Distributed Processing Systems

By Robert J. Thierauf | Go to book overview
RELATIONSHIP OF SYSTEM TO INFORMATION
SIGNIFICANCE OF INFORMATION
THE NEED FOR INFORMATION SYSTEMS
INFORMATION NEEDS OF MANAGEMENT
OPERATIONAL INFORMATION FOR LOWER MANAGEMENT
TACTICAL INFORMATION FOR MIDDLE MANAGEMENT
STRATEGIC INFORMATION FOR TOP MANAGEMENT
INFORMATION SYSTEMS PRIOR TO REAL-TIME MIS
CUSTODIAL ACCOUNTING SYSTEMS
RESPONSIBILITY REPORTING SYSTEMS
INTEGRATED DATA PROCESSING SYSTEMS
INTEGRATED MANAGEMENT INFORMATION SYSTEMS
REAL-TIME MANAGEMENT INFORMATION SYSTEMS
CHAPTER SUMMARY
QUESTIONS
SELECTED REFERENCES

1 SYSTEMS PRIOR TO DISTRIBUTED PROCESSING

The current vogue in business information systems, namely distributed processing systems, is an attempt to answer the difficulties experienced with earlier computer systems. The utilization of large centralized computers in the 1960's and 1970's created large data input bottlenecks as well as situations where the feedback of business data necessary to run the business occurred after long delays. Distributed processing arose out of the need to get computer power where it is needed and to handle data processing operations that can be done more efficiently in the field, i.e., local and regional levels rather than at the home office. Thus, a distributed processing approach to business functions not only gives local managers more control over and involvement with their computerized information systems but also takes a burden off the central computing facility.

Another way of viewing distributed processing is that it represents the next logical step after the teleprocessing wave of the late 1960's and early 1970's when, as communications became practical, users "wired" many locations with terminals for

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