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Information in Management
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In a sense we all start life without information and we generally spend most of our first two decades of life painfully amassing enough of it to have a fair chance of surviving on our own. A lot of this is trial and error. We don’t come into the world knowing that falling off a chair will hurt: we have to discover it for ourselves.
Of course, a lot of what we learn comes from other people. They provide an example, and they also supply us with ‘precepts’ – information and instructions designed to help us avoid the worst kinds of mistakes. But basically, acquiring wisdom is about trial and error. We try things out, collect information about the experience, and try to do it better next time. Managers also learn from experience, though they may prefer not to think of it as a process of trial and error. In the world of work, the stakes are often very high, and while we can learn a great deal from a wrong decision, employers have a strong preference for right ones. A wrong decision can mean a lost customer, an unnecessary conflict, a spoiled batch of product, lost time and money. Even a decision that isn’t as right as it could be will attract criticism.
To make a good decision we need (a) information and (b) ways of analysing it. Of course we also need intelligence and good judgement, but not even the most experienced manager can be sure of making a good decision if the information isn’t there.
Bob Foley - Personal Name
4th Edition
0 7506 5890 8
NONE
Information in Management
Management
English
2003
1-149
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