‭Setting up and operating the management organization‬ ‭ s stated earlier, it is the task of management to manage the organization, which means that‬ A ‭it must make decisions regarding the objectives, resources and working methods of the‬ ‭organization involved and the actions to be taken. The latter leads to the question:Which‬ ‭actions should be carried out, by whom, with what, when and how?' Management then makes‬ ‭these decisions to be made known to the employees in order to subsequently determine‬ ‭whether the implementation of the decisions has taken place in accordance with the intention.‬ ‭In essence, the problem of applying ICT lies primarily with management. The management of‬ ‭the organization is primarily responsible for the management of ICT. However, the question is‬ ‭whether it is also capable of applying this technology to all aspects of control. The following‬ ‭factors, among others, play a role in this:‬ ‭-‬ ‭The extent to which ICT is of strategic importance to the organization. In a situation‬ ‭ here this importance is great, management will neither be able nor willing to afford‬ w ‭to have insufficient control over the various aspects of the application of ICT.‬ ‭Naturally, the required knowledge in terms of depth, scope and detail will depend on‬ ‭the hierarchical level of the manager involved.‬ ‭-‬ ‭The extent to which the organization chooses to use a more or less unique and/or‬ ‭complex configuration in which specifically developed and complex software is used.‬ ‭The more unique and/or complex the system is, the more management will have to‬ ‭be left to experts.‬ ‭-‬ ‭The presence of interest and know-how among management regarding the‬ ‭various management aspects.‬ ‭-‬ T ‭ he size of the organization, the available financial resources and the ability‬ ‭to attract sufficient qualified personnel to carry out control activities. These‬ ‭aspects largely determine the possibilities for delegating control activities.‬ ‭-‬ ‭The geographical spread of the organization's activities. If there are multiple‬ ‭locations, the control activities that can only be carried out on site will also be‬ ‭c arried out decentrally.‬ ‭ ased on the foregoing considerations, the management organization must be set‬ B ‭up and resources must be provided to make it function as a whole. The following‬ ‭steps are distinguished for this:‬ ‭-‬ ‭Establishing the principles;‬ ‭-‬ ‭Determining the management objects and management disciplines;‬ ‭-‬ ‭Determining the management parties;‬ ‭-‬ ‭Setting up the process and procedures of the management organization; The‬ ‭-‬ ‭implementation and evaluation.‬ ‭Measuring and determining the results achieved with ICT management‬ ‭ he topics to which the information regarding ICT management must at least relate‬ T ‭are:‬ -‭ ‬ ‭-‬ ‭-‬ ‭-‬ ‭-‬ ‭-‬ ‭The management organization as a functional unit;‬ ‭The development and maintenance;‬ ‭ he data processing;‬ T ‭The security;‬ ‭T he service/helpdesk;‬ ‭The quality assurance.‬