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Summary
To gain some insight into meeting the information needs of a tertiary institution, some understanding of the tertiary environment and the decision‐making processes is necessary. In a time of rapid social change, society is questioning the value of tertiary education and each institution needs to define goals in terms of what it is trying to accomplish and whom it is trying to serve. The decision structure is a changing combination of bureaucratic and communal relationships between various individuals and groups. There is now a trend towards a more free flow of information within the institution and to the external environment.
Management information systems and other tools of management science are designed to provide information to enable more rational decisions to be made. Much information can be extracted from the operations systems such as staff, students and fiscal. Computers can now be effectively used to store, retrieve and transform large amounts of data as well as to implement some programmed decisions based on information feedback (e.g. inventory control) or on rules (e.g. payroll). Analytical reports from the operations systems can provide a stimulus for decision‐making or information for decision‐making. Some examples are given.
At the policy and planning level, use can also be made of a number of management science tools. The uses of planning, programming and budget systems and modelling are discussed, including a simulation model developed at Macquarie University.
There are no ready recipes for development and use of management information systems and management science tools. However, it is clear that the involvement and support of senior officers is essential.
Notes
∗Mr A. W. Findlay is Deputy Registrar at Macquarie University in Sydney. This paper was delivered at the 1980 AITEA National Conference.