Information support for personnel management. Information and technical support of the personnel management system

Test No. 2.

Topic: “Information support for personnel management as a management problem.”

Introduction

The effectiveness of the personnel management system largely depends on the information base. The information base is a collection of data on the state of the managed system and trends in its development using quantitative characteristics of the processes occurring among employees, in the surrounding production and social environment. Actually, any management decision should be based on knowledge of the situation, influencing factors, and their relationships. Information contributes to the implementation of all management functions: planning, organizational, control, regulatory, distribution.

The main functions of the personnel management process, implemented at different levels of the organization's management system, are the development of decisions and monitoring their implementation. It is the need to ensure the fulfillment of these functions that makes it possible to consider personnel management as an information process, i.e. functionally including the receipt, transmission, processing (transformation), storage and use of information, and the hierarchical management system itself - as an information system. The personnel management process can be represented as a set of coordinated, constantly made and implemented decisions, ultimately aimed at achieving the main goal of the organization. The development of each of these decisions must be provided with information.

Information support of the personnel management system is a set of implemented decisions on the volume, placement and forms of organization of information circulating in the personnel management system during its operation.

Information support includes operational, regulatory, reference, technical and economic information and documentation systems. When designing and developing information support for a management system, the most important thing is to establish the composition and structure of information necessary and sufficient for the adopted management technology.

1. Types of information and requirements for it

Information used in personnel management is, by its nature, divided into normative, reference, methodological, accounting, based on primary accounting materials, as well as reporting, presented in a generalized form. The main source of primary information is the documents of the personnel department (personal sheets for personnel records, personal cards of employees, personal files), orders and instructions issued by the management of the enterprise and structural divisions in relation to the personnel of employees, primary accounting and reporting documentation on work performed and payment, documentation of non-industrial structural units serving the enterprise. Another source of information is the employees themselves with their opinions on certain issues, materials from sociological research (questionnaires, interviews), results of psychophysiological studies (testing of employees). In this case, it is important to ensure the protection of sociological information that is confidential. First of all, this concerns the opinions of employees when studying interpersonal relationships in a team.

Many of the processes that determine the personnel situation are very dynamic: the number of personnel changes due to turnover, its structure changes according to all the characteristics: gender, age, length of service, the process of intra-factory personnel movement between structural divisions is constantly underway, professions and skill levels change. Information in this case acts as a means of monitoring the compliance of the actual structure of the workforce with the required one, and the timeliness of filling vacant jobs. Therefore, the main requirements for personnel information are efficiency and reliability.

The social orientation of work with personnel poses the task of collecting fairly diverse information of a social nature concerning individual employees. Thus, when selecting candidates for appointment to a position, it is necessary that the data bank contains information not only of a production nature, but also of a socio-demographic, disciplinary and even medical nature. The orientation of personnel work towards the development of one’s own workforce cannot be successful without knowledge of labor costs and investments in human capital (costs of wages, training, medical care, social services). The nature of such information differs significantly from purely personnel information since it relates to the accounting system. It is necessary to quantitatively characterize the degree of rational use of labor and evaluate labor results.

Summarizing the above, we can formulate the following criteria for assessing the quality of information. She must be:

Objective (complete, consistent, reliable);

Relevant (satisfying the objective information needs of managers and specialists as they arise during the development of the personnel situation);

Timely;

Laconic (compressed, but without losing the necessary completeness);

Communicative (understandable and acceptable for managers and specialists).

2. Information support as a system

The need to collect, store, process, analyze a large volume of various personnel information, and provide it to users (subjects of management - personnel services and managers) in a convenient form poses the task of creating an appropriate information system at the enterprise. The components of such a system are equipment and materials for collecting, storing, processing, retrieving and issuing the necessary data on the personnel of the enterprise, properly organized accounting, adapted for information support for solving personnel problems, a set of techniques and methods for using this system, computer scientists, information consumers . The main requirements for this system are the widespread use of computers, advanced information technologies, mathematical methods and modeling. The basis of the information system should be a single array reflecting information about each employee, his environment and external working conditions, which in turn requires a certain organization of information and methods of operating with the data array.

Since the processes taking place in a team of workers and in its environment are very dynamic, it is important to promptly reflect all these changes in the information array of data. This requirement can be met if the information system is closely related to the document flow at the enterprise: orders and instructions concerning employees are used to immediately adjust the data contained in the array for each employee. Of great importance is the linking of personnel information with information about the structure of jobs, with the requirements imposed on the employee by these jobs, with the possible level of remuneration, and with the state of working conditions. This approach provides, first of all, the solution of information retrieval problems (search for workers with given characteristics in the information array), grouping, regrouping of workers in accordance with user requests.

By tracking changes in the state of the object according to certain parameters that occurred as a result of the implementation of measures, managers, through feedback, can develop an effective management strategy and monitor its implementation. The information system should help in identifying the most significant factors and establishing cause-and-effect relationships between factors and results. This kind of information is necessary for the development of targets that form the basis for the development of the enterprise's personnel.

3. Current tasks of improving management information support

Effective management of various social organizations and systems is unthinkable without the use of information. This situation is predetermined by the fact that “management in its essence is the preparation, adoption and implementation of a chain of sequential decisions by the management system based on information reflecting the state of the managed object and the environment, as well as the degree of execution (or non-execution) of the adopted management decisions.” Information is usually understood as “the process of transmitting messages between the transmitting and receiving systems, which leads to a change in the diversity of the state of the latter.”

The efficiency of an enterprise is determined by the correctness of management decisions made. The absence or lack of necessary information turns out to be the main cause of managerial mistakes. Information is one of the resources of the organizational system. The difference from other types of resources is that information does not disappear during processing, but changes its usefulness. Information is characterized by the form of presentation, volume, frequency of receipt, frequency of adjustment, costs of receipt and storage.

