INTEGRATED BUSINESS: IMPLEMENTATION OF MANAGEMENT

INFORMATION SYSTEM (GIS) IN A MICRO ENTERPRISE IN THE REGION

OF JOINVILLE-SC-BRAZIL
Adalberto José Tavares Vieira1, Heloisa Hornick Tavares T. Vieira2, Adelmo A. Martins3

Abstract ⎯ The main purpose of a Management
Information System (GIS) is helping an organization achieve
its goals, providing administrators a view of the regular
operations of the company, so that they can organize,
manage, plan more effectively and efficiently. A GIS
provides administrators with useful information for feedback
to business operations, allowing be made the integration
between the various business features. The limited
information that is essential for managers to perform their
duties in the company (decision making) is presented with
several reports summarized. These summary reports can be
obtained by filtering and data analysis in highly detailed
database transaction processing and presentation of results
to managers in ways that make sense. These reports help
managers by providing them with information and data for
decision making. It is important to know the structure of a
GIS to be able to develop a system that could benefit the
organization.
Keywords ⎯ Integration, Management Information System,
optimization of resources.
INTRODUCTION
Today, there is a consensus that in the post-industrial
economy, which takes global trends, the information has
been considered a precious equating to the production
resources, material and financial. What has been important is
the fundamental change in the meaning that the Information
is the new global realities of a globalized society: Now the
information is not only a resource but the resource. The
acceptance of this idea put as the key component of effective
competition, differential market and profitability in this new
society.
The importance of information for organizations is
universally accepted, constitute only the most important, at
least one resource utilization and management of which are
directly related to the desired success. The information is
also considered and used in many organizations as
structuring factor and a management tool.
Therefore, the effective management of an organization
requires the objective perception of the values and needs of
information and information system.
The proposed project is a conceptual model of
management information system (GIS), begins with the
definition of information system, its scope and objectives,
and proposes its conceptual integrate and systemic to the
other organizational subsystems, and ends with the proposed
implant of a GIS in decision-making of an organization.
More than one facility, the Management Information System
is a necessity. The information stands as a fundamental part
in decision-making and should be intact, available, fast,
reliable and usable. The GIS is presented as a way to
facilitate and ground those decisions, should be used by all
management levels of the organization.
LITERATURE REVIEW
According to [1], through knowledge, rules, guidelines
and procedures are used to select, organize and manipulate
data, to make them useful for a specific task. The act of
selection or rejection of the facts, based on their relevance to
particular tasks is also a type of knowledge used in the
process of converting data into information.
The set of data, rules, procedures and relationships that
must be followed to achieve the informational value or the
proper result of the process is contained in the knowledge
base. Figure 1 shows the flow of data processing information
at the level of process knowledge.
FIGURE 1
DATA FLOW TRANSFORMING TO KNOWLEDGE [1]
Thus, with the information, one fact becomes more
useful through the application of knowledge. The
information is valuable if it is relevant to the situation,
provided at the right time to the right people in a non-too
complex to be understood, should be accurate and complete,
and compatible cost [1].

1
Adalberto José Tavares Vieira, teacher and researcher at UDESC (University of Santa Catarina State), Joinville, SC, tavares@joinville.udesc.br
2
Heloisa Hornick T. Tavares Vieira, teacher and researcher at IBPEX (Brazilian Institute of Research and Extension), Joinville, SC, ahvieira@gmail.com
3
Adelmo Anselmo Martins, student and researcher at SOCIESC (Educational Society of Santa Catarina State), Joinville, SC, adelmo74@gmail.com

© 2010 WCCA April 18 - 21, 2010, Guimarães, PORTUGAL

World Congress on Communication and Arts
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 Identify data sources, the components and how the
processing of data to be used, and specify the format, cost
and time limit for submission of information are the basic
procedures that control the development of information
systems.
Therefore, the Management Information System (GIS)
is responsible for the provision of the organization of
information which as the company needs in a regular and
accurate system.
It is the system that transforms data into information
which can be used later for the formation of knowledge [2].
In Figure 2, is illustrated in the GIS mapping, transforming
data into information for organizational decision making.
these classes, because they have different values in the
context of decision making.
The highest levels of an organization or a company
need of qualitative information, which contains a high value,
so you can get an overview of the situation. Already at lower
levels, the need is quantitative information of low value,
enabling the performance of routine tasks. Figure 3, shows
how the information is carried out by the hierarchy levels of
an organization.

