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8/6/2019 Importance of Information Management Edit
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NEED FOR INFORMATIONMANAGEMENT
COACH: M.KULOTHUNGAN
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2
What Do Managers Do?Functional Approach
Planning Defining goals, establishing strategies to
achieve goals, developing plans tointegrate and coordinate activities.
Organizing Arranging and structuring work to
accomplish organizational goals.
Leading
Working with and through people toaccomplish goals.
Controlling
Monitoring, comparing, and correctingwork.
Information Is A Must To Perform All 4 Functions Above
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3
Management Functions
Information Is A Must To Perform All 4 Functions Above
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One Of The Key Management Roles Is MaintainingAnd Transferring Information
Mintzberg concluded that managers perform10 different but highly interrelated roles.
These 10 roles can be grouped under threeprimary headings:
Interpersonal relationship
Figureheads & Leaders
The transfer of information
Decision making
Initiate Activities; Handle Disturbances;
Allocate Resources; Negotiate Conflicts
Receive; (Manage), Disseminate Crit ical
Info
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The Informational Roles Include
Three RolesRole Description Identifiable
Activities
Monitor Emerges as nerve center of internaland external information aboutInformation.
Reading periodicals andreports; maintainingpersonal contact.
Disseminator Transmits information received fromother employees to members of
the organization.
Holding informationalmeeting; making phone
calls to relay information.Spokesperson Transmit information to outsiders on
organizations plan, policies, actions,results, etc.
Holding board meeting;giving information to themedia.
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Decision Making Include Four RolesRole Description Identifiable
Activities
Entrepreneur
Searches for development opportunities in thedynamic environment and initiatesimprovement projects to bring about change.
Designing and initiatingchanges within theorganization.
Disturbance
handler
Responsible for corrective action when
organization faces important disturbances.
Taking corrective action in
nonroutine situations.
Resourceallocator
Responsible for the allocation of organizationalresources of all kinds.
Performing any activity thatinvolves budgeting and the programming ofemployees work.
Negotiator
Responsible for representing the organization at
major negotiations.
Participating in negotiationswith other parties.
Information Is A Must To Perform All 4 Roles
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Decision Making Key Influencer OfPeoples Opinion/Feedback
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Information Management Based
On Level in the Organization For A Middle Manager Organizing, Planning And ControllingForms 64% Of His Job. And All Three Require High Degree OfInformation Gathering, Information Maintaining AndDisseminating Information.
15%
Planning
Organizing
24%
Controlling
10% Leading51% Leading
36%
Planning
18%
Organizing
33%
Controlling
13%
Planning
28%
Controlling
14%
Leading
22%
Organizing
36%
First-Level Managers Middle-Level Managers Top Managers
Distribution of Time per Activity by Organization Level
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Information Handling An ImportantSkill For Successful Managers
General skills
Conceptual skills
Interpersonal skills
Technical skills
Political skills
Specific skills Controlling the organizations
environment and its resourcesOrganizing and coordinating
Handling informationProviding for growth and
developmentMotivating employees and
handling conflicts
Strategic problem solving
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Information Is A Key Criteria For TrueStrategic Alliance Partnerships (InternalOr External)
Information:Partners Want To Communicate Openly About
1.Goals (Commitment),
2.Technical Data,3.Problems (Crisis), And
4.Changing Situations (More So When There IsLikely To Be Crisis)
Items 3 & 4 Are
a.Important For Crisis Management
b.Reduces Fire Fighting And Conflicts
(Pressure Points) (OFI)
(OFI)
(OFI)
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Information:
Each Partners Must Be Able To Trust All
The Others With Strategic InformationAnd Also Trust That Sharing Of SuchInformation Will Deliver QualityProducts Even If The Business GrowsQuickly And Makes Heavy Demands
Information Is A Key Criteria For TrueStrategic Alliance Partnerships (InternalOr External)
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Information:A Person Genuinely Not Being Able To
Provide Information And For The Asking, ByNot Being Prepared With Such Information,May Be Construed As Not TransparentByStrategic Alliance Partnership
Information Is A Key Criteria For TrueStrategic Alliance Partnerships (InternalOr External)
Open 360 Degree Feedback
Weaknessa.Openness and t ransparency wit h
peers/colleaguesb.Try to be litt le more transparent than being
diplomatic
(OFIs)
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Information:Not Being Able To Provide Information Can Also
Lead To Impressions (Feedbacks) Such AS
Information Handling Or The Lack Of It InfluencesPeoples Opinion Of An Individual
Open 360 Degree Feedback
Weaknessa.At times over-casual
b.At times overconfident
c.Needs more process oriented approach
d.Concentrate more on problem solving andcommunication skills which very much essential forthe present assignment
e.Desk , documents, time management to improve
(OFIs)
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Gather data
In a truly consumer-drivencompany, decisions are based ondata so the person with the bestdata wins. Scott Cook; Founder,Intuit
Lots of different types of data
Internal data
External data
Market data
Product data
Ten Tips For New Product Managers
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