Question 1

Decision Support Systems (DSS): simulating scenarios by changing parameters and assumptions is commonly called what?

Accepted Answer

Introduction / Context: Managers often want to understand how outcomes change if key drivers move up or down. Decision Support Systems include interactive tools to vary inputs and immediately see projected impacts on KPIs such as profit, service levels, or risk. This capability underpins planning, budgeting, and sensitivity analysis across industries. Given Data / Assumptions: We are discussing scenario exploration using models. Users manipulate parameters and observe recalculated results. The goal is insight, not automated learning. Concept / Approach: “What-if analysis” refers to varying inputs to a model to see effects on outputs. It differs from exception reporting (flagging out-of-range values) and from artificial intelligence (learning or optimization). While the activity could be described as computer-assisted experimentation, the standard term in DSS and spreadsheet modeling is “what-if analysis.” Step-by-Step Solution: Identify the task: change parameters → recompute outcomes.Map to common DSS/spreadsheet terminology: what-if analysis.Select the corresponding option. Verification / Alternative check: Business analytics texts and spreadsheet software (e.g., goal seek, data tables, scenarios) label this capability as what-if analysis. Why Other Options Are Wrong: Artificial intelligence: focuses on learning/heuristics, not simple parameter sweeps. Exception report: monitoring deviations, not scenario modeling. Computer assisted experimenting: descriptive phrase, but not the standard term. Common Pitfalls: Confusing what-if with optimization; what-if explores, while optimization searches for the best set of inputs. Final Answer: What if analysis

Question 2

IT careers: with only a high-school diploma, which role listed below is least likely to be attainable without further specialized education or training?

Accepted Answer

Introduction / Context: Entry requirements vary across information-related roles. Some jobs emphasize accuracy and procedures, while others demand formal training in algorithms, software design, and systems thinking. Understanding typical prerequisites helps learners plan appropriate education pathways. Given Data / Assumptions: The candidate has only a high-school diploma. We compare likelihood of employment across the listed roles in typical organizations. We assume no exceptional portfolio or certifications beyond secondary education. Concept / Approach: Programming positions generally require specialized education or demonstrable skill (degree, bootcamp, certifications, or substantial portfolio). Data-entry and basic operations roles may accept high-school graduates with on-the-job training. Librarian roles often require tertiary education in library/information science. Therefore, “programmer” is the least likely without further training, as it usually demands deeper technical competencies and problem-solving skills. Step-by-Step Solution: List roles by typical education requirement.Identify the role most associated with formal specialized training: programmer.Select “programmer” as least likely attainable with only high school. Verification / Alternative check: Job postings commonly request degrees or equivalent experience for programming roles, whereas data-entry and some operations positions list lower formal education thresholds. Why Other Options Are Wrong: Data-entry operator: often accessible with high school and training. Computer operator: sometimes accessible with high school plus vendor training. Librarian: typically requires a degree; however, compared with programmer, listings for librarian roles also require higher education—yet “programmer” demands specialized technical proficiency that is least likely without added training in most IT paths. Common Pitfalls: Assuming rare self-taught exceptions define the norm; while possible, they are not typical hiring baselines. Final Answer: programmer

Question 3

Distributed Data Processing (DDP): which of the following is NOT a common system configuration/topology used in DDP?

Accepted Answer

Introduction / Context: Distributed Data Processing (DDP) systems can be arranged using various network topologies that define how nodes connect and communicate. Knowing which terms denote topologies versus other system properties helps avoid confusion in design discussions and exam settings. Given Data / Assumptions: We distinguish network topology names from processing modes. Star, ring, tree, and bus are standard topology terms. “Realtime” describes timing constraints, not a physical or logical interconnection pattern. Concept / Approach: A configuration/topology specifies node-to-node connection geometry. Star centers on a hub; ring connects nodes in a closed loop; bus uses a shared backbone; tree is a hierarchy of branches. “Realtime” refers to systems that must respond within deterministic time bounds, which can be implemented on any of these topologies. Therefore, “realtime” is not a configuration. Step-by-Step Solution: List valid topologies: star, ring, tree, bus.Recognize “realtime” as a processing characteristic.Select “realtime” as the non-topology option. Verification / Alternative check: Networking texts categorize topologies separately from timing/processing styles, confirming this distinction. Why Other Options Are Wrong: Star/ring/tree/bus are canonical topologies widely used in distributed systems. Common Pitfalls: Mixing performance or timing requirements with topology terms; they are orthogonal design dimensions. Final Answer: realtime

Question 4

Research methods: which techniques can answer a descriptive “what?” question about a phenomenon or behavior in an information systems study?

