Information needs, general characteristics Within the framework of the proposed information policy, it can be determined what information the information management systems to be developed should provide. It should be borne in mind that the information to be provided must meet as much as possible the information needs of officials and groups of officials, as arising from the various tasks assigned to them. Given that these tasks change with the company - as an open and dynamic system - it must be taken into account that the resulting information needs also change. Information needs include: - Taking Decisions In the sense of choices from alternative options. Making - decisions made known so that the household canOperate. - Itcontrol Of the course of events to prevent deviations from the course of events desired by management and if necessary adjustment of deviations. It Accountability Regarding the - execution of tasks performed. The first bullet can be seen as governance in a narrower sense and the last three bullets can be seen as governance in a broader sense. Management, direction and control Housekeeping - and therefore also managing a household - implies weighing the usefulness and sacrifices of all considered actions and subsequently accounting for the values actually sacrificed and obtained. In general, an attempt is made to form a picture of the likely result of the actions considered, on that basis choose the most effective one and, during and after the implementation, look back at what has happened in order to correct what happened if necessary or to eliminate the causes of the deviation, or to take the experience gained into account in subsequent similar actions. Housekeeping therefore requires, as well as efficient action in general: - Forming a judgment in advance(ex ante). - Forming a judgment afterwards(ex post). Judgments are formed by the combination of: - Factual know/edge. This can be obtained via direct observation of phenomena in the past or present, or by receiving data about them. - Interpretation and reasoning. In this way one tries to distinguish between the observed phenomena bandages and, if possible, explain them as their cause. To the extent that it proves impossible, onecausal/Ve try to make connections as much as possible correlation detect connections. The relationships thus found are then applied to similar cases. The prior judgment is primarily aimed at making effective decisions with regard to the choice of objectives, means, working methods, sequence, etc. In this regard, especially when it concerns completely new activities the following stages can be distinguished (the order may differ per situation): - Orientation with regard to the possible objectives and the market needs and the meaning to be attributed to them - Orientation with regard to the available or available resources (in the broadest - sense). Orientation regarding possible methods. - Obtaining a preliminary picture of the costs associated with the various plans and methods and of the results that can be achieved with them. Precalculative optimal - determination with regard to goals, resources and methods, including the coordination of activities to be carried out simultaneously or successively. Standard setting based on estimated or calculated optima. - Simulation of the relevant business process or part thereof (usually using a computer) in order to determine the influence of the considered decision on the outcomes of the process. The subsequent assessment is aimed at: - Exercising control. - Expanding the experience material that can serve as a basis for future decisions. Subsequent judgment should include: - Observing the actual execution and/or the results obtained and the resulting situation. - Testing what is observed against expectations (ex ante judgments) and/or targets. - Analyzing and evaluating the deviations observed. Ex post judgment is important not only for those who are charged with making decisions or who have delegated decision-making powers, but also for those who are responsible for supervision and control of purely executive activities. Technical Contro/ is carried out by testing. However, the purpose of an audit can be totestsand/or itcontro/of an action (process) performed on the basis of the standards applicable to that action (process). Forming judgments and making decisions play an important role in the management process. We must distinguish between steer, where one is an object or a process technically moves in a certain direction, and control, where an organization or a group of people is led in a certain direction. A process is manageable if the following requirements are met (see also toll model): - The purpose of the process must be known; - The goal must be measurable; - There must be a known relationship between the input and output of the - process; One must be able to influence this relationship. No process is completely manageable. Therefore, it is never completely clear what the information needs are. Anyone who, within the framework of his own task and responsibility, gives instructions to a subordinate or delegates authority of initiative to a subordinate, has the obligation to monitor the execution of the assignment, or the manner in which the granted authority of initiative is used. The delegation does not relieve responsibility and therefore creates a duty of control. The fact that delegation does not provide relief from responsibility and therefore creates a duty of control applies not only to top management but to all levels of the hierarchy. Every managerial officer at any level therefore has information for his or her benefit selection and control decisions, also information necessary for his benefit control task. Because delegation takes place throughout the organization, sufficient information must be provided at all levels. This is often not sufficiently recognized and people then focus solely on upper management when determining information needs. Lose control with reinforced dike monitoring: this is the control in which, for example, monthly reports are submitted to management, but management only intervenes or holds discussions once every six months or year. So management is kept informed in between, but does not intervene (unless things really get out of hand). In principle, every official to whom certain powers have been granted or to whom certain values have been given for safekeeping accountable to the person who has granted him the authority or entrusted him with the values. In many cases, accountability can be done efficiently by submitting statements drawn up by or on behalf of the person responsible for accountability.accountability reports.