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  1. Arlt, H.-J.; Prange, C.: Gut, dass wir gesprochen haben : Im Reformprozess von Organisationen kommt der Kommunikation eine Schlüsselrolle zu (2005) 0.06 
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    Abstract
    In Reformprozessen kommt der Kommunikation ein besonderer Wert zu. Auch Organisationen müssen nun mehr Wert darauf legen, ihre Abteilungen und Zellen zu informieren und einzubinden. Die Strategie "Erfolg durch Ignoranz" funktioniert nicht mehr.
    Content
    "Solange einer alles selbst, macht, braucht er, sich nicht zu verständigen. Soll eine etwas für die andere tun, wollen mehrere etwas zusammenunternehmen, ist aber Kommunikation angesagt. Wir benutzen Lebensmittel, Verkehrsmittel, Arzneimittel und auch Kommunikations-, besser: Verständigungsmittel. Organisationen sind eingefrorene Verständigungen darüber, wer was zu erledigen und zu unterlassen hat. Die Organisation setzt gegen Verständigungsprozesse und Allzuständigkeiten die Routine und arbeitsteilige Spezialisierung durch. Das Schmerz- und Verlustempfinden, das beim Übergang von ei ner politischen Bewegung in eine Organisation artikuliert wird - die Grünen sind ein junges und schönes Beispiel -, beruft sich genau auf diese Minimierung der Kommunikationschancen: Stand vorher so ziemlich alles jeder Zeit zur Disposition, konnte vorher jede und jeder gleichberechtigt über das Große und Ganze ebenso wie über das konkrete Einzelne reden, so steht plötzlich - für die Organisation - das Meiste fest, sind jede Menge Tätigkeiten auf Dauer gestellt und die Zuständigen wollen nicht mehr mit jedem, sondern nur noch mit anderen Zuständigen reden. Organisationen reduzieren den Kommunikationsbedarf für kollektives Handeln, das ist ihr Vorteil, ihr Gebrauchswert. Wo Dialoge waren, liegen Formulare rum. Aus erlebtem Miteinander wird funktionales Nebeneinander. Organisiertes Handeln wird damit zugleich strukturkonservativ denn worüber nicht geredet wird, das wird auch nicht in Frage gestellt. Nun ist es in den modernen Marktgesellschaften mit Routine alleine nie getan gewesen. Besonders die Profit-Organisationen sind ständig mit neuem konfrontiert - ob positiv als Fortschritt, neutral als Entwickung oder negativ als Krise erlebt. Deshalb gehören jenseits der prinzipiell verringerten Kommunikation Information und Koordination zum laufenden Geschäft: Dauernd sitzt man in irgendwelchen Besprechungen. Wie die Kommunikation innerhalb von Organisationen so zu steu ern ist, dass Verständigung nicht zum Zeitdieb wird, alle Beteiligten gleichwohl das Gefühl haben, gut informiert zu sein und reibungslose Zugänge zu benötigtem Wissen zu haben, ohne zu vergessen, dass Wissen Macht ist - diese Rezepte füllen ganze Bücherregale. Die Klagen über keine, zu wenige, unbrauchbare, überflüssige, viel zu viele Informationen sind ein Evergreen im Alltag von Organisationen. Was manche Beteiligte als "Kommunikationsersparnis" loben, kritisieren andere als Informationsdefizit; der Mitteilungsbedarf von x ist das Störungspotenzial für y. Aber nicht nur die Beziehungen untereinander, die einzelnen Personen befinden sich selbst in einem widersprüchlichen Zustand der Unzufriedenheit. Als interessierte und engagierte Menschen haben sie das Gefühl zu wenig mitzubekammen, als. spezialisierte Stelleninhaber sehen sie sich mit Mitteilungen zugeschüttet,die sie nicht brauchen können. Organisationen geraten dann in Stress, wenn sie ihrer eigentlichen Funktion - den Verständigungsaufwand zu verringern - zuwiderhandeln müssen. Der Stress steigt mit der Veränderungsdynamik der Umwelt. Seit Ende des 20. Jahrhunderts befinden sich Organisationen unter Dauerstress. Den bisherigen Rhythmus von Beschleunigung und Beruhigung, von Reform und wieder "in Form sein" hat eine Kontinuität des Diskontinuierlichen abgelöst. Das vorsichtige Austauschen alter, stabiler Verhältnisse gegen neues, sich stabilisierendes Verhalten - das sind Reformprozesse, wie sie im 19. und 20. Jahrhundert alle Organisationen irgendwie hinbekommen haben.