The concept of “information” makes sense only if there is a source (informant) and a recipient. When considering information, the following indicators are used: volume, reliability, value, richness, openness. The amount of information is determined by symbols, number of characters, letters. The volume of perceived information about any object is characterized by symbolic volume, the amount of text, graphs, drawings, time of receipt and analysis of information.

When assessing such information, qualitative indicators are used:

Information is redundant;

Information is insufficient;

The information is reliable;

The value of information.

Excessive information improves the quality of subsequent management decisions, but requires a lot of time for its transmission and analysis.

Lack of information makes it difficult to make the right decision.

Reliability of information is an indicator of the correspondence of the received information to reality. The fewer links involved in the transmission of information, the higher its reliability. Distortion can occur for objective and subjective reasons.

The value of information can be viewed from two perspectives: value to the recipient in relation to future profitability (use value) and value in terms of costs incurred.

Management information is classified according to various criteria:

1) the nature of the management response (requiring urgent decisions, intended for future decisions);

2) form of presentation (document, oral, computer);

3) time of appearance (operative, daily, monthly, annual);

4) level of accessibility (secret, internal, external);

5) functional purpose (planning, financial, technical, marketing);

6) belonging to the control object (unit, site, workshop, enterprise);

7) the degree of generalization in the management process (primary, derivative, final).

Management of social systems, their subsystems and organizations involves the production, reproduction and application of various types of information. It includes:

Production of information in the form of scientific research, inventions, discoveries, generalization of practical experience in the field of production, culture, education, socio-political life;

Collection, selection, assessment of information necessary for management;

Analytical and synthetic processing of information (bibliographic description, classification, annotation, abstracting, translation, coding);

Information storage and retrieval;

Reproduction and dissemination of information, transferring it to the consumer;

Use of information;

Monitoring the effectiveness of information use.

The need for information of different subjects and levels of management is not the same and is determined primarily by the tasks that are solved in the management process by one or another manager or employee of the administrative apparatus. It also depends on the scale and importance of the decisions made (the larger and more important the decision, the more information in volume and varied in content is needed for its preparation and adoption), on the number and nature of controlled, adjustable parameters, on the number of options for the possible state and behavior of the controlled object, on the magnitude and variety of internal and external influences disturbing the controlled system, on the quantity and quality of indicators characterizing the results of the functioning of this system. As the management of society improves, the need for knowledge about the objects of management increases, be it social groups, segments of the population, social organizations, territorial communities or subsystems of society - economic, social, political, sociocultural. Under these conditions, both the subject and the object of management need reliable and complete information about the functioning of society, its main subsystems, organizations and groups. Sociological research shows that leaders and managers rarely and do not fully use available information, despite the primary role attributed to it in management processes. Developers of social programs most often complain that the results of their work are not used or are rarely used in management activities. “As a result of sociological research, it has been established that managers spend more than 50% of their time distributing documents among subordinates, discussing them with subordinates, and participating in joint solving of emerging problems with subordinates or senior managers. Less than 50% of management workers surveyed used computer reports as a basis for evaluating and rewarding workers, requesting more resources or redistributing them, revising methods and procedures of organizational activities and the functioning of the management system, and increasing the reliability of information. Therefore, in management practice, identifying and studying the main factors that determine the intensity of information use by managers becomes important. The first of these factors is organizational culture. Whether the data contained in information flows will be correctly perceived, understood and translated into practical actions by the manager depends significantly on his organizational culture. In management evaluation systems, as in previous times, criteria such as punctuality, responsibility and the ability to cooperate are most often used, rather than the ability to quickly and skillfully find and use new information necessary to successfully solve the problems facing a given organization. The second factor influencing the manager’s use of the received data concerns the content of information flows entering the management sphere; they should help direct and concentrate the attention of managers on pressing problems of managerial work, thereby motivating them to be more active and effective. Finally, it should be borne in mind that “the use of information by management requires the support and assistance of officials operating at the top floors of the management pyramid. This is the decisive guarantee of compliance of the information received with the scope of activity, competence and powers of the management entity that uses it. One of the most important requirements for information used in management is its optimality and completeness. Optimal information means that it should contain all the necessary information on all managed parameters, and only the necessary information about the managed object.

4. Information support for personnel management as a management problem

Recently, the use of PCs has become widespread in structural divisions of an organization, including the personnel department, labor and wages departments, etc. In this regard, one of the central problems in designing information support for the personnel management service is organizing data in PC memory. The disadvantages of the traditional approach to organizing arrays of information in PC memory, in which the development of an information base was focused on specific functional tasks, led to the need to focus on information itself, on data, which led to the transition from a problem-oriented database to an information-oriented one. All this led to a new organization of data in computers, which was reflected in the development of data banks, which are a collection of user databases, hardware and software tools for creating and maintaining these databases. A data bank is built from databases, each of which is a collection of data organized according to certain rules that provide general principles for describing, storing and manipulating data. The database accumulates and constantly updates information in the form of a small number of arrays, each of which is intended for use in solving many management problems. In this case, the main attention is paid to the continuous maintenance of an accurate dynamic information model of the control object in the system. In this regard, a fundamentally new opportunity opens up for the use of computers by several users who jointly develop and use programs and generalize the results obtained.

The implementation of a management automation system, like any major transformation in an enterprise, is a complex and often painful process. However, some problems that arise during the implementation of the system are quite well studied, formalized and have effective solution methodologies. Studying these problems in advance and preparing for them greatly facilitates the implementation process and increases the efficiency of further use of the system. The following are the main problems and tasks that arise in most cases when implementing management systems and recommendations for solving them.

