Eng, D.N.B.: Centralisation, uncontrolled decentralisation or managed decentralisation? : organisational culture and information politics (1996)
0.00
0.0023678814 = product of:
0.0047357627 = sum of:
0.0047357627 = product of:
0.009471525 = sum of:
0.009471525 = weight(_text_:a in 6911) [ClassicSimilarity], result of:
0.009471525 = score(doc=6911,freq=8.0), product of:
0.053105544 = queryWeight, product of:
1.153047 = idf(docFreq=37942, maxDocs=44218)
0.046056706 = queryNorm
0.17835285 = fieldWeight in 6911, product of:
2.828427 = tf(freq=8.0), with freq of:
8.0 = termFreq=8.0
1.153047 = idf(docFreq=37942, maxDocs=44218)
0.0546875 = fieldNorm(doc=6911)
0.5 = coord(1/2)
0.5 = coord(1/2)
- Abstract
- Many arguments exist for both centralisation and decentralisation. In principle, anyone who has a task to perfrom should have the information resources and control mechanisms to carry it out. The information resource management (IRM) approach has been resisted by many organisations, depending on their attitude and behaviour towards the question of opennes or secrecy. Various models of information politics have been idetified, with 'Monarchy' or 'federalism' identified as the 2 viable choices. An alternative development is to adopt a human centred approach to information management. To bring about a new order of information will require political skills in negotiation, the exercise of influence, 'backroom dealing' and coalition building. The author works in the Administration and Research Unit of the National Trades Union Congress, Singapore
- Type
- a
