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Track employee locations Essay After the deployment of AD it will benefit the users in maintaining a better security with a single sign on user ID and password. It will also help the administrator in maintaining the system policies. EIS will be on top of the system and it will help in smooth functioning, better backup policies, disaster recovery, security etc. By the end of the development, an end user has created a custom information system geared to its own business and that of its customers. The reporting systems generated an EIS software is not only pleasing to look at but easy to use. It allows top-level executives who dont have time to hold weekly meetings or spend time developing complicated reports to get a window on the information they need to run their businesses effectively. The flexibility of EIS programs allows databases across the entire enterprise to be accessed from departments ranging from distribution to human resources. One of the latest developments in EIS software has been its ability to connect to the Internet. This allows executives of international companies to remotely access all databases across the entire organization by simply using a Web browser. Nearly all the industries middle and upper managers now have access to Executive Information Systems (EIS) that were once reserved for high corporate officials. The systems, which afford executives immediate access to needed information, have become ubiquitous throughout such areas as human resources, claims, and sales and marketing. While the majority of insurers use EIS for data-related activities, use EIS to track employee locations as well as other functions. Although Executive Information Systems were originally conceived as a means to give top corporate brass fingetrip access to up-to-date company information, the systems are being increasingly utilized by upper and middle managers as well. These sorts of capabilities historically have just been in the executive suites. Now companies are trying to get this information out to the front lines. The underwriters and sales force managers have it. Its much more front-line focused, he noted. Most companies use EIS to gather data in any number of areas including marketing, sales, claims or human resources. That information is then compiled into a single database from which relevant information can be retrieved. EIS is an especially useful tool for companies who want to focus on improving service levels and marketing while reducing costs. This is driving the need for EIS or decision support type systems. People are looking increasingly at process reengineering. They cant really improve things they cant measure. EIS systems allow them to measure. They can look at what their goals are what their key performance indicators are, and can manage them over time. Many company, use EIS to track employee locations, and also use the system to track specific information concerning sales and claims management. (Dyment, J. J. 1999, pages 20-26. ) Nearly all the industries middle and upper managers now have access to Executive Information Systems (EIS) that were once reserved for high corporate officials. The systems, which afford executives immediate access to needed information, have become ubiquitous throughout such areas as human resources, claims, and sales and marketing. While the majority of insurers use EIS for data-related activities, use EIS to track employee locations as well as other functions. (Eden, C. and Ackermann, F. (1992), pp53-77) The evolution in computerized information systems can be viewed from the viewpoint of the end user and the direction in which information is flowing. If we ask the question For whom is this new information system primarily being developed? we find that early systems were designed primarily for operating personnel generally to communicate among themselves. Only recently have the needs of the executive been addressed. Even in recently developed EIS the information flow is primarily tactical information taken from the operating levels and sent up the ladder to the executive. In the future we see more emphasis on strategic information and more information flow between executives and from the executive down to the operating level. (H. Watson, R. Rainer, and G. Houdeshel, 2002, page 34. ) The majority of information systems developed in the past have been primarily to support operational functions in the organization. Examples are accounting systems to help keep the books of the corporation, and personnel/ payroll systems to automate payroll processing and assist human resource personnel in maintenance of employee records. Of course senior managers sometimes receive reports from these systems but the reports are usually hard copy printouts of extensive amounts of data or summarized reports prepared by lower-level managers or staff. (Damodaran, A. 2001, page 5. ) Early EISs were primarily on-line management reporting systems which provided the same reports, but via a terminal or workstation, perhaps with some color graphics. The first generation of EISs really consisted of colorful computerized briefing books or report books with little value added when compared with their hard copy counterparts. Many of these rudimentary systems (some estimates range as high as 70 percent) were abandoned after several months of usage because of the high cost of the computerized system when compared with the same paper-based system. Other reasons cited for abandoning these systems are High maintenance cost, sometimes requiring one support person for every three executive users †¢ User interfaces not customized to the individual executives and therefore not appealing †¢ Canned systems which were not developed for the individual and therefore do not provide information really needed by the executive (Duncan, K.and K. Moores. 1999) The new generation of EISs currently entering the market still addresses information flow from the operating to the executive level; however, these systems are adding more value to the data, and they are beginning to address strategic, mission-critical information. Rather than simply providing senior executives an electronic report book with unassisted drill-down to layers of underlying canned data, these new systems provide automated analysis tools which help executives convert raw information into knowledge that can be acted upon (Watson, H.J. , R. K. Rainer, C. Koh 1998). Examples of these new analysis tools include monitors which automatically highlight data values that are outside of preset trigger points, and use of artificial intelligence (AI) technology to explain underlying information relationships. For example, the executive may turn on the system in the morning and begin to review information automatically downloaded to the system overnight. The EIS alerts him or her that the end-of-quarter financial results for Far East operations have just been transferred from overseas to the database. The executive chooses to review that information first, and a highlighted monitor brings to his/her attention total Far East operating expenses, which are much higher than planned. Rather than drilling down and aimlessly wandering around in massive amounts of underlying data, the new generation system allows the executive to ask, why are total Far East operating expenses so high?