Accepted Answer

Introduction / Context: In information systems and management research, different methods can address different questions. The descriptive “what?” question seeks to characterize behaviors, states, or outcomes—often a first step before tackling “why?” or “how?” Understanding which methods can provide valid descriptive answers improves research design and evidence quality. Given Data / Assumptions: We are focusing on descriptive questions (“what is happening?”). Multiple methodological tools are available, each with strengths and limitations. Results can be quantitative, qualitative, or mixed. Concept / Approach: Surveys (questionnaires) gather self-reported data from samples to describe opinions or behaviors. Observation records actual behavior or system states in context. Controlled experiments manipulate variables but also produce descriptive statistics about observed outcomes. Thus, each approach can produce legitimate answers to the “what?” question, although their inferential power differs for causality (“why?”). Step-by-Step Solution: Map “what?” → descriptive measures and summaries.Confirm that surveys, observation, and experiments all yield descriptive data.Select “All of the above.” Verification / Alternative check: Research methodology texts define descriptive statistics and exploratory analysis as outputs across these methods, validating the choice. Why Other Options Are Wrong: Choosing only one tool ignores that many methods can describe “what” is occurring. Common Pitfalls: Believing experiments are only for causality; they also generate descriptive insights about treatment and control groups. Final Answer: All of the above

Question 5

Management focus: complete the phrase—Critical _____ factors are those that are vital for a manager to contribute fully to organizational goals.

Accepted Answer

Introduction / Context: The concept of Critical Success Factors (CSFs) helps managers focus attention and resources on the few areas that must go right for the organization to achieve its mission. Identifying CSFs guides KPI selection, dashboard design, and prioritization of improvement projects in IT and business functions alike. Given Data / Assumptions: We are completing a management phrase used in planning and performance management. CSFs are tied to strategy and can cascade into measurable KPIs. The manager’s contribution is evaluated in relation to these factors. Concept / Approach: “Critical success factors” are the limited set of activities or conditions that have a disproportionate impact on outcomes. Examples include product quality, customer satisfaction, regulatory compliance, or cycle-time reduction, depending on the strategy. Properly defined CSFs inform information requirements for MIS/DSS so managers can monitor and act in these areas. Step-by-Step Solution: Recognize the standard term “Critical success factors.”Connect CSFs to goals, strategies, and KPIs.Select “success” to complete the phrase correctly. Verification / Alternative check: Management literature consistently uses “Critical Success Factors (CSFs)” to denote vital priorities for achieving objectives. Why Other Options Are Wrong: Tactical/decision/concise do not complete the standard phrase and would misrepresent the concept. “None of the above” is incorrect because “success” is the well-known completion. Common Pitfalls: Confusing CSFs with KPIs; CSFs are the focus areas, while KPIs are the metrics used to monitor those areas. Final Answer: success

Question 6

Management Information Systems (MIS):  Constraints on an MIS can come from multiple sources. In organizational practice, MIS constraints are imposed by which of the following stakeholder or context groups?

Accepted Answer

Introduction / Context: A Management Information System (MIS) operates within real organizational limits. These limits, or constraints, shape what the system can do, how it is designed, and how it evolves. Understanding the sources of MIS constraints helps students and practitioners plan realistic projects that balance functionality, cost, compliance, and stakeholder needs. Given Data / Assumptions: MIS supports decision-making, operations, and control. Constraints may be internal (people, policy, budget) and external (legal, market, technology ecosystem). We are choosing which groups impose constraints in practice. Concept / Approach: Constraints arise from three broad areas: management (strategic priorities, governance), finance (budget caps, ROI thresholds), and the external environment (laws, standards, competitors, suppliers, and technology availability). Any one area can limit scope or timing; together, they define the feasible design space for an MIS initiative. Step-by-Step Solution: Identify internal managerial constraints: policies, risk appetite, staffing, change management.Identify financial constraints: capital and operating budgets, cost-benefit tests, payback periods.Identify environmental constraints: regulation, data protection, market pressure, vendor roadmaps.Conclude that all listed sources impose constraints. Verification / Alternative check: Look at any MIS business case: it must secure managerial sponsorship, pass financial scrutiny, and comply with the external regulatory/market context. Failure in any one dimension blocks or reshapes the project. Why Other Options Are Wrong: The firm's managers: Correct but incomplete alone. The firm's finance: Correct but incomplete alone. The environment: Correct but incomplete alone. None of the above: Incorrect because constraints clearly exist from all three. Common Pitfalls: Focusing only on technical feasibility while ignoring budget cycles or compliance; underestimating change management driven by managerial culture. Final Answer: All of the above

