Teaching management information system to the Department of Social Sciences, Economics, Management of International School- Vietnam National University

We collected information, found out the business process, analyze the system design in the Department of Social Sciences, Economics, Management of International School- Vietnam National [r]

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Sơn, H T (2013, 6) Đề tài Quản lý quan hệ khách hàng (CRM) Công ty OMNITECH Retrieved from http://luanvan.co/luan-van/de-tai-quan-ly-quan-he-khach-hang-crm-tai-cong-ty-omnitech-20226/: http://luanvan.co/luan-van/de-tai-quan-ly-quan-he-khach-hang-crm-tai-cong-ty-omnitech-20226/ Stephen Gaskill, A P (n.d.) The Vietnamese healthcare industry: moving to next level.

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Teaching management information system to the Department of Social Sciences, Economics, Management of International School- Vietnam National University

Group sciences: Đào Ly Na

Nguyễn Hồng Ngọc Class: MIS2015A

NTRODUCTION OF RESEARCH

Rationale of the research

benefit from investments in personnel, equipment, and business process and avoid wasting time or over workload Computerization helps to narrow the storage space, avoid data loss, automatically systematize and concretize the information according to human needs It is a very practical subject So we chose the topic “Establishment of teaching and teacher management information system to the Department of Social Sciences, Economics, and Management of International School- Vietnam National University" This topic will give you some insights, reviews, and system definitions from which you can input, search, view, edit, delete based on computer support The management system is built on the Microsoft Access database administrator

Microsoft Office Access (Formerly Microsoft Access) is published by Microsoft is a member of Microsoft Office It plays a key roles in managing data system

It has the following six advantages:

(1) Storage is simple, easy maintenance and management

(2) Object-oriented Access is an object-oriented development tool, object-oriented approach to database systems in a variety of functional objects; it will be a variety of database management functions encapsulated in various types of objects

(3) User-friendly, easy to operate

(4) Integrated environment, handle a variety of data

(5) Access supports ODBC (development of database connectivity, Open Data Base Connectivity), the use of Access Powerful DDE (Dynamic Data Exchange) and OLE (object link and embedding) features in a data table, embedded bitmaps, sounds, Excel spreadsheet , Word documents, you can create dynamic database reports and forms and so on

(6) Supports a wide range, easy to expand, greater flexibility Research questions

In order to achieve the purpose of the study, the following research questions were identified:

 What does MIS impact to the human work and life?

 Why does the Department in IS-VNU need MIS implementation to achive successful in managing?

Objectives of study

The system consists of functions of Faculties such as general information and detail information, degree, office, subjects taught by the teachers, published books or articles, level salary Additionally, it is useful for managing all courses: subject names and teachers teaching subject, syllabus, component scores, and exporting the reports Teacher’s information management system should be able to provide users with sufficient information and fast query tool People used to use traditional manual management of paper files, this management approach, there are many shortcomings, such as: wasting time, low efficiency, poor security, update and maintain have brought a lot of difficulties.By using this system, teachers will maximize their work in human resource management, such as: understanding the teacher's personal and contact information, assigning work (subject and class) for each teacher, statistics on the outstanding contributions and achievements of each teacher so as to have a basis for rewarding, writing reports, etc

Scope of the study

We investigated the questionnaire for the staff responsible for administering the assignment to determine the system requirements

We collected information, found out the business process, analyze the system design in the Department of Social Sciences, Economics, Management of International School-Vietnam National University, and set up the file management system for lecturers The program is built with the ability to integrate with other applications in the future Methodologies and Data

Research method

The research will a literature review on the management information system This helps to study the experience from previous organizations in building management information systems This helps draw the lessons of success and failure in designing a MIS that are applicable to the case of IS

linked in every ways, each part of information is analyzed to create a new theoretical system full and profound object

Experimental method: It is the method by which scientists actively influence the object and process of events that the object participates to direct their development according to their intended goal

Data source

We collected data from Department of Social Sciences, Economics, and Management of International School- Vietnam National University

We analyze data via Google Tool, MS Excel and classify the data by MS Access We investigate the questionnaire for the staff responsible for administering the assignment to determine the system requirements

We use MS Access software to build database management software Actual System Survey

Faculty Profile Management

Faculty profile management is used to store the general information (name, date of birth, address, gender, etc.) and personal information (ID, bank account, tax number, salary, etc.) of the faculty, which helps to manage the faculty easier and more consistent

Courses Management

Depending on the program the subject will be different Each course has a faculty, document, syllabuses, and the component score The basic information about the course includes: course code, course name, course credit, and program

Organization Management

The relevance of MS Access to manage the database

Microsoft Access is a database management system in Windows environment, which provides powerful and easy-to-use tools to automatically generate programs for most common management problems Tools that Access provides are: Table, Query, Form, Report, Macro, and Module

The table is structured to store database data A database usually consists of several tables that are related to each other

Query is a powerful Access tool for gathering, organizing, and searching data across tables When executed, the query will receive a result set that displays on the screen as a table, called DynaSet DynaSet is just an intermediate result table, not written to multi, and will be deleted at the end of the query However, it is possible to use a DynaSet as a table to build other queries Only with query can solve many mathematical problems in database administration

