The Toll Model

‭THE TOLL MODEL‬ ‭the information to be provided must be defined in such a way that it can be said to be a‬ t‭ailor-made product. The toll model has been developed to ensure that this customization‬ ‭process runs in a structured manner. This chapter explains the toll model. The toll model‬ ‭offers concrete tools to determine the information need. In the model become 'hard' and 'soft'‬ ‭factorsto separate. These factors, actually relevant characteristics of an organization,‬ ‭influence the information needs and other requirements that the manager places on‬ ‭management information provision. The hard factors are the mission, the goals and‬ ‭objectives of the organization, the processes and the organizational structure. The soft‬ ‭factors are the organizational culture and management style.‬ ‭ apping all these factors for an organization provides sufficient insight to translate this‬ M ‭into the information needs. In the ideal situation, the organization has chosen an‬ ‭interpretation of the factors in such a way that they fit together. However, it is also‬ ‭possible that, for example, the management style implies that managers delegate little,‬ ‭while the organizational structure would suggest otherwise (such as with business unit‬ ‭formation). If these differences are not adequately dealt with, there is a risk that‬ ‭dysfunctional information needs will be defined from an organizational perspective.‬ ‭ he toll model can be applied in two ways. Firstly, the factors of the toll can be‬ T ‭entered and translated into consequences for the management information‬ ‭provision. This is the contingency approach. Secondly, the basic form of the‬ ‭organization can be determined on the basis of the toll typology. This typology‬ ‭approach uses existing reference models for management information.‬ ‭Introduction‬ I‭n this chapter the authors provide two practical tools with which you, the reader, can map‬ ‭the information needs of management - insofar as they are systematic in nature - and thus‬ ‭examine the existing information provision or formulate the requirements. for the betterrun‬ ‭from it. One instrument is the 'toll', with which on the one hand 'top down' from the mission‬ ‭and goals of an organization and on the other hand 'bottom up' from the organizational‬ ‭culture and management style, it can be determined what systematic information‬ ‭provision is required. It Another instrument is the 'toll typology', which outlines a pattern of‬ ‭recognition in that colorful diversity of all these unique organizations.‬ ‭Organizational control and management information‬ ‭ his book focuses mainly on the information needs of management (demand side).‬ T ‭Determining the information need appears to be more difficult in practice than‬ ‭meeting the information needs (supply side). This has to do with the range of factors‬ ‭that appear to determine the information need.‬ ‭ he toll model has been developed to ensure that the management information is relevant‬ T ‭(suitable for the task at hand) for the manager in question. A number of other quality‬ ‭requirements such as the reliability of the management information and the level of detail are‬ ‭beyond the scope of this book.‬ ‭The spinning top model‬ ‭ anagement's information needs can partly be deduced rationally from mission, critical‬ M ‭success factors, goals,objectives, structure and business processes; these are 'hard' factors‬ ‭that determine information needs. In addition, there are 'soft' factors that influence the‬ ‭information need determine. These are the personal style of the manager as well as the‬ ‭organizational culture. The spinning top model is a framework in which both the 'hard' and the‬ ‭'soft' factors are shown.‬ I‭t is based on the most dominant factors that determine periodic decision-making by‬ ‭managers in the context of the management and control of the organization.‬ ‭Organizations are similar to tops for a number of reasons:‬ ‭-‬ ‭An organization is part of an environment that is constantly changing due to‬ ‭c hanges.‬ ‭The organization must anticipate this. Control by management ensures that the‬ ‭required operating speed is always maintained;‬ ‭-‬ ‭An organization has various characteristics (the factors from the toll model) that interact‬ ‭with each other must be balanced to spin like a 'top'. If the balance between the factors‬ ‭is disturbed, an imbalance arises and the organization no longer has the ability to keep‬ ‭running;‬ ‭-‬ ‭A good spinning top is able to pull itself back upright while turning if it is tilted. This also‬ ‭ pplies to‬ a ‭management information. It is possible that an organization with management information that‬ ‭is not entirely correct still functions well. However, if the spinning top becomes too out of‬ ‭balance, it will tip over he and he falls silent…‬ ‭T he toll typology‬ ‭ s already indicated, each of the factors determining information needs has a number of‬ A ‭manifestations. Practice shows that only a few combinations of appearances are‬ ‭plausible. These combinations are shown in the so-called toll typology. The‬ ‭characteristics of the management information provision have been mapped out for each‬ ‭toll type. An important advantage of this is that, after it has been determined for an‬ ‭organization which toll type it concerns, the associated management information can‬ ‭easily be derived (in practice the toll typologies are often 'pure').‬