Ackoff’s Management Misinformation Systems
How corporate leaders may make improper assumptions related to accounting information systems and the related information
In most cases, there lacks materials, which, directly pinpoints the Ackoff’s Management, challenges faced by the organization. Many companies and their leaders experience challenges that are related to a weak human resource department. In the recent past, the many companies have experienced various mechanical failures that cause these organizations to recall appropriate measure of performance. The mechanical issues are attributed to HR issues as the root causes. Organizational employees’ failure to make good decisions shows a problem with reward processes, training processes, performance management processes and the hiring processes. Many corporate leaders engage in improper assumptions to accounting information systems when they engage in the following measures (Bauer, 1994).
Poor rewards and recognition system
Many corporate leaders focus on cost cutting characterized by massive retrenchment worldwide as a cost cutting initiative. Corporate leaders reward managers due to cost cutting initiatives that only focused on cost and overlooked product quality. The adopted approach of only rewarding managers on cost cutting efforts and overlooking the quality of the products is faulty as rewards are supposed to provide incentives for right behavior and discourage poor decisions (Jackson, 2000).
Hiring aims at bringing on board top performing individuals with the right level of skills, capabilities, values and attitudes required to handle issues in an organization. Poorly designed recruitment and assessment elements results hiring of individuals who overlook problems and who are not ready to stand up to the management. Toyota lacked employees who could use the constructive confrontational technique to confront the management on the experienced quality issues (Jackson, 2000).
The training ensures that employees are continually provided with the necessary skills and capabilities for identifying and handling the challenges they may face. The quality issues faced by Toyota depict non-effective training and implementation of the four-step-cycle of plan-do-check and act. The issues further depict the poor training on the symptoms of ‘ground think’, avoidance of excessive discounting and ignorance of negative external safety information.
Poor performance management process
Performance management aims at periodic appraisal, monitoring of performance and identification of problem behaviors. Corporate leaders’ performance measurement system should have included parameters such as output quality and responsive to negative information. The system could have been poorly designed hindering identification of groupthink type errors or lacked necessary metrics, checks, and balances. Other HR issues that could be associated with the mechanical issues experienced include the corporate culture, retention, leadership development and succession and risk assessment.
Ways in which organizational performance may be improved when information is properly managed within a business system
Consistency in productivity
Every organization in the world has its tangible and intangible assets. All these assets from the cultural capital of an organization for instance; an organization is made up of the material things which include manufacturing tools and equipment, transport and communication, equipment and accommodation facilities, as depicted in the various episodes studied. These materials interactively enable the human personnel to access, meet the objectives, and set plans of an organization. There are also the culturally significant attributes that form up and drives an organization. They include facets as prestige, authority, status, taste consumption patterns, and many more. These values are adored and often bring out the symbolic capital of that organization. As such, there exists an interaction between cultural field and the cultural capital.
The term sustainable development has been given various definitions and connotations. According to Brundland Report, sustainable development refers to a kind of development designed to meet the needs and wants of the present time without altering or affecting the future generations and developments in meeting their future needs. Within this concept of sustainable development, there are two important concepts that help to define it. The first is what is called needs. This concept of needs refers to the essential needs of the world’s poor generations over which an equitable priority has to be established in order to cater for it. The second is the concept of limitations that have been imposed by the social organizations and other technological states of workmanship dealing with the environment’s future abilities in meeting the demands of the future generations. This definition requires people to look at various humanitarian practices as the use of harmful sprays, release of harmful gases into the atmosphere, and many other detrimental and yet necessary activities which foster development. In other words according to the World Bank definition, sustainable development refers to a development that enables the present generation to meet their needs without affecting or destroying the ability of the future generations to access and meet their needs then. The needs exemplify requirements, which are in conflict with one another, yet requiring a decision to be met in preference of the two.
With , corporate leaders are on the verge of taking preeminence by a larger scale of preference. Corporate leaders are supposed to establish a way in which they could make available its internal documents to the priming press releases, policy statements, and other important marketing policies.
The new digital media system is one of the leaders’ corporate marketing and advertising icons that are readily available at the desktop via the worldwide internal network. This allows many organizations and employees to make easy accesses and use the material for any future projects. This digital media technology has been embraced by a handful of many companies with many efforts centered on the visual part of the management system. The new corporate system combines particular libraries of texts, videos, and images, to establish an integrated digital archival library. This corporate leadership is then made accessible to people as a business tool to all corporate and associates who are available in more than two hundred countries in the world. The system enables the company to manage millions of items in the world. The digital media system is a used location for updating, managing, sorting, and disseminating every historical asset online. The system enhances communication and collaboration through enabling users to access the powerful online research tool. This tool enables users to search, distribute, organize, and share the historical information about the company globally.
Information technology systems are subtle facets in every business establishment in the present globalized markets. With a clear look at every business leveraging in the market, technology has been and is still the only pathway to success and equitable organizational performance. Many information system technologies are applicable in business today. Human life and survival has been mired by evolving technologies that have resulted in the creation of machines for making work easier. Innovation and technology remains a pillar to the success and existence of many organizations all over the world. In fact, many of these organizations have improved and advanced from one level of production to another due to their involvement in information system technologies. Therefore, the paper has explored on the IBM Create Unique Digital Media Management System technology, a powerful knowledge management system that has given corporate employees a to the company’s marketing and advertising history (Bruggen & Wierenga, 2000).
Needs to ensure information integrity within automated business systems
The HR department is at the heart of organizational performance, productivity, turnover, profits, and market value outcomes. Employees are considered a source of non-duplicable and sustainable competitive advantage. By using the capabilities, resources, relationships and decisions presented by employees, organizations strategically position themselves thus avoiding threats and maximizing opportunities. Organizations and HR managers aim to generate strategic capacity by ensuring that an organization acquires a skilled, committed and motivated workforce. Integration of HR issues, organization performance and HR management systems in organizational strategic processes serve as a solution to business problems. The need to create and manage capabilities and skills and align such capabilities to organizational performance and future needs drives Human Resource Management. As such, the HR department plays a greater role in planning and implementing a coherent approach in designing and managing personnel systems and matching HR activities and policies to the overall business goals. The HR department is responsible for the proper management of employees in order to ensure business success. Among the HR related issues which contribute to business failure include employee attitudes and perceptions towards tasks, motivation levels, work environment, organizational structures, level of feedback and employee skills and capabilities. The HR department at Toyota can assist the company achieve its vision by recruiting individuals whose attitudes and values align with the company values. On the same note, the department should implement training initiatives or programs aimed at fostering teamwork and creativity. In order to foster innovation, the department should implement flatter organization structure and create an environment that enhances freethinking and creative solutions towards challenges therefore driving innovations and operational efficiency (Jackson, 2000).
Bauer, A. (1994). Shop floor control systems: From design to implementation. London:
Chapman & Hall.
Bruggen, G.H., & Wierenga, B. (2000). Marketing management support systems: Principles, tools, and implementation. Boston [u.a.: Kluwer Acad. Publ.
Jackson, M.C. (2000). Systems approaches to management. New York, NY [u.a.: Kluwer