166. Current state and prospects for the use of information technologies in enterprise (organization) management in Russia.

167. Information communications and the efficiency of enterprise (organization) management.

168. Management information resources.

169. Ways to improve the processes of collecting, transmitting, processing and accumulating information in enterprise (organization) management systems.

170. Analysis and ways to improve information support management processes at the enterprise (organization).

171. Analysis and ways to improve information support for management processes of structural divisions of an enterprise (organization).

172. Analysis and ways to improve technical and software in enterprise (organization) management.

173. Analysis and ways to improve information security in enterprise (organization) management.

174. Analysis of legal, regulatory and methodological support for enterprise (organization) management processes.

175. Information technology analysis documentation support management activities enterprises (organizations).

176. Analysis and ways to improve information support for enterprise (organization) management.

177. Analysis and ways to improve documentation support for managing a division of an enterprise (organization).

178. Use of database management systems (DBMS), integrated application software packages in practical activities enterprises (organizations).

179. Improving the quality of management through the creation of computer information systems at the enterprise (organization).

180. Improving the quality of management through the creation of computer information systems in structural divisions enterprises (organizations).

181. Use computer technology intellectual support of management decisions and increasing their efficiency.

182. Defining paths rational use information resources at the enterprise (organization).

183. Experience with modern systems searching and collecting information at an enterprise (organization).

Personnel Management

184. Current state and problems of human resource management in the transition to a market economy.

185. Social policy of an enterprise (organization) at the stage of transition to a market economy.

186. Humanization of labor as an integral part of personnel management policy.

187. Formation of the leader’s personality.

188. Woman in the modern world of work: place in the labor market, management and stimulation of employment.

189. Human resource management at the macro and micro levels.

190. Labor market and problems of formation of personnel of an enterprise (organization).

191. Study of labor market conditions using the example of a specific enterprise (organization) in a region (city).

192. Current state and prospects for the development of personnel management at an enterprise (organization) in Russia.

193. Personnel potential enterprises (organizations) and the main directions for its improvement.

194. Analysis and assessment of the development of the potential of management employees of the enterprise (organization).

195. Accounting and analysis of personnel of an enterprise (organization).

196. Strategic planning and personnel management of an enterprise (organization).

197. Development of a personnel management strategy at an enterprise (company): theory and practical experience.

198. Personnel: problems of managing the selection and hiring of specialists in an enterprise (organization).

199. Legal and organizational prerequisites for participation employees in enterprise (organization) management.

200. Personality and management of its development in an enterprise (organization).

201. Analysis and assessment of the manager’s personality based on sociological research.

202. Planning the development of personnel of an enterprise (organization) based on improving their qualifications.

203. Improving the system of advanced training of personnel at the enterprise (organization).

204. Analysis and ways to improve the interaction of enterprises (organizations) with universities and others educational institutions in training and advanced training of personnel.

205. Improving management of personnel certification of an enterprise (organization).

206. Managing the business career of managers.

207. Development of a system for managing the service and professional advancement of personnel at an enterprise (organization).

208. Managing conflicts and stress in an enterprise (organization).

209. Social and psychological aspects of personnel management in an enterprise (organization).

210. Formation of group behavior in an enterprise (organization).

211. Analysis and improvement of the organization of personnel labor at an enterprise (organization).

212. Remuneration for labor in the regulatory system labor relations at an enterprise (organization): systems, forms, methods.

213. Development of proposals for improving systems of material and moral incentives for personnel in an enterprise (organization).

214. Analysis of the organizational structure of the personnel management service at an enterprise (organization) and development of proposals for its improvement.

215. Determining the personnel needs of an enterprise (organization).

216. Planning and optimization of personnel costs of an enterprise (organization).

217. Improving the organization and increasing the productivity of personnel at the enterprise (organization).

218. Analysis of the state and development of measures to reduce the number of personnel at the enterprise (organization).

219. Analysis and development of proposals for the release of personnel at an enterprise (organization): economic and social significance, methods and solutions.

220. Certification of workplaces: content, analysis and ways to improve implementation at the enterprise (organization).

221. Principles and methods of building a personnel management system in an enterprise (organization).

222. Analysis and development of proposals to clarify the job functions performed by the personnel manager at the enterprise (organization).

223. Analysis and development of proposals to clarify the job functions performed by the personnel training manager at the enterprise (organization).

224. Analysis and development of proposals to clarify the job functions of a career guidance sociologist at an enterprise (organization).

225. Analysis and ways to improve the activities of the personnel management service at an enterprise (organization).

226. Analysis and ways to improve the efficiency of the territorial employment service (region, city, etc.).

227. Analysis and ways to improve the interaction of personnel management services at an enterprise (organization) with territorial employment services (region, city, etc.).

Project management

228. Analysis of the project environment

229. Expertise areas in the project management system

230. Project Integration Management

231. Development of a project management plan

232. Assessing the relationship between the life cycles of the project and the product

233. Analysis of the influence of the organizational structure on the project

234. Defining project boundaries

235. Project initiation

236. Project change management

237. Development of project content

238. Managing project deadlines

239. Estimating Operations Resources

240. Development and management of the project schedule

241. Project cost management

242. Development of a project cost budget

243. Analysis of the effectiveness of project execution using the earned value method

244. Project financing

245. Performance assessment investment project

246. Development of a business plan for the project

247. Project quality planning

248. Project quality control and assurance

249. Multifactorial assessment of project reliability

250. Estimation of quality costs

251. Project risk management

252. Quantitative and qualitative analysis of project risks

253. Risk response planning

254. Monitoring and risk management

255. Project Human Resource Management

256. Planning human resources project

257. Assessing changes in cost levels and personnel levels during the project life cycle

258. Motivation of personnel in project management

259. Leadership in Project Management

260. Project Communications Management

261. Project communications planning

262. Formal and informal communications in the project

263. Assessing the effectiveness of project communications management

264. Project delivery management

265. Project Contract Management

266. Project procurement and contract planning

267. Evaluating the effectiveness of project procurement

268. Administration and closure of contracts

269. Project team management

270. Recruitment and development of the project team

271. Definition of roles, formation of a matrix of responsibilities

272. Project Closure Processes

273. Creating a project office (virtual office)

274. Project crisis and applied strategies

275. Corporate culture in project management

276. Engineering in project management

277. Corporate program management

Management activities begin with collection, accumulation and processing information, those. a set of qualitative and quantitative information about the processes occurring in the organization and its environment and contributing to overcoming uncertainty.