In order to determine how centralized a given organization is compared to others, the following characteristics are identified:

1. The number of decisions made at lower levels of management. The greater the number of decisions made by lower-level managers, the less the degree of centralization;

2. The importance of decisions made at lower levels, the consequences of decisions made at lower levels;

3. Monitoring the work of subordinates. In a weakly centralized organization, top management rarely reviews the day-to-day decisions of subordinates. Actions are assessed based on the total results achieved.

To what extent is the demand for business information being met today? According to 23% of respondents, it is more than half satisfied. However, as can be seen from the distribution of answers given below, this optimistic part of respondents is not very numerous and is almost twice as quantitative as those who hold the opposite point of view and believe that only a small part of information requests are satisfied. Generally speaking, it can be stated that the demand for business information today, according to respondents, is poorly satisfied.

To what extent is the demand for business information being met today? (answers of respondents)

0% - completely

23% - more than half

26% - about half

26% - less than half

17% - practically not satisfied

8% - hard to say

The scale of the problem of information support for personnel management is such that the noted positive dynamics are not yet sufficient for significant progress in the desired direction. There are many factors preventing entrepreneurs from entering the business information market. One of the most significant is the “informational closeness” of the market itself. Every second respondent points to the existing “vacuum” in ideas about the capabilities of the existing information market and the rules of its functioning. Therefore, up to 40% of entrepreneurs prefer to turn to colleagues and acquaintances for the necessary information.

What most hinders entrepreneurs from entering the information market? (answers from respondents, several answers possible)

52% - have little knowledge of existing opportunities

39% - no necessary services

32% - data is out of date

32% - unreliable data

26% - difficulty accessing data

26% - cost of services

23% - unreliable communications

23% - legal unsettledness

16% - low efficiency of obtaining information

Almost 40% of respondents complain about the lack of required information services. Claims to such qualitative indicators of information as relevance and reliability have increased significantly. Moreover, accessing the required data is still difficult. Respondents do not agree with the current tariffs for information services and resources, and also particularly note the high operating costs that arise when obtaining information. All in all, the demand for business information is still not being satisfied either in volume or in content.

Entrepreneurs increasingly pin their hopes for improving information support on new Internet technologies. Many respondents (68%) had a strong opinion that the Internet can stimulate entrepreneurial activity. In a survey conducted by email in the spring of 2002, entrepreneurs were asked: “Does the Internet help small businesses find investors for their business projects?” 7% answered affirmatively, and 34% were able to partially satisfy the existing investment need. In conditions of a colossal shortage of financial resources for the development of small businesses, such a result can be considered a great success.

Surveys show that the number of users of business resources among entrepreneurs is increasing from year to year. The dynamics in the studied audiences over three years is as follows: in 2000, 64% of respondents indicated that they used the capabilities of the Internet. In 2001, their number was about 70%, and in the latest survey it reached 84%. However, not all internet consumers and entrepreneurs are yet completely satisfied with their communication with the network. Less than 40% of respondents confidently stated that Internet technologies help their enterprises (organizations) gain real competitive advantages in the market. Every second person (48%) finds something useful in this, but in some cases. The rest have not yet experienced specific practical benefits. However, there are few who doubt that Internet services and technologies will become more widespread in the near future, although not all of them at the same speed.

What priority measures are needed today to improve the information support of entrepreneurship in Russia? (Multiple answers allowed)

77% - expanding access to government information resources

71% - creation of an all-Russian business information system

65% - responsibility for quality, reliability of information

61% - creation of catalogs, navigation systems for information search

48% - strengthening the regulatory framework for business information

48% - interaction of structures and systems with business information

48% - introduction of a line in the budgets of all levels for business information support

45% - strengthening information support for entrepreneurs in the media

36% - holding specialized exhibitions and fairs in the information sphere

32% - development of a general concept of information services for entrepreneurs

29% - bringing together creators and users of business information in the form of associations (unions) to lobby their interests

16% - development of club forms of Internet use

16% - creation of a Public Council on information problems for business

5. Types of information support for personnel management

Information support for the personnel management service can be broadly divided into out-of-machine and in-machine. This classification of information support can only be used if the personnel management departments have computer facilities (for example, personal computers or the organization’s computing resources).

Off-machine information support includes: a system of classification and coding of information; management documentation systems; a system for organizing, storing, and making changes to documentation. An off-machine information base is a collection of messages, signals and documents in a form that is directly perceivable by humans without the use of computer technology. In the non-machine sphere, during the management process, the exchange of information is realized in the form of the movement of documents between the managed and control systems: documents containing planned information (orders, instructions, planned tasks, schedules) follow from the control body to the object; along the feedback line - from the object to the control body - follow documents containing accounting and reporting information (information about the current or past state of the control object). Off-machine information support allows you to identify a control object, formalize information, and present data in the form of documents.

In-machine information support contains data arrays that form the information base of the system on computer media, as well as a system of programs for organizing, accumulating, maintaining and accessing information from these arrays. The main element of in-machine information support is an information array, which is a collection of homogeneous records. The array structure, composition, and order of entries in the array do not depend on the type of computer media.

Conclusion

In conclusion, we can conclude that among the priority measures, more than 70% of respondents name the need to consider the issue of creating an all-Russian business information system. It is clear that such a system will not appear overnight. Therefore, it is proposed to debug what already exists. Thus, approximately every second respondent considers it important to establish interaction between structures and systems that provide business information. But 55% of respondents not only support the requirement to strengthen coordination and consolidate various structures to enhance information support, but also consider this process feasible. In particular, a significant result of joint efforts could be the creation of catalogs of business information, as well as the development of guidebooks and navigation systems for searching for information, as about 60% of entrepreneurs think. Almost all respondents suggest intensifying efforts to create an information culture for entrepreneurs.

