‭Rational administrative organizations‬ I‭n this view, an organization is an organized group of people who work together‬ ‭using certain means to achieve certain goals. Within these organizations, some‬ ‭employees – the management – have the role of giving other employees – the‬ ‭executives – instructions on how to act. The environment and the organization‬ ‭influence each other in a permanent interaction. Behind thinking about people in‬ ‭rational organizations seems to be the idea that they naturally act rationally, are‬ ‭mainly motivated by economic benefits and need (extra) financial incentives to‬ ‭achieve performance and that the executives are naturally lazy and told what needs‬ ‭to be done (show little initiative).‬ ‭ trategic goals generally concern things that an organization wants to achieve in‬ S ‭the long term. Tactical goals represent the intermediate steps that an organization‬ ‭must take to achieve its operational goals.‬ I‭n the past, Administrative Information Management often unilaterally assumed the‬ ‭rational decision-making method described above. Management involves making‬ ‭decisions regarding the objectives, resources and working methods of the‬ ‭household involved, as well as making decisions regarding the actions to be taken.‬ ‭In this sense, administrative information is information aimed at making decisions‬ ‭about the objectives to be achieved, as well as the manner and means by which this‬ ‭should be done. Within this rational view of managing organizations, information‬ ‭appears to be an objective representation of reality.‬ ‭Information systems must ensure that the information is reliable, complete and‬ ‭timely. Achieving this goal is considered feasible. In this vision, the information‬ ‭provision provides a reliable picture of reality (with all its color palettes). And‬ ‭managers also know what information they need for their decision-making. In this‬ ‭view, data provision that deviates from reality constitutes an (un)intended form of‬ ‭manipulation. These deviations occur in practice. However, from the fact that they‬ ‭occur it should not be inferred that this is a desirable situation.‬ ‭Non-rational management of organizations (or other rationality in management)‬ ‭ mpirical studies show that the behavior of managers is not always in accordance with‬ E ‭the rational decision-making model discussed in the previous section.‬ ‭ his shows that not only cost-benefit considerations play a role in decision-making‬ T ‭processes, but also, for example, „motives and personality‟ (do I want this and does it‬ ‭suit me?), „social opinions‟ (what do others think?) and „perceived restrictions‟ (such as‬ ‭available time and space). of interest.‬ ‭ ecision making is often seen as a process in which a number of situations are‬ D ‭recognized and the most optimal alternative is chosen depending on the stated goal.‬ ‭However, there is often uncertainty about the probabilities with which all anticipated‬ ‭situations will occur. Decisions can then be made based on economic calculations.‬ ‭ he relationship between decisions and the requested information is often unclear in the‬ T ‭non- rational view. Some decision-making processes are even decidedly irrational‬ ‭(often referred to as emotional). To a large extent, managers collect information without‬ ‭using it. MacKenzie Owen gives three reasons for this:‬ ‭-‬ P ‭ eople tend to minimize risks and strive for perfection and completeness‬ ‭information;‬ ‭-‬ ‭Whether or not you have information has a symbolic value. Those who are informed‬ ‭ elong.‬ b ‭Acquiring as much information as possible fits into this pattern;‬ ‭-‬ ‭Creating information is an autonomous process that was initiated by leaving‬ ‭information provision to specialist departments.‬