Information today has become the most important resource for the socio-economic, technical, and technological development of any organization. Features of information as a resource are:

Inexhaustibility;

Storability and accumulation;

Possibility of parallel use;

Ease of transfer, including on the basis of purchase and sale.

The information requirements are as follows:

· quantitative and qualitative completeness;

· relevance;

· reliability and accuracy;

· utility, characterized by savings in decision-making costs;

· normal density, i.e. the amount of information in a unit of media, the ratio of useful and general information;

· accessibility, ease of perception.

Classification of information:

§ by media (electronic, material, etc.);

§ by source (external and internal);

§ in the direction of movement (incoming and outgoing);

§ according to the range of applicability (single-purpose is related to solving one specific problem and multi-purpose is related to several different ones);

§ by purpose (operational for adjusting the organization’s activities and reporting for analysis);

§ if possible, fixed and stored (embodied in material objects, fixed on media, not fixed, i.e. in memory);

§ according to the degree of readiness for use (initial information, intermediate information - after preliminary “cleaning” and final);

§ by degree of importance (main, auxiliary, desirable);

§ in completeness (universal, functional - for solving related problems, individualized);

§ by the nature of the need (constant and variable);

§ according to the degree of reliability (reliable - 80-100%, probabilistic - less than 80%, false);

§ by means of distribution (oral, written and combined);

§ by degree of organization (systematized information, i.e. unified in composition, indicators, recipients, timing, frequency, forms of provision and unsystematic);

§ by methods of reproduction (visual, audiovisual, audio information);

§ by degree of openness (open, confidential, secret);

§ in accordance with the order of provision (as prescribed, in deadlines, upon request, at the initiative of the sender);

§ by the degree of coverage of organizational processes (continuous and selective);

§ by users (external and internal);

§ by type (normative, planned, actual);

§ according to the degree of completeness (sufficient, insufficient, excessive).

Information Database

The management process is impossible without the possession of broad information. TO internal sources of information include accounting and statistical reporting, customer accounts, current observations, special surveys, results of previous studies. External sources of information are more numerous and varied. First of all, these are the employees of the organization. Next are partners, former employees of competitors, former government officials, trade union activists and representatives of business associations. An extensive source is publications in books, catalogs, reference books, magazines, and newspapers.

Today there is a need for targeted, systematic collection (including purchase) of information about the potential of competitors, personal characteristics, inclinations of their management and the formation of appropriate dossiers. This activity is industrial intelligence, allows you to predict their future policies and adapt to them. For this purpose, large organizations create strategic databases. They usually consist of three sections. The first characterizes production, technological, scientific, labor potential organization, its scientific and technological policy, relationships in the team, management preferences. In the second, a description of the external environment of the company (partners and competitors) is given. In the third, the main obstacles and obstacles to the organization’s activities are revealed.

Stages of information exchange

An integral element of any organization is an information system. Such a system, created simultaneously with the organization and taking into account its specifics, must:

§ ensure timely receipt of information about what is happening in it and outside it (monitoring); database formation:

§ allow you to control its objectivity and reliability;

§ facilitate internal exchange of information, minimize losses and inaccuracies;

§ facilitate the selection, analysis, and comparison of data needed for decision-making from different sources;

§ be convenient to use.

Management of an information system involves its planning, acquisition of elements, modernization and use. The movement of information from the sender to the recipient within such systems consists of several stages.

At the first stage its selection takes place. It can be random or purposeful, selective or continuous, prescribed or proactive, arbitrary or based on certain criteria.

At the second stage selected information encoded, i.e. is put into a form in which it will be accessible and understandable to the recipient, for example, written, tabular, graphic, audio, symbolic, etc.

At the third stage information is transferred.

At the fourth stage the recipient perceives, deciphers and comprehends the information. The sender is waiting for him to somehow confirm the fact of receiving the message, the degree of understanding or misunderstanding of its meaning, i.e. installed feedback.

Sustainable Feedback allows you to significantly increase the reliability of information exchange and at least partially avoid its losses and various interferences that distort the meaning.

To the interference relate:

Ø biases and stereotypes that everyone may have, so after exchanging information it is necessary to make sure that it is understood;

Ø providing false information due to the desire to show off the best side, hide errors, insure against possible conflict situations and troubles;

Ø lack of interest in information due to its unconvincing, vagueness, etc.;

Ø technical problems, for example, unequal understanding of the symbols with which information is transmitted;

Ø physical or psychological aspects: fatigue, poor memory, absent-mindedness or, conversely, impulsiveness, excessive emotionality, impatience, which does not allow concentration;

Ø information overloads, causing omission or non-perception of the signal, its filtering, erroneous or simplified answers, their inadequate response, disconnection from its source.

Therefore, for the reliability of information transfer, it is necessary to correctly select the communication channel, straighten it, duplicate sources of information, and transmit them with some excess. Information exchange is facilitated by:

§ brevity, clarity, unambiguity of information;

§ constant control over their content, transmission and reception processes;

§ coordination of information processing processes;

§ ensuring that data needs match the capabilities of obtaining them;

§ unification of the main characteristics of information processes, ensuring their management and allowing to save money.

Practical lesson

1. Design a business card for any educational institution.

2. Make a price list educational services institutions.

3. Consider the main sources of business information, their advantages and disadvantages.

Literature

& Afanasyev S.V., Yaroshenko V.N. Efficiency of management information support. – M., 1987.

& Vesnin V.R. Practical personnel management: A manual personnel work. – M: Yurist, 1998.

& Glukhov V.V. Management: Textbook. – St. Petersburg, 2000.

& Meskon M., Albert M., Khedouri F. Fundamentals of Management: Trans. from English – M.: Delo, 1993.