    Erfolg durch Ignoranz? Die gegenwärtige Zumutung besteht gerade darin, das Verhalten ständig offen und überprüfbar zu lassen für Kommunikationen, die es verändern könnten. Soziologen bezeichnen dies als "reflexive Modernisierung". Daraus wächst an die Organisationen die Anforderung, mehr Wert auf Kommunikation zu legen, aus Abteilungen, aus Zellen Möglichkeitsräume zu machen. Aus der Kommunikationsperspektive bedeuten der unternehmerische Herr-im-Haus-Standpunkt und die politische Maxime "Einigkeit macht stark" das gleiche: Erfolg durch Ignoranz. Was nicht zur Debatte steht, wird nicht geöffnet für die Entscheidung: Zustimmung oder Ablehnung. Da niemand alles berücksichtigen kann, da Endlosdebatten bessere Entscheidungen nicht garantieren, sind die Anteile von; Ignoranz, Information und Reflexion am Erfolg für Organisationen nicht leicht zu bestimmen. Klar ist nur, die Konsequenzen vermehrter Kommunikationsmöglichkeiten reichen weit und die meisten Organisationen sind unglücklich, weil ihre gewohnte Praxis ebenso offensichtlich defizitär wie jede Umstellung riskant ist. Die schlechteste Möglichkeit scheint zu sein, die Angst siegen zu lassen, denn Organisationen, die sich nicht aus eigener Kraft rekonstruieren, werden von externen Kräften destruiert. Die Beziehung der Zentrale zu den Dezentralen, das Verhältnis zwischen Standardaufgaben und Projekten, die Gewichte zwischen Kontrolle und Eigenverantwortung, die Anteile von Stabilität und Flexibilität, der Zusammenhang von Fakten und Visionen, so vieles muss rekontruiert und austariert werden. Und dabei ist an der Vorstellung eines vorübergehenden Gleichgewichts nur noch das Vorübergehende realistisch. Deshalb wird, Steuerung inzwischen häufig als "Change Management" bezeichnet. Genau besehen nur einanderes Wort für Kommunikationsmanagement. Dass sich alle Kommunikationen einer Organisation "managen" lassen, ist eine absurde Vorstellung. Schon intern bildet sich aus formellen Dienstwegen, den kreuz und quer verlaufenden Schleichwegen von Seilschaften, den gemütlichen Plauderplätzen für Gerüchte ein undurchdringlicher Dschungel. Nach außen zu den verschiedenen Anspruchsgruppen und Öffentlichkeiten wird es gänzlich unübersichtlichtrotz durchdachter Kampagnen, gepflegter Journalisten- und Kundenkontakte, sorgfältig eingefädelter Lobby-Aktivitäten. Die vornehmste Aufgabe des Kommunikationsmanagements besteht darin, FeedbackSchleifen zu organisieren. Reflexive Qualität gewinnt dabei nur solche Kommunikation, die interne und externe Reaktionen auf Organisationsentscheidungen offiziell zum Thema und dabei nicht die Kritiker, sondern die eigene Entscheidung zum Problem macht. Beschreibungen der eigenen Ignoranz nicht zu ignorieren, darf als das kommunikative Minimum jeder Organisation gelten, die eine Zukunft haben will."