Question 7

Managerial decision levels:  Lower-level managers typically make day-to-day ______ decisions to schedule, coordinate, and control specific operational tasks.

Accepted Answer

Introduction / Context: Organizations classify decisions by level: strategic (top), tactical (middle), and operational (lower). Matching decision type to managerial level clarifies information needs and the role of MIS and TPS (transaction processing systems) in daily work. Given Data / Assumptions: Focus is on lower-level managers (supervisors, line managers). Activities include scheduling, controlling, and coordinating routine tasks. We must choose the best single word to describe these decisions. Concept / Approach: Operational decisions are short-term, structured, and frequent. They rely on current, detailed data. They differ from tactical decisions (resource allocation over weeks or months) and strategic decisions (long-term direction). Step-by-Step Solution: Identify manager level: lower-level.Identify decision characteristics: day-to-day, scheduling, control.Map to decision type: operational. Verification / Alternative check: Operations management literature consistently labels short-horizon scheduling and control as operational decisions supported by TPS and MIS dashboards. Why Other Options Are Wrong: Decision: Too generic, does not specify type. Success: Not a decision category. Simulation: A technique, not a decision level. None of the above: Incorrect because “operational” is correct. Common Pitfalls: Confusing tactical with operational; tactical is medium-term planning, not daily control. Final Answer: operational

Question 8

Decision support concepts:  Sensitivity Analysis in management science and spreadsheets is the capability to perform which type of exploratory evaluation?

Accepted Answer

Introduction / Context: Sensitivity Analysis is a core feature of decision-support tools (for example, spreadsheets, DSS). It examines how outputs change when inputs vary, helping managers understand risk and key drivers before committing to actions. Given Data / Assumptions: We are identifying the commonly used term describing input variation experiments. Context includes budgeting, forecasting, pricing, and capacity planning. We seek the standard phrase used in DSS and spreadsheet software. Concept / Approach: “What-if analysis” lets users adjust assumptions (costs, volumes, rates) and instantly see new outputs. It contrasts with scenario analysis (bundles of assumptions) and goal-seeking (solve for input that achieves a target output). Step-by-Step Solution: Define sensitivity analysis: vary one or more inputs and observe output change.Map common label: “what-if analysis.”Confirm that other labels are nonstandard or ambiguous. Verification / Alternative check: Spreadsheet help and DSS textbooks universally use “what-if” to describe sensitivity experiments like data tables and parameter sweeps. Why Other Options Are Wrong: If-so / What-then / And-or: Not standard terms for sensitivity analysis. None of the above: Incorrect because “what-if analysis” is precisely correct. Common Pitfalls: Changing multiple variables simultaneously without tracking which driver matters most; failing to record baseline assumptions. Final Answer: What-if analysis

Question 9

Product responsibility in consumer-goods firms:  A person who holds end-to-end responsibility for a product line (for example, a new instant coffee) in a firm is commonly called a:

Accepted Answer

Introduction / Context: In fast-moving consumer goods (FMCG), ownership of a product's strategy, positioning, and performance is crucial. Different managerial titles exist, but one is particularly associated with stewarding a branded product's lifecycle and market success. Given Data / Assumptions: Example domain: a new instant coffee product. We want the role charged with positioning, pricing, promotion, and P&L influence. We distinguish between project execution and ongoing product stewardship. Concept / Approach: A brand manager in FMCG owns the brand's equity, market strategy, and in-market performance. They coordinate R&D, supply chain, sales, and advertising, ensuring the product meets consumer needs and financial goals. A project manager manages timelines/resources for specific initiatives; a development manager focuses on R&D; a “market manager” is vague and not a standard title tied to a specific product brand. Step-by-Step Solution: Identify the industry archetype: FMCG brand stewardship.Map responsibilities: positioning, promotions, portfolio choices.Select the role that owns the brand P&L influence: brand manager. Verification / Alternative check: Job descriptions for brand managers at FMCG companies consistently list responsibility for product strategy, advertising, pricing, and cross-functional leadership. Why Other Options Are Wrong: Project manager: Drives schedules, not brand strategy. Development manager: Focused on technical development, not full market stewardship. Market manager: Ambiguous, not the standard owner of a specific brand. None of the above: Incorrect because brand manager fits best. Common Pitfalls: Assuming product and project management are interchangeable; they overlap but have distinct scopes. Final Answer: brand manager