1. World information resources________________________________ 5

1.1 Information needs of specialists_____________________ 5

1.2 Types of information__________________________________________________________ 6

1.3 Brief description of the global market information services. Producers and sellers of information___________________________ 7

1.4 ONLINE ACCESS TO INFORMATION RESOURCES______________ 11

1.4.1Technical means________________________________________________

1.4.2 Access form_________________________________________________________ 12

1.5 Leading sellers of professional information, systems LEXIS-NEXIS, QESTEL-ORBIT, STN__________________________________________ 13

1.6 Information tasks: key stages Online solutions 16

1.6.1 Problem formulation_______________________________________________ 16

1.6.2 Selecting an information system______________________________________ 16

1.6.3 Developing a search strategy________________________________ 16

1.6.4 Solving the problem___________________________________________ 19

2. Review of domestic sources of scientific and technical information_ 22

2.1 Sources of scientific, technical and patent information________ 27

2.2 Sources of information on standardization, metrology and certification_______________________________________________________________ 29

3. Features related to information resource management__ 31

4. Method for assessing the turnover of information resources.______ 33

Conclusion______________________________________________________________ 35

Literature______________________________________________________________ 36

For the development of any human society, material, instrumental, energy and information resources are needed. The present time is a period characterized by an unprecedented increase in the volume of information flows. This applies to both economics and social sphere. The greatest increase in the volume of information is observed in industry, trade, finance, banking and education. For example, in industry, the growth in the volume of information is due to an increase in production volume, the complication of manufactured products, materials used, technological equipment, and the expansion, as a result of concentration and specialization of production, of external and internal relations of economic objects. Information is a decisive factor determining the development of technology and resources in general. Market relations place increased demands on the timeliness, reliability, and completeness of information, without which effective marketing, financial, credit, and investment activities are unthinkable.

In recent decades, the world has been experiencing a transition from an “industrial society” to an “information society.” There is a change in production methods, people's worldviews, and interstate relations. People are increasingly using such concepts as “information”, “informatization”, “information technology”, etc. (1)

But has society always been “informational”? There is an opinion that the world has experienced several information revolutions. The first information revolution is associated with the invention and mastery of human language, which, or rather oral speech, separated man from the animal world. This allowed a person to store, transmit, improve, and increase acquired information. The second information revolution was the invention of writing. The knowledge recorded in written texts was limited and therefore poorly accessible. This was the case before the invention of printing. What justified the third information revolution. Here the connection between information and technology is most obvious. The mechanism of this revolution was the printing press, which made books cheaper and information more accessible. The fourth revolution, smoothly transitioning into the fifth, is associated with the creation of modern information technologies (telegraph, telephone, radio, television). But the most amazing thing was the creation of modern computers and telecommunications. (2)

To fully discuss the topic, it is necessary to give several definitions:

Information– information about persons, objects, facts, events, phenomena and processes, regardless of the form of their presentation.

Informatization– an organized socio-economic and scientific-technical process of creating optimal conditions for meeting information needs and realizing the rights of citizens, government bodies, local governments, organizations, public associations based on the formation and use of information resources.

Informational resources– individual documents and individual arrays of documents, documents and arrays of documents in information systems.

Information system– an organizationally ordered set of documents, information technologies, including the use of computer technology and communications that implement information processes.

User information– a subject who turns to an information system or intermediary to obtain the information he needs. (3)

The level of development of the information space has a decisive influence on the economy, defense capability and politics. Human behavior, the formation of socio-political movements and social stability largely depend on this level. The goals of informatization throughout the world, including in Russia, are to most fully satisfy the information needs of society in all areas of activity.

In Russia, social and political restructuring, the formation market economy objectively led to the need for a significant change in information relations in society. Despite the recent significant expansion of the market for information services and products, information support for authorities government controlled, economic entities and citizens remains at a low level.

The ability to access information, as a rule, is limited to its departmental affiliation and is often determined by official position And social status consumer. The problem of access to geographically remote information resources has not been resolved.

The majority of the population receives information in the traditional form - print media, radio, television.

Information and telecommunication systems operate mainly in the interests of government agencies authorities. This state of affairs leads to duplication of work, redundancy in the collection of primary information, and increased cost of development and operation of systems. In addition, departmental fragmentation makes it difficult to exchange and access information. Information services, resources and software products are distributed extremely unevenly across the territory of Russia, and they are mainly provided to regional centers. This distribution corresponds to the distribution of the main scientific and information centers of Russia and does not take into account the needs of the population and government bodies. That is why the problem of equalizing information potential requires an urgent solution.

The domestic information industry must develop taking into account world achievements in the field of information technology and means of telecommunication exchange. This will allow Russia to reach the world level of technical development.

As industry practice shows developed countries(USA, England, Japan), solving the problem of the information industry, and therefore the informatization of society, is a global development goal and is associated with the country’s emergence to a new level of civilization in the next millennium. This purposeful activity is based on a long-term program for creating an information support system for all information consumers in the country, which provides them with the opportunity to use new information technologies based on the widespread use of information and computing resources and an automated communication system. In our country, this basis is formed by network technologies - an area that is quite new and very rapidly developing. A wide range of enterprises and organizations are being equipped with computer technology. Conditions are created for consumers to have free access to information stored in systems through the organization of specialized workstations of local computing systems.

At the fundamental research stage, the following information is required:

information about the latest achievements of science and technology;

information about development trends of this type of technology;

information about patents;

offers from companies;

information on the total costs of development and production;

description of possible production technology;

characteristics of the period of obsolescence of technical objects;

information about raw materials and equipment.

At the stage of applied research, design development and technological development, the following information is required:

information about new scientific and technical achievements and R&D;

manufacturing cost data;

about materials;

about components, etc.

At the production stage there is selection, analysis, implementation of scientific and technical documentation and evaluation technical specifications, which requires information about global, regional, national, industry classification and assessment indicators.

At the stages of operation, modernization, and disposal, market and marketing information is needed.

In parallel with the innovation cycle, a set of measures is being carried out to “protect” the product, consisting of two blocks, each of which aims to:

legal protection of industrial and intellectual property created by the manufacturer and in the process of sale that constitutes the “product”. This requires information about the patent situation, the implementation of patenting, licensing, and examination; on the advisability of acquiring licenses and know-how from other companies; on the possibility of commercial use of intellectual products of the innovation cycle: patents of inventions, schematic diagrams, publications, product models, samples, drawing and design documentation, technological samples, technological documentation, operational documentation, recycling technology). The latter, as American experience shows, can provide up to 80% of the cost of selling everything innovative project generally;

protection of information (organizational, managerial, economic, scientific and technical, etc.) from its unauthorized use. Information is required about the means of security and protection of premises, etc.

By analyzing the complete list of information needs during the implementation of the innovation cycle, the following types of information can be identified (Table No. 1):

Table No. 1

Continuation of Table No. 1

The main participants in the information services market are:

information producers;

information sellers (vendors, Vendors);

information users (users) or subscribers (subscribers).

