Introduction
Information for Managers
If you were cast away on a desert island...
This is the catch-phrase of a radio programme that has been popular for over thirty years. Each week the presenter asks a well-known guest which eight gramophone records he or she would wish to take with them to a mythical desert island. Of course, the guests will choose those pieces of music that most remind them of a significant milestone in their life; for example, the birth of their first child. Imagine yourself cast away to manage a company, and restricted to only eight regular items of information. Which would you choose? You might choose the cash position, or the monthly sales figures, or unit costs. In this position you would certainly consider carefully what information was required in order to monitor the performance of the company. Equally importantly, you would ensure that it was tailored to your specific requirements, rather than be a by-product of another system.
A new method to assist in determining the information requirements of senior managers was developed by John F. Rockart, Director of the Center for Information Systems Research, Sloan School of Management, MIT, and detailed in an article (Harvard Business Review, March 1979)
entitled "Chief Executives Define their own data needs". This built upon the concept of "success factors" first outlined in D. Ronald Daniel's article (Harvard Business Review, October 1961) entitled "Management Information Crisis".
Rockart detailed five different methods by which management information might be obtained, as follows:
The fifth method draws together some aspects of all of the above:
Having identified their CSFs, subsequent interviews would then focus upon establishing what
management information was required by managers to monitor performance in those key areas.
Although the original research concentrated primarily upon the most senior executives, the concept can equally be applied to lower levels of management where the CSFs would support the attainment of departmental goals.
It was envisaged that this process would prove beneficial as it would help managers at all levels of the organisation to focus on exactly what information they required, while at the same time improving communication between levels of management - because the CSF's were to some degree interdependent.
In practice, the concept outlined by Rockart can be seen operating today in many areas of both the public and private sector. Many large multi-national companies have subsidiaries with their own directors who have a high degree of autonomy but report regularly through to the parent company on their performance in a number of 'key areas'. If performance matches expectations and targets set by the parent board then they will not interfere, but will be able to concentrate on the global issues. Similarly, many organisations operate with 'strategic business units' which have a degree of autonomy, subject to them meeting their key targets.
Many public services are now required by law to publish information on their performance in a number of 'key areas'. For example, a critical success factor for British Rail is that its trains should run on time, and so each network area is required to monitor the percentage of trains arriving late. Failure to meet the desired target may result in penalties being imposed.
The last point is also significant because many organisations operate performance-related pay
schemes whereby employees' remuneration is linked to their performance in a number of key areas.
Thus, the linkage is established for monitoring performance at every level to achieve objectives
which support the corporate goals of the whole organisation. The information management
structure that develops as a consequence of this can be quite complex and requires a system tailored to this end rather than a system that evolved as a by-product of other primary systems such as invoicing or payroll.
Clearly, as organisations and their internal mechanisms have evolved and become more complex so the skills involved in constructing effective information systems have assumed a greater importance for the organisation and, as we shall see later, strategic planning of information needs is a major concern for most organisations.
Strategic Information
In the previous section we focused on the managers' information requirements primarily in his role of monitoring performance against pre-determined targets. Such information is by its own definition essentially historic and the preserve of the middle management layer of the organisation. Below are the manufacturing, administrative and clerical processes that provide the 'raw data' for the higher structure. Above middle management sits the management team or equivalent who, whilst monitoring performance, must also set the strategic direction for the business. For this purpose, historic information holds less value and has been described as only looking at the rear view mirror when trying to drive a car forward. Of course, historic information provides a base from which to extrapolate and conject but its value decreases as the projected time frame increases.
New technology has tried to come to the assistance of the strategic planner by developing sophisticated modelling techniques that allow them to run through many "what if.?" scenarios using large databases of historic information and altering a limited number of variables each time. Executive Information Systems (EIS) are available that also use databases and seek to establish links between disparate pools of information. These systems are correctly called management tools and are currently no substitute for executive management - but why is this the case? Surely, a system that examines thousands of strategies will deliver a more effective solution than a Chief Executive with only a limited amount of information and time available. The answer lies in the type of information that is most appropriate for making strategic decisions and the way in which it is assimilated by the executive manager.
A comprehensive study which included research into how managers gather information and the types of information found to be of most value was undertaken by Henry Mintzberg and summarised in an article (Harvard Business Review, July 1975) entitled "The manager's job: folklore and fact."
The research revealed that Chief Executives strongly favoured the verbal media, spending on average 66-78% of their time in oral communication, gathering "soft" information and passing it to their subordinates. This was particularly important in respect of high level external information to which access would be restricted.
Managers disliked formal aggregated information such as written reports or via a computerised management information system. In the main this was because it did not provide them with the type of information they needed to reach strategic decisions - it was far easier to ask a subordinate a specific question on the subject and then by further questioning tease out the exact information required. In doing so, the executive would also glean other information, not necessarily relevant to the subject in hand but which might prove useful at some other time and in another context.
In summary, Mintzberg identified an informational role for the manager, someone positioned at the nerve centre of the organisational unit having not only formal and easy access to every member of his staff but also regular contact with other managers of equal status who were, in their own right, at the nerve centre or their functional unit. They were managers who fed on soft information that could either be stored for future use or passed down to subordinates or across to fellow managers. It is hardly surprising that no technological information system has yet been devised that can mirror the subtlety and flexibility of the management network. Of course, such a network to be most effective has to operate in an open environment where information is readily shared. Information, however, has a value and ascribes power to the holder; it is therefore not surprising that the construction of barriers can occupy a significant amount of some managers' time!
In the course of his research, Mintzberg was struck by the fact that "the executives I was observing - all very competent by any standard - are fundamentally indistinguishable from their counterparts of a hundred years ago. Their decisions concern modern technology, but the procedures they use to make them are the same as the procedures of the nineteenth century manager".
He goes on to say: "even the computer, so important for the specialised work of the organisation, has apparently had no effect on the work procedures of general managers".
Mintzberg's conclusions were reached just two decades ago; however, as we have seen in the past few years, many organisations have undergone major restructuring, becoming flatter and in some instances removing complete layers of their management structure. The question arises as to whether we are now seeing the technology coming to a maturity that has altered for good the way in which organisations manage their information. Alternatively, will we see in a few years' time that the loss of the unique and subtle way in which managers use soft information creatively has resulted in less effective decision making or the creation of information deserts in these organisations?.
Peter Drucker's view on this point is quite emphatic. In an article (Harvard Business Review, Jan - Feb. 1988) entitled 'The Coming of the New Organisation', he states: "Twenty years from now, the typical large business will have half the levels of management and one-third the managers of its
counterpart today...behind these changes lies information technology. Computers communicate better and faster than layers of middle management. They also demand knowledgeable users who can transform their data into information".
Implementing Information Systems
Up to this point, the technology involved in managing information has been referred to only in passing and whilst it is not the remit of this resource to cover the science of computing it is important that you have an appreciation of how information technology has impacted upon organisations and how well (or badly) they managed its introduction. The increasing versatility of information systems (and decreasing cost) means that very few managers will avoid the pleasures and pain associated with their introduction. The identification of potential major pitfalls and the development of a sound methodology are crucial to all managers.
The evolutionary trail was ably mapped by Richard L. Nolan in his article (Harvard Business Review, March 1979) entitled "Managing the crises in data processing". Studies made in the 1970s of a number of companies revealed that most had encountered similar experiences as they progressively introduced new technology. Nolan compartmentalised these characteristics into six stages of growth:
The introduction of computing into the organisation to meet basic needs; the replacement of basic manual systems such as word processing, payroll and accounting.
Rapid growth in attempting to exploit potential with little attention to cost benefits.
Top management applies control measures to reduce overspending and applies more formal planning procedures in respect of new technology investments.
Planning procedures become more refined and a more corporate approach is introduced where competing proposals are prioritised and an information technology strategy is developed which supports the corporate objectives of the organisation.
More effective procedure for managing the data flows throughout the organisation are introduced.
The introduction of all required applications is completed and the information network allows the organisation to disseminate information in the most effective manner.
It should be noted that in many large organisations different business areas may be at different stages of evolution, or the type of business may dictate the extent to which resources are available for
investment in this area. It may not always be that new technology is required to satisfy a particular business need.
John M. Ward in an article for Long Range Planning entitled "Integrating Information Systems into Business Strategies" (Vol.20,1987) draws upon a variety of models and concepts which seek to assist in identifying the most appropriate strategy for moving organisations through Nolan's Stages. Use is made of Gregory L. Parsons six Generic IT Strategies (Reference is detailed in Ward's article) viz.:
Organisations that use many computer systems will be faced with the problem of deciding how best to allocate resources for maintenance and development. There is a danger that companies will invest on the basis of past returns and ignore new systems development that is expensive and provides no immediate gains. This approach can be extremely risky particularly for those businesses that operate in a highly competitive market where a change in product or service through the use of IT can alter market share significantly. Recent examples of this are in the home banking and direct insurance markets that are technology led.
A model to assist in the management of 'application portfolios' is described in Ward's article. This is based upon research by McFarlan, MacKenny and Pyburn (again, references are detailed in Ward's article) which utilises a 2x2 matrix not dissimilar to the 'Boston Matrix' developed by the Boston Consulting Group in the early 1980s. Systems applications for the organisation are placed in the sectors according to their existing and future strategic importance. The descriptions of each sector are:
As with most models this one does not provide a definitive solution to every scenario and there are 'grey areas' - in defining whether some systems are 'factory' or 'support', for example, but it does provide a useful framework in which they can be considered individually.
Parsons, previously referred to, evaluated which of his generic strategies offered the most likelihood of success for the portfolio of systems contained in each of the segments in the matrix model; the outcome was as follows:
Strategic Systems - Centrally Planned Turnaround - Leading Edge or Free Market Factory -
Monopoly Support - Scarce Resource
Whilst the above provides a useful model to consider the overall direction for the business, a more detailed plan for implementing the desired strategy is required. Richard Hayward provided a useful planning model in an article for Long Range Planning (Vol. 20, No 2, 1987) entitled 'Developing an Information Systems Strategy'. The model is based on identifying a number of key areas (see J.F .Rockart, above) where management must take strategic decisions concerning the creation of information systems within the organisation. The overall strategic planning requirements are built upon three separate sub-units:
Numerous other strategic planning processes for IT are documented (see also an article by John Bryson in Long Range Planning, Vol. 21, No. 1, 1988, entitled A Strategic Planning Process for Public and Non-Profit Organisations). But, given that there is a well-established methodology, why, on occasions, do things go so spectacularly wrong? A most recent example, was the London Stock Exchange's share settlement system called TAURUS where development costs in the region of 250M Sterling were written off.
An analysis by Jonathan Green-Armytage in Computer Weekly (18 March, 1993) concluded that the project "was dogged by vested interests and rivalries and that it was this rather than any shortcomings in technology which sank the scheme". The original objectives, although ambitious, were perfectly feasible, but the specification was constantly altered by the various stakeholders and the project team lost key personnel and was regularly reorganised. A project which has changing objectives and seeks to be 'all things to all men' has a high risk of failure.
The Information/Business Manager
The increasing reliance placed upon information technology in modern businesses resulted in a higher profile being given to the computer manager/IT Director and it is more common nowadays for representation to be at board level.
