Definition of Management Information System – Structure of MIS – Information system

for decision making – The role of system analyst – Data base Management system,
INTRODUCTION
The term Management Information System (MIS) is of relatively recent origin
and is widely adopted following the accelerated use of computers in the
early 1960's. The Management Information System to business what is the
nervous system is to the human body. It is described as "informational blood
stream" of an organisation. It encompasses a wide range of subject matters
like management theory, communication theory, human processing of data
and information technology. Often the concept of Management Information
System is splintered and confused by' touting new ideas like decision support
system, management reporting system, office information system,
transaction processing systems, office automation, information resource
management and database management system as replacements for
Management Information System. However, a brood interpretation of the
concept of Management Information System includes all the above.
Management Information System has something significantly to do with two
important management functions (or elements of management) namely,
planning and controlling. The basis for Management Information System is
that computers, in addition to data processing, can serve as fine tools to
improve the planning and control of operations by providing better
information for decision making. As library and information professionals, we
provide information support for research, education, planning, business,
decision making and so on and so forth. By and large, libraries are providing
information from public domain published information and to a limited
extend public domain semi-published information. The critical requirements
in a decision making situation in business is the classified and unpublished
information as well as the crucial dynamic internally generated information.
Each business enterprise will design and maintain its own Management
Information System for the purpose and library and information professionals
with their techniques and tools can play vital role in this endeavour.
Meaning and Definitions of MIS

Management

Management covers the planning, control, and administration of the

operations of a concern. The top management handles planning; the middle
management concentrates on controlling; and the lower management is
concerned with actual administration.

Information

Information, in MIS, means the processed data that helps the management in
planning, controlling and operations. Data means all the facts arising out of
the operations of the concern. Data is processed i.e. recorded, summarized,
compared and finally presented to the management in the form of MIS
report.

System

Data is processed into information with the help of a system. A system is

made up of inputs, processing, output and feedback or control.

Thus MIS means a system for processing data in order to give proper
information to the management for performing its functions.

Definition 1
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.

Definition 2
Management Information System can be defined as a collection of data
processing equipment, procedures, software and people that integrates the
sub-systems of the organisation and provides information for decision
making on planning and control operations.
In other words, Management Information System is an integrated user-
machine system that monitors and retrieves data from the environment,
captures data from transactions and operations within the firm, filters,
organises and selects data and presents them as information to managers,
and also provides the means for managers to generate information as
desired.

In simple terms Management Information System is any organised approach

for obtaining relevant and timely information on which to base management
decisions

Objectives of MIS

The goals of an MIS are to implement the organizational structure and

dynamics of the enterprise for the purpose of managing the organization in a
better way and capturing the potential of the information system for
competitive advantage.

Following are the basic objectives of an MIS −

 Capturing Data − Capturing contextual data, or operational

information that will contribute in decision making from various internal
and external sources of organization.
 Processing Data − The captured data is processed into information
needed for planning, organizing, coordinating, directing and controlling
functionalities at strategic, tactical and operational level. Processing
data means −
o making calculations with the data
o sorting data
o classifying data and
o summarizing data
 Information Storage − Information or processed data need to be
stored for future use.
  Information Retrieval − The system should be able to retrieve this
information from the storage as and when required by various users.
 Information dissemination − Information or the finished product of
the MIS should be circulated to its users periodically using the
organizational network.

The successful development and implementation of a management

information system calls for a deep understanding of the structure of MIS
and the dynamics of the enterprises. Like all other systems, MIS also has a
specific structure, which describes the framework within which various
subsystems are arranged to ensure the efficient functioning of the system.
Even though there is no standard to explain its structure, the normal practice
is to describe it in the context of operating elements, functions, etc.

STRUCTURE OF MANAGEMENT INFORMATION SYSTEM

The structure of MIS can be described in terms of its operating elements,

decision support, managerial activity, and organizational function.

