Page 57 - Information Management 3rd Edition

Chapter 3 – Managing Information
formulate what is to be achieved, and information is instrumental to this
exercise.
– Gather all the relevant information. Information must be collected about
the past, present and future. Based on the information collected and assumptions about the possible course of the future, different alternatives can be identified for the achievement of the set goals.
– Analyse and consider the alternatives. It is necessary to determine whether the information is complete and accurate. If decisions must be made based on assumptions and probabilities, it is necessary to ensure that the predictions are realistic.
– Make a final decision. A decision should be made between the alternative scenarios as described by the various information sets and a final plan
Pshouldberdecidedeupon. -pub • The role of information in organising
The basic procedure for organising is described below. Once again, look at how
heavily the organising function leans on information.
– – – – – –
• The role of information in leading
To be an effective manager who will also provide the leadership in the
Collect all the necessary information about the business. Analyse the information about the business.
Divide all the activities of the business into departments.
Divide the
Assign authority and responsibility.
Make the required facilities available and arrangements known.
activiti
.
es of each
section
into tasks
business, information is of utmost importance. The provision and transfer of
copy
information will naturally play a very important role. Effective communication
(as part of leading) means the correct transfer of information from one person
to another person or people. This transfer of information is not only of
internal importance, but it is also important when information is transferred from or to external sources. It is important to note that information is not only transferred vertically, but also horizontally. The flow of information is consequently of cardinal importance in the achievement of goals, since the flow of information can be hampered in certain circumstances by workers or managers. Delegation (as a task of leading) can only be effective if complete and accurate information is provided to the one being delegated to.
• The role of information in control
During business operations, information is collected about what is going on. Much of this information is needed for task control. The primary purpose of information about operating performance is to alert the manager about the possible need for corrective action. Therefore, the manager must receive information promptly enough to be able to act. The information should also be structured so that the need for possible action is red flagged. From various sources it can thus be seen that an effective information management system will facilitate control.
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