In the past, the computer specialist has concentrated upon the 'technology' and attempted to interpret the business requirements as best he or she could. However, for new systems to operate in an increasingly complex business environment a far greater level of understanding of the business itself is required. In order to bridge this gap a new type of manager, known as a "hybrid manager" has emerged who is conversant with both the technology and the business. This was a term coined by Michael Earl, Director of the Oxford Institute of Information Management at Templeton College. His research into IT implementation in a range of companies revealed that in all those companies which had a high degree of success there was at least one individual who understood the nature and requirements of the business together with what was required in technical terms. Further, a recent survey undertaken of the British Computer Society membership revealed that over 90 per cent rated hybrid managers as important or very important. Perhaps more significantly, companies such as Rolls Royce, Esso and Lucas Industries have introduced formal training structures to develop hybrid managers.
IT as a Strategic Tool
Much has been written about the use of IT for 'competitive advantage' or as a 'strategic weapon' and there are numerous interesting case studies around which exemplify this. In many instances this is not through the application of advanced technology within that particular business sector but rather the innovative use of existing technology, either to speed up a business process or to increase accessibility to the product/service. At the same time, quality can be maintained or improved because of the accuracy and consistency of those systems.
Business process re-engineering (BPR) is the name given to one of the most recent strategic tools for improving business productivity. It is a generic title for a whole range of techniques which are used to evaluate and improve the processes within the business: the key objective is to save time. In his book, Business Process Improvement, (McGraw-Hill, Inc. ISBN 0-07-026768-5) H. James Harrington outlines not only the techniques involved but also an overall strategic plan to manage the implementation aspects. This is extremely important because it requires substantial changes to the way in which people work. This is without the added complication of introducing new technology. Indeed , one of the primary rules of BPR is that the processes are reviewed and revised before they are embedded in new IT systems as it is far more difficult (and costly) to alter them afterwards. The technology itself, if indeed any is required, need not be 'leading edge'. There may be a requirement for a local area network (LAN) or wide area network (WAN) to be in place to provide a highway for data to travel around the organisation and software to facilitate this. Additional technology in the form of optical disc storage systems and groupware/shareware software are enhancements to further improve the operation.
An example of a new approach to an established business is offered by Direct Line Insurance in the U.K. The introduction of a new way of insuring , i.e. over the telephone, (which eliminated the cost of regional offices and also reduced the time in providing a quotation and producing a policy) required well-established technology in the form of a large database which could be accessed very quickly and the software required to produce standard documentation in volume.
The use of leading edge technology for competitive advantage (again to speed up processes) is demonstrated by the automotive industry (and used to great effect by the Japanese) in bringing new models to the market. Sophisticated computer aided design (CAD) technology substantially reduced the lead time from drawing board to production line. In the aircraft production industry the sophistication of their design and testing facilities is reducing the number of hours of flight testing before new models gain their commercial certificates.
Time-based competitive strategies are well described in George Stalk and Thomas Houts book entitled 'Competing Against Time' (Free Press ISBN 0-02-915291-7).
Bibliography
Rockart, J.F, "Chief Executives define their own data needs" , Harvard Business Review - Sept. 1979
McKenny, McFarlan & Warren, " The information archipelago - maps and bridges",
Harvard Business Review - Sept. 1982
McKenny, McFarlan, Warren & Pyburn, "The information archipelago - plotting a course"
Harvard Business Review - Jan 1983
Porter & Millar, "How Information gives you competitive
advantage - (1985)",
Harvard Business Review - July 1985
Buchanan & Linowes, "Making Distributed Data Processing Work",
Harvard Business Review - Sept. 1980
Mintzberg H., "The manager's Job: Folklore and Fact",
Harvard Business Review - July 1975
McFarlan F.W., "Portfolio Approach to Information Systems",
Harvard Business Review - Sept. 1981
Nolan R.L , "Managing the crises in data processing",
Harvard Business Review - March 1979
Nolan R.L , "Managing Information Systems by Committee",
Harvard Business Review - July 1982
King J.L. & Kraemer K.L., "Evolution and Organisational
Information Systems"
a Model . .. . Vol. 27, No. 5, 1984
Dearden J. & Nolan R.L. " How to control the computer",
Harvard Business Review - Nov. 1973
Nagel, A.," Organising for Strategic Management", Long
Range Planning Vol. 17, No.5, 1984.
READINGS
Banking on Knowledge (contracting)
J.Raftery, G.Gibson
Health Service Journal (UK), 10 Feb. 94 (104/5389): p. 28 (3 pages)
Claims that improvements in information on activity and prices serve as a way to reduce the risks associated with contracting, and assesses the risks involved with block contracts and cost-per-case contracts, explains three key risks involved in contracting and maintains that information and much improved data on contracts and their risks are necessary to ascertain accurate comparisons.
CONTRACTING OUT, INFORMATION MANAGEMENT
M Marketing and Distribution Abstracts
ZL65-Practitioner
Consideration of the development of China's information industry
L. Zhaodong
Aslib Proceedings (UK), Feb. 94 (46/2): p. 49 (6 pages)
Surveys the current state of China's information industry, highlighting the need for major improvements in both the information resources and the ways in which they are exploited. Examines the factors that are promoting this as well as those that are holding it back, and sets out the key areas which need to be developed (a national system for accessing domestic databases, the development of a database industry and information consultancy services are three examples).
CHINA, INFORMATION MANAGEMENT
I Information Management and Technology Abstracts
ZK23-Practitioner
European Community information on CD-ROM
H. E. Chandler
New Library World (UK), Vol. 95 No. 1111 94: p. 4 (11 pages)
Evaluates the EC (now EU) information which is held on CD-ROM, looking in particular at EC Infodisk and JUSTIS which both give access to the official publications from the European Union, e.g. legislation and Council resolutions. Reports on the content, ease of use and main features of the software.
CD-ROM, EUROPEAN UNION, INFORMATION MANAGEMENT
I Information Management and technology Abstracts
ZH63-Practitioner
Information management in manufacturing
D. C.Beyer
Inform (USA), Jan 94 (8/1): p. 26 (3 pages)
Looks at the problems of defining what is needed when deciding information management needs for industry, commenting that each professional will have his or her own perspective, and there is increased friction and less definition of boundaries; covers some recent areas of controversy and considers the future. Mentions the importance of external standards and suggests that these, and practices such as TQM, JIT and EDI, are forcing greater integration; however, stresses that, before integration can take place, the functions to be integrated must be defined (and these functions are continually being extended, e.g. to include multimedia), while control is vital. Discusses the issues, both organizational and technical, involved in integration and maintains that, to provide a guide to how such integration can be achieved, reference should be made back to previous changes, such as the implementation and integration of computer-aided manufacturing.
MANUFACTURING, INFORMATION MANAGEMENT
W/I Management Services and Production Abstracts
ZG57-Practitioner
Organizational information management strategies
Information Systems Journal (UK), Jan 94 (4/1): p. 27 (18 pages)
acknowledges the importance of an information strategy to business strategy, and proposes a method of information systems planning and implementation; describes the elements that an information management strategy should comprise, together with methods of planning, and looks in detail at the organizational method, suggesting that the following should be analysed and then integrated in the strategy used: management vision and business strategies; the state of information technology (both generally and within the organization); theoretical knowledge of information management; and practical experience in IT. Discusses who should be involved and how the process should develop, and presents a number of brief case studies, noting the areas of (and reasons for) success or the lack thereof; finally lists those features considered to be important for success.
INFORMATION MANAGEMENT, BUSINESS STRATEGY, T
T/I Top Management Abstracts
ZG68-Practitioner
Saving IT's soul: human-centred information management
T. H. Davenport
Harvard Business Review (USA), Mar/Apr. 94 (72/2): p. 119 (13 pages)
Asserts that effective information management must begin by thinking about how people use information, not how they use machines, and examines three observations, supported by practical examples, which exemplify how a human-centred approach to information management contrasts with the standard IT view - information evolves in many directions, taking on multiple meanings; people don't share information easily; and changing an IT system won't change a company's information culture. Looks at the way companies such as Symantec Corporation, Chemical Bank, Hallmark Cards and Rank Xerox UK have successfully addressed the problems of rebuilding the organization's information culture and how to get beyond the Technology to changing people's behaviour, and have introduced specific solutions to information problems through the provision of information maps, information guides, business core documents and groupware information-sharing technologies.
INFORMATION MANAGEMENT, CORPORATE CULTURE, BEHAVIOURAL SCIENCES
T/I Top Management Abstracts
ZL56-Practitioner
OBJECTIVES
The objectives of this module are to enable you to:
After people information is an organisation's most valuable resource.
Any business or service organisation - be it a manufacturer, retailer, local authority, hospital, airline, insurance company - has the same basic objective. They need to transform raw elements into usable end-products. And to do this they need information - knowledge of what to do and how to do it.
Management consists of issuing directives and then evaluating the changes brought about by the action taken as a result of the directives so that further directives (corrective) may be issued. In other words, management of an organisation is like driving a car to its destination, steering and correcting as the road (environment) changes, sometimes using the accelerator, sometimes the brake. In order to decide which directives to issue, management needs information about the situation existing both within the business and in the environment outside. Information is useful knowledge which is a basis for action. It is produced by processing data just as a cake is produced by processing ingredients. Data is simply the facts about a situation and constitutes the raw material, not useful in itself, from which information is made.
Why do you need information?
Many managers have, in the past, relied upon learning as they go along - learning on the job - to acquire the skills and information needed to
carry out those jobs. Setting aside the question of whether this was ever a satisfactory strategy, it would certainly be unwise now for managers to exclude the acquisition of new skills and new information from outside the sphere of their particular function or their organisation. Even information coming from a totally different industry may be relevant since, for example, competitors may well arise within that industry instead of the manager's own. In other words, developments (whether technical or management-related) which are relevant to the organisation can occur outside the organisation and even outside the industry. Information on these new developments can be found (relatively easily) in published information sources as well as through informal, personal contacts.
Information facilitates change - using new ideas acquired perhaps from a journal or a report, to adapt to changing situations. Managers who stay in one job or with one company for a long time run the risk of adopting an insular approach to their work. Although their own experience is invaluable it is of necessity limited and they may be unable to adapt or to see alternative ways of doing things. In order to keep up-to-date in all areas that impinge on their job and their organisation, managers must be prepared to make use of the experience and ideas of others.
It is not sufficient for managers to be knowledgeable in only one function - a finance or marketing director needs to understand the business as a whole and so needs to know how to find information relating to other functions.
Information from outside the organisation can aid not only planning, but the solving of specific problems. For example, a warehousing and distribution problem comparable with one currently experienced in the organisation may have been satisfactorily solved by a different company and reported in a trade journal. In such a case timely information can prevent duplication of effort.
Avoiding duplication of effort becomes particularly important when research and development work is undertaken. Whether this involves a large-scale R & D effort to develop and test new material or a smaller departmental research project, accessing information sources to check that the same or similar work has not already been reported is an essential preliminary.
In summary, as well as the mainly internally-generated information which all managers are accustomed to collecting, handling and giving out during the course of their jobs, it is important to be aware of external information which usually, but not always, appears in published information sources. Such awareness is conducive to the perception of the organisation as part of a whole commercial and intellectual environment.
SOURCES OF INFORMATION
An organisation has access to internal and external sources.
By internal sources we mean:
Management information.
Financial and other operating data supplied to the manager to facilitate decision-making.
ACTIVITIES
READING
Executive window (help desks)
J. Merry
Infomatics (UK), Nov. 92 (13/10): p. 65 (3 pages)
Charts the development of help desks and describes how they are used today in various organizations, employing such software packages as Fernhart's ServiceDesk and TSMdesk, and UIS-Helpline. Considers the use of knowledge-based systems and the place of outsourcing in this context, with McDonald's (fast foods) and a national daily newspaper as examples. Notes finally that the help desk is an important factor in ensuring that organizations get the most out of equipment. Some help on how help desks can operate.