1. Operating elements of MIS:

The operational elements of MIS are:

(a) Physical components:

The physical components of an information system include:
(i) Hardware - which refers to the physical computer instrument
and related devices performing various functions like input,
output, secondary storage, CPU and Communication.
(ii) Software - which refers to the instructions given to the
hardware to perform various operations.
(iii) Database - which is the collection of logically related and
centrally controlled records containing various stored data.
 (iv) Procedures - which include the set of instructions to the users,
data preparation group, operating personnel, etc.
(v) Operating personal - they may be computer operators system
analysts, programmers, data administrators, or data preparation
personnel.

(b) Processing functions: On the basis of processing functions,

information system consists of the following:

(i) Processing transactions - transaction is an activity, which acts as the

source of data. The information system functions include the recording and
measurement of these transactions.

(ii) Maintaining master files - it involves the creation and maintenance of

master files for permanent storage of data.

(iii) Producing reports - one of the major jobs of the information system is
to generate and provide reports to the user at various levels of management.

(iv) Processing inquiries - information systems provide responses to

inquiries from various levels.

(v) Process interactive support applications- information systems

provide interactive facilities to end-user and facilitate system planning,
analysis, and decision-making. They enable the user to ask questions and
receive immediate results.

(c) Output for users: The output provided by an information system to the
end-user may take any of the following forms:

(i) Transaction documents or screen - examples are purchase order, payroll,

sales invoice, etc.

(ii) Preplanned reports containing regular contents.

(iii) Preplanned inquiry responses.

(iv) User-machine dialog results - which refers to the way in which a user can
interact with a system to arrive at a solution.

(v) Ad hoc reports and enquiry responses - which occur at regular intervals
and receive data for analyses whose format cannot be preplanned.

2. Decision support: One of the major roles of managers in an

organization is decision-making; and, as a tool to the managers, the purpose
of information systems is to facilitate the decision making process.

As a decision support tool, MIS consists of two types of decisions -

structured and unstructured.

(a)Structured decisions (Programmable decisions): These are well-

defined, repetitive and routine decisions, having predetermined
decision models or rules. It does not mean that the decisions are
automated. In simple words, programmable decisions can be made
within a framework, specifying the steps to be adopted, in a flow chart,
decision table, or a formula.
The decision model will specify the information requirements and can
be used by the lower level personnel in the organization who do not
possess specialized knowledge or skill. Giving purchase order,
preparation of pay rolls, etc., are examples.
The guidelines and rules required for taking such decisions are made
available in the form of procedure manuals, which help the users to
understand them.
The important features of these decisions are:
(1) These decisions can be delegated since they do not require any
specialized knowledge.
(2) Programmable decisions can be automated,
(3) The cost involved is very low when compared to non-
programmable decisions.
 (b) Unstructured decisions (Non-programmable decisions): These
decisions are occasional in nature. They have no pre-established decision
models or procedures, necessitating a new solution for each unique
problem. The information requirements cannot be predicted in advance,
so that the retrieval may be ad hoc in nature. Moreover, due to the
absence of decision rules, these decisions are subject to human
judgment, and involve very high risk. Capital budget preparation,
introduction of a new product in the market, etc. are examples of non-
programmable decisions.