Strengthening information support for business should include, in the opinion of every second respondent, greater information support, including through the media, especially at the regional level. Also, in conclusion, it can be stated that the attitude of entrepreneurs to the state of information support remains stable, but unsatisfactory. Against the background of the general development of Internet technologies in the world, Russian entrepreneurs are lagging behind their Western colleagues. The main measures that could correct the current situation and increase the efficiency of information support, without the need to obtain new knowledge and financial costs, could be:

access to government information resources;

development of regional and local information support systems;

organization of interaction between existing information support systems and entrepreneurs’ unions and support structures.

List of used literature

1. Wendelin A.G. Preparation and adoption of management decisions. M.: Economics, 2002.

2. Kibanov A.Ya., Zakharov D.K. Organization of personnel management at the enterprise. M.: GAU, 1994.

3. Cole D. Personnel management in modern organizations. M.: Vershina, 2004.

4. Kruglov M.I. Strategic management of the company. Textbook for universities. M.: Russian Business Literature, 2002.

5. Maslov V.I. Strategic personnel management in an effective organizational culture. M.: Finpress, 2004.

6. Maslov E.V. Enterprise personnel management. Tutorial. Novosibirsk, INFRA-M, 2003.

7. Odegov Yu.G. Personnel management: Performance assessment. Textbook for universities. M.: Exam, 2004.

8. Oparina M.V. Information in business. M.: Smart, 2004.

9. Samukina N.V. Personnel management: Russian experience. St. Petersburg, 2003.

10. Semenova A.N. Informatization of management in a modern enterprise. Expertise, 2006.

11. Spivak V.A. Personnel Management. Workshop on the course. St. Petersburg, 2000.

12. Shekshnya S.V., Ermoshkin N.N. Strategic Human Resource Management in the Internet Age. Edition 6 (Series “Library of the Journal “Personnel Management”) M.: JSC “Business School “Intel-Sintez”, 2002.

13. Shipunov V.G., Kishkel E.N. Fundamentals of management activities: Personnel management, managerial psychology, enterprise management. M.: Higher School, 2000.

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Introduction

To make effective management decisions in the dynamic development of a market economy, an enterprise requires an appropriate information support system that objectively reflects the current economic situation.

Management information support is the connection of information with enterprise management systems and the management process as a whole.

In modern conditions, information support has become an important area, which consists of collecting and processing information necessary for making informed management decisions. The transfer of information about the position and activities of the company to the highest level of management and the mutual exchange of information between all interconnected divisions of the company are carried out on the basis of modern electronic computers and other technical means of communication.

The basis of the technical support of the personnel management system is a set of technical means, i.e. centrally presented and (or) autonomous technical means of collecting, storing, processing, analyzing, transmitting and outputting information, as well as office equipment. The effectiveness of the use of technical means should be determined by the improvement

economic performance indicators of the personnel management service, and not by reducing fixed costs.

1. Information support for the personnel management system

1.1 Essence, meaning and features of information support

The most important factor in increasing production efficiency in any industry is improving management. The improvement of forms and methods of management occurs on the basis of achievements of scientific and technological progress, the further development of computer science, which studies the laws, methods and methods of accumulating, processing and transmitting information using various technical means.

The concept of information is quite capacious and widespread nowadays. The term information itself comes from the Latin word information - clarification, awareness, presentation.

The essence of information consists only of those data that reduce the uncertainty of the events of interest. Information is the sum of necessary, perceived and conscious information, messages, materials, data necessary for the analysis of a specific situation, which makes it possible to comprehensively assess the causes of its occurrence and development, allowing one to determine a number of alternative solutions from which it is realistic (based on the specific situation) to find the optimal one management decision and control its implementation.

In order for the personnel management service to successfully perform its functions, it is necessary to comply with the following requirements for information quality:

Comprehensiveness - reflect all aspects of the service’s activities (technical, technological, organizational, economic and social);

Efficiency - obtaining information must occur simultaneously with the process occurring in the system and meet the emerging needs for accurate information;

Systematicity - the required information must be received constantly;

Reliability - information must correspond to actually occurring processes and be based on measurements or calculations and analysis.

Information support of the personnel management system is a set of implemented decisions regarding the volume, placement and forms of organization of information circulating in the personnel management service during its operation. It includes: operational, regulatory and reference information, classifiers of technical and economic information, unified and special documentation systems.

Information support for the personnel management service can be broadly divided into out-of-machine and in-machine. This classification of information support can only be used on the condition that the personnel management departments have computer facilities (directly, for example, personal computers or the organization’s computing resources).

1. Off-machine information support includes: a system of classification and coding of information; management documentation systems; a system for organizing, storing, and making changes to documentation.

An off-machine information base is a collection of messages, signals and documents in a form that is directly perceivable by humans without the use of computer technology.

In the extra-machine sphere, during the management process, the exchange of information is realized in the form of the movement of documents between the managed and control systems:

From the control body to the object follow documents containing planned information (orders, instructions, planned tasks, schedules, etc.);

Along the feedback line - from the object to the control body - are documents containing accounting and reporting information (information about the current or past state of the control object).

Off-machine information support allows you to identify a control object, formalize information, and present data in the form of documents.

2. In-machine information support contains data arrays that form the information base of the system on computer media, as well as a system of programs for organizing, accumulating, maintaining and accessing information from these arrays.

The main element of in-machine information support is an information array, which is a collection of homogeneous records. The array structure, composition, and order of entries in the array do not depend on the type of computer media.

The disadvantages of the traditional approach to organizing arrays of information in PC memory, in which the development of an information base was focused on specific functional tasks, led to the need to focus on information itself, on data, which led to the transition from a problem-oriented database to an information-oriented one.

All this led to a new organization of data in computers, which was reflected in the development of data banks, which are a collection of user databases, hardware and software tools for creating and maintaining these databases.

A data bank is built from databases, each of which is a collection of data organized according to certain rules that provide general principles for describing, storing and manipulating data.