    Footnote
    Bezugnahme auf die Bücher: Schick, Siegfried: Interne Unternehmenskommunikation. Strategien entwickeln, Strukturen schaffen, Prozesse steuern. Schäffer-Poeschel, Stuttgart 2005, 221 S. Dehner, Ulrich: Die alltäglichen Spielchen im Büro. Wie Sie Zeit- und Nervenfresser erkennen und wirksam dagegen vorgehen. Piper, München 2003, 230 S. Miller, Reinhold: Das istja wieder typisch. 25 Trainingsbausteine für gelungene Kommunikation in der Schule, Beltz Praxis, Weinheim 2004, 184 S.
    Theme
    Information Resources Management
  2. Mentzas, G.: ¬A functional taxonomy of computer-based information systems (1994) 0.03 
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    Date
    8. 3.1997 13:34:22
    Source
    International journal of information management. 14(1994) no.6, S.397-410
    Theme
    Information Resources Management
  3. Robertson, G.: What is information? (1996) 0.03 
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    Abstract
    Discusses information in the context of information resources management arguing that it is an essential resource for every organization but one that needs to be managed better. Examines information as a resource, as an asset, as a commodity, as a rubbish
    Source
    Managing information. 3(1996) no.6, S.22-23
    Theme
    Information
    Information Resources Management
  4. Swartzberg, T.: Identifying and spreading expertise : The knowledge manager's brief: to disseminate a company's data and the know-how of its staff (1999) 0.03 
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    Date
    29.11.1999 12:18:22
    Source
    International Herald Tribune. 15. Nov. 1999, S.22
    Theme
    Information Resources Management
  5. Smith, B.: Information engineering (1994) 0.03 
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    Source
    Blick Europa! Informations- und Dokumentenmanagement. Deutscher Dokumentartag 1994, Universität Trier, 27.-30.9.1994. Hrsg.: W. Neubauer
    Theme
    Information Resources Management
  6. Stroetmann, K.: Information management for the '90s : a conceptual framework (1992) 0.03 
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    Pages
    S.7-22
    Source
    Information management for information services - economic challenge for the 90's: Proceedings of a Workshop for Participants from Countries in Central and Eastern Europe and Developing Countries, Berlin, 13.-19. Oct. 1991. Ed.: B.G. Goedegebuure u. K.A. Stroetmann
    Theme
    Information Resources Management
  7. Dickson, N.: Understanding the information economy : putting theory back into practice (1997) 0.03 
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    Abstract
    A practising librarian documents her attempts to gain a more sophisticated understanding of the information economy. Describes how understanding the theories in the commercialisation of information debate has: demystified issues, been an empowering experience, and helped inform her actions
    Date
    22. 2.1999 16:01:46
    Theme
    Information Resources Management
  8. Beulens, A.; Zuurbier, P.: Inter-firm competence management (1996) 0.02 
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    Abstract
    This paper proposes a framework for analyzing management processes of inter-firm competence. Effective and efficient management of inter-firm competence is suggested to depend an a balance between knowledge systems and enabling information technologies. Knowledge processes comprise processes to collect, generate, diffuse, utilize and dispose knowledge. Managing these processes in an inter-firm environment poses some new challenges both to knowledge and information system development as well.
