The Function of the Information Manager

‭The function of the information manager‬ ‭ he position of information manager mainly concerns the following tasks:‬ T ‭-‬ ‭Monitoring the consistency between organizational and information policy‬ ‭and information planning (and derived automation policies and plans), the‬ ‭associated change policy as well as the related organizational and social‬ ‭policy plans;‬ ‭-Describing future information needs in accordance with the long-term information policy;‬ ‭-‬ ‭Co-developing and keeping up-to-date a conceptual framework of the entire‬ ‭ ystem of administrative information provision in the organization, with an‬ s ‭emphasis on its functional specifications;‬ ‭-‬ ‭Developing and managing the structure of the Administrative Information‬ ‭Management manual in line with the responsibility for (ownership of) parts of‬ ‭the total administrative information management system as well as the methods,‬ ‭techniques and (automated) tools to be used;‬ -‭ ‬ ‭Ensuring coordination between individual projects aimed at changing part of the‬ ‭administrative information system as a whole, through involvement in definition‬ ‭studies.‬ ‭ rganizational position of the information manager‬ O ‭An important question is what position the information manager should take in the organization‬ ‭in order to operate effectively. This means that the information manager:‬ ‭-‬ ‭Must be independent of the other users, regardless of whether they have a disposing, custodial,‬ r‭ ecording or controlling function, so that the priorities of each of these functions with‬ ‭regard to the information management system can be objectively determined and the‬ ‭conviction of this objectivity in these functions is strengthened. strengthens;‬ ‭-‬ M ‭ ust be independent of any automation center, so that the (communicative)‬ ‭bridging function can be performed between decision-making, custodial and‬ ‭registering users on the one hand and developing, designing and system‬ ‭operating officials on the other.‬ ‭ his argues for an independent position under the management. This can also increase the‬ T ‭involvement of management, which is particularly important with automation. A combination‬ ‭with the position of controller is also conceivable, provided that the controller is not head of the‬ ‭administration.‬ ‭The controlling function‬ I‭n‬ ‭the‬ ‭literature,‬ ‭the‬ ‭most‬ ‭important‬ ‭c ontrolling‬ ‭function‬ ‭is‬ ‭the‬ ‭monitoring‬ ‭of‬ ‭financial‬‭and‬‭economic‬‭viability‬‭or‬‭profitability.‬‭The‬‭Dutch‬‭c ode‬‭of‬‭c onduct‬‭for‬‭the‬ ‭Registered‬‭Controller‬‭designates‬‭the‬‭c ontroller‬‭as‬‭the‬‭business‬‭c onscience‬‭of‬‭the‬ ‭organization.‬ ‭ he tasks of the controlling function‬ T ‭Van der Schroeff distinguishes a total of four main tasks:‬ ‭-‬ ‭The preparation of organization and method concerns‬‭framework-creating‬ ‭activities, the aim of which is to shape the design and organization of the‬ ‭ dministrative (in a broad sense) and financial departments, regulations for the‬ a ‭organization of the administration, the administrative procedures and systems to be‬ ‭followed, the method of calculation of cost prices, cost analysis and cost monitoring,‬ ‭as well as the budgeting system to be used.‬ ‭-‬ ‭The Operation Includes management of the administrative apparatus and the‬ ‭implementation of all registrations for the benefit of management and business‬ ‭operations. The latter may include internal reporting or the management information‬ ‭system.‬ -‭ ‬ ‭The task of interpretation must include the interpretation of the information provided‬ ‭as well as the business economic analysis of the internal and external factors that‬ ‭influence the result.‬ ‭-‬ ‭The Representation‬‭and interpretation involves‬‭m aking recommendations, as‬ ‭well as advising management on policy to be implemented.‬