Question 10

Common subsystems across functional information systems:  Which subsystem consistently appears in each functional information system within an organization?

Accepted Answer

Introduction / Context: Functional information systems (marketing, finance, HR, production) share architectural building blocks. Recognizing the subsystem common to all of them clarifies how data is captured, stored, processed, and presented regardless of the business domain. Given Data / Assumptions: Each functional system collects inputs, processes them, and produces outputs (reports, dashboards, transactions). We need the subsystem that is universal across functions. Some subsystems are function-specific (for example, environmental scanning is prominent in marketing). Concept / Approach: The information processor subsystem refers to the core capture-process-store-deliver pipeline that every functional system needs. Internal accounting is a finance-specific function; environmental intelligence is more typical in marketing/strategy; system analysis is a lifecycle activity, not a runtime subsystem present in every functional module. Step-by-Step Solution: List universal needs: input processing, data storage, output/reporting.Map to subsystem that performs these tasks: information processor.Eliminate function-specific or lifecycle-only subsystems. Verification / Alternative check: Textbook architectures show each functional system with a processing core plus domain-specific logic; the processing core is the common denominator. Why Other Options Are Wrong: Internal accounting: Domain-specific to finance. Environmental intelligence: Emphasized in marketing/strategy, not universal. System analysis: Project/SDLC activity, not a standard operational subsystem. None of the above: Incorrect because “information processor subsystem” is correct. Common Pitfalls: Confusing development activities (analysis) with operational subsystems; conflating function-specific analytics with universal processing. Final Answer: information processor subsystem

Question 11

Systems architecture:  Which component is properly considered the interface between functional applications and the organization’s database layer?

Accepted Answer

Introduction / Context: Applications should not access physical data files directly. Instead, a specialized layer mediates access, enforces integrity and security, and provides query services. Identifying this interface layer is foundational to understanding system architecture. Given Data / Assumptions: Functional applications need standardized, secure data access. The database is a coordinated set of integrated files (tables, indexes, catalogs). We must select the software layer designed for this mediation role. Concept / Approach: The Database Management System (DBMS) is the canonical interface: it offers SQL, transaction management, concurrency control, recovery, and security. MIS and DSS are application categories that sit above the DBMS; “data-processing systems” is a broad term that may include non-database batch jobs. Step-by-Step Solution: Identify access mediator: DBMS.Exclude higher-level application classes (MIS, DSS) that consume DBMS services.Exclude vague processing labels that do not define the interface. Verification / Alternative check: Standard architectures: applications → DBMS → storage subsystem. DBMS exposes APIs/SQL, catalogs, and drivers. Why Other Options Are Wrong: Management information systems / Decision-support systems: Consumers of data, not the interface layer. Data-processing systems: Too generic; can be file-based or non-database. None of the above: Incorrect because DBMS is correct. Common Pitfalls: Bypassing the DBMS with ad hoc file access, leading to integrity and security problems. Final Answer: data-base management systems

Question 12

Careers in information systems:  Which of the following statements about information-system careers (historically, especially during the rapid expansion era) are true?