COMPUTER PACKAGES, KNOWLEDGE-BASED SYSTEMS, HELP DESKS, COMPUTER
OUTSOURCING, NEWSPAPER PUBLISHING, FAST-FOOD RESTAURANTS
I Information Management and technology Abstracts
WQ83-Practitioner
Generic plan for interactive on-line information service
T. J. Hargadon
The Office (USA), Jul. 92 (116/2): p. 20 (1 pages)
Lists the basic elements for interactive information services and electronic publishing: adequacy of customers' terminals; time sensitivity; licensing and leasing information; prioritizing of information; accessibility of expert advice; tracking of requests; delivery mechanisms. Notes the importance of training. Although brief, provides a useful summary of what is important.
ONLINE COMPUTING, INFORMATION SERVICE, COMPUTER TERMINALS,
ELECTRONIC PUBLISHING, LICENSING, TRAINING
I Information Management and Technology Abstracts
WG60-Practitioner
Hayden, V., Information for Management: Services and Sources,
MCB University Press. ISSN 00251747
Information accessibility
P. J.Daugherty, A. E.Ellinger, D. S.Rogers
International Journal of Physical Distribution & Logistics Management (UK), Vol 25 No 1
95: p. 4 (14 pages)
Assesses the importance of responsiveness in these days of just-in- time manufacturing and its effect of reducing the numbers of suppliers used by manufacturers; considers how to create responsiveness and particularly the potential role of information accessibility in promoting both customer responsiveness and subsequently more effective operations. Reports research carried out to test these links; a study using mail questionnaires sent to American warehousing companies in 1993 measured formalized approaches to assessing customer service needs, determining customer feedback, and examining internal service and quality levels. Finds support for both links, concluding that management must place a high priority on formally collecting information, and must determine the appropriate scope of information collection.
MANUFACTURING, WAREHOUSING, CUSTOMER SERVICE, JIT, INFORMATION MANAGEMENT
M/W/I Marketing and Distribution Abstracts
CG40-Practitioner
A practitioner's view on measuring the profitability of a customer - *
J. Smullen
Journal of Targeting, Measurement and Analysis for Marketing (UK), Vol 3 No 3 95: p.
256 (12 pages)
Considers how customer-based financial information can be developed in order to influence organizational policy; discusses this in the context of retail banks, and examines banks' profitability, organizational value, risk and the totality of financial objectives. Defines customer profitability and draws up a `customer contribution statement', which features operating expenses and regulatory/risk- related costs. Analyses customer contribution and value, and raises issues in relation to customer profitability; sets out generic strategies for categories of customer - profitable, unprofitable and non-customers. A useful look at a key issue for financial services organizations.
PROFITABILITY, FINANCIAL INFORMATION, BANKS, RETAILING, CUSTOMER PROFILING
A/M Accounting and Finance Abstracts
CV36-Practitioner
INTRODUCTION
The storage and retrieval of information is now being recognised as one of the most important techniques of management. Improved methods of indexing, classification, storage and retrieval become increasingly necessary with every increase of published information. Without such improvements management will derive little, if any, benefit from the information specially produced for it. Fortunately, automation is able to assist; the computer is, in fact, not only capable of producing information for management, it can also store a considerable amount of information and provide for its rapid retrieval.
Organisations do not buy computers and software just for fun. They buy them to help achieve their basic objectives. Computers are needed for handling large volumes of information. This information has to be processed so that it is useful in achieving corporate objectives. That process might be a production control system, a payroll system, or financial analysis and planning.
In the early days of data processing problems like these were tackled by creating a file management system controlling a set of entirely different files. For example, there would be a sales order processing file, a personnel file, a stock file, and many others. Each was a separate entity. Often, information was duplicated which could be common to all applications. The computer was just a number cruncher - something which took in information and collated it.
However, as business requirements changed or grew, as the nature of information became more complex, and as users' expectations of the DP department expanded, neither it nor the DP industry could cope with the demand.
What was needed was a greater degree of automation so that information could be sorted and selected more quickly. Information needed to be stored on a data base so that it could be retrieved according to the needs of the user.
What is a data base?
A data base is all the raw data needed to create and provide information that will satisfy the varying needs of users in the organisation. Just as a company turns to computer-based systems to control manufacture, so information providers and users turned to a data base solution to control the information, and to provide people with direct answers to direct questions. The data base is a tool which automates the activities of information providers.
Inside the data base are all the items of data that belong to the company. Now, ask yourself - if you want a simple answer to a simple question based on that data, is there one place that you can find it? And can you be sure you will get the right answer? Because in fact, although the data exists (and therefore the data base), it almost certainly exists in different forms. It could be on a computer, in a filing cabinet, on a desk-top microcomputer, in a desk drawer, on a notice-board, or even on the back of an envelope. The point is, where is the information that can answer your question?
In other words, all organisations have some kind of data base, but often it is not centrally organised and controlled. So when we talk about computer data bases, we are talking about organising all our information so that people can find it, look at it, and solve their own particular problems. In a sense, the computer data base is just like an elaborate central filing system. All the information needed by company personnel is held, if you like, in one central bank of filing cabinets. We try to organise it in a logical fashion, and avoid repeating information in different drawers or files. It is not easy with filing cabinets but, because the information is centralised, at least everyone knows that in one place they will find the information they need. Instead of having hundreds of filing cabinets spread all over the company with a large amount of duplicated information, it is all there in one place.
Of course, just as you need someone to organise your central filing system, so you need a tool to build and organise your computer data base. And this brings us to the data base management system - or DBMS.
What is a data base management system?
The DBMS is needed for virtually the same reasons you need a filing clerk to organise a central filing system. Sources of central information naturally involve a very large set of files that must be structured and managed - in different folders, different files, different drawers, and different cabinets. Some of the files, drawers and cabinets can be accessed by anyone, and some confidential ones can only be accessed by certain people.
As long as nothing changes in those files, the filing clerk becomes redundant. But in real life, information is constantly changing, and so is the demand for it. Perhaps the structure has to be reorganised to take in a whole new set of information for a newly acquired subsidiary, or perhaps the actual structure of the information has changed because the Government has just introduced a five-tier VAT rate.
In that sense, the DBMS acts rather like a filing clerk - a single entity that knows what the data base looks like and where to find the information. If ever a particular piece of information needs to be reorganised or restructured in some way, the filing clerk is the only one who needs to know about it. The user does not need to know - he/she simply asks for information, and the filing clerk supplies it.
Now although we are saying that the computer data base is a centrally organised set of files containing all the organisation's information, we are not saying that the files themselves are all in the same place. In a manually organised central filing system they have to be, because otherwise the filing clerk would lose control. Similarly, only one version of each file may exist - if you give different people copies of a file, any change that is made is unlikely to be made to the other copies. You could try and control it manually but, on a corporate scale, it is impossible.
In the context of computer-held data bases, the DBMS can organise and control all the files, whether they physically exist on the same computer, on another computer in the same room, or on a remote computer that could be five or even 5000 miles away. This is a distributed data base. The DBMS provides a single and simple link with the data, and accepts all responsibility for actually locating data, wherever it may be.
So the DBMS is the intermediary between raw information (the data base) and the applications and users (the people who need the information). Essentially, it gives people the freedom to use data in their own specific way, irrespective of where and how this data is structured.
OBJECTIVES
Security: friend or foe?
T. Collins
Computer Weekly (UK), 2 Jul. 92: p. 19 (2 pages)
Discusses the possible incompatibility between security and productivity, with special reference to PCs; quotes the case of Ampersand Typesetting, effectively forced into liquidation because an employee turned the security system around. Considers minimum security levels and, in contrast, when security is an enemy and particularly security products which can do more harm than good. Suggests that in certain cases physical security is the only practical solution. Although brief, gives a rather different point of view from that usually put forward.
PRINTING INDUSTRY, COMPUTER SECURITY, PRODUCTIVITY, PCS, LIQUIDATION,
TYPESETTING
I Information Management and technology Abstracts
VW81
The CITED solution (copyright protection)
G. P. Cornish, J. F. Boisson
XIII Magazine (Belgium), Oct. 92 (No. 8): p. 26 (2 pages)
CITED stands for copyright in transmitted electronic documents and is an EC Esprit II project aimed at addressing the issues of control and compensation for intellectual property in the era of electronic information; lists the partners in the project, and states that CITED's basic philosophy is to create a generic model of copyright protection of digital information; points out demonstrators of the CITED solution, e.g. on-line retrieval of stored document images based on the ADONIS document supply system. A valuable effort in a minefield of a subject.
COPYRIGHT, ELECTRONIC PUBLISHING, INTELLECTUAL PROPERTY, ONLINE
COMPUTING
I Information Management and Technology Abstracts
WS62-Practitioner
PDM: the essential technology for concurrent engineering
B.Gascoigne
World Class Design to Manufacture (UK), Vol 2 No 1 95: p. 38 (5 pages)
Maintains that concurrent engineering has not yet proved to be the manufacturing panacea expected as the required understanding of the organization's processes is only rarely in place and asserts that this has been compounded by the proliferation of systems and data; sees the need, in a cross functional design environment, for a disciplined approach to the management of data and the design process and advocates the use of product data management (PDM) software. Lists the functionality requirements of such a system and outlines how these can be met. It seems that yet another flavour of the month is in need of propping up.
CONCURRENT ENGINEERING, PRODUCT DESIGN, INFORMATION MANAGEMENT
W/I Management Services and Production Abstracts
CD78-Academic
Management accountants and information technology
J.Banerjee, A.Lloyd
Management Accounting (UK), Jan 95 (73/1): p. 12 (4 pages)
Comments on the findings of a survey which showed that 52% of the accounting departments of companies, large and small, surveyed do not provide other departments with online access to accounting data, mostly out of choice; questions the reasons why. Reveals that on ` alarming' number of accounting departments still rely on manual methods to perform primary functions such as budgeting and cash-flow forecasting, giving the amount of time required to set up and learn how to use IT as the main excuse for its restricted use; highlights the types of applications used by the surveyed companies - accounting software, spreadsheets, word-processing packages and windows applications - and finds that few have shown an interest in client-server facilities. Oh dear - accountants still struggling to shake off their old image!
MANAGEMENT ACCOUNTING, ACCOUNTING INFORMATION, ONLINE COMPUTING, INFORMATION TECHNOLOGY STRATEGY
A/I Accounting and Finance Abstracts
BT43-Practitioner
INTRODUCTION
This part of the resource serves as a point to evaluate management information systems in general and those in your organisation in particular.
OBJECTIVES
''Information needs for management decision making'',
Records Management Quarterly (USA),Oct. 1993 (Anbar Ref. YS84).
Analyses in some detail the process of management decision making, borrowing much from the considerable research into the subject and the characteristics of excellent managers and successful organisations, particularly with regard to their use of information; finds that in less successful companies information tends to be gathered outside the decision process and for defensive reasons, and too much is gathered. Examines the processes of acquiring information and how information requirements vary by type of decision; reviews the theories of information-seeking, including the 'sense-making' theory and the 'anomalous states of knowledge' theory. Considers the implications for records managers and archivists, recommending a lengthy list of interrelated actions, which encourage an enhanced role with more regular contact with senior managers and an expansion of their domain to include the decision-support function. Excellent advise based on constructive analysis of the decision-making process. Publishing software gets serious
M.Ricciuti
Datamation (USA), 1 Dec. 92 (38/24): p. 65 (4 pages)
Reports the latest developments in software packages designed for large organizations' publishing needs; announces the arrival of several powerful products for use on low-cost high-powered PCs, and illustrates their advantages by reference to Intel's use of FrameMaker software running under the Windows operating system on networking PCs. Describes moves towards the establishment of standards, notably SGML (standard generalized mark-up language) and gives two examples of Quark systems users - an interesting juxtaposition of Playboy magazine and The Christian Science Monitor!
