Management Information Systems and Decision-making Process of Managers in Youth and Sport organization, West Azerbaijan Province, Iran RJSS RESEARCH JOURNAL OF Vol 4 (1): 28-33 http://www.rjssjournal.com ISSN: 2148-0834 Copyright 2016 SPORT SCIENCES Meysam Faraji 1,2, Mohammad Rahim Najafzadeh 1,2* 1 Department of Physical Education, East Azarbaijan Science and Research Branch, Islamic Azad University, Tabriz, Iran 2 Department of Physical Education, Tabriz Branch, Islamic Azad University, Tabriz, Iran * Corresponding Author Email: najafzadehrahim@yahoo.com ABSTRACT The aim of this study was to determine the relationship between Management Information Systems and decision-making process of managers in Youth and Sport, West Azerbaijan Province, Iran. The research method was descriptive and correlation type. The population was all staffs in Youth and Sport organization, West Azerbaijan Province, Iran that according to List of Youth and Sports organization, West Azerbaijan Province in the period of study (2015) was 174 individuals. Due to the limited sample size, the whole population was selected as samples. Finally, 161 questionnaires were analyzed. A questionnaire was used for data collection. Pearson correlation was applied to analyze the data. The results showed that there was a significant and positive relationship between management information systems and decision-making process. KEYWORDS Management Information system, Decision-Making, Managers. INTRODUCTION One of the names of the current period of human life is the age of information and communication. It is named because of too much attention and wide activities at the time of collection, processing and transfer of information and can be taken. Nowadays, managers need to recognize, collect and analyze, and organize that information on matters that they deal with, and trade it by observing three important factors of speed, accuracy and cost, which is seen in all activities of our time without exception (Taleghani, 2003). Barnard believes that the decision will form the basis admin tasks and decision-making skills of the manager will be displayed in the performance of duties and the quality of the services that he offers. Newman knows management quality as function of decisions quality because the quality of projects and programs, effectiveness and efficiency of its actions and strategies and the quality of the results, all are dependent on the decisions quality that manager takes. Koontz also believes that the decision will form the basis of planning, because obviously that plan, program and policy cannot exist unless someone has decided somewhere. So, this decision on the management is task that other tasks is checked within the organization's overall decision-making process and performing any of these duties of the manager will be appropriate in making decisions (Gholipour, 2009). The main focus of the management is decisions and performing tasks such as planning, organizing and or control, in fact is nothing but the decision on how and these activities perform. On the other hand, the practice of decision-making in difficult and sometimes dangerous work is seen by manager. A manager with a wrong decision may cause irreparable damage to the status of your organization (Atai, 2010). Planning for a clear is decision-making process. The process that includes adoption 28
and assessment of decisions related to each other and is needed to their implementation, according to this, the belief is that there is no likelihood of a favorable situation in the future without action, and if perform, the likely to achieve the desired results is increased. According to Herbert Simon, management is decision-making and management decisions are changed in today's world of change and instantaneous. Make the right and effective decisions can make organizations flexible and agile in this shifting world, and create competitive advantage (Morhed and Griffin, 2007). Poverty and lack of information makes that management system not only has true and complete picture of the future, but also, not to be able to recognize true and complete strengths and weaknesses of the past and present. As a result, is not able to have properly target and not able to design suitable activities for management system. Therefore, it will not be an efficient use of organization resources. So, one of the main reasons of inefficiency and failure of management system in Iran, especially the West Azerbaijan province is the poor or bad management decisions and non-use by middle managers in the organization's work and entrepreneurial skills and this can be due to disallow for timely and complete of importance of appropriate and accurate information, accurate and reliable. Overall, targeting can be realized based on accurate knowledge of the situation and visualize logical and reasonable prospects for the future. The purpose of this study to to determine the Relationship between Management Information Systems and Decision-making Process of managers in Youth and Sport, West Azerbaijan Province, Iran. MATERIALS AND METHODS The research method was descriptive and correlation type. The population was all staffs in Youth and Sport organization, West Azerbaijan Province, Iran that according to List of Youth and Sports organization, West Azerbaijan Province in the period of study (2015) was 174 individuals. Due to the limited sample size, the whole population was selected as samples. Finally, 161 questionnaires were analyzed. Prediction variables between management information systems were (application of MIS, computer use, Internet use, management support, financial support, organizational support, availability and belief in the effectiveness) and criteria variable of decision-making process were (accuracy, control, doubt and indecision, social resistance, optimization, principles and instinct). To collect data through these questionnaires, the researcher has visited in the departments of Youth and Sport, West Azerbaijan Province and has distributed questionnaires