    Date
    12. 8.2002 13:22:13
    Source
    Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
    Theme
    Information Resources Management
  9. Stock, W.G.: ¬Der Ort der Bibliotheken und Informationszentren in der Informationsgesellschaft (1995) 0.02 
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    Source
    Zukunft durch Information: Deutscher Dokumentartag 1993, Fachhochschule Potsdam, 26.-28.9.1993. Hrsg.: W. Neubauer
    Theme
    Information Resources Management
  10. Top, J.: Objectifying domain knowledge (1996) 0.02 
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    Source
    Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
    Theme
    Information Resources Management
  11. Orna, E.: Information products in need of information (1995) 0.02 
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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
    Theme
    Information Resources Management
  12. Kocamustafaogullari, K.: Computer aided management for information processing projects (1995) 0.02 
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    Abstract
    Describes a study of the nature of information processing projects and some of the project management programming packages used. Also describes an in house interface program developed to utilize a selected project management package, TIMELINE, by using ORACLE Data Base Management System tools and the Pascal programming language for the management of information system projects. Studies a sample application by using the developed system
    Date
    22. 7.1996 19:40:59
    Source
    Microcomputers for information management. 12(1995) no.3, S.221-233
    Theme
    Information Resources Management
  13. ¬The role of the information professional in the 'knowledge economy' (1998) 0.02 
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    Abstract
    Report of inerviews with 7 members of the Editorial Board of 'Electronic Library' to determine their views on how information professionals should position themselves and what new and different things ought they to do in the face of the rise of the Knowledge Economy and in the face of incursions into the information field by other professional groups, such as accountants and information technology managers
    Date
    22. 5.1999 19:59:16
    Theme
    Information Resources Management
  14. Chen, R.: ¬The eighth stage of information management : information resources management (IRM) vs. knowledge management (KM), and the Chief Information Officer (CIO) vs. the Chief Knowledge Officer (CKO) (1998) 0.02 
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    Abstract
    IRM is a major management reform that deals with information as an organizational resource that is planned, managed and controlled in ways similar to other resources, such as human resources. Describes the characteristics of IRM and its relationship with Knowledge Management (KM). Describes also the characteristics of IRM and KM and their influence on its executives: the Chief Knowledge Officers; and compares them with the old ones: IRM and Chief Information Officers
    Date
    30. 1.1999 18:28:22
    Source
    International forum on information and documentation. 23(1998) no.1, S.18-24
    Theme
    Information Resources Management
  15. Stokke, P.R.; Syvertsen, T.G.; Tilset, H.: Internet and a virtual value chain for the new industrial revolution (1996) 0.02 
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    Source
    Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
    Theme
    Information Resources Management
  16. Kessels, J.: Knowledge productivity and the corporate curriculum (1996) 0.02 
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    Source
    Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
    Theme
    Information Resources Management
  17. Beauchene, D.; Mahe, S.; Rieu, C.: Enterprise know-how capitalization and benchmarking with an enterprise organizational model (1996) 0.02 
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    Source
    Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
    Theme
    Information Resources Management
  18. Jooste, A.; Duffy, N.: Knowledge management competencies as the building blocks of a knowledge rich organisation (1996) 0.02 
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    Source
    Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
    Theme
    Information Resources Management
  19. Grundstein, M.; Barthès, J.-P.: ¬An industrial view of the process of capitalizing knowledge (1996) 0.02 
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    Source
    Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
    Theme
    Information Resources Management
  20. Mußler, G.; Reiterer, H.; Mann, T.M.: INSYDER - Information Retrieval aspects of a business intelligence system (2000) 0.02 
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    Abstract
    Dieser Beitrag beschäftigt sich mit INSYDER, einem visuell unterstützten Suchsystem im Umfeld der sogenannten Business Intelligence Systeme. Dabei liegt der Schwerpunkt dieses Beitrags in der Erläuterung der Information Retrieval- und Visualisierungsaspekte zur Unterstützung des Suchprozesses im WWW. Vorgestellt wird das Rankingverfahren, das Interaktive Relevance Feedback sowie die Beschreibung der Unterstützung des Benutzers bei der Formulierung der Suchanfrage mittels Visualisierung.
    Content
    This paper presents a visual information seeking system for the WWW called INSYDER. The aim of INSYDER is to find business information from the WWW. Information seeking - especially on the Web - is an imprecise process. Information seekers often have only a fuzzy understanding of how they can get the information they want. This paper focuses on the use of information retrieval and visualisation techniques of the INSYDER system to support the user in extracting information from the WWW, namely in formulating queries, refining and reviewing results
    Theme
    Information Resources Management

Authors

Years

Themes