information management

[‚in·fər′mā·shən ′man·ij·mənt] (communications) The science that deals with definitions, uses, value and distribution of information that is processed by an organization, whether or not it is handled by a computer.

Information management

The functions associated with managing the information assets of an enterprise, typically a corporation or government organization. Increasingly, companies are taking the view that information is an asset of the enterprise in much the same way that a company's financial resources, capital equipment, and real estate are assets. Properly employed, assets create additional value with a measurable return on investment. Forward-looking companies carry this view a step further, considering information as a strategic asset that can be leveraged into a competitive advantage in the markets served by the company.

The scope of the information management function may vary between organizations. As a minimum, it will usually include the origination or acquisition of data, its storage in databases, its manipulation or processing to produce new (value-added) data and reports via application programs, and the transmission (communication) of the data or resulting reports. Many companies include the management of voice communications (telephone systems, voice messaging, and, increasingly, computer-telephony integration or CTI), and even intellectual property and other knowledge assets.

There is a significant difference between the terms “data” and “information.” Superficially, information results from the processing of raw data. However, the real issue is getting the right information to the right person at the right time and in a usable form. In this sense, information may be a perishable commodity. Thus, perhaps the most critical issue facing information managers is requirements definition, or aligning the focus of the information systems with the mission of the enterprise. The best technical solution is of little value if the final product fails to meet the needs of users.

One formal approach to determining requirements is information engineering. By using processes identified variously as business systems planning or information systems planning, information engineering focuses initially on how the organization does its business, identifying the lines from where information originates to where it is needed, all within the context of a model of the organization and its functions. While information systems personnel may be the primary agents in the information engineering process, success is critically dependent on the active participation of the end users, from the chief executive officer down through the functional staffs.

A major advantage of the application of information engineering is that it virtually forces the organization to address the entire spectrum of its information systems requirements, resulting in a functionally integrated set of enterprise systems. In contrast, ad hoc requirements may result in a fragmented set of systems (islands of automation), which at their worst may be incompatible, contain duplicate (perhaps inconsistent) information, and omit critical elements of information.

Information Management

The planning, budgeting, control and exploitation of theinformation resources in an organisation. The termencompasses both the information itself and the relatedaspects such as personnel, finance, marketing, organisationand technologies and systems. Information Managers areresponsible for the coordination and integration of a widerange of information handling activities within theorganisation. These include the formulation of corporateinformation policy, design, evaluation and integration ofeffective information systems and services, the exploitationof IT for competitive advantage and the integration ofinternal and external information and data.

information management

The discipline that analyzes information as an organizational resource. It covers the definitions, uses, value and distribution of all data and information within an organization whether processed by computer or not. It evaluates the kinds of data/information an organization requires in order to function and progress effectively.

Information can be complex because business transactions often impact every area within a company. It must be analyzed and understood before effective computer solutions are developed. See data administration, IT and computer science.

information management

the process of gathering, processing and interpreting data both from the firm's external environment and from inside the firm, generally using the information technology provided by COMPUTERS.

All business functions such as production, marketing and distribution involve both physical tasks and parallel information-processing activities. Computers, communications devices and other information technology hardware can be deployed to perform routine accounting, record keeping and order processing functions cheaply and efficiently In addition to these basic data-processing tasks, information technology has enabled firms to collect more data than previously could be handled by the firm and subject it to more detailed analysis. This has the advantage of dovetailing production, marketing and distribution activities within the firm. In addition, greater communication with customers and suppliers through their computers facilitates closer relationships with these customers and suppliers, leading to, for example, just-in-time production and supply (see JUST-IN-TIME (JIT) SYSTEM). Such information technologies as COMPUTER-AIDED DESIGN and COMPUTER-AIDED MANUFACTURE facilitate the rapid development of new products or modification of existing products and the prompt production of such products through FLEXIBLE MANUFACTURING SYSTEMS, thereby allowing the firm to gain a COMPETITIVE ADVANTAGE by responding rapidly to changing customer requirements. See COMMUNICATION, BUSINESS PROCESS RE-ENGINEERING, INTERNET, ECOMMERCE, WORLD WIDE WEB, CUSTOMER RELATIONSHIP MANAGEMENT.