Today, the most common means of accessing information resources are computer networks, and the most progressive way to obtain information is the online mode (online - interactive, dialogue mode). It allows the user, by logging into a computer network, to gain access to the “big computer” (Host - computer, host) and its information resources in a direct dialogue mode, implemented in real time (Fig. 1).

Users of this kind include both final consumers of information and intermediate ones who provide services to their clients in solving information problems (special information centers with access to several online systems, or professional specialists engaged in paid information services to clients and information consumers).

The online information services market includes the following main segments:

computerized reserve systems and financial information services;

databases (DBs) aimed at the mass consumer;

professional databases.

Among the databases, the following types are usually distinguished:

text (full-text, abstract, bibliographic, dictionaries);

numerical and tabular databases;

notice boards.

Such databases are also stored on CD-ROM, floppy disks and magnetic tapes. Below, however, we will talk about databases that are accessed online - “online professional databases.”

Information producers include both organizations that obtain and publish information (news agencies, mass media, editorial offices of newspapers and magazines, publishers, patent offices) and organizations that have been professionally involved in processing it for many years (selecting information, indexing, loading into databases in the form of full texts, short abstracts, etc.).

Below are the most well-known foreign companies that process and publish information.

DUN & BRADSTREET (D&B)- publishes reference data on more than 50 million companies around the world (has its own online service).

INVESTEXT GROUP- a division of the world famous company Thomson Corporation. Provides in-depth analytical reports on virtually all market segments in various countries and regions. More than 2,000 company specialists create reports that have been recognized throughout the world for more than 20 years and are used both for market research and for analyzing investment projects.

DERWENT- provides unique information on patents in 41 countries, received directly from the patent offices of these countries, information on scientific research and commercial applications of scientific developments (it does not have its own online service).

I AC(Information Access Company) - market and technology overview (Predicast). More than 1,500 periodicals published in 100 countries are reviewed. This information is translated into English and placed in databases (it has its own online service).

INSPEC- publications of an organization called the Institute of Electrical Engineers. Contains more than 5 million records (abstracts) on all areas of physics, electronics, control systems and information technology.

A F R (AGENCE FRANCE PRESSE)- news agency, supplier of business and political news.

Creation effective system, which would allow you to work with sufficient speed, operating with hundreds of millions of documents in communication with thousands of people simultaneously, requires, in addition to high costs and highly qualified personnel for its maintenance, also significant marketing expenses to attract subscribers to your system. Therefore, not all information producers can create and maintain online systems. These functions are assumed by Vendors (information sellers).

The vendor actually acts as an intermediary between the subscriber (user) and the information producer. It has a powerful Host - a computer connected to computer networks, and a well-developed search engine, allowing the user to almost instantly solve problems of varying complexity. As part of current practice, the manufacturer signs a license agreement with the Vendor, according to which he has the right to sell information under certain conditions. The user (subscriber) who wishes to gain access to the database must enter into a contract with the Vendor.

It was already noted above that online databases are usually divided into databases aimed at the mass (consumer online) and at the professional (databases for professionals) consumers. Compared to databases for the mass consumer, professional databases usually have a larger volume, contain more complete information, the level of data structuring in them is higher, and the search system is more developed. The vast majority of information resources on the Internet are usually considered as databases for the mass consumer. They have very modest characteristics.

By the end of 1996, 1,805 organizations were engaged in the sale of information, and about 2,938 organizations were engaged in its production. Revenues from the sale of information in 1996 amounted to several billion US dollars. According to forecasts by the analytical firm FROST & SULLIVAN, sales in the information industry by the beginning of the 21st century will amount to several tens of billions of dollars. By January 1997, the total number of online databases was 10,033. Distribution DB by area of ​​application and type is illustrated in the diagrams below (Fig. 2). Note that if in 1975 the average database size was 52 records, then already in 1996 it was already 6319 records (each size range from 200 to 2000 words).

The development of the information industry in Russia lags significantly behind foreign countries. For example, in the CIS in 1997 there were about 80 organizations that had their own databases registered in the Gale Directory of databases. At the same time, in terms of their characteristics, they cannot yet compete with the databases of leading Western companies. Usually, online Access to our databases is carried out through foreign sellers. Eg, QUESTEL- ORBIT contains information on all Soviet and Russian patents and abstracts of most published scientific papers. IN LEXIS-NEXIS issues of ITAR-TASS, Moscow News, Garant, and The Moscow Times are presented in full text form.

The rules of the game in the international information market for professional databases are determined by the following companies: LEXIS-NEXIS, Westlaw, Knigh-Ridder (combines Dialog and Datastar), QUESTEL-ORBIT, Dow Janes/News Retrieval System, Datatime, STN, NewsNet.

Database distribution (in%):

by area of ​​application:

Business - 33%

Science and technology - 19%

Legislation - 12%

Consumer market - 10%

Others - 26%

By database type:

Text - 70%

Numerical - 18%

Multimedia - 7%

Software - 1%

Others - 4%

The undisputed leader in the information market is the United States, which in 1995 offered access to 5011 databases, the UK accounted for 638, Germany - 343, France - 247, Austria - 176, Japan - 144 databases. In 1996, respectively: USA - 5962 DB; Great Britain - 753, Germany - 342, France - 260, Austria - 176, Japan - 149, Italy - 115, Spain - 136 DB.

Access for domestic consumers to databases of foreign countries is now becoming possible. This is facilitated by two circumstances: the connection of many scientific and scientific-pedagogical institutions in Russia to the Internet, the emergence of “gateways” in the country, that is, intermediary services aimed at providing Russian scientists and engineers with the opportunity to interactively search for information. As one of these “gateways” we will name STN International, which provides St. Petersburg consumers with access to 180 abstract, reference and full-text databases on chemistry and chemical technology, energy, metallurgy, ecology, etc.

In addition, there is an emerging trend for large scientific libraries to acquire the most famous and used worldwide databases on CD-ROM, including such as Science Citation Index and Medline.

Access to foreign professional databases is a paid information service.

1.4.1Technical means

The technical means currently needed to access online professional databases include a computer, a modem and a telephone line (if you have a cell phone, as well as a special card for connecting the modem, then you will not need a telephone line).

The history of online access to information goes back three decades:

1967 Libraries of 54 colleges and universities in the state of Ohio in the United States have created a single library center (OCLC, Ohio College Library Center), connecting the libraries with a computer network. In subsequent years, this network turned into an international one and today unites 21 thousand libraries in the USA and 62 in other countries of the world.