PUBLISHING, SOFTWARE, PCS, WINDOWS, OPERATING SYSTEMS, STANDARD GENERALIZED MARK-UP LANGUAGE
I Information Management and technology Abstracts
WV82-Practitioner
Struggle for perfection: desktop publishing
H. Smart
Micro Decision (UK), Aug. 88 (No. 82): p. 48 (3 pages)
Finds that the Page Perfect package not only offers everything a large proportion of users will require, but that there is also nothing else in the price range quite as comprehensive. Feels, however, that the graphics are a crude bolt-on and the word processing elements poor - but then no DTP package is any better.
A/W Accounting and Finance Abstracts
NG78
Strategic information systems and libraries
R.Adams
Library Management (UK), Vol 16 No 1 95: p. 11 (7 pages)
Analyses a research project which looked at the issues surrounding the development of a decision support system for De Montfort University library, and maps some of the possible routes for achieving it, focusing in particular on the various sources of information which would feed into the system and the ease with which they could interlock. Moves on to discuss the ways in which decision support systems, management information systems and executive information systems can contribute to the development of strategic information systems within an organization, arguing that this can be an evolutionary development. Of interest to more than just librarians.
MANAGEMENT INFORMATION SYSTEMS, DECISION SUPPORT SYSTEMS, STRATEGIC INFORMATION SYSTEMS, LIBRARIES, EXECUTIVE INFORMATION SYSTEMS
I/T Information Management and Technology Abstracts
CC 4-Academic
Perspectives for information services in developing countries: the case of Brazil
W. C. S.Vergueiro
New Library World (UK), Vol 96 No 1118 95: p. 23 (7 pages)
Highlights the importance of information and information services in developing countries in general before discussing the structure of information provision in Brazil; describes all aspects of information provision in Brazil, from the public library system through to the specialized libraries and information centres which are expanding to meet the need for scientific, technological and business information. Argues that the conditions in Brazil are ripe for rapid advancement in library and information provision. Could be of use for exporters to or investors in the country.
DEVELOPING COUNTRIES, BRAZIL, LIBRARIES, INFORMATION CENTRES, INFORMATION SERVICES
I Information Management and Technology Abstracts
CH20-Practitioner
This session is to be read in conjunction with the article:
Perspectives for information services in developing countries:
the case of Brazil
W. C. S.Vergueiro
New Library World (UK), Vol 96 No 1118 95: p. 23 (7 pages)
I Information Management and Technology Abstracts
CH20-Practitioner
INTRODUCTION
The purpose of this part of the resource is to evaluate the impact of information technology on skills and working practices. Once feared as a job-destroyer, information technology is now credited as having created opportunities and employment in previously unknown areas.
OBJECTIVES
Exchange ideas with your colleagues about the impact of IT upon people's jobs.
''Don't tinker with it: BPR it!, Accountancy (UK), July 1993 (Anbar ref; YE1)
Describes the thinking behind business process re-engineering (BPR), in which, instead of being structured along functional lines, companies focus on processes that cut across functional boundaries and redesigns these processes for optimal performance. Notes how information technology has enabled individuals to perform all the steps in a process and given them more control over decision making. Looks at some of the software tools available to help with process modelling, but stresses that BPR is more about people than computers. Talks to Birmingham Midshires Building Society about its use of BPR to re-engineer mortgage processing - it now uses optical disc driven workflow methodology - and to defence equipment manufacturer Barr & Strout, which used BPR to streamline its management structure and to organise work in teams. A helpful introduction to those unfamiliar with BPR.
'' Does re-engineering really work'', Datamation,(USA), August 1993. (Anbar ref; YJ 74).
Discusses the role and performance of IS departments in re-engineering projects, finding shortfalls and a difficulty in adjusting, due to traditional IS thinking. Describes the role of IS as enabler rather than driver, and examines the re-engineering efforts of three organisations to illustrate the difficulties involved. All of them found that IS had to 're-engineer' its own IS operation before they could make progress, and each tackled this problem in different ways. Concludes that, for those equipped to support a re-engineering project, the rewards can be great. Re-engineering will become commonplace within the next few years, and success will depend largely on IS being able to respond effectively. An excellent summary of the need and potential solutions presented here.
''technology in the office, Financial Times(UK), 26 October 1993. (Anbar ref; YQ46).
Reviews the developments occurring in office technology and how, although the Utopian paperless office has not yet been achieved, closer integration between data processing and telecommunications has been made possible; confirms that the arrival of the personal computer on the office desktop has revolutionised the manipulation of databases and allowed greater networking. Foresees the introduction of cordless telephones to solve the problem of business calls failing to reach their intended target, plus wireless local area networks which link desktop computers and workstations without the need for fixed cabling, and predicts that all of this will lead to an increase in flexibility and mobility within the workforce. Also ranges across voice messaging, video conferencing, EDI, fax machines and computer security.
''The impact of IT on knowledge workers'' Work Study (UK) Jan/Feb. 1994. (Anbar ref; ZJ88)
Defines 'Knowledge workers' and argues that increasing their productivity has been a relatively neglected subject compared with operators and clerks; identifies three ways of doing it; the use of It, process streamlining and workers empowerment. Concentrating on the first, asks whether IT has provided extra support and thereby promoted performance improvement, or diverted the Knowledge workers' energies into trivial tasks (deskilling); lists factors that tend to promote deskilling and reports on research that investigated, in a university's student advice office, relationships between the likely deskilling effect and a worker's job longevity, age and prior experience of IT. Draws conclusions from this and examines the implications for implementing IT in professional offices, particularly in the training area; backs up the arguments with copious literature references.
Effects of advanced information technology on organizational design
K. McCleary, P. Asubonteng, G. Munchus
Health Manpower Management (UK), Vol 21 No 2 95: p. 20 (4 pages)
Assesses the dynamics between organizational structure and technology, and studies new organizational forms such as the dynamic network, the quasi-firm and hybrid arrangements which can allow organizations to exploit the capabilities of technology and to respond to challenges quickly; argues that the impact of advanced technology on the organization needs to be investigated more thoroughly as it is not wholly understood at present. Considers implications of such new organizational design for the health-care industry and how advanced information technology can aid in ensuring the effectiveness of such structures.
INFORMATION TECHNOLOGY, ORGANIZATIONAL DESIGN, HEALTH CARE, ORGANIZATIONAL STRUCTURE
T/I Top Management Abstracts
CR51-Academic
Re-engineering organizations: a critical appraisal - *
C.Grey, N.Mitev
Personnel Review (UK), Vol 24 No 1 95: p. 6 (13 pages)
Sees business process re-engineering (BPR) as the latest business panacea emerging from the US academic-consultancy complex, that claims increased productivity and profits and improved competitive advantage, and to be more than merely a new theory or technique - indeed, a `manifesto for business revolution'. Presents a highly- critical appraisal of the technique, aiming to provide ammunition to HRM specialists for resistance to the BPR phenomenon, and explores its relationship to traditional forms of organizational thinking, and its message that corporations must be re-invented by re- designing their processes from scratch, and to re-integrate formerly fragmented tasks. Examines BPR's rationale in terms of competition, customers and change, stresses its emphasis on displacing human labour by IT, and the difficulties of securing commitment to it; finally, identifies the contradictory nature of empowerment in the BPR context. States quite openly its opposition to, and contempt for, the perceived destructiveness of the BPR approach.
PRODUCTIVITY, COMPETITIVE ADVANTAGE, EMPOWERMENT, CUSTOMER ORIENTATION, INFORMATION TECHNOLOGY, ORGANIZATIONAL CHANGE, BUSINESS PROCESS RE-ENGINEERING, PROFITABILITY, HUMAN RESOURCE MANAGEMENT, ORGANIZATIONAL THEORY
T/P/W Top Management Abstracts
CC80-Academic
This session is to be read in conjunction with the article:
Re-engineering organizations: a critical appraisal - *
C.Grey, N.Mitev
Personnel Review (UK), Vol 24 No 1 95: p. 6 (13 pages)
T/P/W Top Management Abstracts
CC80-Academic
INTRODUCTION
Nearly every organisation in the world uses information Technology in some shape or form. The most popular application is database usage. It is therefore important to make an informed decision about the management of purchasing.
OBJECTIVES
ACTIVITIES
Discuss with your group a recent major purchase of IT within your own organisation:
Investigate the document retention policy in your organisation. To what extent is micro-filming used?
''Seeing red over Taurus'', CA Magazine (UK), July 1993 (Anbar ref; YE34)
Outlines the problems with the existing share settlement system of the London stock market - cost, settlement delays and the significant involvement of third parties - which prompted the #400 million development of the ultimately doomed Taurus system. Explains that Taurus was intended to solve these problems by implementing a computerised book entry system for recording changes in share ownership and eliminating paper altogether ("dematerialisation"); however, an adequate solution was never found because Taurus aimed to accommodate, not just the users (the individual and institutional share buyers and sellers) but also those with a vested interest in the existing system, i.e. the banks which act as registrars and custodians (the third parties). Notes that the task force set up after the Taurus collapse has recommended that a new system should aim to satisfy the user's requirements, not those of third-party providers. ''Associating organisational strategic performance with IT investment'',
European Journal of Information Systems (UK), July 1993 (Anbar ref; YF13)
Contends that the existing literature on IT investment provides little evidence of links with company performance and reports the findings of current research into the subject, based on a survey of 100 companies said by a US computer journal to be the most effective IS users in 1988. Uses eight measures of IT investment and ten ratios denoting economic performance, finding different levels of IT investment even among the so-called most effective users, and that a clear distinction exists in terms of IT investment and organisational strategic and economic performance achieved. Suggests that to perform well an organisation should spend a higher percentage of its IT budget on IT staff and their training, and indicates that it pays to be an IT investment leader, as firms as the leading edge of the use of technology appear to be performing better than those investing the same, but on 'old' technology. Lists other suggestions for better performance through IT investment, and makes several recommendations for further research. Interesting research with some useful, and one or two unexpected, conclusions.
MIMS: database publishing on a desktop system H. Holloway Information Media & technology (UK), Sep. 90 (23/5): p. 211 (3 pages)
Describes the Monthly Index of Medical Specialities (MIMS) and notes some problems with its production in terms of long lead times and time wasted over proof corrections. Reports on the introduction of a database system which could handle not just textual adjustments but also display advertising. Profiles the organization which won the tender for the system and comments on modem links to this organization which does the typesetting; mentions advantages, such as reduced lead time. To us at Anbar it all sounds rather familiar!
A/W/I Accounting and Finance Abstracts
QO19
Do you really need desktop publishing? A. Lexington
The Office (USA), May 92 (115/5): p. 30 (2 pages)
Discusses (succinctly) the factors which should be taken into account when selecting desktop publishing software and hardware; notes also the skills (management, graphics and editorial) required. Although short, this provides an excellent summary of the important aspects; indeed, many of the points apply to the selection of any applications software.
DESK TOP PUBLISHING, COMPUTER SOFTWARE, COMPUTER HARDWARE
I Information Management and Technology Abstracts
VY19
MkIS support for the marketing management process
J. M.Talvinen, T.Saarinen
Marketing Intelligence & Planning (UK), Vol 13 No 1 95: p. 18 (10 pages)
Evaluates marketing information systems' (MkIS) contribution to marketing decision making, discussing the concept of MkIS and how this has developed over the last 30 years. Shows how MkIS and the marketing management process relate particularly in terms of co- ordination and control. Reviews previous research aimed at improving MkIS usage and outlines research undertaken in Finland which looks at the way MkIS is being utilized in practice. Highlights the potential value of MkIS for direct marketing applications.
