Data, Information and Communication in Organizations Management - Essay Example

 Reflection on Management The Distinction between Data, Information and Communication in Organizations Data entails raw and unorganized facts that need processing before usage. Details with precise information regards as raw data before deriving facts from the figures. Information incorporates data that is processed, structured, organized and presented in different contexts in a manner that constructs an easily comprehendible meaning. Data and information function in synergy when sourcing for information (International Conference On The Bookmark Of The School Of The Future, Taylor & Hogenbirk, 2013 p. 137). In this case, data and information derive from original statistics. Data needs analysis and interpretation with probable possibilities to enable for the proper development of information in management processes. Communication incorporates data processing by the sender through channels in a manner that the recipient can understand. Communication within organizations requires clear and well-defined channels, which pass instructions to various stakeholders within organizations. Organizations use well-analyzed data, processed information and channeled communication to improve efficiency and effectiveness in networking and team building among employees. The use of data within an organization enables the disclosure of various facts that are invaluable in the implementation management practices. At Nike Company where I serve, for instance, the use of statistical data to know the population of people using Nike products assists in the production of significant number of products that serve all customers. Statistical information on Nike products gives figures on how Nike products get into the market and the level of their demand and supply. Proper application of the statistics ensures appropriate production in the company without any shortage in the marketplace. Based on the theory of price mechanism, especially in management, the use of data in organizations gives them the real figures on demand and supply chains. Therefore, the use of data in organizations enables for the implementation of demand and supply theory in management (International Conference On The Bookmark Of The School Of The Future, Taylor & Hogenbirk, 2013, p. 138). Information increases efficiency in organizations by expanding knowledge among stakeholders on the proper operations and management techniques. Remarkably, the use of information allows various employees and customers to equip themselves with ideas on various products and their use. At Nike Inc., information concerning its products enabled for the expansion of the market. Information based on the products enabled many customers to know the importance and benefits of using Nike’s products that allowed for increased sales and, therefore, market development. Additionally, it enhances competitive advantage as the information reaches the vast majority customers through advertisements and personal marketing. The movement of this information is, therefore, valuable for the company’s operations. Through gathering of information, organizations can capture data that assists them in the management and production of unique products. Communication enhances networking within organizations. Moreover, networking enables identification of opportunities for innovations within different organizations since various employees pull resources through team building, to improve and advance the organization’s activities. Communication brings together people with different ideas; hence, enabling effective management and decision-making processes that promotes efficient operations of the organization. The use of data, information and communication, therefore, complements the proper management of various activities in an organization. Through communication, employees and other stakeholder can participate in decision-making processes. Moreover, employees have information which they can communicate effectively using data to provide the right directions for management and production of goods and services (International Conference On The Bookmark Of The School Of The Future, Taylor & Hogenbirk, 2013, p. 139). Best Management Techniques Management techniques entail systematic and analytical methods implemented by managers to assist in decision-making processes within an organization (Armstrong, 2011, p.3). The techniques improve efficiency and effectiveness of management in the organizations. Additionally, best management practices involve the implementation of proper control measures, and planning of different departments in the organizations. Therefore, planning and control are among the best management techniques in various groups. They provides the opportunity for managers to increase efficiency in their services and production of different products (Moorhead & Griffin, 2012 p.84). At Nike Inc., managers at different departments exercise control through planning that enables the production of quality products in various sectors of the company. Managers’ ability to control and plan various activities of the organization represents best management techniques to allow for massive production of various products at Nike Inc. The management techniques practiced by different managers at Nike Inc. allow for corporate planning, management accounting and operational research that enhance considerable progress at the enterprise in terms of sales at the market. The management techniques at Nike Inc. emerged best among practically applicable methods because the systems separate themselves from managerial skills such as delegation, negotiation and communication. Armstrong (2011, p. 4) suggests that procedures such as administrative tasks, guidelines, and other entrepreneurial functions are carried out as skills and processes to solve managerial challenges. The systems enable for effective management of the company. The managers of various departments practice proper management techniques, which allow for quality managerial procedures that ensures smooth running of the company. Therefore, best management techniques allow for quick decision-making processes that allow different organizations to manage various activities of a company effectively (Armstrong, 2011 p.4). Moreover, quantification contributes a vital role in the development of best management techniques. Techniques incorporate objectivity in management practices