1968 The IT Research Institute (Chicago) created its own center for computer information retrieval and began providing paid services to users.

1971 In the USA, on the basis of the National Library of Medicine (NLM, US National Utory of Medicine), an online database MEDLINE was created, which contained abstracts and bibliographic links to all US biomedical journals. This database could be accessed via dial-up telephone lines.

1972 The commercial information service of Dialog Corporation has become available to everyone. It grew out of Lockheed Corp.'s corporate system, which allowed employees to view NASA research reports stored on the corporation's mainframe. Today Dialog is one of the world's most powerful sources of information, supporting more than 400 databases on various topics.

1973 LEXIS began to provide information services in the field of full-text documents. For this purpose, special subscriber terminals were developed.

In Europe, the first host to serve users' needs for online information support was installed in 1969 at the European Space Agency (ESA-IRS, European Space Agency's Information Retrieval Service) and supplied specialists with scientific and technical information related to the aerospace field. Today, the ESA-IRS service has significantly expanded the range of supported topics, and from a closed system it has become a publicly available (paid) system.

In the early and mid-80s, the specialization of sources clearly emerged and a group of leading companies was formed, which, in particular, included CompuServe (information support for small businesses and home users); NEXIS, Financial Times Profile and M.A.1.0. (business information); STN, Ouestel and ORBIT (science and technology); Reuters (finance). The last decade has passed under the sign of consolidation and consolidation of companies - in other words, the acquisition of some companies by others.

1.4.2 Access form

Currently, large Vendors, such as LEXIS-NEXIS and QUESTEL-ORBIT, enter into global contracts with communication companies (Sprint, TymNet, Infonet, DataPac, Transpac, etc.), according to which the user pays for communication services directly To the vendor, who already pays the communications company independently.

This payment scheme is convenient, as it provides subscribers with access to the Host computer from any city where there is such a node computer network. In addition, this scheme of work eliminates the need for the subscriber to enter into a contract with a communications company, which simplifies financial transactions, not to mention the fact that in this case communications services can become cheaper for the subscriber. To use information resources, the user only needs to enter into a contract with the Vendor (for example, LEXIS-NEXIS or QUESTEL-ORBIT) and receive a password to access the system.

In order to gain access via the Internet, you must additionally enter into a contract with an Internet provider.

The vendor usually provides what is needed to work with the online system software, as well as reference literature. The customer support service is available 24 hours a day: for example, to get the necessary advice, you can call LEXIS-NEXIS free of charge in the USA. If the company has a representative office in Russia, as is the case with LEXIS-NEXIS and QUESTEL-ORBIT, you can ask questions in your native language. This is an important circumstance - poor knowledge of the structure of databases, their subject content, pricing policy company may result in unproductive costs.

To access the selected online system, you should call one of the nearest nodes of global computer networks or an Internet provider. When working through a computer network with which the Vendor has a global contract, you can access the Vendor’s information resources from anywhere in the world where there is a node of such a network.

After connecting to a computer network node, the communication program connects the user’s computer to the Host computer, enters a password and provides access to the online system. All information received on the computer screen, including the image, is stored on the hard drive and can be analyzed in the future.

LEXIS-NEXIS(http://www.lexis-nexis.com) is a division of the world's largest publishing company, Reed Elsevier Pie, with annual sales of more than $5 billion and employing about 30 thousand people. LEXIS -NEXIS has approximately 5,000 employees at its headquarters in Dayton, Ohio, USA.

LEXIS-NEXIS is the world's largest full-text online database of legal, political, and business information with more than 734,000 subscribers.

Founded in 1973, LEXIS-NEXIS contains:

information about the finances and business of tens of millions of companies around the world; data on stock quotes, projects, markets; political and economic forecasts;

information about people, the latest technologies and developments; marketing and investment reviews; laws of the USA, England, Canada, Australia, France and other countries, international laws;

more than 5,800 constantly updated full-text sources of news and business information coming from the largest news and financial agencies around the world: REUTERS, CNN, BBC, ASAHI, TASS, THE XINHUA, ASSOCIATED PRESS, AGENCE FRANCE PRESSE, BLOOMBERG, ASIA INTELLIGENCE from Financial Times.

QUESTEL-ORBIT- the core of the newly formed France Telecom Multimedia group of companies, which is a division of the world's largest communications company FRANCE TELECOM GROUP. The company became the main participant in the project European Union to create a single information space uniting the largest Host computers in Europe.

QUESTEL-ORBIT (http://www.questel.orbit.com) has the largest Host in Europe, as well as the highest rating in the field of providing data related to intellectual property and business.

QUESTEL-ORBIT provides opportunities to perform a whole class of tasks: market research, search for producers and consumers of necessary goods and services, search for new market opportunities for the introduction of inventions, etc.

The database currently has more than 35 thousand subscribers around the world and contains information about:

patents - the most complete collection of patents in the world, available ON-LINE, including their images, from France, Great Britain, USA, Germany, Italy, Japan, China, Russia and other 52 countries in all fields of knowledge;

trademarks - registered trademarks in the amount of more than two million; (USA, UK, France, Benelux countries, Italy, Germany, Austria, Switzerland, etc.);

science and technology - a large collection of scientific and technical information on chemistry, medicine, physics, electronics, engineering, telecommunications, mechanics, geology, geophysics, architecture, scientists and specialists, standards;

petrochemistry and pharmacology - scientific and technical information, including a description of about 17.5 million chemical substances;

business - information on the markets and finances of several million companies, including databases DUN&DRADSTREET, PREDICAST, etc.;

other databases on electronic media.

QUESTEL-ORBIT and LEXIS-NEXIS have long-term contacts with the official and most famous producers of legal, business, patent, scientific, technical and similar information. For example, DERWENT is available through QUESTEL-ORBIT, IAC-Predicast - through QUESTEL-ORBIT and LEXIS -NEXIS, DUN & BRADSTREET (D&B) - through LEXIS-NEXIS and partly through QUESTEL-ORBIT, INVESTEXT - through LEXIS -NEXIS, INSPEC - through QUESTEL-ORBIT, CBD-Commerce Business Daily - via LEXIS-NEXIS, AFP - via QUESTEL-ORBIT and LEXIS-NEXIS.

