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Evolution Of Information Systems

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Before the 1960s, infor
mation systems were predominantly basic. The available programme served the following purposes: electronic data processing (EDP) functions as transactions processing, accounting and record-keeping. EDP refers to the use of computer systems in recording, classification, manipulation, and summarising of data. EDP is synonymous with transaction processing systems (TPS), information processing or automatic data processing. These process data from business transactions facilitate the updating operational databases, and generating business documents. Good examples include accounting systems and sales and inventory processing.
In the 1960s, computers received an additional role: data processing to useful informative reports. This introduced the management information systems (MIS) concept. This new role sought to develop business applications which offered managerial end users predefined management reports that supplied managers with relevant information for decision-making. Management information systems are a source of information represented in form of reports and displays utilized in business decision making. These include sales analysis, cost trend reporting systems, and production performance.
By the 1970s, the pre-defined management reports no longer seemed adequate in supporting various decision-making needs by management. As a means of satisfying these needs, decision support systems (DSS) emerged as a new information management system. These new information systems serve to provide various managerial end users with both ad hoc and interactive support systems for their decision-making processes. Generally, decision support systems offer interactive ad hoc support for managerial decision-making processes. Examples of these include product pricing, risk analysis systems, and profitability forecasting.
In the 1980s, microcomputers were first introduced into the workplace, with a profound impact on organisations. There was rapid development of microcomputer processing power, application software packages (such as Microsoft Office), as well as telecommunication networks. This resulted in the new end user computing phenomenon. End users were able to use their own computing resources in the day-to-day job needs, thus eliminating their reliance on indirect support of centralized organisational information services department. However, it was realised that majority of senior executives did not use directly the MIS reports or the analytical modelling capabilities of the DSS. This inspired the introduction of the executive information systems (EIS) concept that provide critical information from existing MIS, DSS and other sources to meet information needs of senior executives.
At the same time, there were significant breakthroughs in the development and use of artificial intelligence (AI) methods to business information systems. The reducing need for physical human intervention led to the freeing up of knowledge workers to attend to more complex tasks. Expert systems (ES) together with knowledge management systems (KMS) brought about the new role for traditional information systems. ES could now serve as consultants to users through the provision of expert advice in particular subject areas. Today, ES or KMS serve as expert advisers and consultants to users. They include credit application advisor, maintenance diagnostic systems, and process monitor. KMS are crucial in supporting the creation, organisation and relaying of business knowledge in the organization
In the period between the mid and late 1990s, there was a revolutionary development of enterprise resource planning (ERP) systems. This is an organisation-specific form of strategic information system. It incorporates the various departments of a firm from operations to accounting to human resources among others. The main strength of these ERP systems is that they have a common interface for the different computer-based organizational tasks and their precise integration and data sharing required for efficient strategic decision making.
MIS to e-Commerce
The exponential development of the Internet and other interlinked global networks during the 1990s significantly improved the ability of information systems in the workplace. As a result, web-enabled and Internet-based enterprise, commerce systems and global electronic business have become commonplace in today’s business enterprises.
Present information systems still undertake the same basic functions they did over half a century ago. These include processing of transactions, record-keeping, provision of useful and informative data to management, and provision of support to processes and accounting systems of the organisation. Nonetheless, there is a significant change in the form of greater ability of information systems to integrate various system functions across different applications and greater connectivity across similar and differentiated system components. Today’s management systems also provide organisations with the ability to relocate such critical computing tasks as processing, data storage, and presentation that enable taking of advantage of the existing and potential strategic and business opportunities.
The continued technological innovation promises increased development in the capabilities of information systems as focus turns on how to increase the speed and coverage of the systems. There is therefore the potential for increased integration and greater flexibility in the future. The Internet, its related technologies and support applications, have significantly evolved the manner in which organizations function and people work. It also impacts the way information systems provide support to business processes, managerial decision-making and create competitive advantage. Businesses are increasingly taking advantage of Internet technologies by web-enabling their business processes and creating innovative e-business applications. Today, e-business refers to the utilisation of various Internet technologies in the workplace and business processes and engaging with customers and other business stakeholders.
The internet and Internet-like networks (intranet and extranet) are now the primary IT infrastructure providing support to various commercial applications in many companies. Most businesses are now dependent on various e-business applications in re-engineering their internal business processes, implementing electronic commerce systems with customers and other stakeholders, and promoting enterprise collaboration among different business teams and workgroups.
Modern decision-making Information systems support various management decision-making at different levels of management. These include tactical management, strategic management, and operational management.
Strategic management relates to the typical roles of the board of directors and the executive committee consisting CEOs and top executives. This refers to development of the overall corporate goals, policies, strategies, and objectives, which comprise strategic planning process. Also, it relates to monitoring of the strategic performance of the business and its overall trajectory in the economic, political and competitive business environment.
Tactical management – Increasingly, business professionals both in self-directed teams and business unit managers are developing short- to medium-range plans, budgets, and schedules. The plans contain specified policies, procedures and business goals and objectives for the different subunits of the organization. There is also allocation of resources and monitoring of performance of the organisational sub-units
Operational management – Operating managers and members of various self-directed teams are increasingly developing such short range plans as weekly production schedules. These are useful in directing the use of resources among different sub-units as well as the execution of tasks following established procedures, budgets and schedules.
Information systems that enhance the value of information include data warehouse, data mining, and online analytical processing.
Data warehouse (DW) – It is used for storing data extracted from various operational databases, external databases and other databases. Thus, it is therefore a central source of corporate data that has undergone cleaning, transformation and cataloguing for use by management and other business professionals. This data is used at the crucial step of data mining, analytical processing, market research and key decision support.
Data mining (DM) – Data retrieved from DW databases as well as static data are extracted for business processes. The extracted data aids in identifying hidden patterns and trends in historical business activity; making it an important tool for decision-making within an organization. The strategies that management generates are what enable them to gain a competitive edge as well as improve their business performance..
Online Analytical
Processing (OLAP)
OLAP enables managers and analysts to examine interactively, and manipulate, large amounts of detailed and consolidated data from many angles. It involves analyzing complex relationships within data items that are stored in data marts, DW and other multi-dimensional databases. An OLAP session takes place online in real time, with rapid responses to a manager’s or analyst’s queries, so that their analytical or decision-making process is not delayed.
Wori is a US-based Systems Analyst

