PERAN SISTEM INFORMASI MANAJEMEN DI SEKOLAH SMP MUHAMMADIYAH KOTA BANDUNG

This study focused on examining the management of learning information systems and its impact on organizational development. The research employed both interview and literature study methods to gather relevant material, data, and information from various sources such as books, journals, and articles pertaining to the subject matter. The findings of the study indicate that computer-based systems, particularly the School Information Management (SIM) system, enable educational institutions to efficiently and effectively carry out learning activities aligned with their organizational objectives. Computer-based management information systems offer numerous advantages, including speedy processing, high accuracy, and other beneficial features that contribute to organizational growth. In conclusion, this research establishes that management information systems play a crucial role in supporting the advancement of learning processes. By leveraging the benefits of these systems, educational institutions can foster development and progress in their learning environments

Contextual analysis: a multiperspective inquiry into emergence of complex socio-cultural systems

This paper explores the concept of organizations as complex human activity systems, through the perspectives of alternative systemic models. The impact of alternative models on perception of individual and organizational emergence is highlighted. Using information systems development as an example of management activity, individual and collective sense-making and learning processes are discussed. Their roles in relation to information systems concepts are examined. The main locus of the paper is on individual emergence in the context of organizational systems. A case is made for the importance of attending to individual uniqueness and contextual dependency when carrying out organizational analyses, e.g. information systems analysis. One particular method for contextual inquiry, the framework for Strategic Systemic Thinking, is then introduced, The framework supports stakeholders to own and control their own analyses. This approach provides a vehicle through which multiple levels of contextual dependencies can be explored and allows for individual emergence to develop

The effect of organizational culture on CRM success

Copyright @ 2013 EMCIS.The aim of this paper is to develop a theoretical framework exemplifying the effect of organizational culture on the success of Customer Relationship Management (CRM) systems' implementation. This is deemed significant as yet little research has investigated the role of organizational culture as a critical success factor to CRM implementation. The proposed theoretical framework is developed based on the notion that nurturing an organizational culture that promotes adaptive learning leads to better management of customer information that in turn improves the quality of customer information, which is considered a key contributor to successful implementation of CRM initiatives. The Competing Values Framework (CVF) is used to measure "Organizational Culture" since it has proven its validity in examining the effect of organizational culture on organizational effectiveness and performance

ORGANIZATIONAL LEARNING AND MANAGEMENT INFORMATION SYSTEMS

n a recent review of the literature on management inforImation system (MIS) implementation, I found the major theme to be unmet expectations and disappointments , especially when MIS technology was used to deal with th e more complex and ill-structured problems faced by organizations . The author's explanations for the implementation gap could be broken down into eight different categories : (1) MIS were not well understood by line management , (2) top line management was not involved in persuadin g and selling the use of MIS to the users in the organization, (3) MIS were not as foolproof as they could be, (4) MI S were technically too complex and too costly to create an d utilize, (5) MIS specialists and line managers did not understand each other's job requirements, perspectives an d pressures, (6) MIS ignored line managers ' cognitive styles , (7) the implementation of MIS was too narrowly conceive d and (8) MIS were not humanized adequately. The purpose of this paper is to suggest that there ar e other and perhaps deeper reasons for the implementation gap . If the reasons are valid, then the explanations abov

Seven Principles of Organization Learning in Information System Planning: Preliminary Findings from a Case Study

Information systems planning is a critical management challenge today. A new approach to information systems planning might help managers address this challenge. Organizational learning theory may offer such an approach. The objectives of this study were to illustrate principles of organizational learning in the context of information systems planning, thus to confirm its relevance to such planning, and finally to stimulate further research on its effectiveness in planning. Structured interviews with fourteen managers and project team members, an email survey of 52 physicians, reports, and other documents from an information systems planning project in a large university-affiliated medical center provided the basis for the research. The research illustrates seven principles of organizational learning in information systems planning

From e-learning to integrated learning architectures. A novel approach to learning management in corporate and higher education contexts

E-learning has taken an important role in the work of human resources departments, thus increasing both the importance of, and the demands placed upon, learning management processes and technologies. High-performance learning platforms enable a wide range of functionalities and process choice. In addition, they need interfaces for integration into other corporate IT systems. And finally, corporate learning solutions also need to reach all relevant partners who might participate in learning and information exchange processes. Providing examples from the architecture of the leading European learning management system CLIX�, the article outlines the conceptual, technical, process-related and organizational framework for a successful implementation of viable and sustainable learning solutions in companies, higher education and public organizations.corporate learning, E-learning, learning management, management education, performance management.