Relatively recently, LEXIS-NEXIS and QUESTEL-ORBIT began posting their databases on the WWW.

The QUESTEL-ORBIT company was the first to open the QPAT US database on the WWW (http://www.qpat.com), containing 1.8 million full texts of American patents since 1974. The total volume of this database exceeds 110 GB. This database has been recognized the best product of the year on WWW in 1996.

LEXIS-NEXIS is also making inroads into this market. In particular, it has entered into a strategic partnership agreement with Microsoft and Netscape, according to which some of the 13.5 thousand information sources located in LEXIS-NEXIS will be available through the Microsoft Network and the Internet.

According to estimates by the analytical and marketing company Frost & Sullivan, income from sales of information via the Internet in the United States alone in 1998 will amount to $6.64 billion.

Rapid commercialization of the Internet began in 1993. A significant part of this income belongs to companies selling professional databases. Since 1997 - 1998, all QUESTEL-ORBIT databases and all LEXIS-NEXIS information sources have been presented in the Internet information space.

Problems whose solution requires searching, selecting and analyzing information will be called information problems.

Any specific information problem generally includes the following key stages of solution (Fig. 3):

1.6.4 Solving the problem

As a rule, only specialists who know the subject area under study well and clearly understand what kind of information they need and what is “superfluous” can afford to work in a full interactive mode according to a scheme like: “request - response - quick viewing and analysis of the results - new updated request, etc. .".

Sometimes solving a problem does not lead to the expected result - it is not possible to find the necessary information. However, most often this does not at all indicate its absence in DB. By clarifying the wording, changing the approach to solving the problem, and adjusting the search strategy, you can find the information you are looking for.

In any case, it is obvious that the effectiveness, accuracy of the solution, time and money spent are ultimately determined by the user’s experience and knowledge, his ability to skillfully formulate a problem, the ability to navigate the information space, the skills of constructing a competent search strategy, and analyzing the information received.

Information from scientific and technical databases (for example, patents) is used, among other things, in market research - when implementing the method of business and competitive intelligence.

One of the components of marketing is the collection of information about competitors' strategies, while obtaining this information from analytical reports or open press quite difficult: a company’s market strategy, as a rule, is trade secret. To collect such information about their competitors, firms use various methods commercial intelligence. And here databases with information about intellectual property (patents and trademarks) can become a powerful tool.

Often a patent is the first publication of a development, research, or invention. Analysis of patent descriptions allows us to judge the directions innovation activity competitor firm, which usually aims to create a new product. Based on these descriptions, a specialist can easily get an idea of ​​a new product long before it appears on the market.

According to research from the German Patent Office, about 30% of all research costs are spent annually on parallel developments and almost 18 billion marks are wasted annually on products and processes that are already patented. Companies that use databases to closely monitor their developments increase the output of their research programs by at least 30%.

Marketing strategy competitors are analyzed primarily by patents, which actually describe the know-how of the new product. At the same time, the name of the country in which the patent is registered should be considered as a symbol that the company intends to operate in a specific territory.

Large companies, in order to enter new markets or to promote a new product in an already developed market, act secretly, establishing subsidiaries, sometimes with new names, in order to find out the reaction to the new product or evaluate the possibility of operating in these new markets. It is quite difficult to reveal such hidden intentions using classical information means. A patent search will be indispensable here too.

When generating the WPATIWPIL file, the database manufacturer, Dewent, often assigns a specific generic code to patenting firms. All subsidiaries of this company will also have this code, which is the means that allows you to identify companies that avoid public disclosure of their activities.

Below is a list of Russian online databases, which can be found in the Gale Directory of Databases. Most databases contain news (7 DB), information about companies, economic projects and business proposals (8 DB), as well as information on certain industries (10 DB). The largest producers of information in Russia: International Center for Scientific and Technical Information (ICSTI) - 13 DB and agency Russica - 8 DB. Sold by Russian DB on the international market LEXIS-NEXIS, MagnaTex Communicate, Whistlaw etc. Except online databases the Gale Directory lists about 60 more DB, distributed on CD-ROMs, floppy disks or other media.

Brief description of some DB, produced in Russia and available to users in online mode through systems LEXIS-NEXIS, Westlaw, MagnaTex Communicate, DataStar,D IMDI, STN:

Traditionally, sources of scientific and technical information were: R&D reports, dissertations, patents, regulatory and technical documentation, information on product examination, reviews, literature indexes, abstract journals, unpublished translations, etc. Searching databases containing the necessary data or information about them in teleaccess mode seems more rational than collecting these types of publications.

Documentary abstract and bibliographic databases, created as a result of processing published and unpublished documents, are the basis of information resources of automated systems of NTI bodies. The largest and most famous are the databases of the former all-Union NTI bodies listed below:

VINITI - Database on domestic and foreign published sources of information (books, periodicals, etc.) with a total volume of more than 8 million documents, with an annual increase of 1.3 million documents, includes more than 50 databases in certain areas of science and technology.

VNTICentr - BnD on materials on research and development work, dissertations, materials of conferences and meetings in the volume of 2 million documents.

NPO "Poisk" - BnD on patent information with a volume of 14 million documents with an annual increase of 50 thousand documents.

VNIIKI (All-Russian Research Institute of Classification, Terminology and Information on Standardization and Quality) - BnD for normative and technical documentation with a volume of 0.6 million documents.

VKP (All-Russian Book Chamber) - BnD of bibliographic information on printed works published in the USSR. Volume - 1.2 million documents.

INION (Institute of Scientific Information for Social Sciences of the Russian Academy of Sciences) - BnD on domestic and foreign sources of information in the field social sciences volume of 1.2 million documents.

SPNTB - BnD on serial publications, foreign books, periodicals, received in the country's libraries, industrial catalogues, a fund of published algorithms and programs (total volume - more than 0.5 million documents).

VTSP - BnD for translations of scientific and technical literature, volume of 130 thousand documents.

VIMI (All-Russian Research Institute of Interindustry Information) - BnD on published and unpublished documents, NTI on the subject of engineering industries of the defense complex and related areas of science and technology, with a total volume of 1.1 million documents (own generation).

Information from these polythematic databases is largely the starting point for the creation of numerous thematic databases formed by sectoral NTI bodies on the topics of various sectors of the national economy, for the creation of regional NTI systems by republican and territorial authorities NTI, as well as for the formation of problem-oriented databases.