The database accumulates and constantly updates information in the form of a small number of arrays, each of which is intended for use in solving many management problems. In this case, the main attention is paid to the continuous maintenance of an accurate dynamic information model of the control object in the system.

In this regard, a fundamentally new opportunity opens up for the use of computers by several users who jointly develop and use programs and generalize the results obtained.

A number of organizational and methodological requirements are imposed on the development of information support for the personnel management service: rational integration of information processing in the information base, reduction in the number of document forms; the possibility of machine processing of information contained in documents and in the intramachine sphere; necessary redundancy of information support, allowing users of different levels to receive information with varying degrees of detail.

The one who owns the information owns the world. Thanks to the Internet, TV, newspapers or radio, we receive this or that information every hour, which can be both important and unimportant for us. What is information? What do information systems include? What does information and technical support of a personnel management system mean?

What is information?

Information is knowledge, explanation translated from Arabic. Information is used both in everyday life and in science and economics and is, perhaps, the most important resource in our world. No less important than other resources provided by our planet - natural, economic, material.

The role of information in the modern world

Her role is increasing every year, she is increasingly in demand. Currently, information covers almost all areas - financial, trade, industrial.

Information in our time is given great attention, which is due to the following factors:

Development of mass communication processes.
The need to develop a general theory of information.
The development of cybernetics, which is now considered as a management science.
The emergence of information technologies in the domestic sphere.
The important role of information in the processes of studying inanimate and living nature.
Intellectual and industrial development, impossible in the absence of information.

A person constantly encounters information in the process of his own activities. They buy it, sell it, but it remains the same sought-after product, because it is a “product” that is stored for a very long time.

The importance of information technology in our lives

Information technologies have recently become integral aspects of our daily lives, so there are great expectations for the future with them. Information technologies can help not only in business - they become a means of learning spiritual values, becoming familiar with the culture and characteristics of a particular country, a particular object. Therefore, information is access to lifelong learning, to the opportunity to know much more than what the school or institute curriculum offers.

Information is extremely important in business. Not a single enterprise, not a single firm and not a single organization can do without information technology; not a single organization will develop if there is no information support for personnel management. After all, it is information that determines the quality of a company’s work and its competitiveness.

For example, industrial information technologies make it possible not only to analyze stocks of raw materials, finished products and components, but also to find new partners, carry out marketing research and much more.

What information should be received?

Operational (information must flow simultaneously with the process that occurs in the system, causing the need for this information).
Comprehensive (that is, to cover all aspects of the service of a particular organization - social, economic, technological, organizational).
Reliable (only information based on facts, analyzes and calculations can truly be considered information).
Systematic (for the organization to operate successfully, information must be supplied to it constantly).

What are the capabilities of the enterprise information system:

Collect and save data received from different company systems.
Based on performance indicators, evaluate the effectiveness of business processes.
Analyze indicators of these processes through the use of built-in statistical tools.
Make comparisons with previous periods in the company's activities.
Maintain key performance indicators and effectiveness of business processes.
Trigger alarms that indicate abnormal results.
Combine different measured parameters to find the causes of these deviations.
Quickly convert key metrics into reporting formats for senior management.

Despite the important role of information technologies, which play an important role in the lives of each of us, they also have disadvantages, concentrated mainly in the following points:

The development of information technology has brought down a huge flow of information on people - both necessary and unnecessary.
Ecological problems.

Information is transmitted thanks to information systems. This term itself can be used both in a narrow and broad sense. It includes a set of software and hardware, as well as the personnel controlling it.

Information Systems

Information systems (abbreviated as IS), as well as information support for personnel management, are a whole complex that resembles a complex structure. From this structure we can distinguish the main components: working capital, material and labor resources. They, being in interaction with each other, are constantly changing.

The market economy, like personnel management systems, is improving every year, and is impossible without the use of an automated information system. What information systems give a company:

Due to the rapid collection and processing of information, they increase the level of making correct, informed decisions.
Ensure prompt decision-making in accordance with the information received.
Allows you to achieve operational efficiency through the timely transmission of information to senior management.
They make it possible to coordinate decisions made at different levels.

The classification of information systems depends on many factors: the scope of the organization’s work, types of management processes, and the degree of management automation.

Types of information systems management processes are divided into:

Manual information systems, characterized by the lack of modern technologies, therefore process and analyze information - a human task.
Automatic information systems that require human control, but perform all complex tasks independently.

Information and management systems

The manager receives most of the information that is used for the development of a particular company informally. He communicates with his subordinates, colleagues, reads articles in newspapers, books and other sources of information, but this is not enough for making decisions (even for managing the smallest organization). At the same time, management needs to formally collect information that will help conduct the company's business more efficiently and successfully.

Example of IP application

As an organization develops, its need for information increases. However, even a small organization often must process a very large amount of data. For example, a chain of 10 stores annually brings in $4 million in revenue. At the same time, it employs about 150 employees. After each work week, the administration must calculate the earnings of each employee. To do this, the administration relies on sales receipts and hours worked.

Moreover, the company enters into deals with suppliers, processes thousands of orders annually, and controls the delivery and sale of goods. Thus, the information that even a small company is forced to process every year is truly colossal. The administration must constantly receive new information, otherwise there will simply be no productive work - the external environment is too changeable.

How to deal with this? For this purpose, there is an information management system, the main task of which is to provide the company with the information it needs to make important, often even fateful, decisions for the company.

The information management system (abbreviated MIS) must provide information not only about the past and present, but also about the future. This system monitors events occurring not only in the company, but also outside it, allowing you to obtain the most complete information at the right time.

Complex of systems

It is very difficult to create an information management system in a small company, so you have to use its “substitutes”, which for the most part also make it possible to obtain the necessary company information.

Computer revolution

One of the most important parts of the information management system is the computer, which is now difficult for any company to do without. Computers do a lot of work and are considered one of the most used aspects of a control system. The development of computer technology makes it possible to use less paper, as well as receive the most prompt and reliable information at the right time.

