دور المعلومات في اتخاذ القرار
خامسا : قيمة المعلومات:
(تدفق المعلومات هو السبيل للحياة والبقاء والاستمرار بالنسبة للمنظمات ، شأنها في ذلك شأن تدفق الدم في جسم الإنسان كضرورة للحياة) Fairholm
Information and Communication
Information is vital to communication, and a critical resource for performing work in organizations. Business managers spend most of their day in meetings, reading, writing, and communicating with other managers, subordinates, customers, vendors, and other constituents via telephone, in person, or by e-mail. Indeed, management itself is information processing. It involves gathering, processing, and disseminating information. Managing information involves coping with a myriad of information sources and ultimately making decisions about what to do with it.
A manager must track and/or react to information flowing from sources inside and outside the organization. The manager processes this river of information and disseminates it in one of four ways: stores it, uses it, passes it on, and/or discards it. For example, during the course of a normal business day, a marketing manager for a high-technology company receives information in the form of e-mail, telephone calls, letters, reports, memos, trade publications, and formal and informal conversations. http://www.personal.psu.edu/glh10/ist110/topic/topic02/topic02_05.html
Information and Decision Making
Every job, project, and/or task involves decision making. Decision making is the process of identifying, selecting, and implementing alternatives. The right information, in the right form, at the right time is needed to make correct decisions. For example, based on information about customers, competitors, and production capabilities, a manager may decide to alert top executives that a strategic decision needs to be made. Top executives would use the information received to identify alternatives for consideration. Each alternative would then be evaluated based on feasibility, cost, time to implement, consistency with corporate strategy, and other criteria.
On the basis of their assessment, top executives would select the alternative that makes the most business sense and begin implementation. Finally, information would be gathered to assess the quality of the decisions that were made.http://www.personal.psu.edu/glh10/ist110/topic/topic02/topic02_05.html
Information is vital to communication, and a critical resource for performing work in organizations. Business managers spend most of their day in meetings, reading, writing, and communicating with other managers, subordinates, customers, vendors, and other constituents via telephone, in person, or by e-mail. Indeed, management itself is information processing. It involves gathering, processing, and disseminating information. Managing information involves coping with a myriad of information sources and ultimately making decisions about what to do with it.
A manager must track and/or react to information flowing from sources inside and outside the organization. The manager processes this river of information and disseminates it in one of four ways: stores it, uses it, passes it on, and/or discards it. For example, during the course of a normal business day, a marketing manager for a high-technology company receives information in the form of e-mail, telephone calls, letters, reports, memos, trade publications, and formal and informal conversations. http://www.personal.psu.edu/glh10/ist110/topic/topic02/topic02_05.html
Information and Decision Making
Every job, project, and/or task involves decision making. Decision making is the process of identifying, selecting, and implementing alternatives. The right information, in the right form, at the right time is needed to make correct decisions. For example, based on information about customers, competitors, and production capabilities, a manager may decide to alert top executives that a strategic decision needs to be made. Top executives would use the information received to identify alternatives for consideration. Each alternative would then be evaluated based on feasibility, cost, time to implement, consistency with corporate strategy, and other criteria.
On the basis of their assessment, top executives would select the alternative that makes the most business sense and begin implementation. Finally, information would be gathered to assess the quality of the decisions that were made.http://www.personal.psu.edu/glh10/ist110/topic/topic02/topic02_05.html
Information and the Environment
Organizations must strive to make sense of their environment in order to survive, as well as to achieve and/or exceed performance objectives. The environment is a potentially useful source of information. That is one reason why so many organizations are working hard to listen to their customers and watch their competitors so closely.
Organizations need to ensure that their information-processing systems are properly integrated, and that the necessary information is flowing in from the environment and being supplied to the right people in the organization. For instance, it would make sense to share customer complaint data about a specific product with the members of the product development team responsible for redesign. More organizations are using computers and information systems to process the burgeoning amount of information they face. More sources of information are becoming available to organizations as a result of information technologies such as electronic databases, information networks, and electronic bulletin boards.
http://www.personal.psu.edu/glh10/ist110/topic/topic02/topic02_05.html
Information Value:
- Accuracy.
- Timeliness.
- Completeness.
- Relevance.
سادسا : تكلفة المعلومات:
- التأكد.
- عدم التأكد.
- المخاطرة.
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