-
Shinebourne, J.: Information management : paradigm, curriculum and profession in the Centre for Information Management, Thames Valley University (1995)
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- Theme
- Ausbildung
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Herring, J.E.: Seeking convergence : educating the information manager (1994)
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- Abstract
- The BA Honours in Information Management course at Queen Margaret College, Edinburgh is a recently validated course which becomes an addition to the range of courses which can provide information professionals with a suitable academic background before entering the profession. The course is accredited by the Library Association. Outlines the course in terms of its aims, structure, direct professional links, and the contribution which graduates will be able to make to the information profession
- Theme
- Ausbildung
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Burn, J.M.; Ma, L.C.K.: Innovation in IT education : practising what we preach (1997)
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- Abstract
- Describes the development of an innovative programme to cultivate the hybrid business and information systems manager who can play a major role in strategy formulation for effective use of information technology. Uses an action research approach which allows the students to build up case portfolios through an organizational cultural audit. These cases have initiated and supported considerable research work from faculty and provide a longitudinal study of information systems development, application and growth
- Theme
- Ausbildung
-
Business information in the Intranet age (1996)
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- Date
- 22. 2.1997 19:42:34
-
Information systems outsourcing in theory and practice (1995)
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- Date
- 22. 7.1996 10:51:56
-
Kingma, B.R.: ¬The economics of information : a guide to economics and cost-benefit analysis for information professionals (1996)
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- Date
- 22. 2.1997 19:44:14
- Footnote
- Rez. in: Journal of academic librarianship. 23(1997) no.1, S.54 (T.A. Brooks)
-
Taylor, A.: Engaging with knowledge : emerging concepts in knowledge management (2003)
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- Date
- 2. 2.2003 18:31:22
-
Information and management : utilization of technology - structural and cultural impact (1998)
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- Date
- 7. 7.1999 12:22:42
- Footnote
- Rez. in: nfd 50(1999) H.4, S.204 (W. Ratzek)
-
Top, J.: Objectifying domain knowledge (1996)
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- Series
- Advances in knowledge management; vol.1
- Source
- Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
-
Beulens, A.; Zuurbier, P.: Inter-firm competence management (1996)
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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
- Series
- Advances in knowledge management; vol.1
- Source
- Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
-
Arlt, H.-J.; Prange, C.: Gut, dass wir gesprochen haben : Im Reformprozess von Organisationen kommt der Kommunikation eine Schlüsselrolle zu (2005)
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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.
-
Maßun, M.: Collaborative information management in enterprises (2009)
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- Abstract
- Für Mitarbeiter in Unternehmen gestaltet sich der effiziente Umgang mit einer ständig wachsenden Menge elektronisch verfügbarer Informationen schwierig. Die wesentlichen Herausforderungen aus Anwendersicht sind die Fragmentierung von Informationen, die starren Strukturierungsmöglichkeiten in Datenspeichern und die Isolierung von Wissensarbeit. Das anwenderorientierte System TagIt verbindet aktuelle Ansätze aus dem Persönlichen Informationsmanagement (PIM) und Collaborative Tagging. Die Fragmentierung wid durch Unifizierung von Informationen auf Metadaten- und Zugriffsebene überwunden. Starre Strukturen werden durch freie, multiple Strukturen ersetzt
- BK
- 85.20 / Betriebliche Information und Kommunikation
- Classification
- 85.20 / Betriebliche Information und Kommunikation
-
Stock, W.G.: ¬Der Ort der Bibliotheken und Informationszentren in der Informationsgesellschaft (1995)
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-
Stroetmann, K.: Information management for the '90s : a conceptual framework (1992)
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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
-
Robertson, G.: What is information? (1996)
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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
-
Dickson, N.: Understanding the information economy : putting theory back into practice (1997)
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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
-
Information management for small and medium-sized enterprises (1998)
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- Date
- 22. 2.1999 17:13:55
- Footnote
- Issue devoted to an international conference on Information management for small and medium-sized enterprises (SMEs) organized by the Strategic Programme for Developing Portuguese Industry and FID's Information for Industry Committee held in Lisbon, Portugal, Jan 1998
-
Stokke, P.R.; Syvertsen, T.G.; Tilset, H.: Internet and a virtual value chain for the new industrial revolution (1996)
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- Series
- Advances in knowledge management; vol.1
- Source
- Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
-
Kessels, J.: Knowledge productivity and the corporate curriculum (1996)
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- Series
- Advances in knowledge management; vol.1
- Source
- Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
-
Beauchene, D.; Mahe, S.; Rieu, C.: Enterprise know-how capitalization and benchmarking with an enterprise organizational model (1996)
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- Series
- Advances in knowledge management; vol.1
- Source
- Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