 

Okeh Wori

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Paper Industry’s Economic Contribution Hits N398bn

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The contribution of the paper industry rose to N398.8billion in 2023 from N356billion it recorded in 2022.
Chief Executive Officer of the Centre for the Promotion of Private Enterprise (CPPE), Dr. Musa Yusuf, disclosed this in a report released to mark the inauguration of World Envelopes Day in Lagos.
Marking the event, which also commemorated the 50th anniversary of envelope manufacturing firm, FAE Limited, Yusuf stated that the paper industry has a profound economic impact across all sectors of the economy.
He, however, noted that the growth in digital technology had greatly disrupted the sector, especially as a mode of communication.
“As of 2023, the value of the Nigerian paper industry was N398.8billion naira, according to the National Bureau of Statistics.
“The value was N365bn in 2022; N363 billion in 2021; and N255billion in 2020. This is a significant contribution to our GDP. However, when compared to the size of our economy, which is estimated at N230trillion as of 2023, it is still very small”,  the CPPE boss stated.
Yusuf said the paper industry had been largely in recession because of the digital technology disruptions and other macroeconomic headwinds, especially relating to exchange rate depreciation, forex liquidity crisis and high cost of fund and energy cost escalation.
He emphasised that the paper industry had a profound economic impact across all sectors of the economy, which underscored the need for government intervention in the sector.
In her opening remarks, the Managing Director of FAE Limited, Funlayo Bakare, described World Envelopes Day as the brainchild of the company, which sought to set aside April 16 as a day to celebrate the fundamental role envelopes play in daily communication.
“As we celebrate our golden jubilee, we are delighted to announce the inauguration of World Envelopes Day, to be celebrated annually on the 16th day of April.
“This is a pioneering initiative by FAE Ltd in accordance with our leadership position in the sector.
“The establishment of World Envelopes Day is to raise awareness about the importance of envelopes in various aspects of human endeavour, including personal correspondence, business transactions, and creative expressions”, she said.
The Publisher of The Guardian Newspaper, Maiden Ibru, who chaired the occasion, stressed the need to strike a balance between digitalisation and physical paper production, especially due to the indispensable role paper plays in cultural preservation.
Nigeria once had three paper mills: the Nigeria Paper Mill Limited, located in Jebba, Kwara State; the Nigerian Newsprint Manufacturing Company Limited, Oku-Iboku, Akwa Ibom State; and the Nigerian National Paper Manufacturing Company Limited in Ogun State.
The mills are no longer operational, and the country has had to depend on importation to make up for the shortfall.
The Asset Management Company of Nigeria has taken over the management of NNMC over unpaid debts.

