Management and information requirements INTRODUCTION i.

For an effective management of each function we need strategic, tactical & operational information. Here we will discuss, how the above information is required to a management to achieve their goals We can study the requirements of managements into 6 subsections. Anyhow requirements are needed as per managements objectives and goals. Hence it is not exhaustive.

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SUBSECTIONS 1. Human resource management. 2. Production management. 3. Material management. 4. Finance management. 5. Marketing management. 6. Research design and development management. *EACH MANAGEMENTS INFORMATION REQUIREMENTS ARE CATEGORISED INTO 3 PARTS: 1. Strategic: Information required for long term planning and for directive course of business is taken. 2. Tactical: Information for short range planning to develop

business efficiently is taken. 3. Operational: Information which is helpful to trigger day-to-day operation is taken. So lets apply the given information into different subsection of managements.

1. HUMAN RESOURCE MANAGEMENT. 1.1. Strategic Information:

Long range human resource requirements at different levels. Policies on wages and incentives such as stock options. Policies on human resource development and training. Policies on personal welfare and facilities.

1.2. Tactical information:

Performance appraisal. Demographic make-up of personal and its impact on retirement. Production incentives and relation to productivity. Morale of personnel. Absentee reduction. Leave and overtime policies. Personal deployment policies.

1.3. Operational Information:

Routine assessment.

Skills inventory. Loans/advances and recoveries. Leave record. 2. PRODUCTION MANAGEMENT

2.1. Strategic Information:

Yearly and monthly production quotas and alternate schedules. Policies on machine replacement, augmentation, and modernisation. Information on introduction of new production technology. Identifying best product mix.

2.2. Tactical Information:

Identifying and controlling areas of high cost such as work in progress inventories. Identifying critical bottlenecks in production. Identifying alternate production schedules based on tools, machines, materials, and personal availability. Performance measurement on machines.

2.3. Operational information:

Monitoring up to date production information. Scheduling better production dynamically. Preventives maintenance schedules of machines. Preventive maintenance schedules of machines.

Monitoring tools, machines, and human resource availability.

3. MATERIAL MANAGEMENT
3.1. Strategic Information: Developing vendors for critical items. Determining optical levels of inventory. Determining proportion of material to be ordered from different vendors. Reducing varieties of inventory. 3.2. Tactical information: Developing vendor performance measures. Determining the impact on material cost. Determining optimal records reorder levels. Controlling high value inventory. 3.3. Operational Information: Goods received, rejected and issued. List of excess and deficient items received. List of items rejected. Critical items received. Backlog of supplies. Stores in transit and in inspection. Value of inventory in hand.

4. FINANCE MANAGEMENT 4.1. Strategic information:

Methods of financing. Pricing policies. Tax planning.

4.2. Tactical information:

Variance between budget and expenses. Large outstanding payments/receipts. Credit and payment status. Cost increases and pricing. Impact of taxation on pricing.

4.3. Operational information:

Periodic financial reports. Budget status to all functional managers. Tax returns. Share registration and transform. Profit and loss account. Payment and receipts. Payroll, provident fund accounts.

Calculation of direct cost-overheads-standard costs. 5. MARKETING MANAGEMENT

5.1. Strategic information:

Search for new markets and marketing strategies. Analysis of competitor strategy. Technology and demographic for casts and product changes.

5.2. Tactical information:

Advertising techniques and analysis of their impact. Customer preference surveys. Correlation of prices and sales. Sales force deployment and targets. Exploring alternate marketing channels. Timing of special sales campaigns.

5.3. Operational:
Sales analysis by regions customer class, sales person. Sales target versus achievement. Market share and trends. Seasonal variations. Effect of model changes. Performance of sales outlets. Costs of sales campaign and benefits.

6. RESEARCH, DESIGN AND DEVELOPMENT MANAGEMENT 6.1. Strategic information:

Which products are to be developed? What types of improvements are requires? What long range research is most promising? What technical collaboration would be appropriate? What areas would require new human resource inputs?

6.2. Tactical information:

Setting intermediate goals for projects and assess progress. Checking availability of equipment and appropriate selection. Determining proportion of resources to be allocated to various parts of projects. Deployment of personal to project based on talent and performance. Information on similar and related research projects under taken by other groups.

6.3. Operational:
Progress against goals. Budget expanses versus actual. Status of outstanding orders for equipment and components

Case study: The J.K.S company are away from the duties for a long time with one or the other reasons. As a H.R manager advise the company to reduce absenteeism by giving some measures. How J.K.S company can take the measure to avoid absenteeism? Here this case belongs to Human resource management. We can solve this case by providing all type of information. 1. Taking measure in strategic Information: Policies on personal welfare and facilities: J.K.S company can take measure on personal welfare as providing bonus amount to the employees who is very regular to his/her duty. and also they can give facilities such as insurance, personal fund etc to employee. 2. Taking measures in tactical information: Here HR manager can take measures as in i. Absentee reduction:

Company can make rule such as this much amount of attendance is must and should. Example: 85% of attendance is compulsory.

ii. Leave policies: Company can create policies such as a particular employee can take specific amount of personal leaves.. Example: sick leaves, festival leaves.

iii. Overtime policies: Management can make rule such as who works overtime they can get extra pay role.

3. Operational Information: A organisation should maintain leave records data. So that it will act as information to tactical level.

BY THIS CASE STUDY WE CAN PREDICT THAT HOW INFORMATION IS USE FULL TO EVERY ORGANISATION.

Resourcei. Analysis and design of information system (V. Rajaraman). www.icmrindia.org