Bókasafnið - 01.04.1995, Side 74

2. Hvaða upplýsingar þarftu daglega og hvaða upplýsingar
sjaldnar?
3. Hvaðan færðu upplýsingarnar?
1) Óformlega; t.d. í gegnum samstarfsfólk, starfsmenn í
öðrum bönkum, sérfræðinga, ráðagóða og fróða ein-
staklinga, á óformlegum mannamótum (hádegisverð-
arfundir eru dæmi um slíkt), í sjónvarpi, í dagblöð-
um og tímaritum.
2a) Formlega innan bankans t.d. frá Reiknistofu bank-
anna, í (aðal)upplýsingakerfi bankans, úr öðrum
tölvuvæddum upplýsingakerfum (e.t.v. sérstaklega
forritað fyrir þitt starf), í (árs)skýrslum, fréttabréfum,
minnisgreinum eða öðrum formlegum skrifum, með
skipulögðu eigin eftirliti eða mati á starfi undirmann
þinna.
2b) Formlega utan bankans; t.d. frá stofnunum erlendum
sem innlendum, (tölvuvæddum, beinb'nu) gagna-
grunnum, skipulögðum lestri rita sem fjalla um þitt
starf.
4. Getur upplýsingakerfi bankans hjálpað þér frekar við að
taka ákvarðanir í starfi? Hvað hlutverki telur þú að upplýs-
ingakerfið geti gegnt við stjórnun bankans?
Ekki verða tíundaðar niðurstöður af þessum vett-
vangskönnunum hér.
Lokaorð
Hér hefur verið reynt að gera grein fyrir því, sem upplýs-
ingakerfi fyrir stjórnendur verða að byggjast á. Þau þurfa að
byggja á nákvæmri skilgreiningu á vinnu stjórnenda (við að
taka ákvarðanir) og athugun á þörf stjórnenda fyrir upplýs-
ingar. Upplýsingakerfin verða að hafa ákveðin markmið og
vera hluti af þeirri heild sem stofnunin/fyrirtækið er.
HEIMILDIR:
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SUMMARY
Information Systems for Management: their Role and
Potentials
The article is based on a master thesis at the University of Wales with
the title Management Information and Decision Support Systems : their Role
and Potential for Decision Making on All Levels of Management. The und-
erlying foundations for the existence of Management Information Systems
(MIS) and Decision Support Systems (DSS) are discussed, i.e. decision mak-
ing and management information. Categories of decisions; levels and stages
of decision making are analysed. Management information is discussed in
detail as external vs. internal information and as formal vs. informal in-
formation. It is argued that the systems approach is very useful when establ-
ishing management information needs and when designing MIS and DSS.
By using this approach one gets a holistic view of the organization and ther-
efore better systems for the managers. Two comparative case studies, cond-
ucted by the author, are briefly discussed: One conducted in an Icelandic
bank and the other in two Icelandic research libraries.
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74 Bókasafhið 19. árg. 1995