DB of industry ASTI ( automated systems scientific and technical information) were formed based on a combination of selecting documents from the database of the above organizations and our own processing of additional NTI sources. The largest and most efficient of these systems are ASNTI:

on the electrical industry (Informelektro), including up to 3.8 million documents on the subject of the industry and related areas (including 2.5 million patent documents);

for chemical and oil refining engineering (CINTI Khimneftemash) - more than 0.5 million documents, including 100 thousand documents of our own generation;

in instrument engineering (Informpribor);

on machine tool building, industrial robots, flexible production systems (VNIITEMR), including 300 thousand documents.

An important resource of NTI bodies is review and analytical information. Therefore, among abstract and bibliographic databases, the prospects for relatively increased demand are associated with specialized databases for analytical reviews. The largest of them is the VINITI database of reviews with a volume of 285 thousand documents.

Databases of analytical information that have recently appeared in a number of NTI bodies, directly containing data studied during the analysis and forecasting of development trends in industries, scientific achievements, markets, etc., usually contain tabular, comparative data and a minimum of textual information. VIMI, Inform VES, VNIKI have such databases.

VNIIKI (All-Russian Research Institute of Classification, Terminology and Information on Standardization and Quality) - BnD for normative and technical documentation with a volume of 0.6 million documents. The following BnDs operate at VNIIKI:

BnD NORMDOK - data bank of normative documents on standardization.

BnD ROSTERM is a data bank of standardized scientific and technical terminology.

BnD CLASSIFIER - data bank of classifiers of technical and economic information.

BnD INFOCOM is a data bank of industrial and economic information.

BnD THESAURUS is a data bank of thesauruses and information languages.

Metrology databases are maintained to record the condition of measuring instruments.

The All-Russian Scientific Research Institute of Metrological Service (VNIIMS) has developed and operates BnD in the main areas of activity of the metrological service. Among them:

BnD on the technical characteristics of measuring instruments that have passed state tests. This data bank contains information on technical and metrological characteristics based on catalogs of commercially produced devices;

BnD State Register of Measuring Instruments (MI) contains information on all measuring instruments that have passed state tests (new developments, serial production, import). For each type, metrological and technical characteristics are provided;

BnD about standards;

BnD for objects and means of verification. Contains characteristics and codes of 2000 units of verification equipment and 1200 groups of verified measuring instruments;

BnD for testing equipment developed by metrological research and development organizations and research institutes and used by standardization and metrology centers (TSSM);

BnD on the types of verification work carried out by territorial bodies of the State Standard of Russia. Contains information about the verification potential of metrological service bodies;

BnD for metrological services legal entities, accredited for the right of verification and calibration:

BnD about types of verification and repair work carried out by metrological services using measuring instruments of enterprises and organizations;

BnD by event State program metrological support of the country;

BnD on regulatory documentation in the field of metrology. Contains information about 2500 measurement methods and ND;

automated codifier of measuring instruments. Contains information about all metrological characteristics of 40 thousand modifications of measuring instruments.

Some processes accompanying the WORLD due to its specificity.

The IR market and chaos. A market arises where there is a producer and a consumer. We will divide the IR market into a managed and unmanaged market. An uncontrolled market is chaos. (8)

The element of chaotic circulation of IR is a necessity. It is formed when IR degrades to the level of general availability or is introduced when necessary for the functioning of the system (state, organization, etc.) The chaotic IR market supports minimal information and resource functioning of the system.

Next important question.

Ability to control IR. In our opinion, we can distinguish three levels of capabilities:

1. the subject creates IR and sells them on an almost unlimited market;

2. the entity acquires the created IR (distributed in a limited manner) and sells them on a partially limited market;

3. the subject acquires IR on the market and sells them on the same limited market.

Here, the fact of creation and acquisition determines the scope of property rights to the intellectual property, and the terms unlimited, partially limited, limited market are probabilistic in nature. Because it is clear that in the first case, in the absence of demand, the unlimited market will turn into an absolutely limited (i.e. zero), in the third, in the presence of stable demand, the market can become almost unlimited.

When developing specific scenarios, these options should be considered, in our opinion, in two extreme cases each.

The possibility of management is proposed to be characterized by the probability of implementing a given type of IR (1,2,3) on an a priori unknown market, by the probability of implementing unknown types of IR on a priori given markets, or the third using transition probabilities. Of course, these assessments presuppose the development of models and markets and IR, because for example, the concept of an unknown market includes exactly four models that correspond to four possibilities for managing IR.

Levels of IR management.

1. World; 2. State; 3. Organizations; 4. Personalities.

At each level, we assume that Fundamental (F) and Applied (A) IR (FIR and PIR, respectively) are managed.

notice, that quantitatively: the following inequalities are satisfied:

(1)

(2)

The double inequality in (1) arises because with an increase in the role of internal property (IC) and one’s own IR, it changes by .

The double inequality in (2) arises because, with the emergence of multinational companies, it changed to .

Let's give an example of fundamental IR:

IR space security;

Nuclear Safety Research Institute;

IR for epidemiological safety;

IR genetic safety;

IR food security;

IR for climate security;

IR energy security.

Here, management at the global level includes the creation of FIR, IIR, their redistribution, as well as division into the creation of IR, which is important because as a result of redistribution, a country or organization can become a producer only secondary IR.

Another process affecting the turnover of intellectual property.

Globalization of the economy.

1. Since, as noted earlier, the economy is “primary” in terms of “age,” it directly affects management and, accordingly, management.

2. Socialization of problems leads to socialization of IR. However, the individualization of IR comes into conflict with this process.

The solution is to create a public controlled consciousness (through IR). However, the question again arises: who determines the content of IR and control. Those. we come to again hierarchy already within the globalized economy. But this is the future. But at the same time, the speed of globalization determines quality IR management.

The problem of systematization of IR(in this case it must be emphasized: not classification, but systematization).

Systematization is the arrangement of IR in accordance with classification. Those. filling the corresponding classification niches with content.

The problem of IR inventory consists in the lack of objective assessment and monitoring in real time.

These and more specific reasons led to IR crisis. IR crisis, Thus, due to the following reasons:

1. Globalization of IR. The crisis of theoretical economics associated with the difficulties of creating economic models in a rapidly changing (including as a result of computerization) situation leading to IR management crisis, and therefore management.

2. The problem of determining the reliability of control.

3. Weak dynamics of factors promoting management (there is awareness of an environmental disaster, but there are practically no specific control actions, etc.)