At the moment, mini-computers, which are compact, have begun to be actively used in management. The volumes of information are large enough for managers to be able to actively use it for the needs of the company. Thus, thanks to computers, the management team of a particular company learns, for example, daily or weekly information about which product is currently most in demand on the market, at what price and in what quantity.

Information systems: application in management

The IMS provides information not only to subordinates and managers - each of them receives their share of the data, which they use for the general purposes of the company. For example, managers must receive information from the outside world, which does not have to be too detailed, but at the same time it simply must be large-scale.

Types of management activities

Strategic planning. Characterized by the process of making decisions that affect the goals set by the organization.
Management control. The process of providing the company with the necessary information, as well as its effective use to achieve the company's goals.
Operational control is the process of obtaining information for the qualified performance of tasks facing the company.

Information also comes from internal sources, most often from subordinates to management. For example, the head of one of the company’s departments needs information about a new product, which he receives from his subordinate and, in turn, passes it on to the owner of the company.

The human resource management process is a pyramid consisting of many individual aspects that are constantly negotiated and decisions are made regarding a particular issue. At the top of this pyramid is the success of the company, which is the main goal of every employee of the company.

Information support for the personnel management process has several main functions, including:

Making decisions.
Control over the implementation of decisions.

The mandatory fulfillment of these two functions allows us to consider personnel management as an information process.

The personnel management system can generally be divided into two types:

External machine personnel management is:

information classification and coding systems,
systems for organizing, storing, making changes to documents,
management organization systems.

External machine personnel management is characterized by document flow between the managed and control systems. That is, certain documents (orders, schedules and instructions) are transmitted from the person (or persons) managing the company. The recipient, in turn, produces other documents, most often presented in the form of reports. External machine control does not require the use of technology. This type of management makes it possible to formalize information and provide it in the form of documents.

Here it is important to take into account that electronic document management systems are most often used in the modern world, since they have a number of advantages over documents presented in the form of “pieces of paper”. Electronic document management systems (EDMS) are more functional and efficient. Their main functions are:

secure storage, quick search of documents,
office support,
routing and control of document execution,
analytical reports,
information security,
additional functions (these functions vary and depend only on the choice of a particular system, so their choice must be taken quite seriously).

When to use an electronic document management system:

A huge flow of incoming documents that interfere with the efficiency of work.
Increased frequency and duration of senior management meetings.
Low and constantly decreasing efficiency in implementing decisions.
Problems in finding those responsible for violating executive discipline.
Increasing reporting forms.
Information leak.

In-machine personnel management is an entire array of data, representing an information base that uses modern technical means. Among the types of data there are: centralized, distributed in different nodes of local computer networks, as well as located on one computer - that is, local.

Basics of a database: normative and reference, operational, planned, accounting

The database is controlled by an automated data bank, which is maintained by the administrator. His responsibilities are to protect data and provide it at the right time.

Technical support for the organization's personnel management system

Technical support is a set of technical means, which in an abbreviated version sound like CTS. Management technical support is a system of interconnected technical means designed to collect information, register it, accumulate it, process it, transmit it, display it and present it. Office equipment also belongs to the CTS.

KTS provides the company with solving problems with minimal costs, both labor and financial, accurately and on time. CTS is often achieved through increased labor productivity and the ability to use economic and mathematical methods for solving problems based on more accurate information.

That is, the use of CTS should increase the efficiency of the company and improve its performance through the rational use of modern technologies. What technologies are included in the CTS?

KTS media

Designed for collecting and recording information - recorders, data preparation devices, information collection devices. The main purpose of these technical devices is to convert the received information into a format that will be convenient for its further transmission.
Information processing tools belong to computer technology and form the basis of the CTS of the personnel management service. They are necessary to transform raw data into information that can be easily used in making certain decisions.
Tools for storing information are tools that resemble filing cabinets or personal computers. They are designed to transmit information over time.
Means for transmitting information are designed to transmit information in space. These can be telephones, radios, faxes and other devices familiar to us.
Information output devices are devices that convert information into a form convenient for human perception. These include printers, video terminal devices (displays), plotters.

The main characteristics of the CTS: it must have technical, information, software compatibility, adaptation to the operating conditions of the personnel management service and the ability to expand (that is, connect new, more functional devices).

What are the initial data for choosing technical means?

Characteristics of tasks that must be taken into account when choosing equipment

When choosing equipment, it is very important to consider its main characteristics and composition:

productivity when performing technological tasks,
reliability,
compatibility with other technological devices (and with personal computers too),
equipment price,
number and composition of service personnel,
the area of the room required for complete and comfortable placement of equipment.

The choice of technical means is extremely important. The main requirement is that the purchased technical equipment must be functional. Therefore, it is advisable to purchase equipment at a fairly high price, which is characterized by improved quality and more convenient functionality.

The selection of technical means for use in the management service includes the following activities:

Compiling a list of technical means that will allow the organization to operate more efficiently.
Choosing a method that allows you to compare certain technical means in order to determine the most functional and high-quality ones.
Comparing technical means using the comparative analysis method.
Making a decision to purchase a particular technical product.

Technical and information support for personnel management is the key to the development of the organization

It is on information that most companies rely, because the global market is extremely volatile. To stay afloat and remain competitive, companies simply must be able to work with information.

Information support of the personnel management system is the most important aspect of any activity, because it is personnel, information and technical equipment that are considered the main components of companies.

Posted on 2014-11-23 04:38 by OP

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Introduction

Types of information and requirements for it

Summarizing the above, we can formulate the following criteria for assessing the quality of information. She must be:

Objective (complete, consistent, reliable);

Relevant (satisfying the objective information needs of managers and specialists as they arise during the development of the personnel situation);

Timely;

Laconic (compressed, but without losing the necessary completeness);

Communicative (understandable and acceptable for managers and specialists).

