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4. Role and significance of Management Information System (Overheads,

discussion, 25 minutes)

The facilitator sets the tone for a participatory atmosphere for the workshop by asking

participants what do they think of MIS. This could generate a good discussion and

contribute to unfreezing.

Why MIS?

The facilitator introduces the overhead on `Why are we focusing attention on developing MIS. An

important concept emerging in non-profit sector is `competitiveness of agencies and how to become

competitive in an environment of funds crunch. The facilitator could discuss the dependence and

interrelationships among different units such

as finance, program development, outreach, etc within an agency.

Canadas workforce largely consists of knowledge-workers. The facilitator stimulates

discussion in reviewing the impact of globalization, funding cuts, need for increased

productivity and demands from funders to demonstrate results. Underline the fact that

about 80 per cent of a frontline workers time is devoted to receiving, processing and CERIS PAC

Research Training Project

Knowledge For Action Action for Knowledge

How To Develop a Management Information System (MIS) 8

sharing information in community agencies. Two significant resources of a modern

organization are people and information and success depends on how these are managed.

The facilitator needs to explain that developing a MIS has costs as well. These relate to

equipment, hiring of personnel, orientation and training and staff time adjustment. The

decision to develop a MIS is an important one and has to be ratified by the Board based

on a recommendation from agency management. Introduction of MIS calls for newer

skills among the staff to cope with the changes.

rhead sheet - 3

WHAT IS INFORMATION?



Information is data presented in a form that is meaningful to the

recipient. It adds to knowledge and is relevant for the situation.

Two types of information are accounting information and

management information.

Data becomes information when they are transformed to

communicate meaning or knowledge, ideas or conclusions. By

itself data is meaningless.

The attributes of an item of information are: accuracy, form,

frequency, breadth (scope), origin, time. horizon. Attributes of a set

of information are relevance, completeness and timeliness.

WHAT COULD BE THE ROLE OF MIS COORDINATOR

IN DEVELOPING A MIS?

Interact with user groups

Identify the needs of users of MIS

Designing of reporting formats

Identify systems of information flow

Ensure smooth flow of information within and outside the

organization

Time management tracking inputs/reports

Act as interface among sections and management tiers

Identify training needs of staff in MIS jointly with application

developer

Organize monthly/periodic meetings to assess performance,

maintain minutes and follow-up on the decisions

Interface with the various divisions/units in the organization for



information sharing CERIS PAC Research Training Project



Overhead sheet - 9

WHAT COULD BE THE ROLE OF COMPUTER

PROGRAMMER/APPLICATION DEVELOPER

Participate in assessing users information needs

Develop computer based applications

Undertake initial testing and debugging applications

Operationalize the applications

Staff training

Extend on-going support to users in handling the applications

Focus on customizing inexpensive market software for agency

needs CERIS PAC Research Training Project



Overhead sheet - 10

DEVELOPING MIS DOS AND DONTS

DOs DONTs

Have simpler and manageable

system

Develop common

understanding between

consultant and the

organization



Involve programmer in needs

assessment

Customize off-the-shelf

software

Have simple software for

users to handle

Extensively involve users in

MIS development

Adopt modular approach fo

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ARTIN et al, Managing Information Technology: What Managers Need to Know, 3E*/

Providing an up-to-date treatment of information technology management that

is not written for information systems professionals only, this widely used book prepares

readers to be effective exploiters of computer/communications technologies now and in the

future, and illustrates topics with over two dozen original information technology

management case studies. Places 27 original, substantive, real-world information

technology management case studies at the ends of Chapter 1 and the four major parts of the book (Information Technology, Applying Information Technology, Acquiring Information

Systems, and The Information Management System) that illustrate a wide variety of key

issues in information technology management. Focuses on the information technology

resources (computers and microelectronics, networks, software, data, and people) that

organizations provide and alternative approaches to managing them; the opportunities and

pitfalls provided by these technologies; and what the user-manager, and the systems

professional, need to know to make effective use of these technologies. Comes completely

rewritten and reorganized for greater clarity and a more focused plan of approach, with

updated and streamlined chapters, plus two new chapters on electronic commerce and the

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1.ResponsibilityEveryone within the COMPANY has some role in controls. The roles vary depending upon the level of responsibility and the nature of involvement by the individual. The Board of President and seniorexecutives establish the presence of integrity, ethics, competence and a positive control environment.The department heads have oversight responsibility for controls within their units. Managers and



supervisory personnel are responsible for executing control policies and procedures at the detail levelwithin their specific unit. Each individual within a unit is to be cognizant of proper internal controlprocedures associated with their specific job responsibilities.The Internal Audit role is to examine the adequacy and effectiveness of the company internal controlsand make recommendations where control improvements are needed. Since Internal Auditing is toremain independent and objective, the Internal Audit Office does not have the primary responsibilityfor establishing or maintaining internal controls. However, the effectiveness of the internal controls are

enhanced through the reviews performed and recommendations made by Internal Auditing.2.Elements of Internal ControlInternal control systems operate at different levels of effectiveness. Determining whether a particularinternal control system is effective is a judgement resulting from an assessment of whether the fivecomponents - Control Environment, Risk Assessment, Control Activities, Information andCommunication, and Monitoring - are present and functioning. Effective controls provide reasonableassurance regarding the accomplishment of established objectives.A. Control EnvironmentThe control environment, as established by the organization's administration, sets the tone of THECOMPANY and influences the control consciousness of its people. MANAGERS of each department,area or activity establish a local control environment. This is the foundation for all other componentsof internal control, providing discipline and structure. Control environment factors include:Integrity and ethical values;The commitment to competence;