3. Management Activity (Levels of Management and Information

Requirements):
On the basis of managerial activities MIS consists of three activities, such as
strategic planning, tactical planning and operational planning, which
constitute a hierarchy.
The functions of strategic planning level include the fixation of goals,
policies, general guidelines, setting up of organizational objectives, etc.,
which involve long-range considerations.
Decisions made at this level are connected with the choice of business
directions, market strategy, product mix, etc.
Strategic level of management (top management) requires aggregate, not
much accurate, wide, future-oriented and largely external information for
decision making.
At the tactical planning level, the emphasis is on managerial control,
and it is concerned with raising and utilization of resources effectively and
efficiently. The activities at these levels include acquisition of resources,
tactics, plant location, new product development, establishment and
monitoring of budgets, etc.
This level of management requires information about the targets, budgets
and the actuals corresponding to the target performance, because at this
stage control measures are adopted, if the actual and targets vary
significantly. The causes for such variation are analyzed and a report is
submitted to managers of this level for controlling activity. Management
control and tactical planning level have a medium-term planning horizon. It
involves activities like reusing of resources, structuring of works, acquisition
and training of personnel. Tactical planning is reflected in areas like capital
expenditure, budget, and three-year staffing plan.
The responsibilities of management at the operational, planning
and control levels include effective and efficient use of resources, and the
execution of the day-to-day activities of the organization. They relate also to
short-term decisions or current decisions like pricing, production levels,
stock level, etc. The pieces of information required at this level of
management are well defined and restricted. But detailed, historical, highly
current, accurate, frequent and largely internal information is also required
at this stage for proper functioning.

Even though the three levels of management activity can be differentiated

on the, basis of the planning horizon, the activities and information
processing for these three levels are interrelated. For instance, the
inventory control at the operational level depends on accurate processing of
transactions at the management control and tactical planning levels, which,
in turn, depend on correct summarization of results of operations at the
strategic level.
4. Organizational Functions (organizational functions and
information requirements): The structure of MIS can also be explained in
terms of organizational functions. These functions do not have a standard
classification, The normal functions in a manufacturing organization include,
purchase, production, marketing, personnel, finance and accounting.
Each of these functions requires unique items of information and must have
a separate information system.
MIS is developed to support the functional . subsystems of the organization.
Within each functional subsystem, there will be four levels of managerial
activities, such as transaction processing, operational control,
managerial control, and strategic planning.
The various subsystems are:
Purchase Subsystem :
The transactions to be processed consist of purchase requisition,
purchase orders, manufacturing orders, receiving reports etc.
The operational control level uses information contained in the reports,
like under stock items, over stock items, vender performance, etc.
Managerial control information consists of overall comparisons between
planned and actual inventory levels, cost for purchased items, stock outs,
inventory turnover, etc.
Strategic planning involves analysis of new distribution strategies, new
polices with regard to venders and making or buying decisions.

Production Subsystem The functions of this subsystem include planning

of production, facilities, scheduling of production activities, engineering of
product, employment and training of production personnel, and quality
control and inspection.
Operational control requires detailed reports comparing actual
performance with production schedule.
Management control requires summary reports comparing overall
planned performance with actual performance.
Strategic planning includes alternative manufacturing approach or
approach to automation.

Marketing Subsystem
Transactions in marketing subsystem are sales orders, promotion orders
etc. The operational control of the marketing subsystem performs hiring
and training of sales force, day- to-day scheduling of sales and promotion
efforts, etc.
The managerial level compares overall performance against the standard
marketing plan.
Strategic planning considers the problem"s of new markets and new
marketing strategies. The information required at this level relates to
customer analysis, competitor analysis, income projection, etc.
Personnel Subsystem This subsystem is concerned with employment
requisitions, job description, training specification, personnel data, pay rate
changes, hours worked, benefits, termination notices, etc.
Operational control level requires decision procedures for actions, such
as hiring, training, termination, etc.
Management control level requires information about cost of recruiting,
composition of skills, cost of training, salary paid, wage rates, etc.
Strategic planning requires information about alternative strategies for
recruiting, salary, training, and benefits and about retaining personnel.

