Tsoi, Pui Man
01 January 2001
No description available.
08 January 2009
M.A. / Organizations become increasingly dependant on information. We live in an era called the information age, where there is an overwhelming amount of information and information resources available. Internal and external information is vital for the survival and success of the organization. Information is not static. It flows from one point to another and in the process value is added to the information. Sharing of information is crucial for managing an organization. Information management is therefore an important factor to optimize usage of information. In order to supply the right person with the right information in the right format, information systems should be replenished by human ability. This system is designed to support the employee in his work and to lead management in their decision making. Resources are managed according to certain rules. Information can be managed by means of an information policy or -strategy. Because the information strategy is more detailed than the information policy, this study considers the advantages and development of an information strategy for an enterprise. The above-mentioned will be applied to education as it is today. In this respect it is vital to keep in mind that education is involved in the education and forming of learners. Information and standardization is of the utmost importance to the professional educators involved in this process. For the educators, parents, administrative staff and learners to make decisions, the information must reach them in time. In the second half of this citation, an empirical study was conducted to determine the status of the information flow in the education department. Knowledge of the following were tested: information management, the current practice of information flow, the participants, and the response on required information. Appointments with selected participants were made by telephone and information were gathered by questionnaire. The information was then analyzed and interpreted according to the principles of the grounded theory. In spite of the fact that information management is an unmistakable part of an enterprise, there are no standing principles for the dissemination of information within the education department. There is an urgent need for the management of information in order to better the information flow in the education department. It is suggested that the enterprise should implement an information management plan as soon as possible, and attend to the information flow within the education department. Information must be supplied to the persons involved in the desired format and on the required time, for the education department to be informed.
Thesis (PhD)--University of South Australia, 1998
Thesis (Ph.D.)--University of Technology, Sydney, 2002.
Enterprise resource planning software selection for a small company located in mid-western WisconsinThao, Sia. January 2002 (has links) (PDF)
Thesis--PlanB (M.S.)--University of Wisconsin--Stout, 2002. / Field problem. Includes bibliographical references.
Thesis (Ph. D.)(Information Technology)--University of Pretoria, 2001.
Wong, Ha-wai, Betty, 黃夏慧
published_or_final_version / Business Administration / Master / Master of Business Administration
The role of information management in environmental scanning and competitive intelligence - an integrated process modelLangton, Anina-Marie 12 January 2009 (has links)
M.A. / Managers have an important and prominent role in an organisation. As decision-makers they hold the authority and responsibility to act on the available information. As leaders, they set examples and promote a culture of information sharing and collaboration. As strategists, they ensure that information policies are well aligned with the organisation's mission. One of the greatest challenges facing an organisation is to understand how the external environment is changing, what the changes mean, and how the organisation can best respond to the new provisos. The process of learning about the external environment is environmental scanning, i.e. the art of gathering and interpreting information about the environment enabling the organisation to have the knowledge to develop effective courses of action. The goal of information management is thus to harness information resources and information capabilities to enable the organisation to learn and adapt in an ever-changing environment. Key information processes will be assessed with reference to special problems of managing each process. At the same time the opportunity for change would be highlighted by combining an understanding of information use behaviours with a more flexible, user centred design of information services and systems. Competitive intelligence on the other hand is the systematic process of gathering and analysing information about the activities of competitors and general business trends to further the organisation’s goals. All definitions point toward creating knowledge from openly available information by use of a systematic process involving planning, collection, analysis, communication and management which result in decision-maker action. While competitive intelligence incorporates knowledge management processes of collecting and storing knowledge, competitive intelligence definitions discuss the actual analysis of the gathered information. Key factors for success of information management in organisations reinforce the need for the integration of business strategy and information. The key factors are the relationships with customers and suppliers; flatter management structures and better use of resources; training and quality and environmental issues. Each of these factors rests on information, its use, creation, storage and dissemination. A process approach to information management supports the integration of business strategy and information. The calls for integration come from at least three different communities: information management, information systems and management. Successful companies are those that adapt to and shape their environments. They do so by using and creating information in a process of continuous improvement and innovation. Key factors for success in organisations reinforce the need for integration of business strategy and information. Managers in firms see their success as dependent on their organisation's ability to accommodate and manage change and to respond to changes in their environments. The study concludes with a case study of Pyromet Technologies showing that it is possible to have an integrated strategic information management model incorporating all three variables successfully.
Business process reengineering in the inventory management to improve aircraft maintenance operations in the Indonesian Air ForceSusanto, Martinus Bram. 06 1900 (has links)
The Indonesian Air Force has utilized computers in its administration as early as 1990. The computers, however, have not yet been optimized to support inventory management in aircraft maintenance operations, especially for the helicopter fleet. The processes for materials procurement to support the maintenance operations still rely heavily on the services of intermediaries'. Even though the Air Force has already adopted the Automatic Logistic Management System (ALMS), this has several weaknesses in supporting the material procurement processes. The objective of this study is to propose the implementation of the Material Requirement Planning (MRP) method to improve inventory management in the Air Force's helicopter fleet. It is hoped that by implementing the MRP, the Air Force can get the right materials in the right amount at the right time without imposing unnecessary costs by minimizing the roles of the intermediaries. The implementation of MRP, however, cannot be done without redesigning the business process in material acquisition and transforming it to an IT-enabled business process. Therefore, this study also discusses the Business Process Reengineering (BPR) concept in order to support the implementation of the MRP. / Indonesian Air Force author.
An analysis of management techniques and their impact on the Marine Corps in a Navy Marine Corps intranet environmentBuckley, Charles B. 06 1900 (has links)
The movement towards a Network Centric environment is changing the requirements for network management. The ability to quickly adapt to changing conditions is crucial to the success of joint forces; Information Technology systems are critical enablers of that flexibility. The challenge facing managers today is to provide robust, integrated, secure, and interoperable information systems and networks; a challenge that has never been more demanding than it is today. As the components of the DoD continue their transformation efforts, it is important to look to successful organizations for management techniques to aid in providing effective and efficient IT services. This thesis will explore current management trends such as outsourcing, the Information Technology Infrastructure Library (ITIL), Real Options, Business Process Reengineering (BPR), and Knowledge Value Added (KVA) to determine their possible impact on the manner in which the DoD manages their IT services. / US Marine Corps (USMC) author.
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