Information Management Chapter 2

Chapter 2 PEOPLE and ORGANIZATION

Presented by: Beverly B. Banan 1st Semester, 2009-2010 MBA, Olivarez College

HUMAN BEHAVIOR and MIS What is Human Information Behavior?

It is a collective observable set of actions performed by a person once he/she receives information. These information may be examined, processed, passed on to others, combined with other information or even ignored.

Thomas Davenport’s writings started the most significant call for more attention to be paid to information behavior . In his book Information Ecology, he describes information behavior in terms of: "...how individuals approach and handle information. This includes searching for it, using it, modifying it, sharing it, hoarding it, even ignoring it. Consequently, when we manage information behavior, we're attempting to improve the overall effectiveness of an organization's information environment through concerted action." (Davenport, 1997: 83-84)

PATTERNS in INFORMATION BEHAVIOR

defines

INFORMATION CULTURE

"Some widely publicized technologies ...can help capture and disseminate organizational knowledge, but they're of little help if the people involved aren't already predisposed to use information effectively." (Davenport, 1997: 85)

Davenport identified "three critical types of information behavior that improve a company's information environment": [p.87] 1.Sharing information: "...the voluntary act of making information available to others." [p.87] This may involve hierarchically horizontal information transfer (peer-to-peer), as opposed to the involuntary information reporting structures based on hierarchy in the organization. 2.Handling information overload: processing voluminous information so that focus and attention (limited as it is) can be channeled to that which is most useful and relevant to the immediate work environment. 3.Dealing with multiple meanings: recognizing the fact that business-relevant information terminologies may have different meanings across different functional groups within the organization.

ORGANIZATIONAL CHARACTERISTICS Some organizational characteristics that will influence the success of the IS initiatives of the company:

SIZE

RESOURCES

The size of the organization including the number of employees and capitalization will determine the success of IS initiatives undertaken by the company. (provincial/regional locations can also be a factor) The extent of support by management in terms of the available resources in terms of the physical capital and material goods will spell out how effective and efficient the IS program can be.

ORGANIZATIONAL CHARACTERISTICS Some organizational characteristics that will influence the success of the IS initiatives of the company.

CULTURE

TENACITY

The company’s organizational culture will define how the members will respond to changes especially in technology and in initiatives that will affect their workflow and how they carry out their duties.

This describes the measure of how determined the organization is in achieving the goals they have set.

The MIS Function in Organization Support Services Group

Human Resources Department

Management Information System

Purchasing Department

Some Expectations… •Automate Systems •Facilitate turn-over time •Provide accurate information at the least possible time •Support/improve existing systems

SPECIFIC FUNCTIONS IN THE HUMAN RESOURCES DEPARTMENT

• EMPLOYEE RECORD MANAGEMENT • The high volume of personnel records must be kept in an orderly manner thru an HR Information System (HRIS) • It is essential so that records are kept properly and government regulations are adhered to such as Statutory Benefits and Tax deductions.

• PROMOTION and RECRUITMENT • Database selection speeds up the process of selecting the candidate with the basic qualifications for a given vacancy • Web search companies

SPECIFIC FUNCTIONS IN THE HUMAN RESOURCES DEPARTMENT • Training • Improving employee skills through multimedia software training (for manufacturing and service sectors) • Evaluation • Evaluation software can help ascertain the objectivity and consistency in the conduct of performance evaluations.

• Compensation and Benefits Management • Salaries, hourly pay and commissions can be better managed with an IS in place including taxes, computations of overtime pay, holiday pay and night differential

ORGANIZATIONAL BEHAVIOR MODELS OF ORGANIZATIONAL BEHAVIOR

• Autocratic 

there is an autonomy of power in this model

performance result is minimal

• Custodial

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the orientation of employees in this model is security and benefits and dependence on the organization

performance result is passive cooperation

ORGANIZATIONAL BEHAVIOR MODELS OF ORGANIZATIONAL BEHAVIOR • Supportive

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leadership with a managerial orientation of support; the employees are oriented towards job performance and participation; the needs of status and recognition are met

performance result is awaked drives

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• Collegial

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partnership with a managerial orientation of teamwork; responsible behavior and self-discipline are the employees’ orientation; the need of selfactualization is realized

performance result is moderate enthusiasm