Accepted Answer

Introduction / Context: Information-system (IS) roles expanded rapidly with the diffusion of computing. Understanding historical drivers of demand helps explain why organizations invested heavily in personnel and systems during the 1980s–1990s growth period. Given Data / Assumptions: The context reflects historical trends (1990s era) often discussed in MIS curricula. Hardware cost declines and PC/network proliferation fueled adoption. We are selecting which statements were broadly true in that period. Concept / Approach: As hardware costs fell and capabilities increased, organizations computerized more functions, boosting demand for IS specialists (analysts, developers, DBAs, network admins). Claims that any career is “recession-proof” are overstated; downturns reduce hiring even in technology fields. Step-by-Step Solution: Evaluate (a): Declining hardware cost → more systems → more staff. Reasonable historically.Evaluate (b): Hiring booms in IS during the 1990s were widely reported. Reasonable as a comparative statement for that era.Evaluate (c): “Recession-proof” is too absolute; economies impact tech hiring.Choose the combined option: both (a) and (b). Verification / Alternative check: Historical accounts note PC revolution, client-server adoption, Internet growth, and ERP deployments driving IS headcount. Why Other Options Are Wrong: (a) alone or (b) alone: Incomplete given both trends. (c): Overgeneralization; tech is cyclical. None of the above: Incorrect because (a) and (b) were true historically. Common Pitfalls: Assuming historical statements apply unchanged today; labor markets evolve with cloud, automation, and macroeconomics. Final Answer: both (a) and (b)

Question 13

Purchasing subsystem procedures:  Within a typical purchase order system, which of the following procedure sets commonly exist as integrated components?

Accepted Answer

Introduction / Context: Procure-to-pay (P2P) systems automate purchasing from requisition through payment. Knowing the standard procedure sets helps analysts design integrations and internal controls that reduce errors and cycle time. Given Data / Assumptions: We are considering a purchase order (PO) system as part of P2P. Common modules include authoring POs, receiving goods, and paying suppliers. We must decide which listed procedures are present. Concept / Approach: A PO system often includes automatic PO creation (from approved requisitions or contracts), receiving (three-way match of PO, receipt, invoice), and accounts payable (invoice processing, payment runs). These components ensure control and auditability. Step-by-Step Solution: Confirm automatic PO writing: supported via catalogs and contract pricing.Confirm receiving: records quantities, quality checks, and delivery dates.Confirm accounts payable: matches invoices to POs/receipts, schedules payment.Therefore, select “All of the above.” Verification / Alternative check: ERP suites (for example, SAP, Oracle) bundle these modules in their purchasing/finance components. Why Other Options Are Wrong: Any single module alone is incomplete; robust PO systems integrate all listed procedures to enforce controls. Common Pitfalls: Bypassing three-way match, which increases risk of overpayment or fraud; poor master data causing mismatch exceptions. Final Answer: All of the above

Question 14

Corporate modeling languages (CMLs):  Which single capability below is a core function commonly provided by corporate modeling languages?

Accepted Answer

Introduction / Context: Corporate modeling languages (CMLs) and modeling tools help analysts describe business structures, processes, and rules. They focus on representation and analysis, not on low-level system administration or direct manipulation of live production data. Given Data / Assumptions: We want the primary capability that such languages typically offer. Non-core system-level tasks (drivers, routing, spooling) are outside the modeling scope. Direct DML against production databases is not a standard modeling language feature and would violate separation of duties. Concept / Approach: Modeling languages provide constructs to define models (entities, relationships, flows, constraints) and support editing, analysis, and reporting. They are used to communicate and test designs before implementation in operational systems. Step-by-Step Solution: Identify the core: representing the business via formal models.Eliminate options that are operational IT functions (drivers, routing, printing).Eliminate direct SQL DML execution, which belongs to database tools, not modeling languages.Select “model definition.” Verification / Alternative check: Popular modeling standards (for example, BPMN, UML, ArchiMate) emphasize definition and visualization of models rather than executing database commands or managing infrastructure. Why Other Options Are Wrong: Direct SQL DML: A database operation capability, not CML. Device drivers / Packet routing / Printer spooling: System or network administration functions, unrelated to corporate modeling. Common Pitfalls: Expecting modeling tools to act as ETL or admin utilities; keep design and execution roles separated for safety and governance. Final Answer: model definition

Question 15

Database software role definition:  A _____ is a software program that serves as the interface between application programs and a coordinated, integrated set of files known collectively as a database.