Finance and Accounting subsystem

Transactions involved in finance subsystem are processing of credit
applications, sales, billing, collection payment vouchers, cheques, journal
vouchers, ledgers, stock transfers and so on.
Operational control requires information about daily error and exception
reports, records of processing delays, records of unprocessed transactions
etc. Management control requires information on budgeted and actual
resources, cost of processing accounting data, error rates, and so forth.
Strategic planning requires information to evolve alternative strategy to
adequately finance the firm, long range tax planning policy, systems for cost
accounting and budgeting, etc.
Synthesis of MIS Structure
The structure of MIS can be described in terms of operating elements,
decision support, management activity, and organizational functions. These
approaches can be synthesized into a single MIS structure consisting of a
physical and conceptual structure.
Physical Structure
The physical structure of an MIS consists of integrated processing activities,
software, hardware facilities, etc. It is very difficult to keep all the activities,
applications, programs, etc. completely separate. The integration activity
provides various economies and use of common modules. Integration in
physical structure can be achieved by designing various related applications
as a single system, so as to simplyfy the number of interconnections and
reduce the duplication of input. The physical structure is also influenced by
the use of common modules for many operations.
Conceptual Structure
It is defined as the group of functional subsystems, which is again divided
into four information processing components like transaction processing,
operational control, managerial control and strategic planning. Each
functional subsystem must have some unique data files and they are used
only by the specific functional subsystem.
Certain data files are available for general use, which are arranged into a
general database and managed by a DBMS. A common software also can be
introduced for various subsystems. The analytical and decision models used
by many applications, form the model for the information system.
Knowledge Work
The concept of knowledge work is involved in several tasks and explained in
terms of the knowledge possessed by the worker. It involves the use of
information derived from the knowledge and expertise of the worker, and
organizational or outside data available to the worker. Knowledge work, in
simple words, refers to the work involving thinking, processing, information,
formulating analyses, recommendations and procedures.
The'tasks of knowledge work involves schedules, plans descriptions,
instructions, diagnoses, memoranda, position papers, decisions, etc., which
are considered to be relative with respect to the tasks performed. In fact, no
task in the world is free from knowledge work. Almost all the jobs contain at
least an element of knowledge work, and the composition and amount of
knowledge work involved in different tasks vary significantly. For, instance,
the knowledge work involved in both decision- making and filling gasoline in
a car differ significantly.
Knowledge work can use either verbal or written inputs and outputs. In the
modern world of technological advancement, a number of knowledg~ works
are available to the users.
The different types of knowledge work are:
1. Diagnosis and problem finding,
2. Planning and decision-making,
3. Organizing and scheduling,
4. Authoring and presentation,
5. Communication,
6. System development,
7. Monitoring and control.
Technology Support for Knowledge Work
Information technology provides direct assistance and support to knowledge
work. The Significant factors contributing to knowledge work are personal
computers and communication network, which takes together, constitute
the stepping-stones of intelligent workstations (professional work stations).
Intelligent-workstations are developed on the basis of the concept of
integration of facilities, which are of two types, namely, functional
integration and physical integration.
Functional integration is the integration of various software support
functions for knowledge work as a single system. E-mail, word processing,
data storage, access to data banks, etc, accomplished at the same
workstation are examples of functional integration.
A single interface enables the user to access software facilities, which are
functionally integrated; he can also switch from one task to another and
come back again.
For instance a user preparing a document in word processing can check the
e-mail and then go back to the original work he has engaged in.
Physical integration involves the interactions of hardware, software and