between managers in the interval of 27-day. In order to facilitate the work and cooperation of managers and ensuring that researchers have tried to personally return the questionnaire, the researcher tried to accompany managers when completing the questionnaire. The study was performed after describing in detail to participants the introductory remarks about the gauges and the purpose of the test, how to response to tests. It can be noted that regarding to ethical considerations, they were assured that the information will be used only in the research and be protected from any abuse after obtaining the consent of the people and giving the necessary knowledge. Following questionnaires were used to measure the variables. Questionnaire of management information systems: This questionnaire has 37 questions) with degrees (very high, high, medium, low, very low) that were scored 1,2,3,4,5, respectively and evaluated information systems management factors including the use of MIS, computer use, internet use, management support, financial support, support organizations, to be access, the belief in the effectiveness. Questionnaire of decision-making process: This questionnaire consisted of 21 questions with degrees too frequently, too much, no idea, to some extent, very low, very rarely) that were scored 1,2,3,4,5, respectively and evaluated decision-making factors including precision, control, uncertainty and indecision, social resistance, instinctive, in principle and optimization. Given that the questionnaire was used for measuring this research, to determine the superficial validity (such as appearance of questionnaire, legible type, uses the appropriate fonts) and content validity (the number of questions, the relevance of the questions and research purposes and...), the opinions of five professors and experts of sports management were used. To check the reliability of present questionnaires, Cronbach's alpha coefficient was used. Cronbach's alpha coefficient for management information systems was 86% and for the decision making process was 78%. Since Cronbach's alpha 29
coefficients were more than 0.7, it is concluded that questionnaires had good inter reliability. To estimate the time, reliability, 45 questionnaires were distributed among managers of department of Youth and Sports, West Azerbaijan Province and again questionnaires were distributed among them after ten days. The correlation coefficient of the scores for management information systems in the first and second steps in the decision-making process was 82% and 87%, respectively. As far as, the correlation was more than 0.7, time reliability of the questionnaire is confirmed. Pearson correlation coefficient was used to analyze the data. In all analyzes, the significance level was considered p <0.05. RESULTS Results of Kolmogorov-Smirnov test showed normal distribution of the data (p> 0.05). Results are presented in Table 1. According to the table, we can conclude that there is a significant positive relationship between the level of familiarity with management information systems with components of precision, control, social resistance and optimization and instinctive. But there was no significant relationship between the familiarity with management information systems with components of indecision and principles (level of significance was more than 0.05). Also, there was significant positive relationship between familiarity with the use of MIS with precision components and social resistance. But there was no significant relationship between the familiarity with management information systems with components of control, optimization, instinctive indecision and principles (level of significance was more than 0.05). There was a significant positive relationship between the familiarity with computer applications with precision components, controls, social resistance and instinctive. But there was no significant relationship between the familiarity with computer applications with components of indecision, optimization principles (level of significance is greater than 0.05). There was a significant positive relationship between familiarity with Internet applications with precision components, social resistance, optimization principles and instinctive. But there was no significant relationship between the familiarity with Internet applications with control components and indecision, (level of significance was more than 0.05). There was a significant positive relationship between familiarity with the management support with precision and principles components. But, But there was no significant relationship between the familiarity with management support with components of indecision, control, social resistance, optimization and instinctively (level of significance was more than 0.05) There was a significant positive relationship between familiarity with financial support with components of precision, social resistance and optimization. But there was no significant relationship between the familiarity with financial support with components of indecision, principle, control, and instinct (level of significance was more than 0.05). There was a significant positive relationship between familiarities with organizational support with precision component. But there was no significant relationship between the familiarity with organizational support with components of doubt and indecision, control, social resistance, optimization, instinctive and principles (level of significance was more than 0.05). There was a significant positive relationship between familiarity with the availability with components of the precision, control, social resistance and instinctive. But there was no significant relationship between the familiarity with availability with components of doubt and indecision, optimization, and principles (level of significance was more than 0.05). There was a significant positive relationship between beliefs in the effectiveness with components of precision. But there was no significant relationship between beliefs in the effectiveness with doubt and indecision, in principle, control, social resistance, optimization and instinctive (level of significance was more than 0.05). 30