Accepted Answer

Introduction / Context: Applications rely on a specialized software layer to access, manage, and safeguard organizational data. Correctly naming this layer is foundational to understanding information system architecture and responsibilities. Given Data / Assumptions: We need the term for software mediating between applications and the database. The database is an integrated collection of files with schemas, constraints, and indexes. The interface layer handles queries, security, and transactions. Concept / Approach: A Database Management System (DBMS) provides Data Definition Language (DDL) and Data Manipulation Language (DML), enforces integrity, controls concurrency, and recovers from failures. It exposes uniform access (for example, SQL) to varied storage and indexing strategies. Step-by-Step Solution: Identify the mediation tasks: query processing, security, transaction control.Map these tasks to the standard term: DBMS.Eliminate unrelated or broader system categories. Verification / Alternative check: Reference architectures show: Application → DBMS → Storage. The DBMS provides catalogs, optimizers, and logging to guarantee ACID properties. Why Other Options Are Wrong: DDS: Ambiguous; not the standard umbrella term. MIS: An application class built on top of a DBMS. Control: Not a recognized product category for database mediation. None of the above: Incorrect because DBMS is correct. Common Pitfalls: Confusing MIS (information reports) with the underlying DBMS; they operate at different layers. Final Answer: DBMS

Question 16

In MIS governance and organization structure: the executive vice-president (EVP) usually has primary responsibility for which part of the firm's system architecture (choose the best fit)?

Accepted Answer

Introduction / Context: In Management Information Systems (MIS) and organizational design, it is common to distinguish between a firm’s physical system (people, machines, facilities, networks) and its conceptual information system (policies, procedures, data definitions, decision rules). The question asks which sphere typically falls under the purview of the executive vice-president (EVP), a senior line executive responsible for day-to-day operations. Given Data / Assumptions: The EVP is a top operational leader focused on execution. The conceptual information system (methods, accounting rules, policies) is set collaboratively by executives, but not solely operationally owned. The vice-president of finance (a role, not a “system”) cannot be the object a senior executive is “responsible for.” Concept / Approach: The EVP is commonly accountable for the physical realization of strategy: production assets, logistics, staffing levels, service delivery, and the supporting technology platforms that enable operations. The conceptual layer (methods, standards, and policies) is typically codified by governance bodies and domain executives (CIO/CFO/CHRO) and approved by the CEO/board. Step-by-Step Solution: Identify what an EVP controls directly: plants, equipment, workforce, operating schedules, and enabling infrastructure.Map those responsibilities to the MIS distinction: these elements are “physical system.”Eliminate choices that are roles (not systems) or that imply universal responsibility for all domains. Verification / Alternative check: Organizational charts and RACI matrices place operational accountability (A) for facilities, production, and service delivery with the EVP/COO, while policy and architectural standards are shared or led by specialized executives (CIO/CFO), confirming the match with the physical system. Why Other Options Are Wrong: the conceptual information system of the firm: this is defined and governed cross-functionally and not solely owned by the EVP.the vice-president of finance: a person/role, not a “system.”All of the above / None of the above: both overbroad or contradictory given standard governance. Common Pitfalls: Confusing “ownership” of policies with accountability for implementing them; EVPs implement within the physical system but do not unilaterally define all policies. Final Answer: the physical system of the firm

Question 17

What does a Management Information System (MIS) consist of? Choose the most accurate description of its scope and components.

Accepted Answer

Introduction / Context: A Management Information System (MIS) is much more than computer hardware. It blends people, processes, data, and technology to produce timely, accurate, and relevant information for managerial decision-making. The stem lists only hardware components, so we must decide whether that captures a full MIS. Given Data / Assumptions: MIS supports planning, control, and decision-making across the enterprise. Complete MIS scope includes people (users, analysts), procedures (policies, workflows), data (master and transactional), and technology (hardware, software, networks). Options offered list only hardware subsets. Concept / Approach: Classic MIS definitions emphasize an integrated socio-technical system. While hardware is necessary, an MIS also requires software (applications, DBMS), data models, controls, training, and governance. Therefore, any option restricted to hardware cannot be accurate for what an MIS “consists of.” Step-by-Step Solution: Compare each option’s scope (hardware pieces) to MIS scope (people, process, data, technology).Recognize the omission of software, data governance, and procedures in the listed choices.Conclude that none of the hardware-only descriptions are sufficient. Verification / Alternative check: Any MIS textbook will describe MIS as a combination of human and technical subsystems; hardware-only definitions are explicitly rejected in standard curricula. Why Other Options Are Wrong: the central processing unit only: excludes all other essential elements.the CPU and input/output units only: still hardware-only and incomplete.the CPU, input/output, and storage units only: omits software, data, procedures, and people.All of the above: aggregates incomplete definitions; still wrong. Common Pitfalls: Equating MIS with “the computer”; always remember the human and procedural components that transform data into actionable information. Final Answer: None of the above

Question 18

Accounting information systems: which files are typically required to maintain general ledger (GL) records in a computerized environment?