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Aviation Union Threatens Strike Over Revenue Deduction

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The Air Transport Services Senior Staff Association of Nigeria (ATSSSAN) has said it would embark on industrial action if the Federal Government refuses to exempt aviation agencies from a directive that seeks to deduct 50 per cent from their Internally Generated Revenue (IGR).
ATSSSAN disclosed this in a communique issued by its National Executive Council (NEC) after its National Economic Council meeting in Ibadan, Oyo State.
The NEC, which had in attendance all 17 affiliates of ATSSSAN comprising all branch Chairmen, Secretaries, and national officers, reiterated calls for the exemption of the aviation agencies from the deduction of 50 per cent  of their IGR under the Fiscal Responsibility Act.
The association said the agencies were not established for profit, hence stifling them of the required funds would jeopardise the effective performance of their safety and security mandates.
ATSSSAN warned that if the Federal Government insist on the deduction, it would compound the current financial state of the agencies, and “we may be forced to direct all aviation workers to down tools until the government reverses itself”.
Last year, the Federal Government directed the Office of the Accountant General of the Federation to immediately commence the presidential directives on a 50 per cent automatic deduction from the IGR of Federal Government-owned enterprises.
The Minister of Finance and Coordinating Minister of the Economy, Wale Edun, had issued a circular titled, “Re: Implementation of the Presidential Directives on 50 per cent Automatic Deduction from Internally Generated Revenue of Federal Government Owned Enterprises (FGOEs)”.
According to the circular, all partially-funded Federal Government agencies and parastatals (receiving capital or overhead allocation from the Federal Government’s budget) should remit 50 per cent of their gross IGR, while all statutory revenues, like tender fees, contractor’s registration, and sales of government assets, among others, should be remitted 100 per cent to the sub-recurrent account.
ATSSSAN stated its apprehension over what it perceives as deliberate efforts by certain private airlines to stop their employees from forming labour unions.
Citing Section 40 of the Nigerian Constitution and international labor norms, the association contends that such actions constitute a violation of workers rights.
The statement, however, did not specify the airline operators suppressing workers from joining unions.
Part of the statement read, “The NEC-in-session calls on all employers in the private sector in the aviation industry to respect collective bargaining agreements in order to avert industrial crises at the workplace.
“NEC-in-session was seriously disturbed by the continuous willful acts by some private airlines towards frustrating the unionization of their employees, contrary to the letters and spirit of Section 40 of the Constitution of the Federal Republic of Nigeria and relevant international conventions and laws”.
The association, therefore, called upon the Federal Ministry of Labour and Employment to uphold and enforce employees’ rights to unionise within the aviation industry.
It urged the Minister of Aviation and Aerospace Development, Festus Keyamo, to orchestrate a dialogue involving all relevant stakeholders, including the non-compliant airlines and labour unions, under the auspices of the Labor Ministry.
At the meeting, other issues affecting workers, especially members’ welfare and working conditions, and the aviation industry at large were discussed, and positions and resolutions were taken.
The aviation group decried what it perceive as a dearth of avenues for career progression within government-owned aviation entities.