to minimize the amounts of subjectivity when making decisions. The best management techniques entail systematic setting that consists of specified and often sequential procedures of tracking problems within organizations. Information on decision-making and improvement of operational efficiency ensures that best management techniques are practiced in the implementation of appropriate management practices. Additionally, best management techniques incorporate developed analytical and systematic possible Quantitative methods that require every situation’s development and achievement of results (Armstrong, 2011, p. 4). At Nike Inc., the best management practices involve the analysis of facts that are important to the management. The management practices provide definite structures and terminologies that serve various channels of communication, enabling managers of different departments at the company to make precise judgments within clear frameworks. The worst management technique that has been recorded at Nike Inc. involves arrogance and delegation of complex duties to different groups at the company. On the other hand, worst managers at Nike Inc. demonstrate pride as their method of giving directives to the employees at the workplace. Arrogance forces some workers to quit their jobs since majority feel uncomfortable in taking duties with strict instructions. The company has therefore, experience some level of employee turn-over as a consequence. Importance of Appraisal Process Performance appraisal poses as the most important tool in an organizational system. Majority of organizations design jobs by the working methods to accomplish organizational goals. Through performance appraisal, organizations hire individuals who have the ability and desire to perform optimumly. Besides, performance evaluations enable the training, reward and motivation that in turn improve employees’ productivity and performance. Performance evaluation allows organizations to disperse strategic objectives and goals throughout their organizations for effective management (Icets & Khachidze, 2012, p. 10). Incorporation of appraisals within management allows organizations to control various mechanisms that provide feedback and organizational assessment of the progress of different activities. The absence of performance appraisal in groups limits managers in accessing employees performance in organizations (Scherer, Schorr, & Johnstone, 2011, p. 12). Effects of Performance Appraisal Process to Employees Effective performance appraisal allows employees to develop a standard routine that assists the organization to improve bottom line presentation. Furthermore, the performance appraisal uplifts workers’ efforts while it resolves most morale problems within the organization. Cognitive theories of emotion relate to appraisal theories. The theories convict that most employees need assessment as a stimulus coding to enable them work efficiently and achieve the organization's goals (Heinrichs, Oser & Lovat, 2013, p. 31). Therefore, through consideration of cognitive theories of emotion, employees need some performance appraisal to boost their feelings and stimulate them toward working, and accomplishing their duties appropriately. The implementation of cognitive theories of emotion with evaluation systems provides a valid and reliable measure of employee performance. The theories emphasize on a valid and reliable measure of employee performance with the implementation of several dimensions’. Moreover, the goal of appraisal among employees is to provide information that forms a useful and appropriate base for the organization's performance. The assessment of workers depends on human resource management (HRM) aspects that include recruiting, compensation, training and planning for the organization. However, the ultimate goal for organizations when providing performance evaluation is to enable the improvement of performance and productivity (Scherer, Schorr & Johnstone, 2011, p. 17). Effects of Performance Appraisal Process to Managers Structural appraisal theories use input and output description of the assessment process. The theory stipulates that managers appraise objects of particular dimensions other than the existing workforce, for example, assigning assessment function values to objects. Objects can be used to appraise employees, which has a significant value in terms of function determination. Therefore, the use of structural appraisal theories enables managers to use individual objects as gifts to employees to set them into working hard and efficiently (Heinrichs, Oser & Lovat, 2013, p. 35). Managers understand and appreciate performance appraisal as well as various goals associate with adequate performance to ensure that everyone within an organization gathers confidence in performance evaluation systems. They also use performance evaluations to fulfill some of the organizations goals in terms of performance (Moorhead & Griffin, 2012, p.83). Besides, managers encourage both formal and informal performance appraisal among employees. Nike Inc. conducts formal performance evaluation once a year while informal performance appraisals complement the formal assessment system. Nike Inc. managers’ ultimate goal is to establish an effective performance appraisal system that monitors and manages overall appraisals once a year for adequate management. Bibliography Armstrong, M. 2011. A Handbook of Management Techniques: The Best-Selling Guide to Modern Management Methods. London, Kogan Page. Heinrichs, K., Oser, F., & Lovat, T. 2013. Handbook of Moral Motivation Theories, Models, Applications. Rotterdam, Sense Publishers. Icets & Khachidze. 2012. Contemporary Research On E-Business Technology And Strategy International Conference, Icets 2012, Tianjin, China, August 29-31, 2012, Revised Selected Papers. Berlin, Springer. International Conference on the Bookmark of the School of the Future, Taylor, H. G., & Hogenbirk, P. 2013. Information and Communication Technologies in Education: The School Of The Future: Ifip Tc3/Wg3.1 International Conference On The Bookmark Of The School Of The Future, April 9-14, 2000, Viña Del Mar, Chile. Boston, Kluwer Academic Publishers. Moorhead, G., & Griffin, R. W. 2012. Managing Organizational Behavior. Andover, Southwestern Cengage Learning. Scherer, K. R., Schorr, A., & Johnston, T. 2011. Appraisal Processes In Emotion Theory, Methods, Research. Oxford, Oxford University Press. Read More