The form is used to organize the data updates for the tables and interface design of the program It is possible to enter data directly into tables, but forms will provide the most convenient input Receive data from a list, receive images, and import data simultaneously across multiple tables Forms also allow entering individual values (not related to the table) from the keyboard It also has another important feature is to organize the program interface in the form of a command button or a menu system Advantages of an computerized MIS

The Department of Social Sciences, Economics and Management currently uses mostly manual procedures to manage and recapitualize data Teaching-related contents are saved in papers and files (Microsoft Words or Excel) to manage Certainly, these methods are easy to use and need less capital, less investment in equipment and specialized software

been difficult to update and synchronize faculty information Besides, when manually enter data into files, errors are unavoidable If a user missed a sign or a letter, it may be really harmful For example, data may lost or duplicate that leads to difficulties in storing and managing records

Necessity and benefits of new system

With the support of science and technology and the rapid penetration of information technology into human life, we have introduced the method of management teachers and teaching by MIS method based on the MS Access Software The system will address the current difficulties and support the management of the future The system also will meet the following requirements:

- Minimize lost, lack or redundant data

- Helps train managers to be systematic and more rigorous - Easy to find information

- Helps to print reports quickly and conveniently Facilities and the difficulty of the researching process Facilities

In spites of dealing with almost difficulties in management, the new system has some limitations such as: need investment for more computers and some devices, software, etc

Difficulty

During the researching process, it is not easy to collect full information of the Department and analysis the data Therefore, the system has not been fully developed to have all the features and tools to support management most effectively

Chapter Conclusion

etc So we decided to build Teaching and teacher management information system to the Department of Social Sciences, Economics, and Management of International School- Vietnam National University for management purposes operation of the Office

TEACHING MANAGEMENT ANALYSIS

Introduction

As the introduction above, research shows us how much necessary of MS Access in teaching management For those reasons, this study needs to elucidate audience faculty and courses management processes and related issues The below sections are going to define and illustrate these factors

Overview of Department of Social Sciences, Economics, Management of International School

Faculty

It is undeniable that every organization has to collect, store and update employee records and it will be groundwork to manage afterward It means that a school requires an efficient Human Resources Management System to faculties and staffs The Department of Social Sciences, Economics and Management currently has 16 faculty members, including 02 associate professors, PhDs, PhD student and masters Moreover, Department invites a number of guest lecturers and guest speakers to enhance student’s experience To large number of lecturers and speakers as above, Department needs to deal with many records which contain faculty information such as contact information, faculty degrees, teaching history, teaching schedule, etc Programs and Courses

Application of Information technology in managing teaching affairs

The Department mostly manages the data of teachers and teaching manual, excel and e-mail As a consequense, it is difficult to synchoronize data from many sources In some cases, even the synchonize data is out of date at the time it is available That leads to a lot of negative impacts to data management:

 Data is not real-time  Data is inconsistent

 Data is too costly to recapitulate

 Data is taking too long to be synced and recapitulated, thus not provide meaningfull information to making decision process

Processes in managing teaching affairs Managing faculty

All faculties, including visiting and adjunct lecturers will be registered into the MIS Faculty [FacultyID, Code, Department, Degree, TaxIDNumber, email, specialized area]

Assign schedules to a course

Student register to a course schedule

Lectuerer: - Take course

schedule - provide syllabus Assigne a teacher to a

course schedule Deli ver able ? No: Reschedule Yes Teaching Assistant: - register data - add syllabus to

MIS

Management process a course Overall process

Table0-31: Overall process of Scheduling and assigning lecturer to a course Managing a course

Each course has a name, a code, and number of credit, and program it is delivered.All of these information are to be stored in the table Course below:

Couse data: Courses (CourseID, CourseName, CourseCode, CourseNumberOfCredit, ProgramID_FK)

Each course has syllabus prepared by different lecturers at different Semesters Those information is managed at the Syllabus management At the Semester beginning, the lecturer provides syllabus Teaching Staff will receive the syllabus with name of lecturer, course of the syllabus, score structure All of these information are to be stored in the table syllabus below:

Syllabus (SyllabusID, CourseID_FK, FacultyID_FK, Syllabus doc, DateSubmitted, DateApplied, Note, Year, Semester)

Managing Course schedule

Management” has one Monday Morning Class and one Monday Afternoon Class All schedules to teach a course will be saved in the CourseSchedules table below

CourseSchedules [CouseScheduleID, CouseID_FK (Course), Time (time the course is delivered), Note (additional note if needed)]

Students register to a course schedule

All students register to a Course Schedule will be registered at CourseScheduleStudents table below:

CourseScheduleStudents: [(CouseScheduleID_FK (Schedule of the course), StudentID_FK (student who register to the course)]

Assigning Lecturers to course schedules

After students register for a course schedule, if the course schedule has enough number of students registered, a lecturer will be assigned to deliver that course schedule That information is also saved in the CourseSchedulesLecturerstable

CourseSchedulesLecturers [CouseScheduleID, FacultyID_FK (who will teach this couse schedule)]

Managing guest speakers

Each semester, a course may have a guest speaker come to discuss professional experience of the operations management, supply chain management, etc

Those information will be saved in the table ProposalGuestSpeakers [PGSID, PGSCode, FacultyID_FK (the lecturer who request the guest speaker), CourseScheduleID_FK (the course that the guest spaker will deliver seminar), Language (language of seminar), TimeAmount (how long the guest speaker session will take), Note (other notes if any)]

