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1. Procedure-based information activities.

Focus on process: By having a process an organization communicates precise guidelines to help ensure that daily actions and decisions are consistent with organizational values, strategies and objectives.

High volume of transactions: transactions associated with the Stock Market.

Low cost (value) per transaction: – transactions associated with mechanisms that output to a screen what a customer has bought at the grocery store.

Focus on efficiency: the steps a manager makes to be sure those employees have the right information at their fingertips.

Well- structured:

Handling of data:

Predominantly clerical workers:

Individuals share knowledge that everyone "owns."

Knowledge is formally collected and retained in procedures.

New people have full access to the body of knowledge via procedures.

Formalized hold-points in doing work check-off lists specified, and requirements for verifications or peer review are clear.

1. goal-based information activities include

•Measured by results: a system which counts how many of a certain product has been bought and if in fact the quota has been met for the month.

Focus on effectiveness: a system that performs up to the standards that its documentation said. This will help the organization and the manager obtain an objective not only more quickly but also more correctly.

Focus on problems and goals: a system that helps with or outputs data which helps render a problem and ultimately obtains a goal. Goals clarify what the organization expects and are included in the plan or strategy for doing its work.

structured procedure:

Handling concept:

Manager and professional:

Most IS departments have focused their efforts toward support of procedure- based information work. Since these activities are well-structured and well understood, they have been a natural place to apply computerization.

The wave of the future, however, is applying IT to knowledge-based work. This will require IS to define a support environment that provides a variety of mechanisms to empower workers to handle ill-defined knowledge-based activities.

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Q: Does the procedure knowledge dichotomy does not add much beyond the clerical managerial distinction?
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