Management Information System in Higher Education

2011 ◽  
pp. 1281-1289
Author(s):  
Juha Kettunen
Keyword(s):  
Information System ◽  
Strategic Management ◽  
Balanced Scorecard ◽  
Management Information System ◽  
Local Community ◽  
Measuring System ◽  
Management Information ◽  
The Balanced Scorecard ◽  
Future Situation ◽  
Private And Public

The communication and implementation of a strategic plan is typically based on various measures in educational institutions. The balanced scorecard approach has in the 1990s attained an important role worldwide in private and public sector organisations. Large organisations have different organisational levels, where it is useful to apply the balanced scorecard. This emphasises the need for the automation of the measuring system. The information is typically collected from various data sources. These characteristics underline the need to plan a management information system (MIS) to support the management process. Strategic management is bridge building between the perceived present situation and the desired future situation (West-Burnham, 1994; Wheale, 1991). Strategic management involves taking stock of the educational policy, local economy, and other factors in the organisation’s environment. It adapts the organisation to its environment but, on the other hand, tries to exert a positive effect on the development of its local community (Bush & Coleman, 2000; Kettunen, 2003; Middlewood & Lumby, 1998).

Management Information System in Higher Education

2009 ◽  
pp. 542-547
Author(s):  
Juha Kettunen
Keyword(s):  
Information System ◽  
Strategic Management ◽  
Balanced Scorecard ◽  
Management Information System ◽  
Local Community ◽  
Measuring System ◽  
Management Information ◽  
The Balanced Scorecard ◽  
Future Situation ◽  
Private And Public

The communication and implementation of a strategic plan is typically based on various measures in educational institutions. The balanced scorecard approach has in the 1990s attained an important role worldwide in private and public sector organisations. Large organisations have different organisational levels, where it is useful to apply the balanced scorecard. This emphasises the need for the automation of the measuring system. The information is typically collected from various data sources. These characteristics underline the need to plan a management information system (MIS) to support the management process. Strategic management is bridge building between the perceived present situation and the desired future situation (West-Burnham, 1994; Wheale, 1991). Strategic management involves taking stock of the educational policy, local economy, and other factors in the organisation’s environment. It adapts the organisation to its environment but, on the other hand, tries to exert a positive effect on the development of its local community (Bush & Coleman, 2000; Kettunen, 2003; Middlewood & Lumby, 1998).

Human Resources in the Balanced Scorecard System

2011 ◽  
pp. 611-618
Author(s):  
Juha Kettunen
Keyword(s):  
Human Resources ◽  
Strategic Management ◽  
Balanced Scorecard ◽  
Development Project ◽  
Management Tools ◽  
Strategic Objectives ◽  
The Balanced Scorecard ◽  
Future Situation ◽  
Organizational Levels ◽  
Administrative Units

Strategic planning is a matter of mapping the route between the perceived present circumstances and the desired future situation. Strategic management adapts higher education institutions (HEI) to their environment including educational policy, local demand for skilled labor, and other factors. The purpose of HEIs is to positively affect the development of society and the local community. The balanced scorecard approach developed by Kaplan and Norton (2001, 2004, 2006) is a framework for the communication and implementation of the strategy. The approach creates a shared understanding of the strategic plan by describing the plan using strategy maps, strategic objectives, measures and target values for the planning period (Niven, 2005). The balanced scorecard approach can be combined with other approaches and management tools. The purpose of this article is to report on a development project where the balanced scorecard approach was applied in the management information system MIS) of an HEI. The MIS integrates the different approaches of management into human resources (HR) planning. It is important that the balanced scorecard approach is supported by the MIS. This is especially critical in large organizations. Many administrative units and organizational levels emphasize the importance of automation enabling management to consistently aggregate the scorecards of lower organizational levels to the overall scorecard. The MIS with a portal is a valuable communication channel, information processor, management tool and the joint memory of the organization. The empirical part of the article describes the MIS of the Turku University of Applied Sciences (TUAS), where the MIS is based on strategic management and the balanced scorecard approach. The system integrates budgeting, action plans, HR planning and quality management. The data warehouse approach is used to capture data from the diverse source systems and to store the data in an integrated database. An MIS portal was developed to support the management process and be open to the personnel of the institution. The portal supports the dialogue and commitment of the personnel to the strategic outlines. The portal is open to management and the personnel of the institution.