Overall

All of the information above make the unified CourseSchedules table include the following fields:

Managing faculty and student research projects

Student and faculty researches is one of Scientific and Technological activities by The Department of Social Sciences, Economics and Management that will provide the evidences for summary achievements and rewards All of these information of the Research project of faculties and students is below:

ResearchProjectFaculty[ ProjectID, ProjectTitle, ProjectCode, PDirectorFacultyID_FK, PSecretaryFacultyID_FK, StartDate, EndDate, SchoolID_FK, DepartmentID_FK ]

ResearchProjectStudent[ ProjectID, ProjectTitle, ProjectCode, PDirectorStudentID_FK, PSecretaryStudentID_FK, StartDate, EndDate, ClassID_FK, ProgramID_FK]

ITERATURE REVIEWS

Management Information System MIS concept

Management Information System or 'MIS' is a planned system of collecting, storing, and disseminating data in the form of information needed to carry out the functions of management.It is the department controlling hardware and software systems used gathers data from multiple online systems, analyzes the information, and reports data to aid in management decision-making

external vendors, outsourcers and business computer departments all claimed a part of enterprise computing

IS becomes the basic software in enterprise management, and is a centralized control entity Again, the name changed to reflect the new role: the original MIS department became a smaller part of the overall whole

Today, management information systems is used broadly in various contexts :  Decision support systems

 Resource and people management applications  Project management

 Database retrieval applications.etc

Noting that when it is used in practice, one can assume that what is being referred to is a computer system with the following characteristics:

• an information focus, aimed at middle managers • structured information flows

• integration of data processing jobs by business function (production MIS, personnel MIS, etc.)

• an inquiry and report generation facility (usually with a database)

The MIS era contributed a new level of information to serve management needs, but was still very much oriented towards, and built upon, information flows and data files

The era also saw data processing professionals and the management science and business modelling fraternities move away from each other into their own specialities, to the detriment of a balanced progress in developing effective and useful systems MIS components

A management information system is made up of five major components namely people, business processes, data, hardware, and software All of these components must work together to achieve business objects

People – these are the users who use the information system to record the day to day business transactions The users are usually qualified professionals such as accountants, human resource managers, etc The ICT department usually has the support staff who ensure that the system is running properly

Business Procedures – these are agreed upon best practices that guide the users and all other components on how to work efficiently Business procedures are developed by the people i.e users, consultants, etc

Data – the recorded day to day business transactions For a bank, data is collected from activities such as deposits, withdrawals, etc

Hardware – hardware is made up of the computers, printers, networking devices, etc. The hardware provides the computing power for processing data It also provides networking and printing capabilities The hardware speeds up the processing of data into information

Software – these are programs that run on the hardware The software is broken down into two major categories namely system software and applications software System software refers to the operating system i.e Windows, Mac OS, and Ubuntu, etc Applications software refers to specialized software for accomplishing business tasks such as a payroll program, banking system, point of sale system, etc

Information system Software

Hardware

Data

Procedures

Requirements of a successful MIS

In this part, I will describe the implementation process together with challenges and success key issues The following section seeks to introduce and describe the MIS implementation process which can be seen as a vital stage in the deployment of information technology to support the business information systems that are developed by the organisation for employees, customers, and other business stakeholders (O’Brien, 2004)

There are many requirements of a successful MIS A research from Slevin and Pinto (1986) presented a set of success factors which are the same as the Project Management Institute’s Project Management Handbook (Pinto, 1998) Besides, Professor Tan (1996) showed many success factors including technical characteristics, user involvement, communications, management support, project team characteristics, difference between technology provider and receiver, incentives, infrastructure support and obstacles, to identify their effects on external technology transfer project Furthermore, the success factors also are involved by Milis and Mercken (2002), WHO found an outsized variety of potential success factors and additionally provided an outline of the potential success factors relating to IT project implementation However, lastly, they'll cluster the success factors into four classes as follows the primary class integrates factors that influence goal congruency The second class contains the parts that relate to project team so as to boost the motivation and cooperation of the team The third class concentrates on the acceptance of the project and also the result Finally, the fourth class worries with the implementation method that deals with implementation politics and coming up with

Challenges of a MIS

MIS implementation challenges

We identified and categorised some influential issues regarding the MIS implementation These issues create or worsen the implementation problems (summarised in Table 3.2 below) :

 Organisational environment issues are identified as factors which are less tangible such as organisational culture, change, and behaviour

 Leadership issues relate to the areas which involve the interaction and direction of the organisation executive

 Technical systems issues are mainly those referring to the hardware and software considerations of information technologies

 Personnel issues are tose issues surrounding each individual in the organisation

Table 0-32 : Five : Five issues affect to MIS implementation Resistance to change

In view of the inertia of old transaction processes and structures, the strain of implementing a market process reengineering plan can hardly be overestimated Since traders need to be aware of the advantages of the new transaction process, education and promotion of the concept, including ITrelated technical supports, must be a prominent part of the plan Opponents of electronic markets often proclaim the disadvantages of electronic marketplaces compared with traditional markets, since traders cannot capture all the market information on traditional transaction methods.28

need to design the electronic market system carefully so that traders can use their terminals to garner as much information as is available (or more) on the traditional trading floor

