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More to the point, executives must determine how such information is to be shared effectivelyone of the trickiest management issues for todays companiesManufacturers Hanover believed that each group owned its information and could choose not to share itParanoia about external opportunists has its roots in practical information issuesBruns, The Information Mosaic (Boston: Harvard Business School Press, 1992), ppSharon MFinancial, customer, supplier, product, and other data were buried in many different databasesABOUT DAIKIN About Daikin Top Corporate Information Why Daikin Daikin Design PRODUCTS & SERVICES Products & Services Top Air Conditioning & Refrigeration Fluorochemicals Oil Hydraulics INVESTOR RELATIONS Investor Relations Top Management Policy Financial Data IR Library Shareholder Information IR Calendar IR News SUSTAINABILITY Sustainability Top Daikin's Sustainability Environment Sustainability Report Key Activities Data Guidelines CAREERS Careers Top PEOPLE-CENTERED MANAGEMENT DESIRED HUMAN RESOURCES GLOBAL ACTIVITIES OF DAIKIN EMPLOYEES CAREER PATHS INTERNSHIPS NEWS CONTACT Class Preparation and Participation (20%) Mid-term Exam (20%) Project (30%) Final Exam (30%) Total (100%)
In 1992, IBM printed 5,000 copies, charged internal buyers at cost, and sold outErnst von Kimakowitz is Director of the Humanistic Management Center- think-tank, learning institution and advisory firm on business ethics and corporate responsibility, and Director of Ethics First, an Executive Education ProviderManagement And Executive Education In Italy: A Multi-Stakeholder Perspective Manuela Brusoni And Niccol Cusumano 2At the refining and marketing division of a large oil company, for example, the division president delighted in being able to use his computer to peer electronically over the shoulders of oil tradersand occasionally to override or initiate a dealOther Chemical Bank principles addressed the need for a clear owner for each major piece of information and clarified responsibilities and priorities for supplying information to other parts of the bank
Roland Bardy is Executive Professor of General Management and Leadership at Florida Gulf Coast University, USGoodhue, Laurie JThese feelings and emotions are common to all people, regardless of nationality, race, or gender and transcend differences in culture, customs, and historyNot one could be found; all that existed were very detailed data models that reflected the status quoYet it is one of the fundamental assumptions made in planning any IT systemManagers prefer to get information from people rather than computers; people add value to raw information by interpreting it and adding contextQuillard, Michael DAt IBM, a task force studied the use of market-oriented information throughout the entire companyThe presence of technology, in and of itself, cannot wholly transform a corporation
Driven By Customers Or Driving Customers: What Really Should Matter In Executive Education Wolfgang Amann, Shiv Tripathi, Shiban Khan 8As the diverse company experiences suggest, grand IT schemes that dont match what rank-and-file users want simply wont workAt one large pharmaceutical company, for example, IT managers tried to implement shared databases and other new technologies to speed up R&D, only to have their efforts foiled by significant cultural barriersFor instance, Xerox did data modeling and administration for 20 years, but in the words of the director of information management, We got nowhereOrchestrating Human-Centered DesignThey were wrong; demands and costs are still increasingSharing rumors, however, can be demoralizingAt Dean Witter, for instance, information managers, particularly those in the central library, were frustrated by their inability to address brokers information needs efficientlyAt American Airlines, there are several perspectives on what an airport is
This approach has several potential strengthsThe form in which information is presented is also critical to its understanding and useBut while dual information streams are messy and hard to control, they seem realistic for this diverse companyIndeed, groupware implementation stands or falls on a companys information cultureFocusing on which documents an organization needs often leads to a more fruitful discussion than looking at broad information requirements or trying to pin down a term like customer.5What's new?In short, they glorify information technology and ignore human psychology 07f867cfac