The Changing Role of the Information Manager

The Changing Role of the Information Manager Explores the implications of one model associated with the changing business environment, for the nature of information management and the role of the information manager. Peters′ model of a successful business is characterized by an organization which: has niche oriented market creators; possesses a flat management structure with fewer layers; is fast in responding and adapting; has quality concerns; is internationalist, even if small; possesses smaller or stand‐alone business units within bigger organizations gain sharing, valuing participation and adding value through people. Argues that in such organizations, effective information management is of central importance, but may not always be easy to achieve. In particular, smaller businesses have a reputation for poor utilization of formal information systems. In such an environment it is especially important that informal information management approaches be exploited to the full. A better understanding of the strengths and weaknesses of informal and formal information management within smaller organizations and stand‐alone business units is essential for successful businesses. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Librarian Career Development Emerald Publishing

The Changing Role of the Information Manager

Librarian Career Development, Volume 2 (3): 4 – Sep 1, 1994

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Publisher
Emerald Publishing
Copyright
Copyright © 1994 MCB UP Ltd. All rights reserved.
ISSN
0968-0810
DOI
10.1108/EUM0000000003913
Publisher site
See Article on Publisher Site

Abstract

Explores the implications of one model associated with the changing business environment, for the nature of information management and the role of the information manager. Peters′ model of a successful business is characterized by an organization which: has niche oriented market creators; possesses a flat management structure with fewer layers; is fast in responding and adapting; has quality concerns; is internationalist, even if small; possesses smaller or stand‐alone business units within bigger organizations gain sharing, valuing participation and adding value through people. Argues that in such organizations, effective information management is of central importance, but may not always be easy to achieve. In particular, smaller businesses have a reputation for poor utilization of formal information systems. In such an environment it is especially important that informal information management approaches be exploited to the full. A better understanding of the strengths and weaknesses of informal and formal information management within smaller organizations and stand‐alone business units is essential for successful businesses.

Journal

Librarian Career DevelopmentEmerald Publishing

Published: Sep 1, 1994

Keywords: Information management; Organizational change; Success

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