Firms that are affected adversely by an electronic market can be expected to fight the system For instance, AUCNET had to rely on government authority to overcome JUCDA’s retaliatory efforts (note 11) Retaliation is more likely when there are many firms whose power is relatively equal or when the affected parties are able to unite against the initiating firm Without a strategy to deal with potential retaliations, the initiating firm may be caught without an appropriate response and therefore jeopardize its investments

Conclusion

We expect the adoption of electronic commerce applications by existing or new market makers to grow rapidly as the cost of communicating information between firms decreases We have investigated here the evolution of electronic market adoption by such market-making firms The implementation of electronic markets is viewed as market process reengineering aimed at decoupling product flow from market transactions through on-line trading We have taken a close look at how IT-enabled reengineering increases market efficiency as well as barriers

Firms interested in redesigning market processes using electronic commerce solutions need to plan carefully to overcome adoption barriers that could cast a shadow over the benefits of the proposed new market processes By examining the barriers and facilitators of success in the case studies presented, market makers can be better prepared to design electronic markets that increase market efficiency and overcome barriers to adoptions

Evaluating the Impact of IT on the Organization

Phase 1 Phase 2 Phase 3 Phase 4

planning

Value System Meet the

budget Predict the future Think strategically Create the future Competitive strategy mechanisms Operational level productivity and diffuse innovation Focused (niche) innovation and operational/tactic al level productivity Focused innovation and strategic productivity (quality focus) Systemic innovation and productivity

Led by Top

management Top and senior management Entrepreneurial managers (top/senior/middle )

Corporate-wide employees

Application of

IT/IS Resource management Efficient operations Transaction processing Exception monitoring Planning and analysis Effectiveness of divisional operations IT infrastructure Support key division makers IT-based products and services Communications network Direct competitive tool Inter-organizational IS (link buyers, suppliers, manufacturers, consumers) Facilitate organizational learning Formalized IS and decision making Processing of

internal data Ad hoc processing of external data Systematic external data analysis

Link

tactical/operation al activities to external data analysis Management

of IT, location in hierarchy and scope Technology management Individual projects Middle management responsibility Formal planning of IS Data sharing and administration Focus on IT infusion Senior management responsibility

The Hirschheim et al (1988) model also builds on the earlier work of Nolan (1979) and arises from research, undertaken during the first half of 1986, into the evolution and management of the IT function in a number of British organizations As a result of this research Hirschheim and his colleagues contend that in companies where top management had begun to realize that information systems are vital to their business, organizations move through three evolutionary phases in their management of the IS/IT function The three phases are labelled ‘delivery’, ‘reorientation’ and ‘reorganization’ (see also Earl, 1989, p.197).The ‘delivery’ phase is characterized by top management concern about the ability of the IS/IT function to ‘deliver the goods’ Senior executives have begun to take the subject very seriously, but there is often dissatisfaction with the quality of the available information systems and the efficiency of the IS/IT function, together with mounting concern regarding IT expenditure and the consistency of hardware and infrastructure policies It would appear that often this phase is initiated by replacing the DP manager with an external recruit with a good track record and substantial computing experience

The emphasis in this phase is on the ‘delivery’ of information systems and, accordingly, the newly appointed IS executive spends most of the time on matters internal to the IS department The primary role is to restore credibility to the function and/or to create confidence in user/top management that the function really is supporting current needs and is run efficiently During this phase, IS education is sparse, but where it is provided, it is targeted on DP personnel with a view to improving skills, techniques and project management

competitive advantage, and in extending the value chain through inter-organizational systems (cf Cash and Konsynski, 1985)

In the ‘reorganization’ phase, the senior IS executive (by now the IT Director) is concerned with managing the interfaces or relationships between the IS function and the rest of the organization Some areas will be strategically dependent on IS, others will be looking to IS more in a support role Some will have significant IT capability, particularly with the advance of end-user computing, and some business executives will be driving IT and IS development Increasingly IS will be managed along ‘federal’ lines (Edwards et al., 1989) with IS capability in the centre and in business units/functions These changed and changing relationships require careful management and often ‘reorganization’, and once again attention is focused on internal (organizational), as opposed to external (marketplace), concerns

Phase/fact

or Delivery Reorientation Reorganization IS

executive

External

IS recruit Inside business Same person Manageme

nt focus Within IS/DP Into the business The interfaces Education

needs Credibility Strategy Relationship CEO

posture Concerned Visionary/champion Involved Leadership The

board The function Coalition

Table0-34:The Hirschheim et al model of changing considerations towards information systems management (amended from Hirschheim et al., 1988, p.4.33;Sutherland and Galliers, 1989, p.11)

The concerns and considerations associated with each of the phases of the Hirschheim et al model are summarized in Table 3-3.