MARKETING INFORMATION SYSTEMS, DIRECT MARKETING
M/I Marketing and Distribution Abstracts
CC50-Academic
Developing a strategic planning framework for information technologies in libraries - *
U. Hofmann
Library Management (UK), Vol 16 No 2 95: p. 4 (11 pages)
Based on structured expert interviews, presents data on which librarians can base their plans for introducing and developing the use of information technology within their libraries. Analyses the data to indicate which technologies are the best candidates for investment (not CD-ROM - apparently, it is considered to be one of the first of the technologies to be junked) and the barriers that may hinder their introduction/exploitation; assesses the impact of the technologies on the services offered to library users and their implications for the backroom operations that make the services possible. Densely written, but the implications of the analysis are worth fighting for.
STRATEGIC PLANNING, INFORMATION TECHNOLOGY, LIBRARIES
I Information Management and Technology Abstracts
CS72-Practitioner
This session is to be read in conjunction with the article:
Insert full text explanation
Developing a strategic planning framework for information technologies in libraries *
U. Hofmann
Library Management (UK), Vol 16 No 2 95: p. 4 (11 pages)
I Information Management and Technology Abstracts
CS72Practitioner
INTRODUCTION
Evaluation is a vital process in every aspect of management. Criteria must be set up to judge the success or failure of existing aspects of the organisation and can help
with purchasing decisions. Information Technology is changing at a very rapid pace which underlines the need for a formal process of evaluation before a firm decision is made.
OBJECTIVES
To examine whether information is a resource that can be managed by financial measures.
ACTIVITIES
Desktop publishing best buy
K. Lang
Which Computer? (UK), Jun. 91 (14/6): p. 95 (7 pages)
Reviews thirteen desktop publishing packages to identify the best buys. Divides the subject into three categories based on the type of publication which the system is mainly expected to produce: eye- catching literature like leaflets, magazines and books; describes the features which the different styles of publication need and then reviews the packages. Although the descriptions of each of the packages concentrates on its ability to handle one or other of the types of publication, the feature comparison table gives an indication of how the software handled all three types of publication which is useful for companies whose publications fall into more than one category.
I Information Management and Technology Abstracts
SL95
Desktop publishing - packing a powerful punch
R. Milton
Computing (UK), 10 Jan 91: p. 20 (2 pages)
Surveys three of the most popular word processing packages, WordStar, WordPerfect and Word, and asks whether they have sufficient facilities to compete with DTP packages. The answer, for first-time users, is yes, particularly if the type of application is a corporate newsletter for staff or customers. A useful table compares page preview, graphics handling, font handling, ease of use and documentation to help make the right choice.
I Information Management and technology Abstracts
RN68
Determinants of corporate leasing policy: some UK evidence
A. Waring
Journal of Industrial Affairs (UK), Vol 4 No 1 95: p. 19 (13 pages)
Summarizes the findings of a 1991 survey investigating the behaviour of seven large traditional asset-based UK engineering companies deciding whether to lease or buy capital equipment; reflects on theoretical and empirical studies, and highlights the significance of qualitative factors - including improving working capital and cash flow - in determining lease decisions, with only a relatively small percentage exploring the tax incentives. Considers organizational constraints and management structures, leading to the range of behavioural inducements to lease and lease evaluation criteria. The main finding is that companies tend to have a range of criteria that do not always fit well with current lease evaluation theory.
LEASING, ENGINEERING, CAPITAL EQUIPMENT, UNITED KINGDOM
A/W Accounting and Finance Abstracts
CR66-Academic
Competitive communication strategies
S.Marsh
Logistics Information Management (UK), Vol 7 No 2 94: p. 25 (7 pages)
Reproduces an extract from a research document produced by the Centre for Exploitation of Science and Technology's Transport and Communications Programme. Outlines the various growth areas that will contribute to the `information society' we are promised in the coming century, examines the challenge of change faced by the business user and considers the concept of organizations as information centres. Argues that opportunities for the future occur not in the automation of specific functions, but in supporting the high value-added communications and decision-making activities of individuals and organizations; in particular, explores the interdependence between transport and communications systems, showing their complexities and the ever-changing perception of their role. Surveys the increase in tele-alternatives to doing business and how they can rival conventional means, contending that there needs to be a better political and industrial understanding of their economic benefits. Interesting and considered comment.
INFORMATION CENTRES, TRANSPORT, DATA COMMUNICATIONS
M/I Marketing and Distribution Abstracts
AD29-Practitioner
This session is to be read in conjunction with the article:
Competitive communication strategies
S.Marsh
Logistics Information Management (UK), Vol 7 No 2 94: p. 25 (7
pages)
M/I Marketing and Distribution Abstracts
AD29-Practitioner
INTRODUCTION
Databases are fast replacing all other forms of information management. They can be custom-designed around a particular business or area of that business. It is therefore important to evaluate their usefulness and application to your organisation.
OBJECTIVES
To identify the applications of databases and their suitability to particular organisations. To consider databases as an information resource of strategic importance.
ACTIVITIES
From your own organisation, acquire the following information:
NK4 Competitive Superiority Through Database Marketing.
B. Shaw And M. Stone in Long Range Planning ~(UK) , Oct. 88 (21/5) P.24; (17 Pages)
Provides an example of what database marketing can offer and its possible applications, e.g. a customer loyalty programme. Shows how a database can enhance competitive strategy by changing the basis of competition, improving customer relations, providing alternative sales channels, putting up barriers to entry by competitors, and creating new products and services. advises on how to make new strategy happen, listing the main components required, and considers the creation of revenue streams which are determined by the types of customers, the products they buy, and how the company services them. looks at how resources should be split at the design, implementation and management of the system.
Desktop publishing
P. Lavin
Which Computer? (UK), Apr. 91 (14/4): p. 49 (3 pages)
Reviews the four best-selling desktop publishing products: Aldus Pagemaker 507, Timeworks Publisher, Ventura Publisher 495, and Quark Xpress 3.0, critically assessing whether they deserve this market position.
I Information Management and technology Abstracts
SC78
En route to on-line filing
M. Malazdrewicz
CA Magazine (Canada), Oct. 92 (125/10): p. 44 (2 pages)
Identifies the four types of clients Revenue Canada, Taxation (RCT) must service - individual taxpayers, tax practitioners, employers and corporate clients - and the three areas of potential interest to all groups, namely tax information, preparation of tax-related items and filing of tax-related items; discusses RCT's proposed IT developments in those areas, including electronic publishing, videotext, expert systems, and software to enable returns to be completed electronically. Looks at the on-line electronic filing of personal income tax returns (Efile) project which will be extended throughout Canada in 1993, and mentions the plans RCT has for using IT more within its own operations, e.g. executive information systems to assist management in overseeing the delivery of its services. Stepping closer to the paperless environment?
FILING, ELECTRONIC PUBLISHING, EXPERT SYSTEMS, EXECUTIVE INFORMATION SYSTEMS,
TAXATION, VIEWDATA, GOVERNMENT DEPARTMENTS, ONLINE COMPUTING
A/I Accounting and Finance Abstracts
WP49-Practitioner
High performance customer management - **
S.Ives
Logistics Information Management (UK), Vol 7 No 2 94: p. 45 (7 pages)
Argues that the research and development (R&D) function in many organizations is suffering from a lack of IS support due mainly to companies reacting in an unbalanced way to increased external pressures on their business; believes that too much control and not enough creativity is the result, and this in turn adds to the pressures and further suppresses invention and other basic means of gaining competitive advantage. Proposes means of harnessing IT to overcome these problems, particularly by creating the right IT architecture by examining integration with existing systems, reliability and manageability, usability (e.g. graphical user interfaces), and support for the mass data storage and migration generated by R&D environments. Targets a number of characteristics specific to an R&D environment which might be considered when implementing a new IT infrastructure, and finally promotes the view that, apart from the easily recognizable efficiency gains from IT, there are more subtle, effectiveness or value-added benefits, and these need to be identified if real progress is to be made. Although it sounds like a cry for help from a frustrated R&D person, there is much to be said for the arguments put forward.
RESEARCH & DEVELOPMENT, INNOVATION
M/W/I Marketing and Distribution Abstracts
AD30-Practitioner
INTRODUCTION
Business intelligence is vital in a competitive marketplace. As well as information on competitors, information about the market place and economy in general can make the difference between failure and success.
OBJECTIVES
''Stalking the elusive technology payoff'', Training(USA)
November 1993.
(Anbar ref; YX99)
Highlights evidence that the introduction of computers into white-collar office work is beginning to boost productivity, and looks at why it is happening in some companies and not in others. Concludes that the answer is training. Points to the common mistakes made by companies introducing computer systems, ranging from providing no training, to paying for expensive training which fails because it does not meet the trainee's needs. Sets out the basics of an effective training plan which succeeds by making training integral to the introduction of new technology, using a training programme which focuses on business objectives, and having it delivered by internal trainers.
''Strategic information systems and competitiveness''
Information & Management (Netherlands),
October 1993. (Anbar ref; YQ85)
Discusses the use of information system technology (IST) as a competitive strategic weapon and questions whether firms are ready for an IST-driven competitive challenge, presents research findings that indicate many small and medium-sized companies do not place sufficient emphasis on planning for IS and have a low level of awareness of its potential impact. Concludes that these companies need help in becoming proactive in linking IS planning to their competitive strategy. Interesting discussion, but are the potential advantages the same for small firms as they are for large ones?
''Quality engineering: Justifying and prioritising IT investments''
European Journal of Information Systems(UK),
July 1993. (Anbar ref; YF15)
Introduces the concept of quality engineering (QE) the intention of which is to assess rigorously new investment ideas concerned with improving the quality of business processes; explains the shortcomings of traditional cost-benefit analysis, and defines a need to add quality to the financial assessments made. Describes QE, presented in four modules; quality standards, quality awareness, quality performance indicators and quality value; each module has a worksheet summarising the issues being assessed, and the various elements of each stage are outlined. Constructive and well-intentional approach, which is accurate in its definition of the current difficulties of IT justification
Building market intelligence systems for environmental scanning
X. Xu, G. R. Kaye
Logistics Information Management (UK), Vol 8 No 2 95: p. 22 (8 pages)
Examines the elements of management information needed by a marketing manager, highlighting the amount of data that should come from outside the organization; estimates that less than 20% of time is actually spent on the external perspective, but that the need is much greater, representing the failure of existing systems. Outlines the various environments for potential scanning and possible sources of information, and identifies the critical factors in the use of market intelligence systems; considers the techniques of processing.
MARKET INTELLIGENCE, INFORMATION SYSTEMS, ENVIRONMENTAL SCANNING
M/I Marketing and Distribution Abstracts
CS80-Practitioner
Choosing an optical disc system - *
S. Vane-Tempest
Information Management & Technology (UK), Mar 95 (28/2): p. 67 (5 pages)
Provides a guide for users and resellers trying to negotiate the increasingly variable optical disc market. Runs through the features, strengths and weaknesses of the various types of disc, including WORM, CD-ROM, erasable and CD-recordable, and comments on data life cycles, data security issues and data mangement. Surveys optical jukebox systems, in terms of performance, quality and reliability, system software and costs. One of the better guides, and easy to understand.
