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Tolerating the impossible*[a2kw+{}8s9e

[edit]'a$OI K |{};dz'}R*L What is the epistemological status of the laws of logic? What sort of arguments are appropriate for criticising purported principles of logic? In an influential paper entitled Is logic empirical? Hilary Putnam, building on a suggestion of W.V.O. Quine, argued that in general that the facts of propositional logic have a similar epistemological status as facts about the physical universe, for example as the laws of mechanics or of general relativity, and in particular that what physicists have learned about quantum mechanics provides a compelling case for abandoning certain familiar principles of classical logic: if we want to be realists about the physical phenomena described by quantum theory, then we should abandon the principle of distributivity, substituting for classical logic the quantum logic proposed by Garrett Birkhoff and John von Neumann. O,sh1@'\*b5t3[a
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Another paper by the same name by Sir Michael Dummett argues that Putnam's desire for realism mandates the law of distributivity: distributivity of logic is essential for the realist's understanding of how propositions are true of the world, in just the same way as he has argued the principle of bivalence is. In this way, the question Is logic empirical? can be seen to lead naturally into the fundamental controversy in metaphysics on realism versus anti-realism.)i5pGL](L'K

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Symbols used in logic
G. Priest, 2004. Dialetheism. In the Stanford Encyclopedia of Philosophy.
H. Putnam, 1969. Is Logic Empirical?. Boston Studies in the Philosophy of Science, vol V. 5EWm/WOf@9p
B. Smith, 1989. Logic and the Sachverhalt, The Monist 72(1):52-69.

godspeed@UK ·¢±íÓÚ 2005-10-10 19:27

[size=6]Management information system[/size]
From pedia, the free encyclopedia.
(Redirected from Management information systems)
Management Information Systems (MIS) are information systems, typically computer-based, that are used within an organization. WordNet describes an information system as "a system consisting of the network of all communication channels used within an organization". A management information system may also be defined as "a system that collects and processes data (information) and provides it to managers at all levels who use it for decision making, planning, program implementation, and control."sP't`JY
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An information system is comprised of all the components that collect, manipulate, and disseminate data or information. It usually includes hardware, software, people, communications systems such as telephone lines, and the data itself. The activities involved include inputting data, processing of data into information, storage of data and information, and the production of outputs such as management reports.0Al @R6J? k$g*c{} Js8uYC 1 The functional support role
2 The decision support role
3 The strategic support role
4 The performance monitoring role dAzmw
5 MIS as a barrier to entry /yES-uX@|F4G
6 Historical development
7 Future developments
11 See also
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The functional support role
The business processes and operations support function is the most basic. It involves collecting, recording, storing, and basic processing of data. Information systems support business processes and operations by:
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recording and storing sales data, purchase data, investment data, payroll data and other accounting records EE\7GU"h
processing these accounting records into income statements, balance sheets, ledgers, management reports, and other forms of financial information /aT4_Si;OZ(U$Ss
recording and storing inventory data, work in process data, equipment repair and maintenance data, supply chain data, and other production/operations records
processing these operations records into production schedules, production controllers, inventory systems, and production monitoring systems
recording and storing personnel data, salary data, employment histories, and other human resources records
processing these human resources records into employee expense reports, and performance based reports
recording and storing market data, customer profiles, customer purchase histories, marketing research data, advertising data, and other marketing records
processing these marketing records into advertising elasticity reports, marketing plans, and sales activity reports
recording and storing business intelligence data, competitor analysis data, industry data, corporate objectives, and other strategic management records 8y E R-T;v
processing these strategic management records into industry trends reports, market share reports, mission statements, and portfolio models |V3xl{}KbN'{}x;ag
The most basic and most versatile business decision making tool is the spreadsheet, but spreadsheets are not user friendly. More sophisticated programs often seamlessly incorporate statistical decision making tools like sensitivity analysis, Monte Carlo analysis, risk analysis, break even analysis and Bayesian analysis. If, for example, you are using the information system to decide about a new product introduction, the program should incorporate tools like logit analysis, B.C.G. Analysis,conjoint analysis, contribution margin analysis, multi dimensional scaling, G.E. Multi Factoral analysis, factor analysis, cluster analysis, discriminant analysis, Quality Function Deployment, preference regressions, and preference-rank translations.