scholarly journals Pengaruh Sistem informasi manajemen pemasaran, kualitas pelayanan dan word of mouth terhadap capaian balanced scorecard serta dampaknya terhadap Kinerja perusahaan di Sunrise Mall Mojokerto

2018 ◽  
Vol 1 (2) ◽  
pp. 67-76
Author(s):  
Zenita Afifah Fitriyani
Keyword(s):  
Information System ◽  
Service Quality ◽  
Balanced Scorecard ◽  
Management Information System ◽  
Indirect Effect ◽  
Word Of Mouth ◽  
Marketing Management ◽  
Management Information ◽  
System Service ◽  
Dominant Influence

The purpose of this research is: To know the effect simultaneously, partially, most dominantly, indirectly Management information system marketing, service quality and word of mouth to achievement of balanced scorecard and its impact to company performance at Sunrise Mall Mojokerto. This research is explanatory research. the total population in this study only 21 people. In this study the authors use multiple linear regression analysis techniques with path analysis to determine the influence of direct / direct effect and indirect effect / indirect effect. From the research result can be concluded as follows: 1) There is influence simultaneously Marketing management information system, service quality, and Word of mouth to achievement of balanced scorecard. 2) There is partial influence Marketing management information system, service quality, and Word of mouth to the achievement of balanced scorecard. 3) Word of mouth has the most dominant influence on the achievement of balanced scorecard. 4) There is influence simultaneously Marketing management information system, service quality and word of mouth and achievement of balanced scorecard to Performance. 5) There is partial influence Marketing management information system, service quality and word of mouth and achievement of balanced scorecard to Performance. 6) Word of mouth has the most dominant influence on Performance. 7) Marketing management information systems, service quality, and Word of mouth indirectly affect Performance.

Hospitality Management Information System Investment (Feasibility Study at PT ABC)

2015 ◽  
Vol 21 (4) ◽  
pp. 980-983 ◽  
Author(s):  
. Suryanto ◽  
Ignatius Ricardo ◽  
Anderes Gui ◽  
Cecilia Sabrina ◽  
. Maryani
Keyword(s):  
Information Technology ◽  
Information System ◽  
Information Systems ◽  
Feasibility Study ◽  
Balanced Scorecard ◽  
Management Information System ◽  
Gap Analysis ◽  
Cost Benefit Analysis ◽  
Hospitality Management ◽  
Management Information

The Company’s information systems are expected to support the company’s business processes that provide competitive advantage in a competitive business. Before investing information system it is necessary to conduct a feasibility study on running information systems in order to obtain an overview of the support that can be provided by the old system. The method of this study was performed by conducting surveys and interviews for data collection and analysis methods with fit gap analysis, cost benefit analysis and information technology balanced scorecard. The results of this study by using a fit gap analysis showed that only 10% of the system running with fit criteria, so it is necessary to change the system. Proposed new system will provide a 3.9 year payback period of 5 years management estimates. Average achievement by using information technology balanced scorecard is 93.5%. The conclusion that can be drawn from this study is the firm should invest in hospitality management information system by looking at the aspects of operational and financial aspects.

Asset Management Information System Perfomance Analysis (SIMASET) Using IT Balanced Scorecard Case Study : Salatiga City Region Revenue Management Unit

2021 ◽  
Vol 3 (1) ◽  
pp. 45-56
Author(s):  
Fricila Beti Priyanti ◽  
Agustinus Fritz Wijaya
Keyword(s):  
Information Technology ◽  
Information System ◽  
Revenue Management ◽  
Balanced Scorecard ◽  
Management Information System ◽  
Asset Management ◽  
Future Orientation ◽  
Management Information ◽  
Technological Developments ◽  
User Orientation

Technological developments greatly influence the increasing disruption to the system and system used by the user. Therefore, it is necessary to see how optimal the system is being used by an organization. The Regional Revenue Management Unit (UPPD) of Salatiga City is also inseparable from the development of information technology. By using several information systems, they try to keep up one of the technological developments by using the Asset Management Information System (SIMASET) based website for data collection of goods in and out of the UPPD Salatiga City. In this study using the IT Balanced Scorecard method as a planning solution in terms of performance measurement and monitoring the realization of the value or business benefits and benefits of Information Technology which the IT Balanced Scorecard has four perspectives namely Company Contribution Perspective, User Orientation Perspective, Improvement Perspective Operations and Future Orientation Perspectives. Results and discussion of the 4 Perspectives on Balanced IT Scorecard in this study, it is expected that the User Orientation Perspective and the Future Perspective is doing some improvement because in the User Orientation Perspective the system used often has errors and is quite convoluted in use, the Future Orientation Perspective is almost the same as the User Orientation Perspective, where the quality of the new system still needs to be improved again.