FIGURE 2
MAP GIS [2]

According to [1], support systems to process data

operations relating to routine transactions, recurring and
programmable, and can be subdivided into two categories:
systems that process data on individual transactions
(purchases, sales, accounts payable, accounts receive) and
systems that process data related to aggregated transactions
(planning and production control, cost, accounting).
The maximum activity of any officer, regardless of
their position in a hierarchical organization, is the decision- FIGURE 3
making. This is the moment in which he shows all his ability TIERED INFORMATION [1]
to lead their subordinates and their reason for being in it.
Executives spend much of his time studying the environment
and trying to identify possible lines of action. Decision
INTEGRATION OF MANAGEMENT
making is much more than the final moment of choice. It is a INFORMATION THROUGH GIS
complex process of reflection, research and analysis,
A company or an organization is a system and its
according to [3].
departments or functional areas of its subsystems are
In Decision-making process, the volume of information
arranged in rows functional (finance, marketing, industrial,
and data available to decide who is going to be just right. If
etc.).
this volume is excessive, the data and information relevant
Most of the functional subsystems share some hardware
to the solution of the problem will be masked by those not
resources, data, and often people. These subsystems are fully
considered legitimate. To resolve this problem, it is
self-sufficient within a functional area and are useful for
necessary to scale the information in a hierarchy capable of
specific purposes. For [5], people who are part of the
differentiating between needs in different situations, which
organization must work in perfect harmony so that there is
reinforces the importance of recognizing that information
production.
has value.
One of the roles of administrator of SI is to increase the
Generally, the term information is used to refer to all
overall efficiency of GIS through improved integration of
manner of descriptions or representations of signals or data.
these subsystems. For example, there could be data group
But it is important to recognize that there are actually four
that overlap significantly, and yet, being held in two
different classes of information which are: data, information,
different functional departments (ex customer lists
knowledge and intelligence, according to [4]. So [1]
maintained by the sales department and finance department).
mentions that one must understand the differences between
So, one should design a GIS so that it is an integrated
collection of functional subsystems within the organization.

© 2010 WCCA April 18 - 21, 2010, Guimarães, PORTUGAL

World Congress on Communication and Arts
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Therefore, hardware resources and database should be provide information to improve decisions and operations.
shared so that there is integration. The OAM has the following departments with their
When a functional approach is adopted, it is necessary respective responsabilities and duties:
try to connect the several management information systems. a) Sales - Forwards requests for budget and
One way to unify and integrate multiple systems is through a production, demand forecasting and sales and
shared database. The use of common data base will not only cooperation in price formation. It is the showcase of
integrate the several GIS also can connect the different the company to customers.
processing systems of the organization, making its access b) Creation - Generation of embroidery designs,
easy to information by reducing costs and increasing drawings ready correction, monitoring of
efficiency and effectiveness of management reports. production samples and also in the case of
production problems related to designs.
IMPLEMENTATION OF INFORMATION c) Manufacturing - Processing of samples and parts,
SYSTEM IN SMALL EMBROIDERY definition of capacity and production scheduling,
SERVICE COMPANY material requirements and review of machine.
d) Shopping - Listing of prices of products,
managing budgets, conference and reception of
The apparel sector in Brazil has long been protected materials, revision tracking machines.
from external threats due to high rates of import of finished e) Administrative / Financial - Control of payable
products. Until the beginning of the 90 domestic companies and receivable accounts, negotiation of prices and
were responsible for the vertical production of clothing and deadlines with customers and suppliers, credit
shoes. But with opening of the market many businesses control, release of purchases, data compilation for
failed in the face of foreign competition and those most the pricing conformation. Control box and
qualified focused only on business focus and outsourcing obligations of the company.
activities that were fleeing to their core business or who had f) Director - Ranging strategic planning with
reduced cost when performed by others. business objectives. Use performance indicators to
At this time of difficulty for organizations in the textile corrections and changing plans.
sector, has grown dramatically increase the number of Figure 4 are shown as the activities are performed and
service providers in this sector among which we highlight what information is shared between the sectors of the
the factions, dyeing, pictures, and embroiderers mainly company for the correct execution of the business process.
attracted by falling rates of imports of modern machinery
and growth of business opportunities arising from trends in
outsourcing.
At first, the growth of business service providers were
considerable, but over time the competition has grown and is
now imperative for greater control of the activities involved
to generate results such as customer satisfaction, reduction
of waste with increased productivity.
This paper describes how can be implemented a
management information system (GIS) in a company. Which
provides embroidery service and what results can be
expected from its use.
Enterprise
The OAM Industry and Trade in Clothing and
Embroidery Ltda. - ME is a service provider for the textile
industry more accurately embroidery. It currently has 6
automated embroidery machines, a press, a laser cutting
machine, 15 employees, and an embroidery design creation
sector an area of one hundred eighty m2.
Currently the only indicators used by the company are
the percentage of defective parts and monthly financial data
FIGURE 4
without adequate detail. FLOW DIAGRAM OF DATA OAM
For the company continues its growth it is essential to
use a computerized system that can fit the work of the
company while integrating the departments and be able to