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The strategic support role
Information systems can support a company’s competitive positioning. Here are three levels of analysis:

1. The supports for help in piloting the chain of internal value. They are the most recent and the most pragmatic systems within the reach of the manager. They are the solutions to reductions of costs and management of performance. They are typically named " Business Workflow Analysis " ( BWA) or of " Business Management Systems p2p ". Tool networks, they ensure control over piloting the set functions of a company. The real-time mastery in the costs of dysfunctions cause distances from accounts, evaluation and accounting that are presented in the evaluation and qualitative reports.
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2. All successful companies have one (or two) business functions that they do better than the competition. These are called core competencies. If a company’s core competency gives it a long term advantage in the marketplace, it is referred to as a sustainable competitive advantage. For a core competency to become a sustainable competitive advantage it must be difficult to mimic, unique, sustainable, superior to the competition, and applicable to multiple situations. Examples of company characteristics that could constitute a sustainable competitive advantage include: superior product quality, extensive distribution contracts, accumulated brand equity and positive company reputation, low cost production techniques, patents and copyrights, government protected monopoly, and superior employees and management team. The list of potential sustainable competitive advantage characteristics is very long. However, there are some commentators claim that in a fast changing and competitive world, none of these advantages can be sustained in the long run. They argue that the only truly sustainable competitive advantage is to build an organization that is so alert and so agile that it will always be able to find an advantage, no matter what changes occur.wb n%gKyV

3. Information systems often support and occasionally constitute these competitive advantages. The rapid change has made access to timely and current information critical in a competitive environment. Information systems, like business environmental scanning systems, support almost all sustainable competitive advantages. Occasionally, the information system itself is the competitive advantage. One example is Wal-Mart. They used an extranet to integrate their whole supply chain. This use of information systems gave Sam Walton a competitive advantage for two decades. Another example is Dell Computer. They used the internet to market custom assembled PC’s. Michael Dell is still benefitting from this low-cost promotion and distribution technique. Other examples are eBay, Amazon.com, Federal Express, and Business Workflow Analysis Oberon-bwa.
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The performance monitoring role
MIS are not just statistics and data analysis. They have to be used as a MBO / Management by Objectives tool. They help:
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to establish relevant and measurable objectives

An important strategic advantage is "barriers to entry". There are numerous ways that a company, that has invested in information technology, can leverage this investment to create, grow, or maintain barriers to entry.

Leverage IT investment that supports their core competency. Successful firms tend to have one or two core competencies that they can do better than their competitors. It may be anything from new product development to customer service. Information technology is often an important input into this core competency. This IT investment in a company’s core competency can be a significant barrier to entry for other companies.
Leverage IT investment in supply chain networks. Firms that are a part of an integrated supply chain system have established relationships of trust with suppliers. This usually ensures quicker deliver times, problem-free delivery and an assured supply. It can also entail price discounts and other preferential treatment. The inability of new entrants to get onto a supply chain/inventory management system can be a major barrier to entry. jyIdW%sZ5}
Leverage IT investment in distribution channel management. As with supplier networks, investment in distribution channel management systems can ensure quicker delivery times, problem free delivery, and preferential treatments. The investment in this technology, and the experience gained in learning how to use it, can be an important barrier to entry. When the distribution channel management system is exclusive, it may give you some control over access to the retailers involved. j'xH`S7?t9u
Leverage IT investment in brand equity. Often firms have invested large sums of money in brand advertising. This is facilitated by investment in marketing information systems and customer relationship management system. An indomitable brand name is a formidable barrier to entry.
Leverage IT investment in production processes (1). Information systems have become a necessity in managing large production runs. Automated systems are the most cost efficient way of organizing large scale production processes. These firms can obtain economies of scale in promotion, purchasing, and production; economies of scope in distribution and promotion; reduced overhead allocation per unit; and shorter break-even times more easily. This absolute cost advantage can be an important barrier to entry. -ZX7sCvKV%L0p