Exploring the relationship between knowledge management and organizational learning via fuzzy cognitive mapping

The normative literature within the field of Knowledge Management has tended to concentrate on techniques and methodologies for codifying knowledge. Similarly, the literature on organizational learning, focuses on aspects of those knowledge that are pertinent at the macro-organizational level (i.e. the overall business). There remains little published literature on how knowledge management and organizational learning are interrelated within business scenarios. In addressing this relative void, the authors of this paper present a model that highlights the factors for such an inter-relationship, which are extrapolated from a manufacturing organisation using a qualitative case study research strategy, supplanted by a cognitive mapping technique: Fuzzy Cognitive Mapping (FCM). The paper looks at the Information Systems Evaluation (ISE) process within a manufacturing organisation, the authors subsequently presenting a model that not only defines a relationship between KM and OL, but highlights factors that could lead a firm to develop itself towards a learning organisation

Mapping knowledge management and organizational learning in support of organizational memory

The normative literature within the field of Knowledge Management has concentrated on techniques and methodologies for allowing knowledge to be codified and made available to individuals and groups within organizations. The literature on Organizational Learning however, has tended to focus on aspects of knowledge that are pertinent at the macro-organizational level (i.e. the overall business). The authors attempt in this paper to address a relative void in the literature, aiming to demonstrate the inter-locking factors within an enterprise information system that relate knowledge management and organizational learning, via a model that highlights key factors within such an inter-relationship. This is achieved by extrapolating data from a manufacturing organization using a case study, with these data then modeled using a cognitive mapping technique (Fuzzy Cognitive Mapping, FCM). The empirical enquiry explores an interpretivist view of knowledge, within an Information Systems Evaluation (ISE) process, through the associated classification of structural, interpretive and evaluative knowledge. This is achieved by visualizng inter-relationships within the ISE decision-making approach in the case organization. A number of decision paths within the cognitive map are then identified such that a greater understanding of ISE can be sought. The authors therefore present a model that defines a relationship between Knowledge Management (KM) and Organisational Learning (OL), and highlights factors that can lead a firm to develop itself towards a learning organization

Informed Systems: To Advance Organizational Capacity and Co-Worker Capability

Since its introduction at HICSS-39, Informed Systems has evolved both through and as a process of organizational design for -˜learning in action.’ Fortified by Bruce’s informed learning theory and fostered by Checkland’s soft systems methodology, the approach is catalysed by participatory design, elaborated by action research, and expressed as information experience. The aim throughout is information exchange for knowledge creation through -˜working together.’ Organizational capacity builds as colleagues use information to learn in ever expanding professional contexts. This paper explores aspects of the -˜bridge’ between individual and collective learning through enabling organizational systems and associated professional practices. An Informed Systems Capability Bridge Model and Information Curation and Knowledge Management Map detail processes and elements of a prototype system, generated from original research on co-workers’ information experience. Concluding reflections explore value added synergies from information-centered, action-oriented, technology-enabled, and learning-focused systems design

Information System Planning: Impacts On and Contributions from Organizational Learning and Decision Process

Information systems planning is a critical management challenge today. New concepts about decison making and organizational learning have been demanding a new vision about the information systems planning process. Both areas are making an effort in a equivalent to improve management behavior and the implementation of information systems planning. Therefore, this research analyses these impacts, heading towards a new model of IS strategic planing. This approach considers a new vision about decision making, in terms of logic incrementalism, and the organization learning techniques as a base in the implementation process plan in the technological area and the organizational transformation related to the use of new information technology. The method is qualitative research, mainly case study