At the heart of one way forward for organizations is the notion of an IT/IS evaluation and management cycle A simplified diagrammatic representation of this is provided in Figure 20.1 Earlier research found that few organizations actually operated evaluation and management practice in an integrated manner across systems lifecycles (Willcocks, 1996a) The evaluation cycle attempts to bring together a rich and diverse set of ideas, methods, and practices that are to be found in the evaluation literature to date, and point them in the direction of an integrated approach across systems lifetime Such an approach would consist of several interrelated activities:

1 Identifying net benefits through strategic alignment and prioritization

2 Identifying types of generic benefit, and matching these to assessment techniques Developing a family of measures based on financial, service, delivery, learning and

technical criteria

4 Linking these measures to particular measures needed for development, implementation and post-implementation phases

5 Ensuring each set of measures run from the strategic to the operational level

6 Establishing responsibility for tracking these measures, and regularly reviewing results

Type of

investment Business benefit Main formal aids to investment evaluation Importanc e of manageme nt judgement

Main aspects of management judgement Mandatory

investments as a result of:

Regulatory

requirements Satisfy minimum legal requirement Analysis of costs Low

Fitness of the system for the purpose

Organizational

requirements Facilitate businessoperations Analysis of costs Low Fitness of the system for the purpose Best option for variable organizational requirements Competitive

pressure Keep up with the competition Analysis of costs to achieve parity with the

competition Marginal cost to differentiate from the competition, providing the opportunity for competitive advantage

Crucial Competitive need to introduce the

system at all Effect of introducing the system into the marketplace Commercial risk Ability to sustain competitive advantage Investments to

improve performance

Reduce costs Cost/benefit analysis

Medium Validity of the assumptions behind the case

Increase revenues Cost/benefit analyses Assessment of hard-toquantify benefits Pilots for high risk investment

High Validity of the assumptions behind the case Real value of hard-toquantify benefits Risk involved Investments to achieve competitive advantage Achieve a

Infrastructure

investment Enable the benefits of other applications to be realized

Setting of performance standards Analysis of costs

Crucial Corporate need and benefit, both short and long term Investment in

research Be prepared for the future Setting objectives within cost limits

High Long-term corporate benefit Amount of money to be allocated Source: Norris (1996).

Manual auditing (1976–1981) System development (1981–1983) Automated auditing (1983–1993) People involvedEngineers (10–20)

Typists (3–4) Engineer/Programmers (6)

Programmers/Engineer (2–3) Technicians (several hundred) Administrators (5–10) Primary domain Building energy

systems: Lighting, heating, cooling, etc

VAX/VMS and languages Completed application (EnCAP)

Epistemic criteriaAuthoritative (little feed-back about results)

Pragmatic (immediate feed-back about results)

Authoritative Ritual/superstitious Knowledg e processe s Construc t

Trade associations and vendors are an

authoritative source of methods and specifications Individual engineers gain experience in specific situations

Algorithms invented to mimic simplified engineering analysis Naming: Data structures, control structures, files, programs, libraries, etc

Technicians learn necessary workarounds Administrators identify new requirements Programmers

rediscover how system works during

maintenance Organize Informally organized;

indexed by individual engineers and projects

Energy auditing divided up into ‘modules’ and ‘forms’

Organized around application artifacts: ‘forms’ and ‘reports’ Store Worksheets kept by

individual engineers Old reports in company library

WANG ‘boilerplate’ for use by typists BASIC programs for use by engineers

Embed algorithms into design of forms, modules, and measures

Systems adopted for code management, version control, testing, etc Documentation written

New (or modified) algorithms coded into the application

‘Gurus’ develop ‘tricks’ to achieve desired results

‘Setup’ files used to store basic program parameters and output text Distribut e Trade publications Direct sharing Frequent informal meetings among programmers

Application used in-house and licensed to large public utilities – includes training and documentation

New features made available to all Apply Engineers use knowledge

for next audit

Programmers embed engineering algorithms in code

Table0-36: Summary of changes in the knowledge system by time period Changing epistemic communities

The implementation of the automated auditing system affected one of the key components of the organizational knowledge system: the epistemic communities represented in the organization As outlined in Table 3-4, during the manual auditing period, the organization consisted mainly of engineers and typists The engineers collected data, performed computations, and made recommendations, while the typists prepared the reports from the templates available on the WANG word processing system During system implementation, a new kind of member was introduced to the organization: the programmer These individuals (myself included) were mainly recruited from the existing pool of engineers; two were hired especially for the project Later, as the system was completed and rolled into production, the community of programmers shrank, while the community of technicians using the program began to grow rapidly in locations all over the country To supervise this workload, it was necessary to add administrative staff, as well Thus, the implementation of the system changed the basic membership of the epistemic community to include individuals whose background and training was very different than the traditional engineers As the participants changed, it created the possibility that their approach to knowledge construction (and the other knowledge processes) might change as well This is an area where contemporaneously collected data could be especially valuable because it is difficult for me to assess the impact of these changes retrospectively

Changing objects of knowledge

different lighting systems, heat exchangers, and so on Engineers took a great deal of pride in having a working knowledge of these systems

During systems development, however, the new members of the organization, including myself, were overwhelmingly concerned with issues of software design and implementation The objects of knowledge became VAX/ VMS (the operating system for the host computer), the PL/1 programming language, as well as the data structures, file structures, and architectural features of the rapidly growing application This was naturally a period of intensive learning, but there is little doubt that the subject matter was completely different than in the prior period Finally, as the finished EnCAP application was rolled out, the focus of learning turned away from the internal features of the software and its construction and towards the external features of the software and its use As Latour (1987) would predict, the system progressively became a black box and the new object of knowledge was the application itself: inputs, outputs, bugs, features, and workarounds