OPTICAL DISCS
W/I Management Services and Production Abstracts
CL67-Practitioner
INTRODUCTION
Information is a valuable resource to an organisation. As with other important resources, an organisation must develop a strategy to provide the knowledge as a firm basis for action.
OBJECTIVE
READINGS
Information resource management: is it sensible and can it work?
J. L. King, K. L. Kraemer
Information & Management (Netherlands),
Aug. 88 (15/1): p. 7 (8 pages)
Questions the two basic tenets of information resource management considering that organizations are too complex to be viewed as systems amenable to systematic control and that information per se cannot be viewed as a resource. Wonders whether traditional ways of dealing with information are so flawed that the IRM cure is worse than the sickness; warns of possible detrimental, unanticipated side effects of IRM, such as a move towards centralization and constraints on the collection of some information. Sees the real role of IRM as a means of focusing attention on the growing importance of information and the infrastructure which provides it, but hopes that the wider vision of IRM will not be irretrievably lost. So, at last, someone has dared to question the emperor's new clothes.
T/A/W Top Management Abstracts
NS49
''Information and the management of change''
Logistics Information Management (UK) Vol. 6, No. 2. (Anbar ref; YL58)
Explores the management of change resulting from new information systems, emphasising that there are things which must be managed by business managers rather than the technologists, and that the role of the IT department should be a supportive rather than a leading one. Examines the process of change and the importance of planning the work, of recognising motivational and other attitudinal factors, of developing new skills and of considering effects on the company's environment, culture and policies. The role of the project manager and the structure of projects are both discussed, and the various project stages outlines. Helpful and constructive advice, if not completely original.
'' IT strategies - putty in your hands''
Computer Weekly (UK) 9 December
1993. (Anbar ref ZA95)
Reports that views on formulating IT strategy are changing, with long-term business strategy no longer considered as important to IT decisions, and suggests that technology moves so fast that effective solutions are those which are flexible enough to change with the business, so that slow rigorous reviews are obsolete even before their completion; believes that traditional IT strategies do not affect the underlying business processes, so the new approach is to analyse and re-design the business objectives and processes with applications built or brought to operate the new processes. Gives examples of Abbey National, National Power and Volvo, and stresses the importance of involving and informing the people concerned. In a box, displays the key points in developing an IT strategy.
Automated document delivery at the British Library
B.Williams
Information Management & Technology (UK), Jan 94 (27/1): p. 36 (3 pages)
Reviews the progress made by the British Library Document Supply Centre (BLDSC) as it moves from photocopying to image processing to supply the 15,000 requests a day for document delivery; indicates that the first stage is to start capturing images and looks at the system currently being tested. Discusses the alternative courses of action open to BLDSC now, explaining that to deliver by laser printing from the electronic images would merely replace photocopiers with printers; however, format standard problems are causing difficulties in delivering electronically and other libraries - BLDSC's main customers - are not geared to printing electronically delivered documents. Discusses the possibility of delivering directly to requesting individuals, pointing out the serious threats this would pose to publishers and authors, in that it would become doubtful that some journals would justify printing in the first place. A fascinating debate with serious consequences whichever way the solution goes.
DOCUMENT DELIVERY, LIBRARIES, DOCUMENT IMAGE PROCESSING, PUBLISHING
I Information Management and Technology Abstracts
ZG65-Practitioner
Combining imaging and workflow management to meet business objectives
Y.Randriamalaza
Information Management & Technology (UK), Jan 95 (28/1): p. 18 (4 pages)
Looks at how Olivetti workers apply an imaging and workflow solution to their work and considers the main user groups to be clerical workers and knowledge workers, and the main tasks of both groups to be responding to events, taking decisions and taking actions. Examines the events that trigger the decisions, lists the types of decision made, and the interactivity between different levels of knowledge worker. Shows how the characteristics and functions of work management systems can assist both groups and relates how the more advanced functions of workflow management can be put to effective use in terms of control, quality assurance and management information.
CLERICAL WORKERS, KNOWLEDGE WORKERS, MANAGEMENT INFORMATION, WORKFLOW AUTOMATION, DOCUMENT IMAGE PROCESSING, QUALITY ASSURANCE, INTERNAL CONTROL
W/I Management Services and Production Abstracts
CB75-Practitioner
INTRODUCTION
Although applicable to the organisation as a whole, information management has usually been compartmentalised by organisations. This section asks how this works in practice and how it can be made to work better.
OBJECTIVES
Discuss the following with your group:
The Mystery of the IT Managers
(Anbar ref; YK79)
Observes that in the past ten years the role of the IT manager has changed greatly, with increasing business orientation and executive responsibility and suggests that not every IT professional will have the talents or opportunity to take advantage of this; summarises a recent report, 'The Role of the Chief Information Officer (CIO), a study of survival', which tries to explain why this change has taken place. Highlights a number of factors which have made the senior IT executive's role more difficult, some outside the CIO's control, others depending on 'what the CIO does'; finds that this involves the CIO in hybrid management, but also that hybrid managers are tending to have non-technical backgrounds, principally because they have a less IT-centric view, which is more in tune with the approach taken by many companies today. Considers the way in which technical support is often being distributed among end-user departmental managers taking more responsibility for IT, and the increased emphasis on procurement rather than development. Concludes that, while an understanding of technology will still be required, a commercial approach is vital.
'' Information in the management process''
Logistics Information Management
(UK) Vol. 6 No. 2 (Anbar ref; YL59)
Investigates the evolution of the manager's role, particularly in the light of the computer revolution of recent times, and considers why change is not usually something we seek, being a gradual process brought about by various pressures. Relates this to the introduction of computing to senior managers, contending that it is too often the result of social pressure rather than of a genuine need. Discusses the use of information to manage, and the barriers posed in managers' minds by the technology of computing, causing them to misuse or not use the information available to them; believes that its a knowledge of the information resource that is important and not computer literacy, though the latter undoubtedly helps.
Norton, B., and Peel, M.,
Information: The Key to Effective Management,
MCB University Press, 1989. ISBN: 0 86176 443 9
Tailoring competitive intelligence to executives' needs
D. C. Bernhardt
Long Range Planning (UK), Feb. 94 (27/1): p. 12 (13 pages)
Bemoans the absence of effective competitive intelligence (CI), claiming that, where it is practised, companies are indulging in mere incrementalism; defines CI and sets out stages in establishing an integrated programme, which starts with a requirement to answer key questions, such as `what do we need to know?'. Discusses information collection and processing, and observes that the most reliable information comes from primary sources (the colloquialism 'from the horse's mouth' best describes this); considers analysis and the need not to overproduce information and stresses that analysis needs to be time-based; presents a set of questions related to this. Advises on organization for CI, making the point that the CI unit should be a part of the business development or planning group, and not marketing.
COMPETITOR INTELLIGENCE, DATA COLLECTION, INFORMATION MANAGEMENT
T/M/I Top Management Abstracts
ZN51-Practitioner
The manager and the information worker of the 1990s - *
L. D. Runge
Information Strategy: The Executive's Journal (USA), Summer 94
(10/ 4): p. 7 (8 pages)
Sketches the changes in employment patterns that have taken place as the result of the development of the information age, with the change from physical to mental work, and maintains that industrial hierarchies and managerial styles need to change concordantly, so that the manager is no longer the taskmaster, but guide or captain of the ship; no longer autocrat, but provider of the infrastructure so that the experts can get on with the job. Comments on changes in employee loyalty patterns and the increasing use of freelance experts, and studies this in the light of brain theory (left and right quadrants), suggesting that (at least in the USA) education is directed principally towards development of the left hemisphere, the analytical side, and ignores the creative side; believes that business leaders should be those whose expertise spans the two sides of the brain, citing as an example Leonardo da Vinci - artist and engineer. Although such insights have been around for many years, it is good to have them repeated; too many organizations are still run by autocrats!
EMPLOYMENT, INFORMATION MANAGEMENT, MANAGEMENT STYLES, JOB DESIGN
T/P/I Top Management Abstracts
AC43-Practitioner
The organization and improvement of market forecasting
R. Fildes, R. Hastings
Journal of the Operational Research Society (UK), Jan 94 (45/1): p. 1 (16 pages)
Reflects on the gap between actual forecasting practice and approaches recommended by management scientists, and presents a model of the market forecasting system, showing linkages between sales, marketing research and production; asserts that the objectives of forecasting will be better served by having a matching organization design; and looks at some aspects of design such as information flows. Presents a case study of an unnamed UK-based multinational in order to consider organization design and forecasting activity, and discusses forecasters' links to decision making; reveals that greater importance is attached to judgemental techniques (e.g. customer expectations) than to quantitative techniques. Looks at ways of improving forecasting in the case organization by improving information flows and adopting more formal techniques, while noting barriers to adopting such techniques; concludes that changing forecasting procedures are most likely to be brought about by changes in information systems, e.g. demands for control information in an MRPII system demands a more formal approach.
FORECASTING, MARKETING STRATEGY, INFORMATION MANAGEMENT, QUANTITATIVE TECHNIQUES
M/W/I Marketing and Distribution Abstracts
ZH66-Academic
The wizards of Oz (qualitative information)
A. Gibson
The Health Service Journal (UK),
5 May 94 (104/5401): p. 22 (3 pages)
Surveys the high quality information approach of the Australian health service to purchasing, in contrast to the high-volume, IT- intensive approach adopted by the UK. Discusses the advantages of undertaking a census more frequently than is currently the case in the UK and offers two case studies supporting a call for more qualitative information in the form of smaller, more accurate and more robust databases, in order to meet more readily customers', or in this case patients', needs. Stresses that getting the right answer depends fundamentally on asking the right questions - a difficult argument to dismiss.
HEALTH SERVICE, INFORMATION MANAGEMENT, PURCHASING
M/I Marketing and Distribution Abstracts
AC14-Practitioner
To whom does the company belong?: a new management mission for the information age - *
J. Aoi
Journal of Applied Corporate Finance (USA),
Winter 94 (6/4): p. 25 (7 pages)
Compares the differences in focus between the corporate governance debates in the USA and Japan, but notes that there is a common perception that corporate management is not sufficiently accountable to outside constituencies; argues that the fundamental aim of corporate activity is to promote technological innovation that leads in turn to value-adding products and services, for which the corporation is rewarded by society, explaining this idea. Suggests therefore that the corporation belongs to society, which means that a different way of evaluating corporate performance is required - namely, the total social benefits derived from a corporation's activity net of any social disadvantages; believes that outside (non- executive) directors can play a more active role in helping companies respond to the interests of society, and urges companies to invest more in their human resources to allow for the greater human intellectual creativity demanded by technological innovation and more sophisticated consumers. Reckons also that the ideal of the `stockless' corporation will become a new model for management because inventory blocks the flow of information between consumers and producers. Rather long-winded, but the message is there for all to see.
CORPORATE GOVERNANCE, TECHNOLOGICAL INNOVATION, INFORMATION MANAGEMENT, SOCIAL RESPONSIBILITY
T/A Top Management Abstracts
ZQ18-Academic
Tools for the analysis of business information needs
T. D. Wilson
Aslib Proceedings (UK), Jan 94 (46/1): p. 19 (5 pages)
Explains the role of information within businesses, the type of information that is needed, how it is gathered and how it can be used to develop or maintain an organization's competitiveness. Written for a Chinese conference, it introduces the subject and summarizes some important research.
