Managing Information Technology

TABLE OF CONTENT

PROBLEM STATEMENTÐ'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'.....3

ACKNOWLEDGEMENTÐ'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'.....4

INTRODUCTIONÐ'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'.....5

THE ORGANISATIONÐ'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'.....6

PRINCIPLES OF ACTIONÐ'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...7

THE LEVEL OF MANAGEMENTÐ'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...8

THE ACTIVITIES OF ORGANIZATIONÐ'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'.....9&10

FRAMEWORK FOR ISÐ'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'......11,12,13&14

IS AT MY ORGZANIZATIONÐ'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...15

CONCLUSIONÐ'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'....16

BIBLIOGRAPHYÐ'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'...Ð'.....16

PROBLEM STATEMENT

We are required to attempt the following questions:

Discuss the three levels of information needs found in your organization, which are operational, tactical and strategic. Include the types of information, the needs for such information, their uses and how the different department requires them for their own effectiveness.

ACKNOWLEDGEMENT

No book is written in a vacuum. Numerous professional and personal relationships contributed to the development of this product.

At Olympia College, the encouragement and support of Lecturer Mr.Rajaesh is sincerely appreciated. The assistance and suggestions of many graduate assistants and students provided an important student perspective in the development of the project and supporting package.

Finally, a special thank you is given to Ms.Mary Reggie for her efforts assisting on various other aspects of the project. Meeting deadlines is always tough in a long developmental process, and so thanks are in order to those that helped me prepare and deliver manuscript on time.

Finally, I could not have accomplished all that was expected without that special patience and understanding that only a family can give.

INTRODUCTION

The process of management involves planning, organizing, directing and controlling people and activities. At each level of management, the responsibilities for handling these tasks differ. Top-level managers are responsible for establishing organizational objectives. Middle-level managers organize and control the organization's resources to achieve these objectives, whereas lower-level managers supervise day-to-day activities. Each of these three levels of management has distinct information systems needs. First line supervisors require feedback about day-to-day activities. Middle level managers need information that will enable them to reallocate resources to achieve objectives. Top-level managers use external information to identify new business opportunities and to establish goals for the firm.

This assignment helps us to understand information systems that support management decision-making at the operational, tactical and strategic planning levels.

THE ORGANISATION

Lafarge Supermix Concrete (M) Sdn Bhd was incorporated in Malaysia in January 1983 as a joint venture between Associated Pan Malaysia Cement Group (APMC) and two Japanese companies; UBE Industries Ltd and Yuasa Trading Co.Ltd. Malayan Cement Berhad (MCB) wholly owns APMC, a company listed on the Main Board of Kuala Lumpur Stock Exchange. Since the full acquisition of Kedah Cement Berhad, MCB now controls more than 50% of Malaysia's current cement manufacturing capacity. On July 12,2001 Blue Circle Industries PLC, were acquired by Lafarge. We are now the number one cement manufacturer in the world and number three in the world in Aggregates & Concrete. With this merger, we have 15 billion euros in annual sales with 85,000 employees in 75 countries. In the Aggregates and Concrete division, Lafarge has over 1,200 sites and 667 aggregates quarries worldwide. This division has 23,000 employees in 30 countries.

PRINCIPLES OF ACTION

Our Vision

To be the undisputed world leader in building materials

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