Once the application was in use, members of the community learned about the software rather than learning about energy auditing per se A great deal of knowledge that was created at EnerSave since the introduction of EnCAP concerned details of how to use the program: how to ‘fool’ it to get the recommendation you want, how to work around various bugs, and so on While this knowledge was clearly necessary to accomplish audits under the new system, it was idiosyncratic to the EnCAP audit process Thus, in addition to embedding existing knowledge about auditing and commercial buildings, the software required the construction of new knowledge about EnCAP itself

Developments in the Application of Information Technology in Business IT and Customer services

complaints, or other needs can gain a clear competitive advantage That's why it's so easy to understand how a new information teachnology can help you response customer needs well,and ultimately improve the efficiency of your business

1 Provide consistent, accurate responses to customer inquiries Document and track all known problems and proven solutions

3 Create centralized sources of information about customers, known problems, solutions

4 Assist in developing solutions to new problems Create a closed loop escalation process

6 Promote cross-training of support staff

7 Provide remote access for customers of problem solutions Improve call tracking and problem reporting

9 Improve accountability and responsibility with clear audit trails 10Improve productivity of customer support staff

Table 0-37:Top 10 operational objectives of customer support management system in mid-1992

1992

IT Infrastructural/compatibility requirements Multi-user, runs off current Ethernet network lines Works under Microsoft Windows with a GUI interface Dial-in capability for remote user access

4 Provides initial access for 25 users, expandable to 50 within one year Must interface with cc:Mail for notification purposes

6 Must have data import/export capability Usability Requirements

1 Call tracking capability

2 Problem/solution tracking capability Keyword search for problems/solutions

4 Must have a method for assisting technical support staff with answering calls (Al or other)

5 Must have a report generator with user-definable reports without generating programming code or a script

8 Have automated call escalation process

9 Must have a closed loop problem solving process 10Provides call audit trail

11Tracks and reports customer configuration data

Table 0-38: Technical usability requirements of customer support management system in mid-1992

Information Technology and Organization Performance

Despite the massive investments in Information Technology in the developed economies, the IT impact on productivity and business performance continues to be questioned This chapter critically reviews this IT productivity paradox debate and finds that an important part, but by no means all, of the uncertainty about the IT payoff relates to weaknesses in measurement and evaluation practice Based on extensive research by the authors and others, an integrated systems lifecycle approach is put forward as a long term way of improving evaluation practice in work organizations The approach shows how to link business and IT/IS strategies with prioritizing investments in IT, and by setting up a set of interlinking measures, how IT costs and benefits may be evaluated and managed across the systems lifecycle, including consideration of potential uses of the external IT services market An emphasis on a cultural change in evaluation from ‘control through numbers’ to a focus on quality improvement offers one of the better routes out of the productivity paradox Improved evaluation practice serves to demystify the paradox, but also links with and helps to stimulate improved planning for management and use of IT, thus also reducing the paradox in practical terms – through the creation of greater business value

• the fact that measurement systems are prone to decay • the goal displacement effects of measurement

• the downside that only that which is measured gets managed

Success of MIS implementation in teachers and teaching management

Visscher (1996b) said that MIS can provide administrators and teachers with theinformation required for informed planning, policy-making, and evaluation Gurr (2000) claimed that MIS have changed school management in the areas of leadership, decision making, workload, human resource management, communication, responsibility, and planning These systems can assist the school manager in determining the aims of the school, formulating strategic plans, distributing resources, and evaluating staff performance as well as organizational success (Telem&Buvitski, 1995; Telem, 1999) Bober (2001) indicates that the growing interest in MIS’s and the trend toward thoughtful, long-range planning for MIS implementation stem from the belief within the school community that such systems allow for better site and district management, empower staff at all levels, and increase a school or Madiha Shah / Procedia - Social and Behavioral Sciences 116(2014) 2799 – 2804 2801 district’s accountability to the community it serves Efficient and quick decisions could be made possible when school managers get accurate and up-to-date information by MIS (Christopher, 2003)

Many schools are considered about their capacity to integrate ICT into learning, teaching, and management processes so several surveys have been designed in recent years to gather information about them A steady increase in the number of computers and other technologies over time has been evident in the literature, with most schools achieving the baseline targets for computer-to-pupil ratios (Condie et al., 2007) This finding, to a degree, masks considerable variation within and across schools with regard to regular access to reliable technologies and broadband connectivity (Condie et al., 2007)

were needed by teachers Visscher, Wild, and Fung (2001) collected a series of studies from a range of countries that highlighted important features of computerized school information and management systems, their implementation in a range of schools, the outcomes of this implementation, and implications for the future in terms of further research Their studies offer the widest view of ICT and school management from the perspective of MIS However, it was clear from their review that most concern was being focused on data entry and collation, rather than upon data transfer or analysis A research about the impact of ICT on management practices in smart schools in Malaysia was done by Zain, Atan, and Idrus (2004) Their analysis published some positive changes including the enrichment of ICT culture in schools, better accessibility to information, more efficient administration, and a higher utilization of school resources Time constraints, higher administrative costs, negative acceptance/support from untrained staff, abuse of the ICT facilities, and problems related to the imposed rigid procedural requirements are what challenging the participant schools

