Systems Information Provision

‭Information provision:‬ ‭ he director tries to maintain his own informal circuit in order to assert his power.‬ T ‭Information to subordinates is scarce. This increases distrust towards the director. The‬ ‭information systems are often technically oriented. Computer specialists have the power.‬ ‭They organize information management. Information management relies entirely on their‬ ‭knowledge and experience.‬ ‭ hase B1: Ontological culture (positive):‬ P ‭Organizations with an ontological culture are often driven by financial and‬ ‭economic considerations. The associated goals are often formally recorded. Top‬ ‭management provides direction in this regard. The flexibility of the organization is‬ ‭reduced in this phase at the expense of planning and control. Decision-making is‬ ‭strongly procedurally oriented, with many sections within the organization being‬ ‭c onsulted. The course of events is regulated by means of rules (procedure‬ ‭manuals). Standardization of activities and specialization occurs. Remuneration‬ ‭takes place based on the classified position. Many organizations have such a‬ ‭c ulture. The organization will gradually develop towards a functional culture (phase‬ ‭C1). However, the danger of becoming a bureaucracy in the negative sense of the‬ ‭word (substantial culture) is great.‬ ‭Information provision:‬ ‭ he‬ ‭provision‬ ‭of‬ ‭information‬ ‭is‬ ‭arranged‬ ‭systematically.‬ ‭The‬‭information‬‭systems‬ T ‭are‬ ‭often‬ ‭department-oriented.‬ ‭It‬ ‭is‬ ‭difficult‬ ‭to‬ ‭properly‬ ‭manage‬ ‭c ross-departmental‬‭processes‬‭using‬‭information‬‭because‬‭no‬‭one‬‭feels‬‭responsible‬ ‭for‬‭it.‬‭The‬‭systems‬‭are‬‭often‬‭extensive‬‭with‬‭a‬‭c entral‬‭c haracter.‬‭Security‬‭plays‬‭an‬ ‭important role.‬ ‭ hase B2: substantialist culture (negative):‬ P ‭There is and often is a sense of distance between those in power and the employees‬ ‭"organization". People are often busy creating their own kingdoms and achieving‬ ‭their goals of your own department. Although the performance of the organizational‬ ‭elements may be optimized here, sub-optimization of the whole often occurs.‬ ‭So-called 'political games' are the order of the day. Every proposed change is seen‬ ‭as a threat or attack. Signs of protest often manifest themselves in lateness,‬ ‭indifference, illness and stress.‬ ‭Information provision:‬ ‭ omputerization contributes to the institutionalization of sub-optimization.‬ C ‭Department- related and department-oriented information systems provide tailored‬ ‭information that political managers may or may not use for their own goals. It may‬ ‭happen that there are multiple, contradictory information systems about the same‬ ‭phenomenon. Existing systems are often not adapted to user wishes. Realizing‬ ‭integrated cross-departmental information systems and management information can‬ ‭be a tool to get out of this situation.‬ ‭Phase C1: functional culture (positive):‬ ‭ rganizations‬ ‭with‬ ‭a‬ ‭functional‬ ‭culture‬ ‭are‬ ‭not‬ ‭focused‬ ‭on‬ ‭themselves,‬ ‭but‬ ‭on‬ ‭the‬ O ‭well-being‬ ‭of‬ ‭those‬ ‭affected‬ ‭by‬ ‭the‬ ‭company's‬‭activities‬‭both‬‭inside‬‭and‬‭outside‬‭the‬ ‭company.‬‭There‬‭is‬‭clarity,‬‭one's‬‭own‬‭position‬‭in‬‭the‬‭market‬‭is‬‭clear.‬‭The‬‭organization‬‭is‬ ‭flexible and customer-oriented.‬ ‭Decision making takes place interactively. Based on the common conceptual framework,‬ ‭we are very action-oriented. Individual initiatives and achievements are part of the bigger‬ ‭picture for which all are responsible. There is an increasing need to be informed. There‬ ‭are many in formal networks.‬ ‭Matrix-like structures are present.‬ I‭nformation provision:‬ ‭Information systems and management reports are aimed at the implementation and control‬ ‭of business processes. The management information also provides insight into the‬ ‭satisfaction of customers and employees. In addition, the management information provides‬ ‭insight into the flexibility of the organization. The information provision can be realized with‬ ‭both standard packages and customization. Organizational and information experts work‬ ‭well together and there is a computerization approach that, in addition to attention to‬ ‭technology, also pays attention to the social-organizational aspects. Working from home‬ ‭using the existing systems is possible. Data networks play a major role in this.‬ ‭ hase C2: operationalistic culture (negative):‬ P ‭In an operationalist culture, the importance of one or more aspects of the functional phase is‬ ‭exaggerated. For example, people become too customer-oriented or too people-oriented. As a‬ ‭result, costs are lost or privacy is compromised. The protest against the derailments can then‬ ‭lead to a transition to a different cultural phase.‬ I‭nformation provision:‬ ‭The question about the usefulness of the information is often not asked. There is a risk of‬ ‭providing information for the sake of providing information. Information provision is also used for‬ ‭improper purposes (or manipulations). Information has been elevated to a tool of power;‬ ‭incorrect use leads to manipulation. People are opposed to automation, people want to be able‬ ‭to control and influence the provision of information themselves. The tendency arises to‬ ‭sabotage the information systems.‬ ‭ tep-by-step‬ ‭plan‬ ‭for‬ ‭determining‬ ‭information‬ ‭needs‬ ‭based‬ ‭on‬ ‭the‬ ‭factors‬ S ‭'management‬ ‭s tyle'‬ ‭and‬ ‭'culture'‬ ‭To‬ ‭determine‬ ‭what‬ ‭influence‬ ‭management‬‭style‬ ‭and culture have on information needs‬