allow them to build and foster customer relationships. As well, the Internet now allows for businesses to subscribe to services in the cloud in the form of Software as a Service (SaaS), which results in cost savings and reliable services as these subscriptions come with Service Level Agreements that assure the client of their reliability. These systems also require low maintenance; thus, further freeing resources for the business.
Although there are many intricacies involved when it comes to the protocols needed to enable social networking and cloud computing capabilities, they can basically be accessed over the World Wide Web.
As well, the Internet allows for VoIP (Voice Over Internet Protocol), which businesses can use to make telephone calls over the Internet. This results in cost savings.
Still, the Internet allows companies to advertise their businesses through the use of advertisement banners, search engines, and social networking sites. Again, these can all be conducted over the World Wide Web.
Finally, the Internet allows businesses to conduct transactions online where they are able to buy and sell goods over the Internet. This is the most valuable capability that the Internet offers businesses as this enables them to conduct their business and actually earn profits online. For this, e-commerce protocols are necessary to ensure that electronic transaction systems are secure, that the overhead is kept low, and that user privacy is protected (Aslam, 1998). Examples are the iKP, Millicent, Insecure Transactions, Authentic and Private, Authentic Only, Digicash, and Netcash protocols.
3. Why are Information Systems so important?
Information systems provide an organization with a foundation for conducting business. Without the extensive use of information technology, many industries would find it difficult to survive or even exist (“Introduction,” n.d.). As such, information systems have become an essential part of organizations’ operations, especially when they operate within a global economy. Information systems enable organizations to become more efficient and competitive as they enable these organizations to transform into digital firms where almost all of the relationships with employees, suppliers, and customers, as well as their core business processes become digitally enabled. Today, information systems are used by businesses in order to achieve their six major objectives, which consist of everyday survival; competitive advantage; improved decision making; customer/suppler intimacy; new services, products, and business models; and operational excellence.
Information systems lead to increased productivity, and although information technology is now being commoditized, especially with the emergence of cloud computing technology, it can still provide organizations with a foundation for new services and products, as well as with new ways of conducting their business, especially when information technology is complemented by changes in management and in the organization. With all these, organizations are able to achieve a strategic advantage.
4. What are the features of an organization?
(Note: The text in blue can also be used as a starting point for the answer to the question: Which features of organizations do managers need to know about to build and use information systems successfully? What is the impact of information systems on organizations?)
The features of organizations include routines and business processes; organizational politics; organizational culture; organizational environments; and organizational structure (“Chapter 3,” n.d.).
Routines or standard operating procedures refer to the practices, procedures, and rules that have been developed to enable the organization to cope with all expected situations. These routines promote efficiency and productivity, in turn enabling the organization to save on costs. Business processes, on the other hand, refer to collections of these routines. Likewise, a business organization is a collection of business processes.
Organizational politics result from the varying perspectives, concerns, and specialties of people who occupy different positions in the organization. This in turn leads to varying view points with regards to the distribution of resources, rewards, and punishments. As well, this can lead to conflicts, competition, and a struggle for resources within the organization. When implementing a new information system, political resistance is one of the greatest challenges in the effort to bring about organizational change, which is essential for the success of the new information system.
Organizational culture refers to a set of bedrock, unquestioned, and unassailable assumptions that define the organization’s products and goals. In particular, these assumptions refer to the type of products the organization should produce; how they should be produced; where they should be produced; and for whom they should be produced. Organizational culture is a powerful force that can promote unification, understanding, common practices, and agreement on procedures, as well as restrain political conflict. If all members of an organization share similar cultural assumptions then agreement on other matters becomes easier. On the other hand, though, organizational culture can also cause a restraint on change, especially when it comes to technological change. With organizations avoiding any change in their basic assumptions, any technological change that can in turn cause changes in their cultural assumptions is met with resistance.
However, when there really is a need to implement a new technology then the new technology is put in place and the culture eventually adjusts. Organizational environments refer to the environments where organizations get their resources from and where they supply their goods and services to. Environments and organizations have a reciprocal relationship where on one hand, organizations are open to and are dependent on the physical and social environments that surround them. These include human and financial resources, as well as legislative and other government requirements. These also include the actions of competitors and customers.
On the other hand, organizations can also influence their environment in ways such as when they form alliances with other organizations in order to influence the political process or when they advertise in order to influence customers to accept their products.
Information systems provide capabilities for environmental scanning, which enable managers to identify external changes that the organization might need to respond to. This is especially important, given that organizations often fail when they are unable to adapt to the rapid changes in the environment or when they lack the resources to sustain the organization during difficult times.
All organizations have structure and shape. It is the “framework, typically hierarchical, within which an organization rearranges its lines of authority and communications, and allocates rights and duties” (Organizational Structure,” 2012). It is used for defining and determining the extent and manner by which responsibilities, power, and roles are coordinated, controlled, and delegated. It also defines the manner by which information flows between management levels.
When implementing an information system, the type of information system implemented and the nature of problems encountered during its implementation is reflective of the type of organizational structure.
Other features of organizations also include their goals and their means for achieving such goals. In particular, these goals can be coercive, such as in prisons; utilitarian, such as in businesses; or normative, such as in religious groups or universities. In addition, organizations have different constituencies or serve different groups where they can benefit the public, the stockholders, the clients or their members. The types of leadership also vary among organizations where some may adapt an authoritarian leadership while others may adapt a democratic one. In the same manner, organizations vary in terms of the technology they use and the tasks that they perform. Some organizations primarily perform routine tasks, which are governed by formal rules and do not need much judgment, while others are involved with non-routine tasks. An example of the former is a manufacturing company while an example of the latter is a consulting firm.
5. How can DBMS solve the problems of the Traditional File Environment?
Problems with the traditional file environment include a lack of data sharing and availability; poor security; lack of flexibility; program-data dependence; data redundancy; and confusion (“ISYS104,”n.d.).
Data is stored in a database, which is a collection of data that is organized for the purpose of efficiently servicing many applications through the storage and management of data so that the data appears to be in a single location. This also minimizes data redundancy. On the other hand, a DBMS (Database Management System) is a software application that enables the centralization of data and their efficient management, as well as the application programs’ access to the stored data.
With a DBMS in place, the complexity of the information systems environment, as well as data redundancy and inconsistency, can be reduced. It also enhances data flexibility; reduces the program development and maintenance costs; creates program-data independence; and eliminates data confusion. Moreover, it allows for the centralized security, use, and management of data; improves the availability of and access to information; and enables the ad hoc retrieval of data.
References
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Chapter 3: Information systems, organizations, and strategy. (n.d.). Retrieved from http://www.prenhall.com/behindthebook/0132304619/pdf/Laudon%20Feature%203.pdf
Identify and describe the features of organizations that help explain differences in organizations use of information systems?. (2012). Retrieved from
http://wiki.answers.com/Q/Identify_and_describe_the_features_of_organizations_that_help_explain_differences_in_prganizations_use_of_information_systems
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http://www.mahmoudyoussef.com/aagsb/mba/mis/Lectures-2-and-3-Questions.pdfISYS104 Tutorial- Week 7. Retrieved from
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