© 2010 WCCA April 18 - 21, 2010, Guimarães, PORTUGAL

World Congress on Communication and Arts
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 RESULTS [4] URDANETA, I., P., “Gestión de la inteligencia, technological and
modernization aprendizaje del trabajo economy: Challenges and
Opportunities”. Caracas: Universidad Simón Bolivar, 1992.
Integration [5] SANÁBIO, M., T.; GUIMARÃES, R., S., and GOMES, B., M., A.,
“Building the Institutional Approach in the Theory of Organizations”,
The following are the main points where the III Symposium on Management and Business Strategy - Simgen, 2005.
manager can cooperate for the inter-relations of the company
and their respective data streams. By using the system the
following interactions were obtained:
a) Between sale and production - The order is the most
important entity of the system allows an adequate control of
the production process with the registration of events,
prioritizing work orders and estimated production time.
b) From purchasing and production - For the inventory
control lines, the input of greater use by embroider is
monitored. This resolves great part of the stock problems.
c) Between shopping and suppliers - For the registration of
data suppliers, contacts, products, prices and other
observations. They managed simple relations with few
embroidery suppliers. Somehow, these data can also be
viewed or entered by the finance / administrative
department.
d) Between customers and sales - Controls the registration of
applications, reception of material and setting deadlines, as
well as pricing for each different type of customer. It is
interesting note that the pricing can be made with the help of
finance / administration, department.
e) Between customers and financial / administrative - The
registration of its debt and situation can help the control of
accounts receivable. If more careful it is, lower will be the
default by customers.

CONCLUSION
The system attended the information needs of the
company studied. Its low cost, is not an obstacle for its
implementation. There aren’t many tools available to
choose, this was limited to a few options.
The lack of organizational culture can difficult the use
of the system, to be an obstacle to its implementation,
however, that must be overcome amount time, to the total
utilization of the system.

REFERENCES
[1] NAKAGAWA, M., “Study of some aspects of controlling that
contribute to effective management”, Doctoral Thesis – FEA, USP,
São Paulo, 1987, 165p.
[2] LAUDON, K., C., “Management Information Systems: Managing the
Digital Firm”, Pearson / Prentice Hall, 5.ed, 2004.
[3] ALMEIDA, F., C., M., “Development of management information
systems and decision support”. In: Proceedings of the III-SEMEA
Seminars Board of FEA / USP, 1998, São Paulo. Proc eedings of
SEMEAD, 1998.

© 2010 WCCA April 18 - 21, 2010, Guimarães, PORTUGAL

World Congress on Communication and Arts
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