This paper aims to explore Computer-Based Information Systems' (CBIS) use in manufacturing firms at different levels of management. For this purpose, the data was collected from 26 manufacturing organizations in Punjab. The results indicate that there is a difference in use of CBIS among managers at different levels of management as, middle-level managers are the heaviest users with an average weekly use of 33 h. Lower and top-level mangers were using CBIS for 31 h and 26 h per week, respectively. The results suggest that CBIS users in the manufacturing industry relied more on word processors, spreadsheets and the Internet for carrying out their jobs as compared to using database applications. CBIS is mainly used for automating the routine tasks and for supporting decision making. There is a significant difference in satisfaction level of users across different levels.

Conventional models in the history of Management Information System (MIS) suggest that applications progressed from early attempts to automate defined business processes without making noteworthy changes to the business itself, to the increasing complexity of applications involving integration of processes and functions and leading to the transformation of business itself (Nolan, 1983; and Galliers and Sutherland, 1991). Early applications in these models provided required payback by reducing the costs of the processes automated by the use of technology. Later on, the deployment of technology was based on adding value or gaining advantage over competitors (Porter, 1985). Transactional efficiency achieved by the enterprise in terms of faster cycle time, lower direct costs and increased accuracy, not only affected process performance, but also leveraged extended impact in the organization. Ranganathan and Kannabiran (2004) argue that organizations are turning to Information Systems (IS) for improving their competitiveness and overall business performance.

McFarlan (1984) argued that computer-based technology is moving from a strictly supporting role in the back office to offering new competitive opportunities. Companies can use this technology to build a barrier to entry, to build in switching costs and even to completely change the basis of competition. It is important for executives to assess where it fits in their companies, since in some cases, it appropriately plays a support role and can add only modest value, while in other settings it is at the core of their competitive survival.

Management Research Journal, Computer-Based Information Systems, CBIS, Management Information System, MIS, Information Systems, IS, Information Technology, IT, Small and Medium Enterprises, SMEs, ERP System Investments, Human Resource, HR, Decision Making Process, Business Planning, Computer-Based Applications, Database Applications.