The major impact of management information system on department administration and management are reduction workload, serving a key role on time management and improving in the quality of report Vietnamese teachers and school management should have acquired and developed technology skills and confidence in using the technologies to increase effectiveness and efficiency by saving time and facilitating development of alternative solutions for sophisticated problems Cunningham et al (2004) claimed that ICT use was valued by senior management in developing school systems for administration and easing management tasks Granville et al (2005) found that staff of his selected schools believed that use of technologies had made administrative work easier with regard to accounts, attendance data, and the sharing of confidential information

making reports in term On the other hand, some teachers said that it took longer to complete some of their administrative tasks by hand writing At university, a lack of ICT strategy was significant negative factors to get the effective results By using technology in addressing workload issues were identified as good leadership, appropriate training, technical support, and effective networks

Demir (2006) surveyed 98 elementary school principals in Turkey to explore their perceptions about MIS and their use in primary schools’ management The study indicated that although technologic infrastructures of elementary schools in were insufficient, MIS had an important contribution to school management Demir (2006) suggested that school managers should be encouraged to use information systems and they must believe that data are valuable sources for decision making and that the MIS back up the implementation of educational reforms

Mumtaz (2000) in her review of this area highlighted both positive and negative factors affecting ICT use in schools Positive factors included collegiality among computer-using staff, availability of technical support, resources for school development, smaller class sizes, and more formal computer training Technical support and senior management commitment and support were the most recurring themes (Mumtaz, 2000; NGfL, 2002; Scrimshaw, 1997) Other themes apparent in the literature were the staffs’ personal feelings, skills, and attitudes to IT in general (Hruskocy et al., 2000; Kirkman, 2000; Mumtaz 2000)

A more recent study conducted by Dawam et al (2009) examined the extent of ICT utilization in public and private higher learning institutions in Northern Malaysia This study focused on identifying the extent of ICT resources provided by the university authorities, the type and extent of ICT usage in daily activities, the ICT proficiency level among faculty members, and the level of ICT integration in teaching activities The findings indicated that the facilities provided in public higher learning institutes were not as plenty as in private institutes but the level of their usage was quite encouraging Considerable differences were observed in the use of ICT by educators in their perceived proficiencies and integrating computer technology

The researchers suggested for the inquiry of hindering factors for ICT usage by the educators The importance of ICT to society and to future prospects is clear within the educational literature However, the real significance of this for educational management has yet to be seen within the literature (Passey, 2002) The educational management literature is beginning to indicate that attitudes towards ICT are shifting, and often significantly This is likely to have a major impact upon ICT and school management According to Passey (2002), the role of ICT in supporting school management is an area of clear developmental as well as research need There are a number of critical gaps in the research literature for example the role of data bases within MIS is not being translated into practice (Passey, 2002)

Chapter Conclusion

MANAGEMENT SYSTEM DESIGN

Introduction

Management is essential for organization and necessary to run all types of management Managers help us create events rather than letting events happen and out of tightness Individuals or tasks are clearly distinguished and describe the relevant information While in the past, the management was mostly manual, today with the support of technology helps us design the system to manage events and people well and all of the information is more consistent

Description

Through the process of collecting information, analyzing information and research, the system has been initially with the following features:

 Complete management of personnel information in the department

 Monitoring and updating regularly changes in information, activities took place in the organization of cadres

System overview

Figure 4.3: System overview Design of the MIS program

Design of the Faculty Management

Some basic functions of the Faculty Management System:

 Store the general information, contact and personal information of faculty

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 Edit and update the information or tasks of faculty  Check the workplace that the faculty come from

 Manage the history of course and all syllabuses which faculty has been made  Show the evaluation of students

 Manage the payment for the faculty  Show the degree of faculty

Field Data type Caption

FacultyID Number ID

FacultyCode Short text Mã cán FirstName Short text Tên

Lastname Short text Họ & Đệm E-mailAddress Short text E-mail BusinessPhone Number Điện thoại DepartmentID_

FK Short text Mã phòng ban

FacultyTypeID_F

K Short text Nhóm loại cán

Note Short text Ghi

Table 0-39: Faculty subform

Figure 0-2: Faculty List

Figure 0-78: FacultyEvaluation table Design the Department Management

In any organization or company, departmental management plays an extremely important role It helps us to record employee data and information in each department, thereby finding and reviewing dex information much easier and faster

Field Data type Caption

DepartmentID AutoNumber Department ID DepartmentCode Short Text Mã phòng ban DepartmentName Short Text Tên phòng ban

DepartmentHead Number Trưởng phòng ban

SchoolID Number Cơ quan

Figure 0-79: Departments subform

Figure 0-80: Departments subform Design the Courses Management

To manage courses, the first approach used here is establishing Courses table.There are fields: CourseID, CourseCode, CourseName, CreditHours, Programs with CourseID is primary key Table below shows us fields, their data type and description

Field Data type Caption

CourseID AutoNumber Course ID

CourseCode Short Text Mã môn học

CourseName Short Text Tên môn học

CreditHours Number Số tín

Table 0-41: Design of Courses subform

Figure 0-81:Courses Information subform

Figure 0-83: Courses table

Design the Syllabuses Management

This study also create Syllabuses table, which helps to manage syllabus of each course and from each faculty Some basic functions of the Syllabuses Management System:  Search the syllabus