Table 1. The relationship between the variables. Variables Decisionmaking process Accuracy Control Doubt and indecision Social resistance Optimization Principles Instinct MIS r 0.240 ** 0.575 ** 0.201 * 0.117 0.328 ** 0.167 * 0.086 0.276 ** p 0.002 0.000 0.011 0.139 0.000 0.034 0.278 0.000 SIM use r 0.192 * 0.362 ** 0.144 0.121 0.228 ** 0.004 0.076 0.144 p 0.015 0.000 0.068 0.127 0.004 0.957 0.339 0.069 Computer use r 0.168 * 0.297 ** 0.174 * 0.085 0.196 * 0.124 0.038 0.218 ** p 0.033 0.000 0.027 0.282 0.013 0.118 0.628 0.006 Internet use r 0.260 ** 0.463 ** 0.143 0.154 0.380 ** 0.237 ** 0.168 * 0.275 ** p 0.001 0.000 0.071 0.052 0.000 0.002 0.034 0.000 Management support r 0.195 * 0.232 ** 0.042 0.106 0.150 0.147 0.173 * 0.107 p 0.013 0.003 0.596 0.182 0.058 0.062 0.028 0.179 Financial support r 0.134 0.433 ** 0.115 0.082 0.251 ** 0.169 * 0.047 0.140 p 0.091 0.000 0.146 0.300 0.001 0.032 0.551 0.077 Organizational support r -0.011 0.222 ** 0.060-0.031-0.002 0.016-0.079 0.038 p 0.891 0.005 0.448 0.694 0.980 0.840 0.319 0.635 Availability r 0.210 ** 0.288 ** 0.194 * 0.152 0.165 * 0.091 0.107 0.230 ** p 0.008 0.000 0.013 0.055 0.036 0.250 0.177 0.003 Belief in the effectiveness r -0.021 0.268 ** 0.024-0.097 0.105-0.024-0.075 0.095 p 0.790 0.001 0.763 0.219 0.183 0.761 0.345 0.230 DISCUSSION AND CONCLUSION The aim of this study was to determine the Relationship between Management Information Systems and Decision-making Process of managers in Youth and Sport, West Azerbaijan Province, Iran. The results showed that there was a significant and positive relationship between management information systems and decision-making process. Also, there was a significant and positive relationship between the familiarity with management information systems with components of precision, control, social resistance, optimization and instinct. But there was no significant relationship between the familiarity with management information systems with components of indecision and principale that was in line with researches of Jinkyu et al (2011) that studied under the theory of management information systems and its position in the field of disaster management, support functions, user satisfaction and the three dimensions of information, service and quality with the aim of using these systems. Considering the above significant relationship, it is seemed that how much managers be more familiar with the information systems and have trained necessary tranings, the managers will make decisions more efficiently and with fewer errors. Other findings showed that there was significant relationship between familiarity with the use of MIS and managerial decisionmaking process. Also, there was a significant and positive relationship between MIS application with components of precision and social resistance. But, there was no significant relationship between familiarity with MIS application with components of control, optimization, instinct, indecision and in principle that was in line with the results of Jinkyu et al (2011) that studied under the theory of management information systems and its position in the field of disaster management, support functions, user satisfaction and the three dimensions of information, service and quality with the aim of using these systems. Considering the above significant relationship, it is seemed that how much managers be more familiar with the information systems and have trained necessary tranings, the managers will make decisions more efficiently and with fewer errors. there was a 31
significant and positive relationship between familiarity with computer applications with components of precision, controls, social resistance and instinct. But the familiarity with computer applications with components of indecision, optimization and research principles that was in line with findings of Jinkyu et al (2011) that studied under the theory of management information systems and studied its position in the field of disaster management, support functions, user satisfaction and the three dimensions of information, service and quality with the aim of using these systems. Considering the above significant relationship, it is seemed that how much managers be more familiar with the information systems and have trained necessary tranings, the managers will make decisions more efficiently and with fewer errors. there was a significant and positive relationship between familiarity with internet applications with decision-making process of managers. There is a significant positive relationship between familiarity with Internet applications with components of precision, social resistance, optimization, basic and instinct. But there was no relationship between the familiarity with Internet applications and components of control, indecision that was in line with findings of Jiang and Bygreve (2013) in a study examined management and understanding the quality of IT services. Considering the above significant relationship, it is seemed how much managers be familiar with applications of global communication systems and passsed specialized courses can make communication and coordination with other organizations and their staff and play an important role to take important decisions in the development of the organization. There was a relationship between management support and management decision-making process. There was a significant and positve relationship between the management support with components of precision and principles. But there was no significant relationship between the familiarity with management support with components of indecision, control, social resistance, optimization and instinct that was consistent with the researches of Sorensen et al (2010) that analyzed the system boundaries and processes associated with the decision to new agricultural management that is needed to