Information Management, Organization and Managerial Effectiveness

Abstract

In this paper we argue that information management is not only about managing the information resources of an organization as an economic activity; it is also about the use that individuals make of their information inputs and outputs. The discussion centres on individual managers, particularly on how successful they are in converting information into effective action. The management of complexity is seen as the cornerstone of managerial activities; managers are always faced with the problem of matching their limited information-processing capacity to the much larger information space implied by their responsibilities and commitments. It is argued that managers can employ at least three possible strategies to achieve an adequate matching: they can make adjustments to the organization structure; they can design their organizational conversations; and they can aim at a good manager-to-task fit.