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最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Information Executives Truly Need
內容大綱
The ability to gather, arrange, and manipulate information with computers has given business people new tools for managing. But data processing tools have done more than simply enable executives to do the same tasks better. They have changed the very concepts of what a business is and what managing means. To manage in the future, executives will need an information system integrated with strategy, rather than individual tools that so far have been used largely to record the past. The executive's tool kit has four kinds of diagnostic information: foundation information, productivity information, competence information, and resource-allocation information. The sources of the information are so diverse, and sifting through and interpreting it for a specific business are so difficult, that even small companies will need help from data specialists.