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NCDMB Rakes In $1m Return On NEDOGAS Investment

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Management of the Nigerian Content Development and Monitoring Board (NCDMB) says it has received a cheque of $1 million from Nedogas Development Company Limited (NDCL).
A statement made available to newsmen by the Directorate of Corporate Communications and Zonal Coordination of the Board said the sum received was part of the return on investment (ROI) on one of its strategic investments.
The statement added that: “The cheque was presented by the Chairman of the company, Engr. Emeka Ene, when he visited the Nigerian Content Tower in Yenagoa, Bayelsa State, where he was received by the NCDMB’s Executive Secretary, Engr. Felix Omatsola Ogbe, and other members of the Board’s management.
“Nedogas Development Company Limited (NDCL) is a joint venture company between Xenergi Limited and NCDMB Capacity Development Intervention Company.
“As part of the project, Nedogas NDCL constructed and commissioned a 300 MMscfd Capacity Kwale Gas Gathering (KGG) and injection facility located in the Umusam Community, near Kwale in Delta State, Niger Delta, Nigeria.
“The KGG Facility was designed to handle stranded gas resources in Nigeria’s OML56 oil province by providing the opportunity for independent operators in the area to monetize natural gas from their fields through the gas gathering, compression, injection and metering infrastructure of the KGG for quick market access.
“Nedogas is one of the several strategic and successful investments of the NCDMB funded from the Nigerian Content Development Fund (NCDF), in line with the Board’s mandate to build capacity and catalyze local projects in the Nigerian oil and gas industry as enshrined under the Nigeran Oil and Gas Industry Content Development (NOGICD) Act”.
In his remarks, according to the statement, the NCDMB Executive Secretary stated that the success story of NEDOGAS at Kwale, Delta State, could be replicated in other oil and gas producing communities to minimise gas flaring, saying that Ogbe also declared the Board’s readiness to continue collaborating with the company.
“Their model should be extended to other parts of the country where gas flaring is continuing.They have shown that with the modular system, we can quickly remove flaring from our operations in Nigeria.
“The NCDMB had continued to receive briefings from its investment partners. We’re still waiting for them to come back with success stories. Some of them are near completion and have not started operations yet”, the NCDMB’s Executive Secretary said.
In his remarks, Chairman of NEDOGAS, Mr. Emeka Ene, conveyed the company’s excitement in returning part of the credit and profit, adding that it was a proof that the NCDMB’s investment was a success and they are getting back that investment, adding that the firm looks forward to further collaboration with the NCDMB to expand its scope.
Responding, the NCDMB boss said the Board was now doing effectively and practically and tangibly what it was set up for, saying its mandate was to impact the economy by direct interventions.
“That’s the way the economy can grow, improve the gas infrastructure in such a way that’s sustainable despite the tight economic conditions”, he said.
He added that, “the  value propositions of the Nedogas project include total eradication of flared gas and conversation of environmental pollutants into products of value and creation of a strategic gas gathering hub and injection node for quick access to market for gas owners to monetize gas”.
Other benefits, according to Ogbe, include the provision of alternative gas supply to western flank of the OB3 line to add to the volumes of economic sustainability and increase in Nigeria’s Gross Domestic Product (GDP).
“The partnership with NEDOGAS is one of NCDMB’s 15 strategic investments geared towards actualizing the Federal Government’s aspirations in key areas of the oil and gas industry.
“Most of the projects were targeted at actualizing the Federal Government’s Decade of Gas programme.
“Some of NCDMB’s notable third-party investments include Waltermith’s 5000 barrels per day (bpd) modular refinery in Imo State, Azikel Group12,000 bpd hydro-skimming modular refinery in Gbarain, Bayelsa State, and Duport Midstream’s 2,500bpd modular refinery in Edo State.
“Other investments of the Board include Better Gas Energy for LPG terminal and gas distribution, partnership with Rungas Prime Industries Limited to establish a cooking gas cylinders manufacturing plant in Polaku, Bayelsa State, and Alaro City in Lagos and the partnership with Butane Energy to deepen LPG utilization in the North”, he stated.
The Executive Secretary also noted that there was the partnership with BUNORR Integrated Energy Limited in Port Harcourt, Rivers State, to produce 48,000 litres of base oil per day and partnership with the Nigerian National Petroleum Corporation (NNPC) Limited, Brass Fertilizer and Petrochemical Company Limited, and DSV Engineering to establish a 10,000 Ton Methanol Production Plant, Odioama, in the Brass Local Government Area of Bayelsa State.

By: Ariwera Ibibo-Howells, Yenagoa

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