Information support as a system

Management information systems. Otherwise, these systems can be called control support systems. They regularly produce structured and concise reports on various aspects of the organization's activities. MIS are conceptually located above financial transaction support systems. Their task is not to carry out various operations, but to evaluate them and create a report based on it. Typically, MIS process data “supplied” by financial systems. The user submits a request to create a message to the management support system. She, in turn, processes the SPFO data, structuring it and reformatting it, and then issues a report. These reports can be displayed or printed.

Some management support systems can generate reports automatically. For example, you can set the system to print reports on the activities of various departments of the company at the end of each working day, or find some peak values of predetermined parameters during the day.

2. Requirements for management information

· reliability

· objectivity

· absolute necessity

· timeliness of receipt (efficiency)

· systematic information

target orientation (satisfying the needs of specific managers)

Regularity and rhythm

· profitability

Because Since the amount of information and the speed of its change tend to constantly increase, enterprise management needs to use formal methods of collecting and processing information. These are management information systems (IMS). They provide information to all levels of management.

Higher – external information, not detailed, having wide boundaries (for strategic management).

Medium – internal and external information about productivity, costs, turnover, changes in technology, consumer needs, etc. More detailed, accurate, narrower boundaries, shorter time frame.

Lowest - for operational control in daily activities, narrower, more accurate, the latest, from internal sources (production volume, quantity of material, etc.).

3. The role and composition of the internal information system

Management information is understood as a set of information about the processes occurring within the company and its environment, which serve as the basis for making management decisions.

Information can be classified according to a number of positions, in particular:

1. for its intended purpose (single-purpose - related to solving one specific problem; multi-purpose - used to solve several very diverse problems);

2. if possible, storage (fixed information - can be stored almost indefinitely, without being subject to distortion; non-fixed information - is used at the time of receipt; it can also be stored for some time, but at the same time it gradually becomes distorted and disappears);

3. according to the degree of readiness for use (primary information - is a collection of unsystematized data obtained directly from a source, containing a lot of superfluous and unnecessary information; intermediate information - consists of information that has gone through a process of preliminary “cleaning” and systematization, allowing to resolve the issue of specific directions and ways of their further application; the final information makes it possible to make informed management decisions);

4. in terms of completeness, information can be partial or complex (the latter provides comprehensive, comprehensive information about the object and the ability to directly make any decisions; the former, in practice, can only be used in conjunction with other information);

5. according to the degree of reliability, information can be divided into reliable and probabilistic (the probabilistic nature may be due to the fundamental impossibility of obtaining reliable information from an existing source, since existing methods do not allow this; inevitable distortions in their transmission, especially in the context of a hierarchy of management structures; deliberate dissemination initially false information).

A specific form of this type of management information is rumors. They are a product of the creativity of a team trying to explain a complex, emotionally significant situation for them in the absence or lack of official information. At the same time, the original version, wandering from one member of the team to another, is supplemented and adjusted until an option is formed that generally suits the majority. The reliability of this option depends not only on the truth of the original one, but also on the needs and expectations of the audience, and therefore can range from 0 to 80-90%.

Since people are generally inclined to believe that rumors come from trustworthy sources, company management often takes advantage of this circumstance, using them to disseminate information that, for one reason or another, cannot be made official. At the same time, it is necessary to keep in mind that rumors are also used by participants in conflicts who want to use unscrupulous methods to persuade others to their side.

4. Information technology

Information technologies can currently be classified according to a number of characteristics, in particular: the method of implementation in the information system, the degree of coverage of management tasks, the classes of technological operations being implemented, the type of user interface, options for using a computer network, and the subject area being served.

Let's consider what information systems are and how they are related to information technology.

Management is the most important function, without which the purposeful activity of any socio-economic, organizational and production system (enterprise, organization, territory) is unthinkable.

A system that implements control functions is called a control system. The most important functions implemented by this system are forecasting, planning, accounting, analysis, control and regulation.

Control is associated with the exchange of information between the components of the system, as well as the system with the environment. In the management process, information is obtained about the state of the system at each moment in time, about the achievement (or non-achievement) of a given goal in order to influence the system and ensure the implementation of management decisions.

Thus, any management system of an economic object has its own information system, called an economic information system.

An economic information system is a set of internal and external flows of direct and feedback information communication of an economic object, methods, tools, specialists involved in the process of information processing and the development of management decisions.

An automated information system is a set of information, economic and mathematical methods and models, technical, software, technological tools and specialists, designed for processing information and making management decisions.

With the growth of the technical power of IT, computers began to not only make human work easier, but also allow them to do things that would have been impossible without IT. Due to the fact that the manager has to make decisions under conditions of great uncertainty and risk, new capabilities of information systems very quickly begin to find application in business.

5. Types of information systems

Since there are different interests, characteristics and levels in an organization, there are different types of information systems. No single system can fully meet an organization's information needs. An organization can be divided into levels: strategic, managerial, knowledge and operational; and into functional areas such as sales and marketing, production, finance, accounting and human resources. Systems are created to serve these various organizational interests. Four main types of information systems serve different organizational levels: operational-level systems, knowledge-level systems, management-level systems, and strategic-level systems.

Operational level systems support operations managers, monitoring basic organizational activities such as sales, payments, cashing deposits, and payroll. The main purpose of the system at this level is to answer routine questions and move transaction flows through the organization. To answer these types of questions, information generally must be easily accessible, timely, and accurate.

Knowledge systems support knowledge workers and data processors in an organization. The purpose of knowledge systems is to help integrate new knowledge into the business and help the organization manage document flow. Knowledge systems, especially in the form of workstations and office systems, are the fastest growing applications in business today.