modeling of specialized Information. Considering the significant relationship seems how much the support of staff and subordinate be more, and managers should mention more familiar mechanisms and pass specialized courses in the field during their setter and can use it in manufacturing and storing information for better management of their subordinates and encourage their staff in organization. There is singnific relationship between financial support and management decision-making process. Also, there is a significant and positive relationship between familiarity with financial support with components of precision, social resistance and optimization. But there was no significant relationship between the familiarity with financial support and components of indecision, in principle, control, and instinct that was not consistent with the research of Sorensen et al (2010) that analyzed the system boundaries and processes associated with the decision to new agricultural management that is needed to modeling of specialized Information. This discrepancy may be due to differences in population research. Therefore, given that there is no significant relationship between the above relationship, it would seem that the above factors have an impact on decision-making managers and plays least important from the perspective of employees in decision-making and operations of managers. So, managers can work and have more participation in other fields. Also, there is relationship between organizational support and decision-making process of managers. There was significant relationship between the organizational support with precision component. But there was no significant relationship between familiarity with the organizational support and component of the doubt and indecision, control, social resistance, optimization, instinct that was not consistent with the research of Sorensen et al (2010) that analyzed the system boundaries and processes associated with the decision to new agricultural management that is needed to modeling of specialized Information. This discrepancy may be due to differences in population research. Therefore, given that there is no significant relationship between the above relationship, it would seem that the above factors have an impact on decision-making managers and plays least important from the perspective of employees in decision-making and operations of managers. So, managers can work and have more participation in other fields. Also, there is relationship between availability and decision-making process of managers. 32
There was a significant and positive relationship between the availability with components of precision, control, social resistance and instinct. But there was no significant relationship between familiarity with the availability with the components of doubt and indecision, optimization and in principle that was in line with findings of Jiang et al (2013) in a study entitled management and understanding the quality of IT services. Considering the significant relationship seems how much the information is available to managers and managers be familiar with mechanisms and techniques and pass skills required in the field of information systems to make decisions about programs related to their jobs, Employees and his subordinates and provide regular help in managing the organization to managers. There was significant relationship between belief in the effectiveness of managers and decision-making process. There was a significant and positive relationship between the belief in the effectiveness and precision components. But there was no significant relationship between the belief in the effectiveness and components of doubt and indecision, in principle, control, social resistance, optimization and instinct that was consistent with the research of Sorensen et al (2010) that analyzed the system boundaries and processes associated with the decision to new agricultural management that is needed to modeling of specialized Information. Therefore, given that there is no significant relationship between mentioned relationship, It would seem that the above factors have no impact on decision-making of managers and plays least importance to the views of staff in decision-making. So, managers can have more emphasis and activities in other areas. So, in order to transit from traditional management and survival of the organization, managers should change its management practices to create deep and fundamental changes. Changes in attitudes to human resources can be a good result for managers and organizations. All the issues discussed in any organization is related to human force. Look to human resources as human capital is one of organization's success. In this regard, organization looks to each employee as an asset that will result in the development of rational and effective decisions, effective and entrepreneurial spirit of it. A prerequisite for competitiveness and continued profit is increasing attention to human resource by managers, which are the main assets of the pillars of the organization. If the attention and education in the field of information systems increase, the decision-making process will be modified and this will be unseen force to further success of the organization. Conflict of interest The authors declare no conflict of interest REFERENCES Atai M, 2010. Multi-criteria decision. Shahrood, Precision publication. Gholipour R, 2009. Decision in executive management, Tehran, Heydari publication. Jiang, Bygreve W, 2013. The portable NBA in entrepreneurship. N.Y. john wiley & sons inc. Jinkyu l, Nitesh H, Jing Y, Marijn J, 2011. H.R. group. Value and intention to use-a study of multi-agency disaster. Management information systems for public safety. deeision support systems. 50 (2): 404-414. Morhed, Griffin, 2007. Organizational behavior, translated by Mehdi Alvani, Gholamreza Memarzadeh. Tehran, Gulshan publication, twelfth edition. Taleghani M, 2003. Engineering and information Management, Rasht, Gil inscription publication. 33