单词	information management
释义	DictionarySeeit information management information management [‚in·fər′mā·shən ′man·ij·mənt] (communications) The science that deals with definitions, uses, value and distribution of information that is processed by an organization, whether or not it is handled by a computer. Information management The functions associated with managing the information assets of an enterprise, typically a corporation or government organization. Increasingly, companies are taking the view that information is an asset of the enterprise in much the same way that a company's financial resources, capital equipment, and real estate are assets. Properly employed, assets create additional value with a measurable return on investment. Forward-looking companies carry this view a step further, considering information as a strategic asset that can be leveraged into a competitive advantage in the markets served by the company. The scope of the information management function may vary between organizations. As a minimum, it will usually include the origination or acquisition of data, its storage in databases, its manipulation or processing to produce new (value-added) data and reports via application programs, and the transmission (communication) of the data or resulting reports. Many companies include the management of voice communications (telephone systems, voice messaging, and, increasingly, computer-telephony integration or CTI), and even intellectual property and other knowledge assets. There is a significant difference between the terms “data” and “information.” Superficially, information results from the processing of raw data. However, the real issue is getting the right information to the right person at the right time and in a usable form. In this sense, information may be a perishable commodity. Thus, perhaps the most critical issue facing information managers is requirements definition, or aligning the focus of the information systems with the mission of the enterprise. The best technical solution is of little value if the final product fails to meet the needs of users. One formal approach to determining requirements is information engineering. By using processes identified variously as business systems planning or information systems planning, information engineering focuses initially on how the organization does its business, identifying the lines from where information originates to where it is needed, all within the context of a model of the organization and its functions. While information systems personnel may be the primary agents in the information engineering process, success is critically dependent on the active participation of the end users, from the chief executive officer down through the functional staffs. A major advantage of the application of information engineering is that it virtually forces the organization to address the entire spectrum of its information systems requirements, resulting in a functionally integrated set of enterprise systems. In contrast, ad hoc requirements may result in a fragmented set of systems (islands of automation), which at their worst may be incompatible, contain duplicate (perhaps inconsistent) information, and omit critical elements of information. Information Management The planning, budgeting, control and exploitation of theinformation resources in an organisation. The termencompasses both the information itself and the relatedaspects such as personnel, finance, marketing, organisationand technologies and systems. Information Managers areresponsible for the coordination and integration of a widerange of information handling activities within theorganisation. These include the formulation of corporateinformation policy, design, evaluation and integration ofeffective information systems and services, the exploitationof IT for competitive advantage and the integration ofinternal and external information and data. information management The discipline that analyzes information as an organizational resource. It covers the definitions, uses, value and distribution of all data and information within an organization whether processed by computer or not. It evaluates the kinds of data/information an organization requires in order to function and progress effectively. Information can be complex because business transactions often impact every area within a company. It must be analyzed and understood before effective computer solutions are developed. See data administration, IT and computer science. MedicalSeeIT information management information management the process of gathering, processing and interpreting data both from the firm's external environment and from inside the firm, generally using the information technology provided by COMPUTERS. All business functions such as production, marketing and distribution involve both physical tasks and parallel information-processing activities. Computers, communications devices and other information technology hardware can be deployed to perform routine accounting, record keeping and order processing functions cheaply and efficiently In addition to these basic data-processing tasks, information technology has enabled firms to collect more data than previously could be handled by the firm and subject it to more detailed analysis. This has the advantage of dovetailing production, marketing and distribution activities within the firm. In addition, greater communication with customers and suppliers through their computers facilitates closer relationships with these customers and suppliers, leading to, for example, just-in-time production and supply (see JUST-IN-TIME (JIT) SYSTEM). Such information technologies as COMPUTER-AIDED DESIGN and COMPUTER-AIDED MANUFACTURE facilitate the rapid development of new products or modification of existing products and the prompt production of such products through FLEXIBLE MANUFACTURING SYSTEMS, thereby allowing the firm to gain a COMPETITIVE ADVANTAGE by responding rapidly to changing customer requirements. See COMMUNICATION, BUSINESS PROCESS RE-ENGINEERING, INTERNET, ECOMMERCE, WORLD WIDE WEB, CUSTOMER RELATIONSHIP MANAGEMENT. AcronymsSeeiron man
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