communication facilities.
The components of physical integration are:
1. User interface allowing the user to access several workspaces
concurrently (Multi tasking),
2. Multiple Media permitting the creation and editing of documents from
different media, such as text graphics, databases and voice,
3. Access to outside services allowing accessing of external data banks and
information providing services,
4. Physical interconnection in which multiple products from multiple
manufacturers can be used.
The important software support facilities for knowledge work are:
1. Word and text processing, which allows the user to use intelligent work
stations for drafting memos, letter, documents, etc., in place of handwriting.
The user can prepare a document in his own workstation, and if he wants he
can transfer it to the workstation of another and order the distribution of it
to a specific mailing list.
2. Storage and retrieval of data. Workstation storage facilities can be
utilized to get access to internal databases, external database and
information retrieval services.
3. Communication facilities, including the computer- based message
systems and voice store-and- forward message systems, provide capabilities
for different users in different locations to work on joint projects.
4. Decision support in intelligent work station permits final results produced
from a decision support system to be incorporated into a report in the
prescribed format.
5. Graphics facilitate the generation of standardized forms scheduling of
applications and providing user interfaces.
6. End-user application development facilities: An intelligent workstation is a
personal support facility under the direct control of the knowledge worker. It
extends the power of the user to tailor a workstation to his own
requirements and to provide technical support, training, etc.
Transaction Processing System (TPS)
This system is designed for processing day-to-day transactions taking place
in an organization. It involves the use of large volume of data and helps in
operational control area of the company. The system is designed to capture
data relating to various transactions within the organization and is well
suited to highly structured routine tasks that support operational decision-
making. The output of a transaction processing system becomes the input
of Management Information System.
It refers to the traditional applications of computers, like invoicing, billing,
order entry, despatch, delivery, stores, accounting, etc. In all these
applications, any single transaction like invoicing would need updating of
multiple data sources( data bases like accounts receivable, order status
etc.) A transaction can be said to be complete if all the associated
databases are updated. Many transaction- processing systems also use very
large databases running on large mainframes and mini computers. They
also call for very large processing of data by hundreds of users using
equipment distributed over dozens of locations spread over a vast
geographical area. Such systems receive substantial attention from
researchers and application specialists.
TPS captures much of the information needed for programmed decisions.
Information Support Systems (ISS)
Information support systems are also known as Office Automation Systems,
and are characterized by repetitive, short-term, input-output-oriented
systems used by a number of end-user, like clerks, typists, accountants, etc.
various accounting systems like payroll invoicing, billing inquiry, etc., belong
to this category.
Office automation systems are more tuned to generation of information
rather than to the use of information.
They generally form the basis of all other information systems and the
information generated by an ISS forms the general database. Information
support for such systems must be simple, flexible and user-friendly.
The widespread usage of office Automation system in large system like
Railway Reservation System is an example of user- friendliness of this
type of support systems.
Standardization, application probability, data and format compatibility, etc.,
are the problems that must be resolved in Information Support Systems.
The use of standardized software for purposes like accounting is the current
development in this area.
The emergence of integrated software and bundled softwares like MS office,
Word perfect office, etc., represents the changing profile of applications in
this area. Integration with other office aids like copying phone, fax dictation
equipment, TV and other types of projection equipment represents yet
another development that will lead to exciting application in this area,
besides DTP, Desk Top Video, Desk Top Video Conferencing, etc.