 Show the content of syllabus  Show the writer of syllabus

 Show submit date and apply date of syllabus

Field Data type Caption

SyllabusID AutoNumber Syllabus ID

CourseID_FK Number Môn học

FacultyID_FK Number Giảng viên

Syllabus Attachment Đề cương

DateSubmitted Date/Time Ngày nộp

DateApplied Date/Time Ngày áp dụng

Year Number Năm

Semester Short Text Học kỳ

Semester Short Text Ghi

Figure 0-84: Syllabuses subform

Figure 0-85: Syllabuses table

Design the Schools and Institution Management

Basic functions of the Schools and Institution Management System:

 Manage institutions where lecturers, guest lecturers and speakers from

Field Caption

SchoolID School ID

SchoolName Tên trường SchoolCode Mã trường

Belongsto Nhóm mẹ

Table 0-44:School and Institution subform

Figure 0-86:School and Institution subform table Some other relate tables

Figure 0-87: FacultyBankAcount table

Figure 0-88: Classes table

Figure 0-90: FacultyPublication User guide MIS program

First screen “VNUIS HOME” displays mainbuttons which help teaching staffs search teaching information and generate reports All of the elements in the system we set the caption for them in Vietnamese for the users easily understand and more convenient to work

Figure 0-91: VNU IS HOME Subforms

In “VNUIS HOME”, this research provides five subform to manage lecturers, their departments and orginal companies, courses and their syllabuses There are correspondingly: “Danh mục Giảng viên”, “Danh mục Cơ quan” and “Quản trị Tổ chức”, “Danh mục Môn học” and “Danh mục Đề cương môn học”

“Danh mục Giảng viên”

Figure 0-92: Faculty subform

Click on a teacher you want to search informationto show more details:

“Thông tin chung” is general information about that teacher: contact number, address, code, faculty type, company, department, office

Figure 0-93: General information

Figure 0-94 : Persional information

“Thông tin liên lạc khẩn cấp” shows faculty emergency contact

“Lịch sử giảng dạy” shows teaching history includes Year, Course ( course that lecturer taught), Program( program of that course) In addition, teaching staff can manage conreesyllabuses, applied date and submitted date

Figure 0-95 : Couses teaching of the faculty

A lecturer has more than one bank account Thus “Quản trị toán” shows Bank account andbank address to manage financial of each lecture Moreover, it notifies when accounts were in use and active

Figure 0-97 : Payment management for the faculty

“ Trình độ cán bộ” shows education, degrees of faculty Since a lecturer may have more than one degrees

“Quản trị tổ chức”

In “Quản trị tổ chức”, this research provides a tool to search for information on personnel of each department List of departments on the left of screen will generate detail of a department: department name, department head, department code, its agency and lecturers belongs to this department

“Quản trị môn học”

In “Quản trị môn học”, this research provides a tool to search for information on courses of ISVNU include: course code, course name and program it belongs to

Figure 0-99: Course subform

We press Crtl + F to search the information of the course via the course code :

Figure 0-100 : Search key for Course

Figure 0-101: Couses detail information “Danh mục đề cương môn học”

“Danh mục đề cương môn học” provides a tool to reduce time of searching syllabuses

Figure 0-102: Syllabuses management “Danh mục quản lý quan”

Figure 0-103: Schools & Institution management Reports

“Nguồn lực chung”

This report shows us all faculty of ISVNU and their general information To get more details, users can click on name of needed faculty

Figure 0-104: Rpt All faculty

“Nguồn lực theo Đơn vị công tác”

“Nguồn lực theo Đơn vị công tác” generates a report of faculties classified by their agencies Guest lecturers and speakers form many agencies and this report helps IS statistics faculties and their agencies

“ Nguồn lực theo quan công tác”

Figure 0-106: Rpt Faculty by schools and departments “Tài khoản ngân hàng theo Đơn vị công tác”

Bank accounts of lecturers are classified by Departments in this report

Figure 0-107: Rpt faculty bank account by department “Đề xuất giáo viên giảng dạy”

Figure 0-108: Rpt Teaching proposal

“Kế hoạch dự trù kinh phí mời chuyên gia chia sẻ kinh nghiệm thực tế” Teaching management in ISVNU includes managing guest speakers to share practical experience.Report manages plans and budgets of inviting experts by fields: course name, class, lecturer of class, number of experts, and proposed salary, and information of a proposal, for example, semester, year, language, and time amount of each class

Figure 0-109: Rpt Guest speaker proposal “Bảng theo dõi giảng giảng viên”

Figure 0-110: Rpt Monitoring teaching time

CONCLUSIONS AND RECOMMENDATIONS

Brief summary of findings

Limitations of System

The system is responded almost requests in the management but because of the limitation of time, this still has some restrictions:

 Some functions and events in Department have not processed yet  Lack of data information of faculty and student used in the system  The layout is not designed very well and professional

Recommendation

The program allows only a few users to access the system on the local network, so the development direction would be to optimize access to the user more widely to use the functions of the system

Add more the functions of the faculty management such as: Statistics of contributions and achievements to reward teachers, statistics of teachers retired or working, etc The system should be extended to use for the all IS_VNU not just Deoartment

Add more functions in student management such as: Student information, Student evaluation, academic achievement and student contribution of student

Optimized software that helps faculty and student can access the system online

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