INFORMATION MANAGEMENT
I Information Management and technology Abstracts
ZF19-Practitioner
Trouble in mind (change management)
J. Massey, R. Newing
Computing (UK), 12 May 94: p. 44 (2 pages)
Reports an address by Sir John Harvey-Jones on taking advantage of IT skills, observing that there is a lack of communication between business and IT specialists, and that one solution to this is to have more hybrid managers. Maintains that a benefit of IT is that it gives more people access to corporate information, but that managers need to learn to share that information, so that IT can enable more effective delegation; furthermore, comments that many managers dislike delegating, while subordinate staff in turn often lack confidence and delegate upwards. Emphasizes that change is an important factor in business success, but that change must be managed, and finally underlines the importance of training and of strategic clarity. Perceptive as ever.
CHANGE MANAGEMENT, DELEGATION, INFORMATION MANAGEMENT, HYBRID MANAGERS
T/I Top Management Abstracts
AB19-Practitioner
Customer-focused MRPII - *
M.Luscombe
Logistics Information Management (UK), Vol 7 No 5 94: p. 22 (8 pages)
Responds to the criticism of MRPII and the ensuing enthusiasm for Japanese production systems (JPS), claiming that an updated version of MRPII is preferable to an instant response in the form of a shopfloor-driven alternative; explains the weaknesses that give the impression of MRPII as outdated, but also discusses the strengths that make it necessary, such as its contribution to an integrated production control model. Attempts to put down the idea that JPS ` pull' systems provide greater flexibility, and maintains that they have no clear advantages over MRPII in terms of integrated production control; proposes means of reinventing MRPII so that it is more customer orientated, and considers the barriers to its successful implementation. Concludes that JPS in the right environment are the best way to supply customers with what they want, but that very few companies can embrace it to the degree required; a revamped MRPII on the other hand has considerable promise. The first positive comment on MRPII for some time.
MRPII, MANUFACTURING RESOURCE PLANNING, MANUFACTURING STRATEGY
W Management Services and Production Abstracts
BJ42-Academic
Cutting through the paperwork
A.Burr
Information Management & Technology (UK), Nov 94 (27/6): p. 263 (3 pages)
Investigates the features available in software packages for the management of quality documentation and implementation of BS5750, and provides tables for the comparison of 11 such packages. Believes that some vendors will be prepared to modify their products to suit individual company requirements, but that it may be better and cheaper to consider compromises and settle for the basic product.
QUALITY, COMPUTER SOFTWARE, BS5750, BRITISH STANDARDS, DOCUMENT MANAGEMENT
W/I Management Services and Production Abstracts
BN83-Practitioner
Arnold, M.E. and Penn, J.M.,
''The Information technology Revolution in Marketing: A Review of Some Current Applications'',
Quarterly Review of Marketing, Vol. 12 , No. 2, January 1987, pp. 1-7.
Haley, R.I. and Gatty, R., ''Monitoring your Markets Continuously'',
Harvard Business Review, Vol. 46, 1968, pp. 65-9.
King, W.R., ''How Effective is your Information Systems Planning?'',
Long Range Planning (UK), October 1988, p.103.
Piercy, N., ''A Social Psychology of Marketing Information, Learning to Cope with the Corporate Battleground'',
Journal of Market Research Society, Vol. 25 No. 2, 1983.
Withey, R., ''How Managers use On-line Information'',
Business Information Review, Vol. 3 No. 1, 1986, pp. 12-19.
Journals: International Journal of Information Management, Industrial Management & Data Systems, Learning to Learn Resource
This is a hugely successful and rapidly growing medium which gives access to all the main business and financial sources. For more detail on this development, you may like to read some issues of " Online/ CD-ROM Information" published by Headland Press.
Some on-line databases
(i.e. bibliographic databases for references to published information, including market surveys.)
| Available: | DIALOG, ORBIT, BRS, DATASTAR, ESA-IRS |
| Coverage: | Most aspects of business and management studies. |
| Notes: | Largest such database; very up-to-date; mainly US material. |
| Available: | ORBIT. |
| Coverage: | Accounting, finance, data processing, industries and businesses. |
| Notes: | Specialist accounting database; Not as current as other databases; mainly US material; relatively expensive. |
| Available: | DIALOG. |
| Coverage: | Mixture of marketing information and economic research. |
| Notes: | Currency inadequate for marketing information; strong on economics, particularly from European sources. |
| Available: | DATASTAR, BRS. |
| Coverage: | Business, company, financial and industrial information from FT. |
| Notes: | Very up-to-date; exhaustively indexes FT. |
| Available: | DIALOG. |
| Coverage: | Industry and market reports in 55 subject areas. |
| Notes: | Reports published by commercial publishers, market research companies, pollsters, investment firms, etc., which are otherwise very difficult to locate, mainly US reports. |
| Available: | DIALOG, BRS, DATASTAR. |
| Coverage: | Industry and market studies. |
| Notes: | As well as journals, covers research reports, statistics, newsletters, dissertations; focuses on industries not themes or companies; mainly North American reports; bigger and more current than (5). |
| Available: | DIALOG, ORBIT, BRS, DATASTAR. |
| Coverage: | Most aspects of business and management studies. |
| Notes: | Smaller than (1) but complementary as it covers books and different journals; mainly US material. |
| Available: | DATASTAR, BRS. |
| Coverage: | News and editorials from major newspapers and journals. |
| Notes: | Mainly US material but includes FT, The Guardian and The Times, plus some European sources. |
| Available: | DIALOG, Pergamon-Infoline, direct - PIRA. |
| Coverage: | Marketing and most aspects of management and economics. |
| Notes: | Greater European coverage than (7) and (1); journals, books and reports. |
| Coverage: | As for (11) but more general, also socio-political and economic topics such as population, wages and consumer spending.' |
| Notes: | Unlike (11) an index only - No abstracts. |
| Available: | DIALOG, ORBIT, BRS, DATASTAR. |
| Coverage: | Market data, new products, production technology, foreign trade, acquisitions/mergers, environment; industries. |
| Available: | On London Business School's computer. |
| Coverage: | Management and business; fringe subjects such as psychology and sociology in relation to management and business. |
| Notes: | Good coverage of European literature; No abstracts |
| Available: | DIALOG, IRS, DIMDI. |
| Coverage: | Business, finance, management, economics. |
| Notes: | Facilities for citation searching. |
| Available: | ESA - IRS, Finsbury Data Services Ltd. |
| Coverage: | Business and finance; companies and industries; economics; public affairs; EC. |
| Notes: | Gives long informative abstracts from newspapers, weeklies etc. UK and W. Europe; Far East; Middle East and Gulf; Central and South America; USA. |
| Available: | DIALOG. |
| Coverage: | Trade journals with a practical slant. |
| Notes: | Mostly North American literature. |
| Available: | On-line |
| Coverage: | Management abstracts from over 300 publications |
| Notes: | Subscription to electronic version includes discounts on orders. |
Some important on-line databanks
(sometimes called ''source databases'') i.e. give the actual information, whether numeric, full-text or directory-type material. These categories may overlap.
To find information on specific companies and to construct lists of companies.
| Available: | DIALOG, IP Sharp, CDC/SBC. |
| Coverage: | 11,000 US publicly-owned companies, e.g. industrial activity, number of employees, legal proceedings, balance-sheet data. |
| Available: | Datastream International Ltd. |
| Coverage: | 3,500 quoted industrial companies in UK, USA, Canada, France, W. Germany, e.g. company accounts analysis, company shareholdings, stock market performance, economic forecasts. |
| Notes: | 100 programs available to operate on data including ''Z'' score analysis. |
| Available: | ADP, DRI, CE/IDC |
| Coverage: | Over 2,300 UK quoted and unquoted companies; European, Australian and Japanese companies. |
| Notes: | Up to 327 data elements for UK companies. Updated weekly. |
| Available: | DIALOG, ICC private viewdata. |
| Coverage: | ''All'' registered limited companies in England, Wales and Scotland, e.g. registered name and address, accounts reference data, dates of latest returns and accounts. |
| Notes: | Records will indicate if there is an entry for the company in the sister database below. Information is taken from companies registration office for both. |
| Available: | DIALOG, ICC private viewdata. |
| Coverage: | 60,000 British companies including the majority of quoted and USM companies. Descriptive information plus brief financial details. |
| Available: | Pergamon Infoline |
| Coverage: | ''All'' registered limited companies in England, Wales and Scotland. Financial information on about one third of these. |
| Notes: | Information is taken from CRO (as for 4 and 5) as well as from Charges Registered and the London Gazette. |
| Available: | Pergamon Infoline. |
| Coverage: | Details of the top 20,000 companies in UK determined mainly by turnover, e.g. names and functions of directors, description of the business and its markets, SIC codes, total and export sales figures, employee numbers. |
| Notes: | D & B claim that companies in the file account for 90 per cent of UK industrial expenditure. Information is obtained from annual questionnaires, press articles, company reports, D & B internal sources. |
| Available: | KODA Online, Windsor Court, East Grinstead |
| Coverage: | House, East Grinstead, W. Sussex RH19 1XE. 0342 26972. |
| Notes: | Details of a wide cross-section of around 27,000 of the largest and most important industrial and commercial enterprises in 12 European countries Useful for marketing and purchasing. Answers questions such as: who would buy or where could we buy, this product or service? . |
| Available: | Pergamon - Infoline. |
| Coverage: | Structure of corporate groups covering 300,000 company records throughout the world. |
| Notes: | A company monitoring service is available; expensive, subscription only access. |
| Available: | DIALOG. |
| Coverage: | 450,000 US companies/establishments with 20 or more employees. Include sales, purchases, market share, employment data. Analysis by region, state, SIC and other criteria. |
(may offer extra services such as data manipulation and private file creation)
International
''Academic'' articles are not necessarily theoretical, divorced from practice. It means the periodicals are not popular light reading but scholarly in their general style; articles either report on new work and ideas or new approaches to business problems, or review current issues in some depth. Most have useful lists of references.
Reading
EDI - changing business practice
L.Robson
Logistics Information Management (UK), Vol 7 No 4 94: p. 35 (6 pages)
Reviews the progress of electronic data interchange (EDI), outlining the evolution of standards for the technology and the current provision of network services; describes current usage by reference to seven case studies, illustrating the adoption process and advantages for each company; the companies include Hertz (car rental), Argos (catalogue chain store) and Glaxo Manufacturing Services. Takes a look at possible future provision, predicting the potential impact of X400 and X435, and glancing at interactive (real time) EDI.
ELECTRONIC DATA INTERCHANGE, STANDARDS, EDI
M/I Marketing and Distribution Abstracts
BD40-Academic
Data protection and DIP
R.Dixon
Information Management & Technology (UK), Jan 95 (28/1): p. 36 (3 pages)
Tabulates the eight principles of data protection as defined in the Data Protection Act of 1984, and discusses their application to document imaging; finds that four of the eight principles have no different effect on document imaging than they do on any other form of record. However, explains the practical implications associated with the principles relating to relevance, adequacy and accuracy of the data, length of time the data is kept and its security, which all require a degree of selectivity that is difficult to achieve on an imaging system. Outlines the system changes that may be needed to accommodate the data protection requirements, including image deletion and version control. Considers briefly the procedural and document requirements, and concludes that compliance with the act is not a simple matter, but is an important one which relates to all companies and must be addressed.
DATA PROTECTION, DOCUMENT IMAGE PROCESSING, LEGISLATION, IMAGE PROCESSING
W/I Management Services and Production Abstracts
CB77-Practitioner
INTRODUCTION
Managers seeking information have a variety of information services from which to chose. The choices which they make depend primarily on the answers to three questions:
Even if an organisation does, either regularly or occasionally, use a fee-based information service or broker, it may well be necessary for some members of that organisation to know how to select appropriate information sources and access them, using publicly available services and libraries. A broker may not be able to supply urgently needed information immediately, or perhaps all that is needed is a few brief details which could be obtained by spending a quarter or half or hour in the nearest public library. There may also be occasions when a detailed company or industry profile is required but users want to select and interpret the available information themselves. In such situations, some knowledge of information sources is invaluable.