scholarly journals A Comparative Case Study on the Challenges Encountered by Philippine Private and Public Educational Institutions with their Existing Management Information System

2021 ◽  
Vol 2 (11) ◽  
pp. 1211-1217
Author(s):  
Ma. Cristina E. Zulueta ◽  
Rona Mae V. Buno ◽  
Aaron C. Dela Cruz ◽  
Angelita J. Sagun ◽  
Michaela DC San Buenaventura ◽  
...  
Keyword(s):  
Information System ◽  
Management Information System ◽  
The Philippines ◽  
Comparative Case Study ◽  
Educational Institutions ◽  
Management Information ◽  
Public And Private ◽  
Private And Public ◽  
And Training

For the last two years, all Philippine educational institutions had to adapt flexible learning. All personnel and students underwent orientation and training to their institution’s Management Information System (MIS). These institutions are utilizing either MIS mandated by the Department of Education, subscribed to or created by the institution itself. Challenges and concerns have been noted on the use of these MIS worldwide. Hence, this study elucidated the experiences and challenges of admistrators, faculty and students with their existing MIS among public and private educational institutions in the Philippines. Using a qualitative comparative case study design, the researchers draw the experiences of the participants on their existing MIS. The findings of the study revealed three main themes on the experiences of the participants with their existing MIS: excellent way to systematize and organize, a work in progress and encompassing of all institutional services. On the resolution of concerns and challenges with their MIS, prevailing themes were: having an efficient and expert Information Technology (IT) team, continuous feedback and improvement, and unresolved due to poor internet connectivity. As to how these challenges affected their performance, themes clustered on: improved and more efficient, negatively affected output and efficiency, and unaffected. This study highlighted the importance of proper orientation and training of all personnel and students, for an effective MIS which must be managed by an expert IT team. Despite the challenges encountered, the use of the MIS led to the better performance of the participants’ duties and responsibilities.

Human Resources in the Balanced Scorecard System

2009 ◽  
pp. 464-470
Author(s):  
Juha Kettunen
Keyword(s):  
Human Resources ◽  
Strategic Management ◽  
Balanced Scorecard ◽  
Development Project ◽  
Management Tools ◽  
Strategic Objectives ◽  
The Balanced Scorecard ◽  
Future Situation ◽  
Organizational Levels ◽  
Administrative Units

Strategic planning is a matter of mapping the route between the perceived present circumstances and the desired future situation. Strategic management adapts higher education institutions (HEI) to their environment including educational policy, local demand for skilled labor, and other factors. The purpose of HEIs is to positively affect the development of society and the local community. The balanced scorecard approach developed by Kaplan and Norton (2001, 2004, 2006) is a framework for the communication and implementation of the strategy. The approach creates a shared understanding of the strategic plan by describing the plan using strategy maps, strategic objectives, measures and target values for the planning period (Niven, 2005). The balanced scorecard approach can be combined with other approaches and management tools. The purpose of this article is to report on a development project where the balanced scorecard approach was applied in the management information system MIS) of an HEI. The MIS integrates the different approaches of management into human resources (HR) planning. It is important that the balanced scorecard approach is supported by the MIS. This is especially critical in large organizations. Many administrative units and organizational levels emphasize the importance of automation enabling management to consistently aggregate the scorecards of lower organizational levels to the overall scorecard. The MIS with a portal is a valuable communication channel, information processor, management tool and the joint memory of the organization. The empirical part of the article describes the MIS of the Turku University of Applied Sciences (TUAS), where the MIS is based on strategic management and the balanced scorecard approach. The system integrates budgeting, action plans, HR planning and quality management. The data warehouse approach is used to capture data from the diverse source systems and to store the data in an integrated database. An MIS portal was developed to support the management process and be open to the personnel of the institution. The portal supports the dialogue and commitment of the personnel to the strategic outlines. The portal is open to management and the personnel of the institution.

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