Leadership philosophy and operating style;The way management assigns authority and responsibility, and organizes and develops its people;Policies and procedures.B. Risk AssessmentEvery entity faces a variety of risks from external and internal sources that must be assessed. Aprecondition to risk assessment is establishment of objectives, linked at different levels and internallyconsistent. Risk assessment is the identification and analysis of relevant risks to achievement of theobjectives, forming a basis for determining how the risks should be managed. Because economics,regulatory and operating conditions will continue to change, mechanisms are needed to identify anddeal with the special risks associated with change.Objectives must be established before MANAGERS can identify and take necessary steps to managerisks. Operations objectives relate to effectiveness and efficiency of the operations, includingperformance and financial goals and safeguarding resources against loss. Financial reportingobjectives pertain to the preparation of reliable published financial statements, including prevention of

fraudulent financial reporting. Compliance objectives pertain to laws and regulations which establishminimum standards of behavior.The process of identifying and analyzing risk is an ongoing process and is a critical component of aneffective internal control system. Attention must be focused on risks at all levels and necessary actionsmust be taken to manage. Risks can pertain to internal and external factors. After risks have beenidentified they must be evaluated.Managing change requires a constant assessment of risk and the impact on internal controls.Economic, industry and regulatory environments change and entities' activities evolve. Mechanismsare needed to identify and react to changing conditions.C. Control ActivitiesControl activities are the policies and procedures that help ensure management directives are carriedout. They help ensure that necessary actions are taken to address risks to achievement of the entity'sobjectives. Control activities occur throughout the organization, at all levels, and in all functions. Theyinclude a range of activities as diverse as approvals, authorizations, verifications, reconciliations,

reviews of operating performance, security of assets and segregation of duties.Control activities usually involve two elements: a policy establishing what should be done andprocedures to effect the policy. All policies must be implemented thoughtfully, conscientiously andconsistently.D.Information and CommunicationPertinent information must be identified, captured and communicated in a form and time frame thatenables people to carry out their responsibilities. Effective communication must occur in a broadsense, flowing down, across and up the organization. All personnel must receive a clear message fromtop management that control responsibilities must be taken seriously. They must understand theirown role in the internal control system, as well as how individual activities relate to the work of



others. They must have a means of communicating significant information upstream.E.MonitoringControl systems need to be monitored - a process that assesses the quality of the system'sperformance over time. Ongoing monitoring occurs in the ordinary course of operations, and includesregular management and supervisory activities, and other actions personnel take in performing theirduties that assess the quality of internal control system performance.The scope and frequency of separate evaluations depend primarily on an assessment of risks and the

effectiveness of ongoing monitoring procedures. Internal control deficiencies should be reportedupstream, with serious matters reported immediately to top administration and governing boards.Control systems change over time. The way controls are applied may evolve. Once effectiveprocedures can become less effective due to the arrival of new personnel, varying effectiveness of training and supervision, time and resources constraints, or additional pressures. Furthermore,circumstances for which the internal control system was originally designed also may change. Becauseof changing conditions, management needs to determine whether the internal control systemcontinues to be relevant and able to address new risks.Components of the Control Activity1.Internal controls rely on the principle of checks and balances in the workplace. The followingcomponents focus on the control activity:2.Personnel need to be competent and trustworthy, with clearly established lines of authority andresponsibility documented in written job descriptions and procedures manuals. Organizational chartsprovide a visual presentation of lines of authority and periodic updates of job descriptions ensures that

employees are aware of the duties they are expected to perform.3.Authorization Procedures need to include a thorough review of supporting information to verify thepropriety and validity of transactions. Approval authority is to be commensurate with the nature andsignificance of the transactions and in compliance with COMPANY policy.4.Segregation of Duties reduce the likelihood of errors and irregularities. An individual is not to haveresponsibility for more than one of the three transaction components: authorization, custody, andrecord keeping. When the work of one employee is checked by another, and when the responsibilityfor custody for assets is separate from the responsibility for maintaining the records relating to thoseassets, there is appropriate segregation of duties. This helps detect errors in a timely manner anddeter improper activities; and at the same time, it should be devised to prompt operational efficiencyand allow for effective communications.5.Physical Restrictions are the most important type of protective measures for safeguarding COMPANYassets, processes and data.6.Documentation and Record Retention is to provide reasonable assurance that all information and

transactions of value are accurately recorded and retained. Records are to be maintained andcontrolled in accordance with the established retention period and properly disposed of in accordancewith established procedures.7.Monitoring Operations is essential to verify that controls are operating properly. Reconciliations,confirmations, and exception reports can provide this type of information.

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