Accepted Answer

Introduction / Context: General ledger (GL) systems consolidate financial data from subledgers and operational modules. To keep GL accurate and auditable, several master and transaction files are maintained. The question asks which files are part of this ecosystem. Given Data / Assumptions: We consider common GL components in integrated accounting systems. Inventory balances may feed cost of goods sold, valuation, and adjustments. Chart of accounts defines the valid accounting structure. Detail postings (journal entries) feed balances and trial balances. Concept / Approach: A GL relies on a chart of accounts (master reference), detail postings (journal entries by period and account), and often connects to inventory (for valuation and periodic close). Therefore, all listed files are relevant in maintaining GL records—either directly in the GL module or via integrated subledgers. Step-by-Step Solution: Identify core master data: chart of accounts file.Identify transactional detail: detail postings file.Identify connected subledger: inventory file contributing to GL via postings.Select the inclusive option. Verification / Alternative check: ERP suites show GL with a COA master, journal tables, and inventory subledger integration; this mirrors the three files mentioned. Why Other Options Are Wrong: Any single file alone cannot maintain a compliant GL; all are needed in an integrated system.None of the above contradicts standard accounting practice. Common Pitfalls: Treating subledgers (like inventory) as optional inputs; for accurate financials, subledger postings must reconcile with the GL. Final Answer: All of the above

Question 19

Organizational systems view: within a firm, a computer belongs to which system category under the MIS framework?

Accepted Answer

Introduction / Context: MIS literature distinguishes between the physical system (tangible resources like hardware, people, and facilities) and the conceptual system (policies, procedures, data definitions, information flows). This question asks where a computer fits in that taxonomy. Given Data / Assumptions: A “computer” is a tangible asset: CPU, memory, storage, and peripherals. Conceptual elements are intangible: rules, models, and processes. We classify by the dominant characteristic. Concept / Approach: A computer is a physical resource that enables information processing. While it executes conceptual rules via software, its classification as an object is physical. Therefore, under MIS system categories, it belongs to the physical system of the firm. Step-by-Step Solution: Identify the artifact in question (computer) as tangible hardware.Compare with conceptual elements (methods, procedures) and note the difference.Select “physical system.” Verification / Alternative check: Asset registers and ITIL configuration management treat computers as physical configuration items; this aligns with the physical classification. Why Other Options Are Wrong: conceptual system: comprises rules and processes, not hardware objects.both / neither: overcomplicate or negate an unambiguous classification. Common Pitfalls: Confusing the use of a computer to implement conceptual rules with the classification of the device itself. Final Answer: physical system

Question 20

Operations research tools: identify a linear programming (LP) software package known historically for solving large-scale LP problems.

Accepted Answer

Introduction / Context: Linear programming (LP) is a fundamental technique in operations research for optimizing an objective subject to linear constraints. Over the years, various software packages—commercial, academic, and government—have implemented simplex and interior-point methods suitable for large-scale problems. The question asks you to pick one LP-specific package from the given list. Given Data / Assumptions: We look for software with “LP” focus in name and functionality. Large-scale context implies efficient algorithms and numerics. Options include names with varied domains; only one clearly references LP. Concept / Approach: Packages historically tailored to LP often include “LP” in their product names (for example, PDQ/LP, LINDO, CPLEX). Among the options, PDQ/LP explicitly denotes a linear programming tool. The other names could refer to different modeling or simulation tools and do not unambiguously indicate LP specialization from the stem alone. Step-by-Step Solution: Scan the options for LP-specific nomenclature.Identify PDQ/LP as the clear LP package.Select PDQ/LP as the correct answer. Verification / Alternative check: Historical OR/MS references and course syllabi list LP-oriented packages; names featuring “LP” typically indicate linear programming functionality. Why Other Options Are Wrong: MIDAS-2 and OPHELIE II: may be tools in other domains; the stem provides no clear LP identification.All of the above / None of the above: not supported; at least one LP package is present. Common Pitfalls: Assuming every unfamiliar software name is LP-capable; always match the domain indicated by naming and context. Final Answer: PDQ/LP

Management Information Systems Questions