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Abstract

While technological advances are constantly opening up possibilities for new formats and media, as well as the creation of more traditional products, and while the technology has been strongly promoted, little research has been conducted on the problems of using it cost effectively to create products or on testing and evaluating them: information management. Presents the findings from case studies in a range of business and institutions undertaken as part of a research programme designed to address both the practical and theoretical deficiencies

Source

Managing information. 2(1995) no.12, S.22-25

Type

a

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Date

30. 6.2005 20:52:22

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Footnote

Rez. in: JASIST 56(2005) no.14, S.1556-1557 (J. Graef): "On one level, Information Strategy in Practice by Elizabeth Orna is a handbook an how to create an "information strategy." On another, it is a commentary an changing information roles and responsibilities in organizations. The main theme is aimed at information professionals (usually librarians) who want to learn the nuts and bolts of how to conduct an "information audit," how to develop an "information policy," and how to create an "information strategy." The subtext-that information management is everyone's responsibility-is a more radical (and interesting) message. An information strategy as defined by the author is an action plan for managing and applying an organization's information resources and supporting its essential knowledge base (the people who contribute and use information to achieve the organization's objectives). The emphasis is an a specific problem, function, or departmentnot the entire enterprise. For example, a strategy might be aimed at capturing knowledge that is transferred informally among employees or making an information system more efficient, less error prone, and more accessible. According to Orna, an information strategy is the last stage of a three-step process that begins with an audit (needs assessment), which is the basis tot a policy (objectives, priorities, and metrics). As she defines it, the audit describes "what is" in terms of information use. The policy describes "what should be," and the strategy shows how to get from "what is" to "what should be." Table l compares the three processes. The audit example is Orna's; the policy and strategy examples are mine. . . .
Information Strategy succeeds as a guide for librarians who want to conduct an information audit and then follow it up with a set of recommendations and an action plan. IT staff who need to develop a specific kind of policy (e.g., for security or privacy) and businesspeople who want to develop an information strategy for competitive advantage should look elsewhere. Orna also makes a valuable contribution in raising such issues as "mutual information obligations," the relationship between information and knowledge management, the overemphasis an technology solutions and measuring of intellectual capital, and the need to support "incidental information managers." These would make good discussion topics for a graduate library/information science class or a roundtable of practitioners.

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Abstract

Organizations do not see the creation of information products as a single process and do not manage it as they would the manufacture of other products; there are high costs associated with low quality and badly managed information products, though they are seldom quantified or taken into account; little attention is paid to establishing a value for information product, they often fail to relate their information products to their key objectives; and they usually neglect to provide for appropriate skills in managing and executing their information products

Type

a

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Abstract

This article presents a brief history of the development of ideas about national and organizational information policies, from the first establishment of a UK Ministry of Information in the First World War to the present day. The issues and tensions that have characterized attempts to develop and implement policies on the national and organizational scale are discussed, with particular reference to: the power relations between the parties to them; the relative significance accorded to information technology and information content; the transition from formulating policy to acting on it; and the threats to the survival of those policies that get as far as implementation. In conclusion, the contribution to date of information science to the theory and practice of information policies is assessed, and suggestions are offered on directions for future efforts, in the light of the past of this interesting field.

Source

Information science in transition, Ed.: A. Gilchrist

Type

a

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Abstract

Museums are under pressure to deliver effective management and presentation of their collections, outreach to their public, cost effective use of all of their resources and the generation of maximum income. This book addresses such topics as what information means in the museum context, who uses it and what they need to do with it, developing a strategy for using information to benefit the museum, making the best use of the knowledge and skills of the museum staff, and acquiring the right mix of technology and managing it to support co-operation between people. Basic principles and practical advice is presented for integrated management of a whole range of information which museums need for productive use of human resources and for choosing and using technology effectively. The needs of small museums are given special attention and case studies show how a range of institutions have responded to the challenge.