Decision Support Systems (DSS)

Decision Support System is a set of well-defined, integrated, user-friendly,
computer-based tool that combines internal and external data with various
decision-making models, to solve semi-structured and unstructured
problems. It is a type of system, which supports the decision-making
process, and should provide easy access to databases containing
relevant data and information.
The important types of DSS are:
1. File drawer systems allowing immediate access to data
2. Data analysis systems permitting data manipulation.
3. Analysis information systems providing access to data bases and
small models.
4. Accounting models calculating the consequences of planned actions
and generating estimates of income, balance sheet, etc.
5. Representational models estimating the consequences of actions on
the basis of various models like simulation or risk analysis model.
6. Optimizing models providing guidelines for actions by generating
optimal solutions.
7. Suggesting models computing a specific, suggested, structured and
repetitive decision.

The important features of a DSS are:

1. It facilitates semi-structured and unstructured decision-making by
bringing together data, models and human judgment.
2. DSS can provide decision support for several interdependent decisions.
3. It supports a wide variety of decision-making models.
 4. DSS assists the decision-maker to make decisions under dynamic
business conditions.
5. Lastly, it helps the decision-maker by answering ad hoc queries, like the
number of machines to be operated, amount of materials to be required for
a particular order, etc.

Application of a DSS
Decision problems can be divided into three categories, such as
independent, interrelated and organizational.
Independent problems are those problems, the solutions to which are
independent of the others. The purpose of such decisions is simply to find
the best solution to the specific problem.
For interrelated problems, the solutions are also interrelated. The purpose
of decisions in such a problem is to find out the best solution to the entire
set and not just to individual problems and it requires a team effort.
Organizational problems are problems, which affect the entire
organization. Such problems also require a team effort.

Components of a DSS
There are 3 components of DSS
a) Knowledge base/DSS database
The data required to solve a problem may come from internal or external
databases. Internal data are obtained by way of TPS and MIS. External data
comes from a variety of ways such as periodicals, journals, etc., and include
government policy, economic indicators, inflation rates, etc. The data in a
DSS are managed by DBMS, Model Management System and support tools.

b)Model Management System

It is one component of a DSS architecture which provides for the creation,
storage, manipulation and access of models that managers use to make
decisions.
The important models are:
1. Statistical models: These are used to perform a wide range of
statistical functions, such as average, standard deviation, graphical
analysis, regression analysis, variance analysis.
2. Financial and Accounting models: They allow the decision-maker to
measure and access the financial implication of various alternatives and
include analysis of profit and loss, cost-benefit analysis, investment
analysis
They are also used to calculate various ratios and other measures of
financial health and performance.

3. Production models: These models are mostly used on the shop-floor to

make production related decisions, such as the number of machine to be
operated, manpower requirements

4. Marketing models: Such models include product pricing models, store

allocation, advertising strategy, product design models,

5. Human resource models: They help the managers to make decisions

involving company personnel, job-related issues, etc. Such models include
HR, Planning, model assessment of training needs, projecting future
personnel needs, labour negotiations, etc.

c) Support Tools
This is the third component of a decision support system. It involves
graphical analysis, error correction mechanism, user interfaces, etc.
Interfaces are an important support tool because middle and top managers
have neither the time nor the inclination to learn difficult and complicated
procedures; in order to run a system.
It displays the output of various analysis in different forms such as text,
charts, graphs.
Functions of a DSS
The DSS has five major functions facilitating managerial decision-making.
They are:
1. Model building: The function helps the managers to identify and
develop decision-making models, by considering input variables and their
interrelationships, model assumptions and constraints. A model builder uses
a structured framework to identify all the variables in the forecasting of the
model, to analyse the relationship among these variables, to identify the
assumptions, if any and to identify constraints. The system then integrates
all this information into a decision-making model, which can be updated and
modified whenever necessary.
2. What-if analysis: It involves the process of assessing the impact of
changes in model variation of these.
For example, how much is the profit if 10 per cent increase in raw materials
cost and 5 per cent reduction in,sales effected?
3. Goal seeking: It allows the decision-maker to identify the course of
action to be undertaken to achieve a specific goal. The system addresses
the question: what should be the value of the input variables if a certain
goal is to be achieved.
4. Risk analysis: It helps to calculate the risk associated with various
alternatives with the help of probabilities and various other statistical
techniques. If the decision-maker prefers high risk; then the
recommendations of the system are likely to be high risk- oriented.
5. Graphical analysis: It is a display of data in an easy-to-understand
format, using graphs, charts, tables and figures. It helps managers to
quickly digest large volume of data and visualize the impact of various
courses of action.
SYSTEM ANALYST

A systems analyst is an individual who engages systems analysis and

design techniques in solving a business problem. Systems analysts keep up
to date with the latest technology to improve productivity at all times for an
organization.

A systems analyst is an IT professional who works on a high level in an

organization to ensure that systems, infrastructures and computer systems
are functioning as effectively and efficiently as possible. System analysts
carry the responsibilities of researching problems, finding solutions,
recommending courses of actions and coordinating with stakeholders in
order to meet specified requirements.

Roles of A Systems Analyst

1. Defining user requirements

A systems analyst has the responsibility of observing users and their

requirements from a system. This can be done through conversational
interviews with the users and anticipating the new needs of users from
already existing systems. This helps in identifying the requirements from
new systems via examination of current systems and updating
configurations for new systems.

