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What do managers need to know about information systems?
Managers must know about information systems in order to be able to operate them. If they are not able to work the system then they will not be able to contribute to the betterment of the organization.
Which of these represent skills that managers need?
what skills do managers need
How do these managerial skill differ in organization hierarchy?
Managerial skills can vary depending on the level of the organizational hierarchy. Here are some ways in which managerial skills differ across different levels: Frontline/Supervisory Managers: These managers oversee the day-to-day activities of a team or department. Their primary focus is on operational tasks, ensuring that work is executed efficiently and according to established processes. Key skills for frontline managers include: Technical expertise: They need a deep understanding of the specific tasks and processes their team performs. Communication: They must effectively convey instructions, provide feedback, and resolve conflicts within their team. Time management: Frontline managers often handle multiple responsibilities simultaneously, so prioritization and task delegation are essential. Problem-solving: They need to address immediate challenges and find solutions to operational issues. Middle Managers: Middle managers are responsible for coordinating between frontline managers and top-level executives. They play a crucial role in translating strategic objectives into actionable plans. Key skills for middle managers include: Leadership: They must inspire and motivate their teams, providing guidance and support. Decision-making: Middle managers often make critical decisions based on strategic goals and operational realities. Relationship building: They need to establish effective relationships with colleagues, superiors, and other stakeholders. Strategic thinking: They contribute to the development and execution of organizational strategies. Top-Level Executives: These executives occupy the highest positions in the organization's hierarchy and are responsible for setting the overall direction and vision. Key skills for top-level executives include: Strategic vision: They need to have a broad understanding of the industry, market trends, and long-term organizational goals. Change management: Top-level executives drive organizational change and must manage resistance and navigate complex transitions. Decision-making: They make high-stakes decisions that shape the organization's future. Stakeholder management: They interact with investors, board members, government officials, and other influential individuals or entities. It's important to note that these skills are not mutually exclusive, and managers at all levels require a combination of technical expertise, leadership, communication, and problem-solving abilities. However, the emphasis and complexity of these skills tend to differ based on the position within the organizational hierarchy. Visit our website: makingcentsaddup. com
How does the marslow's theory of need affects the management information system?
The information provided needs to address each Maslow level of "need".
Why are managers necessary in organizations?
They need to have control over entry level employees so supervisors can take care of important work like finances, inventory, etc.
Why manager at different levels of the organization have different information needs?
Managers at different levels of the organization have different information needs to better manage the tasks that are in front of them. Low-level managers, for example, do not need information about financial specifics of a company, because it is not their job to manage finances.
Why do library or information managers need to plans?
library or information managers needs to plans, so that they will know the step of planing on their services,
What are the requirements for computer and information systems managers?
Computer and information systems managers need a bachelor's degree in computer or information science. In addition, they typically require work experience.
How do you calculate the adjacent of a right angle?
You need more information, and the method will depend on wha that information is (and at what level you are).You need more information, and the method will depend on wha that information is (and at what level you are).You need more information, and the method will depend on wha that information is (and at what level you are).You need more information, and the method will depend on wha that information is (and at what level you are).
Do Managers need only information not data give examples from day to day activities?
nowdays managers do not have time to evaluate data and analysis the data.so to save the time they need only information about the relevant matter.
What are important features of organizations that managers need to know about in order to build and use information systems successfully.?
What are important features of organizations that managers need to know about in order to build and use information systems successfully.?
What do managers need to know about information systems?
Managers must know about information systems in order to be able to operate them. If they are not able to work the system then they will not be able to contribute to the betterment of the organization.
Importance of accounting information to government?
shareholders,creditors,suppliers,managers,investors,public and customers need accounting information for?
Which of these represent skills that managers need?
what skills do managers need
The area of accounting that provides managers of an organization with information they need to make decisions is called?
managerial accounting
What are the characteristics of good organization information systems talent?
Personal Attributes1 . Knowledge of information systemsIf managers are aware of what computer-based systems can do, their information requests will probably be more sophisticated and more specific. Their knowledge of capabilities and costs places them in a much better position to aid in the design of a good system.2. Managerial StyleA manager's technical background, leadership style, and decision-making ability all affect the kind and amount of information required. Some prefer a greater amount; Others like to decide with a minimum of detail and prefer personal consulatation with subordiantes.3. Manager's perception of information needs" You tell me what I need to know" and "get me all the facts" represent two opposite perceptions of information needs. This dichotomy is due partly to the fact that many managers are ignorant of what information they need. Another dimension of the problem is the widely differing views of the managers regarding their obligation to disseminate information to subordinates and to groups outside the firm. Teh manager wh ocannot or will not delegate authority is likely to keep information closely held.Organisational environment1. Nature of the companyProblems in communication and in controlling operations seem to be a function of the comapny's size and the complexity of its organization. The larger more complex firms require more formal information systems, and the information needs of these systems become more critical to operations.2. Level of ManagementThere are three levels of management (i.e strategic planning, management control, operation control) and the varying needs for information at each. Each level needs different type of information, generally in different form. top levels need the one-time report, the summary, the single inquiry. The management control level needs the exception report the summary and the variety of periodic reports for regular evaluation. The operational control level requires teh formal report with fixed procedures, the day-to-day report of transactions, to maintain operational control of actions as they occur. Managers at all levels have changing information needs, depending on the nature and importance of the particular decision.3. Structure of the organisationThe more highly structured the organization, the easier it is to determine the information needs. Where authority and responsisbility are clearly speelled out, relationships understood, and decision-making areas defined, the information needs of managers can be determined more easily.
What are the four organizational levels of a typical business?
Top Management: Top managers develop long-range plans, called strategic plans that define the company's overall mission and goals. Strategic planning focuses more on issues that affect the company's future survival and growth, including long-term IT plans. Top managers focus on the entire business enterprise and use information systems to set the company's course and direction. To develop strategic plan, top managers also need information from outside the company, such as economic forecasts, technology trends, competitive threats, governmental issues and shareholder concerns.Middle Management: Middle managers focus their goals on a shorter time frame, usually ranging from one month to one year. They develop plans to achieve business objectives in a process called tactical planning. Middle managers delegate authority and responsibility to team leaders or supervisors and then provide direction, necessary resources, and feedback on performance as tasks are completed. They need more detailed information than top managers do, but somewhat less information than team leaders and supervisors. They also use business support systems, knowledge management systems, and user productivity systems to perform their jobs.Lower Management: Supervisors and team leaders oversee operational employees and carry out day-to-day operational plans. They coordinate operational tasks, make necessary decisions, and ensure that the decision support information, consults knowledge management systems, and relies on user productivity systems to carry out their day-to-day responsibilities.Operational Management: Operational employees primarily use TP systems to enter and receive data they need to perform their jobs. In many companies, operational employees also need information to handle tasks and make decisions that were assigned to supervisors. This trend, called empowerment, gives employees more responsibility and accountability.