These notes indicate the types of libraries and information services where information sources can be found, followed by a brief discussion of the most useful of those sources. Mainly UK (and certainly western) services and sources are covered here, but publications exist which deal in detail with services and sources to be found in other countries. Such publications, or guides to the literature can be found in most management or business libraries, e.g. for North America: Lorna Daniels, Business Information Sources, University of California
Press, California. For Europe: Irene Kingston and William E. Benjamin, Directory of European Business Information, Center for Business Information, Washington. Similar guides to the literature of business and management in the UK are available for people who require more detail than is given in these notes. For example, K.D.C. Vermin, Use of Management and Business Literature, Butterworths, London.
Finally, mention will be made of how to pay someone else to find the information on your behalf and of paying for on-line services within your own organisation.
TYPES OF LIBRARY AND INFORMATION SERVICE
Public library system
There are some excellent commercial reference libraries scattered around the country with experienced staff to help you to make effective use of them. In many areas these libraries are part of a local co-operative network which gives them access to material in a wide range of other libraries. In a good commercial library there will be a large collection of directories, standards and specifications, statistics, annual reports and other more specific information. Public libraries are a very rich source of business information. If uncertain as to whether your public library includes a commercial collection, telephone your nearest branch library to enquire.
Chambers of commerce
These have the licence to give certificates of origin, information about tariffs and export/import regulations as well as names of business contacts with whom their members can do business, arrange agencies and licences. The International Chamber of Commerce, British National Committee, Centre Point, New Oxford Street, London WC1A 1DU, has details of the services of all chambers.
Trade associations
Trade associations keep a check on current developments in a particular industry, the structure of the industry and its statistics. Nearly every industry has a trade association; many have more than one. For example, if you need to find out how large the industry is, how many firms there are within it, how the industry is affected by Government policies, etc. contact the trade association. They vary according to how much information they are willing to give to non-members but generally they are helpful to external enquiries.
Research associations
For information about new technological and scientific developments in the industry, there is usually a research association, either carrying out research itself or sponsoring it within companies, universities and polytechnics.
Government departments and Government libraries
Nearly every Government department has networks of information and advice centres in various parts of the country, which are concerned that all those in industry should be aware of changing policies, new legislation and other regulations, including international regulations.
Employers associations, wages councils, trades unions
These are the most useful services for information and advice on all aspects of employment within any industry. They examine new legislation, industrial relations cases and personnel policies to cover every situation; they prepare guides to legislation, advice on the likely impact of such legislation on policies, trends in wages and salaries and the general employment situation in the industry.
ACADEMIC LIBRARIES
There may be a university, polytechnic or college library in your vicinity, which has a management and business collection. Because of the element of local authority funding, polytechnics (now mostly upgraded to universities) and colleges of further or higher education often open their libraries to the public and local industry in particular. Universities sometimes allow non-members to use reference facilities, perhaps on payment of a small annual fee. Those university libraries which are part of Government schemes to aid industry will be listed in Technical Services to Industry. To use any academic library, approach the librarian or subject librarian for permission. (Large libraries, which deal with more than one main subject area, usually have a specialist, subject librarian for each area. In this case, there is likely to be a management librarian.)
Professional bodies
These are aimed at the development of a particular profession and its practitioners, helping to keep members up-to-date with new techniques, etc., e.g. Institute of Chartered Accountants in England and Wales. Most professional bodies will provide some degree of information service to members.
Some examples of library and information services
NEWSPAPERS AND JOURNALS
The press is the greatest source of information about companies: financial newspapers, ''city pages'' of general newspapers, investors' reviews and local newspapers. In the UK, company annual reports are covered by the Financial Times. Its nearest equivalent outside the UK is the Wall Street Journal (New York). Specialist financial dailies and weeklies in Europe include Handelsblatt (Dusseldorf), L'Agence Economique et Financiere (Paris), L'Agence Nouvelle (Paris), La Vie Française (Paris), Il Globo (Rome), Il Sole - 24 Ore (Milan) and Het Financielle Dagblad (Amsterdam). Many general newspapers feature company and industrial news, including Frankfurter Allgemeine Zeitung, Neue Zurcher Zeitung, Le Figaro and Le Monde.
Retrieval is a major problem when attempting to use such sources of company and industry information, although there is an index to the Wall Street Journal and the FT Monthly Index first appeared in 1981. This comprehensively indexes the London and Frankfurt editions of the FT. Another important means of retrieving press items for the UK is Research Index. It is the most comprehensive index to articles on business topics, covering about 150 serial publications, mainly specialist trade journals but also leading newspapers and professional and academic journals. It consists of two sections - Industry News and Company News. Index to Business Reports is a new publication which indexes the ''special reports'' such as supplements, pull-outs, multipage inserts, which are published in 35 leading newspapers and business journals. The reports cover industries, services, countries and even cities.
Apart from newspapers there are various types of journal or periodical which are valuable sources of company news and comment, e.g. The Economist Investors Chronicle (London), Barron's Weekly (New York), L'Entreprise (Paris) and Wirtschaftwoche (Frankfurt). News of companies within specific industries or trade can usually be found in specialists' trade journals with titles such as Brewers' Guardian and Commercial Motor and Metal Bulletin. A worldwide index to company news appearing in about 600, mainly English-language journals is provided by F & S Index International (Predicasts, Cleveland, Ohio). A similar index limited to items relating to US companies appearing in (mainly) American journals is F & S Index of Corporations. House journals can occasionally be useful to provide a very general picture of a company or company group. They are produced primarily as promotional or PR tools, intended for internal circulation and external publication. Esso News is an example appearing in the UK.
Abstracting and indexing services enable users to locate articles on specific topics which have appeared recently in journals and periodicals as well as those articles. The Anbar system is a mine of information
Abstracting and indexing journals themselves usually cover the output of several hundred journals in one main subject area plus relevant, related areas. Users might search for articles about a particular company or an industry. An important service already mentioned in Research Index. Anbar publishes a series of specialist services: Accounting and Data Processing Abstracts, Work Study and O & M Abstracts, Marketing and Distribution Abstracts, Personnel and Training Abstracts, Top Management Abstracts. Business Periodicals Index is a source covering mainly US journals. An equivalent source which emphasises European publications, is SCIMP: European Index of Management Periodicals.
Information supplied by ''Third Parties''
A number of organisations supply information specifically for credit control purposes, providing subscribers with reports about companies. These reports cover not only the basic statutory and published information but also assessments of creditworthiness. Among the best-known organisations is Dun & Bradstreet Ltd, operating in many parts of the world. Most of the important credit-reporting services in Europe are listed in the publication, European Companies, with details of any special service provided.
A great deal of informed analysis is produced by the research departments of stockbroking firms. These reports can be on individual companies, on industry sectors or on economic issues. Some are produced regularly and others are ad hoc; all are designed primarily for clients but the results of some research are available for public purchase. To establish which brokers are specialist in any particular area, consult either Crawford's Directory of City Connections, Crawford Publications, London, or Stockbrokers' Research and Information, available to non-investor clients, Oxford Centre for Management Studies, Oxford.
PAYING FOR INFORMATION
Fee-based services and brokers
A number of services and information brokers will supply information about a company for a fee. They operate either on a subscription basis or a flat fee for a specific job. Although they can offer a very cost-effective method of obtaining business information, because they can access information sources more efficiently than most users, information will not necessarily be obtained rapidly. Some services may provide, say, a company profile within 48 hours; fuller status reports may take a couple of weeks. Rapidity of the services will vary and users should bear this in mind when selecting a service:
BBC Data Enquiry Service
Room 428, Broadcasting House,
London W1A 1AA
071 927 5998
Provides international information on industries and companies as well as politics, economics, business, social events and statistics. Has a large press cuttings collection as well as books, journals and Government publications.
SUBSCRIBING TO COMPUTERISED SERVICES
For organisations, which find, for example, that they regularly need to search some of the on-line databases and databanks mentioned above (''On-line Services''), it may be worthwhile buying a terminal and paying a subscription to one or more host services. The On-line Information Centre will advise an organisation on how to go about this, but the DIALOG on-line service, for example, offers a large range of business databases and databanks.
It may be useful for some organisations to have their own Prestel set. It would be advisable to locate a Prestel set, perhaps in a local or a TV rental outlet, public library and spend some time browsing through the business and financial ''pages'' to see whether there is information which would be useful on a regular basis.
A service which will carry out searches for company information on behalf of users or to which regular users can have access on their own terminals is, Datastream, Monmouth House, 58-64 City Road, London EC1Y 2AL. 071 250 3000. Datastream covers 3,500 quoted companies in the UK, US, Canada, France and Germany. It provides:
Considerations when deciding whether or not to subscribe to an on-line service within the organisation would include the likely amount of usage; how often such information is needed rapidly; whether the database or databank subject coverage matches the information needs of the organisation; is the service easy for anyone to use or does it require a member of staff to be trained to operate it on behalf of others?
DATA PROTECTION
Royal Assent was given to the Data Protection legislation in July 1984. This means that, within the UK, every organisation which has a computerised system that handles personal data will have to register its use with a Government registrar.
From then all organisations handling personal data referring to their employees, or to other people, have to safeguard it so that only those who are authorised to see it can do so. They also have to make sure that employees have a right to get at any stored information which refers to them personally. Failure to comply with the legislation is punishable by law.
The legislation is based on eight principles.
Design and use of digitized road networks in international road transport
P. C.Eibl
Logistics Information Management (UK), Vol 7 No 6 94: p. 40 (7 pages)
Reviews recent research on road network routeing systems for Europe and a survey of 17 road transport information systems (RTIS) suppliers in the UK; explores the benefits of having access to RTIS systems covering other countries and indicates the area coverage that is available. Analyses the weaknesses of such systems, noting particularly the lack in most countries of an equivalent to the UK National Grid for map referencing, and the cross-border operational restrictions that may not be reflected in the systems. Presents overviews of three RTIS, covering software for vehicle routeing and scheduling, depot allocation and supply chain planning.
ROAD TRANSPORT, ROUTEING, INTERNATIONAL BUSINESS, INFORMATION SYSTEMS
M/I Marketing and Distribution Abstracts
BO15-Practitioner
Confounding effects of construct overlap: an example from IS user satisfaction theory
R. W.Zmud, J. P.Sampson, R. C.Reardon, J. G.Lenz, T. A.Byrd
Information Technology and People (UK), Vol 7 No 2 94: p. 29 (17 pages)
Explains the nature of constructs and concepts, and examines the results of a field study concerning four constructs - attitude towards computers; satisfaction with the human-computer interface; computer usage satisfaction; and user satisfaction with decision/ task support - outlining the methodology and the samples. Presents the results obtained with four survey instruments (one for each construct), and considers where they overlap and how results in specific areas relate to those from a more general instrument. Cautions that there is a danger of drawing misleading conclusions from general instruments and advises researchers both to recognize the distinction between general (context-free) constructs and context-specific constructs, and to use this distinction in creating models and instruments. Perhaps this should be taken as a warning to researchers on how they present their results, as well as a warning to practitioners on how they read them.
HUMAN-COMPUTER INTERFACE, OPERATIONAL RESEARCH, COMPUTER USERS
I Information Management and Technology Abstracts
BS88-Practitioner