2. Prioritizing requirements

Systems analysts use social and analytical skills in prioritizing system

specifications. Most enterprise systems have a lot of requirements but these
are frequently constrained due to a lack of resources. Different users in an
organization have different needs from a system, but a systems analyst
helps to prioritize the user’s needs in accordance with the available
resources. This helps to ensure that maximum productivity is obtained from
a working system.

3. Problem analysis

Systems analysts tend to observe data and facts about an operating

business. They use technological techniques in identifying problems and
removing unnecessary details so as to enable the fulfillment of real needs
from a system.

4. Drawing specifications

Systems analysts also assign the relevant responsibilities of managing

system requirements to the right individuals and team members. They
specify programming tasks to programmers and managerial tasks to
managers. They also document these system tasks in detail, using
specification documents, and review the output to ensure that it matches the
required specification.

5. System design and evaluation

Systems analysts guide the development of every system in an organization,

from the specification of requirements to the designing of the system itself.
They ensure that the built systems correspond to the system specifications
by carrying out system evaluation. They also test the performance of the
built system to ensure that it meets the required performance as specified.

6. Keeping up to date with technological advancements

Systems analysts are real agents of change in the use of technology in an

organization. They tend to observe the overall use of technology in an
organization and work to keep up with evolving technological demands by
replacing outdated technologies with the latest ones.
They frequently encounter the challenge of having the users accept the
changes and, therefore, involve the users in the development process. They
do this by conducting interviews with the systems’ users and identifying
possible user needs and requirements in order to integrate the latest
technology for users. From time to time, systems analysts check to make
sure that an organization is working with the latest technological systems,
thus giving rise to high productivity and output.

Skills of a systems analyst

Communication

A systems analyst works with a lot of people in varying departments in an

organization. They need good communication skills to delegate roles and
communicate problems that they identify.

Critical thinking

Systems analysts go through a lot of analytical tasks. They need good critical
thinking abilities in order to help them in problem analyses, system
development, and implementation.

Business analytics

A systems analyst mostly uses information technology knowledge in solving

business problems. The knowledge of business analysis is of huge
importance to a systems analyst as it helps one attain competence in
problem handling.

Technical analysis

A systems analyst ought to be good in the knowledge of certain technical

areas like programming languages, information technology infrastructure,
and database administration.
Management

A systems analyst works with several individuals of different departments in

an organization. They need good managerial skills for effective resource,
including human resource, management.

DATABASE MANAGEMENT SYSTEM (DSS)

What is DBMS?

Database Management System (DBMS) is software for storing and

retrieving users’ data while considering appropriate security measures. It
consists of a group of programs that manipulate the database. The DBMS
accepts the request for data from an application and instructs the operating
system to provide the specific data. In large systems, a DBMS helps users
and other third-party software store and retrieve data.
DBMS allows users to create their own databases as per their requirements.
The term “DBMS” includes the user of the database and other application
programs. It provides an interface between the data and the software
application.

Characteristics of DBMS

Here are the characteristics and properties of a Database Management

System:

 Provides security and removes redundancy

 Self-describing nature of a database system
 Insulation between programs and data abstraction
 Support of multiple views of the data
 Sharing of data and multiuser transaction processing
 Database Management Software allows entities and relations among
them to form tables.
  It follows the ACID concept ( Atomicity, Consistency, Isolation, and
Durability).
 DBMS supports a multi-user environment that allows users to access
and manipulate data in parallel.

Users of DBMS
Following are the various category of users of DBMS

Component Name Task

The Application programmers write programs in
Application Programmers various programming languages to interact with
databases.
Database Admin is responsible for managing the
Database Administrators entire DBMS system. He/She is called Database
admin or DBA.
The end users are the people who interact with the
database management system. They conduct
End-Users
various operations on databases like retrieving,
updating, deleting, etc.