Management level systems are designed to serve the control, management, decision making and administrative activities of middle managers. They determine whether objects are performing well and report back periodically. For example, a movement control system reports the movement of total inventory, the uniformity of the sales department and the department that finances the costs of employees in all sections of the company, noting where actual costs exceed budgets.

Some management level systems support unusual decision making. They tend to focus on less structured solutions for which the information requirements are not always clear.

Strategic-level systems are a tool to assist top-level managers who prepare strategic studies and long-term trends in the company and in the business environment. Its main purpose is to match changes in operating conditions with existing organizational capabilities.

Information systems can also be differentiated in a functional manner. Key organizational functions such as sales and marketing, production, finance, accounting and human resources are supported by proprietary information systems. In large organizations, subfunctions of each of these main functions also have their own information systems. For example, a manufacturing function might have systems for inventory control, process control, plant maintenance, computer-aided engineering, and material requirements planning.

Six main types of systems.

Let's consider certain categories of systems serving each organizational level and their importance in the organization. The organization has executive support systems (ESS) at the strategic level; management information systems - Management Information Systems (MIS); decision support systems – Decision Support Systems (DSS) at the management level; knowledge systems – Knowledge Work Systems (KWS); office automation systems - Office Automation Systems (OAS); at the level of knowledge; interactive request processing systems – Transaction Processing Systems (TPS) at the operational level

Thus, typical systems in organizations serve to assist employees or managers at every level - in the functions of sales and marketing, production, finance, accounting and human resources.

6. Strategic use of information technology

Strategic information systems change the goals, activities, products, services or environmental relationships of organizations to help them gain advantage over competitors. Systems that have these results can even change the business of organizations.

Strategic information systems should be distinguished from strategic-level systems for senior managers that focus on long-term decision problems. Strategic information systems can be used at all levels of an organization and address deeper and broader causes than the other types of systems we have described. Strategic information systems significantly change the company's goals, products, services, internal and external communications. They profoundly change the way a firm conducts management, or the firm's business itself.

To use information systems as a competitive weapon, you must first understand where entrepreneurs' strategic opportunities must be identified. Two models of the firm and its environment are used to identify areas of business where information systems can provide competitive advantage. These are the competitive forces model and Porter's value chain model.

Information technology has not only changed the way people work, it has also changed the way entrepreneurs compete. Although early computers were used by entrepreneurs to increase efficiency by automating what was previously done manually, automation is taken for granted in the information age. Today's firms are not only automating, but also actively seeking new ways to use IT to achieve an edge over their competitors.

Entrepreneurs have sought to achieve competitive advantage in the past (Porter, 1980) by competing in one of two ways:

Cost, i.e. cheap goods or services;

Differentiating products or services by competing on customer perceptions of product and service quality.

Since the 60s, when large firms began installing computers in their accounting departments, IT has played a significant role in enabling firms to compete on low cost. Computers were used to automate the interactive processing of requests, reducing cycle time and providing operational data for decision making. The surge of new technologies in the 1980s opened up additional opportunities, such as reducing the time to create new products through computer-aided design tools; optimization of processes using computerized control systems, which include human expert decision rules; rapid production line change by planning systems that integrate research into production and commercial information.

7. Introduction of information technologies

A company planning to implement a computer management system typically sets the following guidelines: the system must be operational as soon as possible, on time and within budget. Some organizations avoid implementing such systems, fearing that it will not be used, and if they are, it will be ineffective. In addition, employees who acquire new skills during the implementation of the system will leave the company, and then it will be difficult to find technical resources to maintain its functioning. It will neither save resources nor implement the functional purpose of the implemented system. These fears are completely justified. Systems implementation projects do fail, even in companies with otherwise good management. In those cases when everything goes more or less normally, the deadlines for the start of commercial operation are often not met and it is not possible to stay within the allocated budget. However, the methods described below, when used correctly, can help minimize the risk of implementation failure. With proper planning and management, it is quite possible to meet your deadlines and stay within budget. From the very beginning, you need to make sure that the project is properly organized.

Necessary:

Achieve belief in success and commitment on the part of those who play a key role in the implementation of the project.

Determine who will be the full-time project manager for system implementation. This person must have the necessary skills to perform such work, preferably having experience implementing systems.

Clearly define and document the roles and responsibilities, as well as the scope of competence of each member of the project team.

Ensure that the people performing these functions have the necessary skills.

Develop a detailed work plan, break it into stages, determine deadlines for completing tasks and stick to them.

Before you begin implementing the system, you need to think through the organizational structure and business processes:

Make sure that accounting rules and procedures are recorded in documents in the prescribed form and are understandable to accounting employees.

Describe business practices and the actions that must be performed as a result of their application.

If necessary, modify these methods to ensure more efficient operation and integration of the new system.

Describe the organizational structure and think about whether it best suits the goals of the enterprise.

Learn the most effective methods used in the industry.

Ensure the creation of the necessary technical infrastructure:

Have appropriate experts assess the current infrastructure based on the requirements of the new system. Define the role of the information systems department and consider what changes it will undergo in the new environment.

Make the necessary changes in the areas listed before placing the system into production. Ensure that the system meets the basic needs of all users.

Document the needs of the business in sufficient detail to compare one system with another.

Use the documents received to ensure that the implemented features meet the needs.

Manage change by adapting to employees.

Make changes gradually, remembering that employees can only master a certain amount of information at a time.

Involve everyone who plays a major role in the project from the very beginning. A good way to do this is to ask them to have their say as part of the detailed definition of the business's needs.

Communicate regularly with such employees, giving them the opportunity to be heard.

Develop a training plan so that people not only learn how to enter data into the system, but understand how their work will change.

After the activities have been completed, you can proceed directly to the implementation of the system. The standard implementation plan was developed by Oliver Wight, but experience shows that to one degree or another, almost all firms follow this strategy.