4. Dynamics of factors not conducive management (individualization of IR, for example IR hackers, etc.).

5. Problems of systematization.

6. Inventory problems.

The production of databases in Russia began approximately in the mid-70s. (this refers to databases that are industrially replicated according to the orders of organizations that are consumers of databases). Currently, the number of databases created in the country is about 30 thousand, including the share of large (more than 100 thousand records) 26%, medium - 49% and small (less than 1 thousand records) - 25%. At the same time, the number of databases containing mass, commercial, official and financial information does not exceed 5% of the total number of existing databases. In the global information market, most of the database generator centers are engaged in the field of business and commercial information (14). Therefore, in the coming years we should expect the expansion and development of this particular sector of the information market in Russia.

According to the data presented in work (14), at present, slightly more than 10 thousand Russian users are covered by interactive telecommunication access networks, and about one third of them are foreign users located in Russia. Apparently, this figure does not in any way reflect the current potential needs of users to access global and domestic computer networks and databases, and in the coming years we should expect a sharp increase in the number of organizations and individuals connected to various data networks, and above all to networks that provide access to the Internet.

In the last decade, the Western information market has been intensively filled with databases on compact optical (CD-ROM) disks. Today, the number of databases and multimedia disks produced exceeds 16 thousand, and there is a stable annual increase in the number of databases produced and the main manufacturing companies have actually been identified. In Russia, the production of CD-ROM databases is still in its infancy, but in accordance with the global trend, active development of this field of activity should be expected.

The abundance of information resources that have become potentially accessible to the Russian user sharply actualizes the problems of their rational and effective use, a reasonable combination of opportunities to purchase databases on compact optical disks, telecommunications access to paid resources of host centers and the use of free resources on the Internet. In this regard, the role of information brokers is increasing and the task of corporate use of expensive information resources and the creation of information service systems operating on the principles of information cooperation is again on the agenda.

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3. About information, informatization and information protection. Federal Law of February 20, 1995 No. 24-F3.

4. Institutional changes in Russian science: organizational and socio-psychological aspects./ S.A. Kugel, L.S. Blyakhman, A.I. Muravyov and others; Under. Ed. S.A. Kugel. – Petropolis, 1997. – 102 p.

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9. Shumilov Yu.P. Modeling of information resources. Information resources of Russia. 2002, No. 6, pp. 8-9.

10. Bakut P.A., Shumilov Yu.P. Theory of information resources. XXV. Anniversary International Conference "New information technologies in science, education, telecommunications and business." Proceedings of the conference. Gurzuf, 1998, pp. 154-158.

11. Shumilov Yu.P. Modeling of information resources. Course of lectures MIREA, 2001.

12. Andreeva I.A. Theory and practice of using information resources (using the example of small business). Information resources of Russia. 2001, No. 8, pp. 3-8.

Management activity is a set of actions of the enterprise management and other employees of the management apparatus in relation to the management object - to the workforce or production system. These actions consist of developing some management decision, which is essentially a product of managerial work, and communicating this decision to the executors with subsequent clarification of the results of its implementation.

INTRODUCTION 3
1. INFORMATION TECHNOLOGY AND ENTERPRISE MANAGEMENT 5
2. WORKFLOW TOOLS WITHIN THE GENERAL CONCEPT OF ENTERPRISE MANAGEMENT 11
2.1. MODEL OF AUTOMATION OF MANAGEMENT PROCESSES 11
2.2. WORKFLOW SYSTEMS – CONCEPTS AND DEFINITIONS 13
2.3. SUPPORT FOR CORE WORKFLOW 13 TOOL MANAGEMENT FUNCTIONS
3. STRATEGY FOR IT IMPLEMENTATION IN RUSSIAN ENTERPRISES 17
3.1. IT – AS A DIRECTION OF INVESTMENT ACTIVITY 17
3.2. CONDITIONS FOR IT IMPLEMENTATION IN WESTERN ENTERPRISES 19
3.3. CONDITIONS FOR IMPLEMENTING IT IN RUSSIAN ENTERPRISES 20
CONCLUSION 23
REFERENCES 25

The work contains 1 file

Introduction

The main direction of restructuring management and its radical improvement, adaptation to modern conditions was the massive use of the latest computer and telecommunications technology, the formation of highly effective information and management technologies on its basis. Tools and methods of applied computer science are used in management and marketing. New technologies based on computer technology require radical changes in the organizational structures of management, its regulations, human resources, documentation systems, recording and transfer of information. Of particular importance is the introduction of information management, which significantly expands the possibilities for companies to use information resources. The development of information management is associated with the organization of a data and knowledge processing system, their consistent development to the level of integrated automated management systems, covering vertically and horizontally all levels and links of production and sales.

In modern conditions, effective management is a valuable resource of the organization, along with financial, material, human and other resources. Consequently, increasing the efficiency of management activities becomes one of the areas for improving the activities of the enterprise as a whole. The most obvious way to increase the efficiency of the labor process is its automation. But what is true, say, for a strictly formalized production process, is by no means so obvious for such an elegant sphere as management. The difficulties that arise when solving the problem of automated support for managerial work are associated with its specifics. Managerial work is characterized by complexity and diversity, the presence of a large number of forms and types, multilateral connections with various phenomena and processes. This is, first of all, creative and intellectual work. At first glance, most of it does not lend itself to any formalization at all. Therefore, automation of management activities was initially associated only with the automation of some auxiliary, routine operations. But the rapid development of information and computer technologies, the improvement of the technical platform and the emergence of fundamentally new classes of software products have led these days to a change in approaches to automation of production management.

Management activities - this is a set of actions by the management of the enterprise and other employees of the management apparatus in relation to the object of management - the workforce or the production system. These actions consist of developing some management decision, which is essentially a product of managerial work, and communicating this decision to the executors with subsequent clarification of the results of its implementation.

According to the definition adopted by UNESCO, information technology (hereinafter referred to as IT) is a complex of interrelated scientific, technological, and engineering disciplines that study methods for effectively organizing the work of people involved in processing and storing information; computer technology and methods of organizing and interacting with people and production equipment, their practical applications, as well as social, economic and cultural problems associated with all this. Information technologies themselves require complex training, large initial costs and high-tech technology.

According to the American management specialist G. Poppel, under information technology (IT) should be understood as the use of computer technology and communication systems to create, collect, transmit, store, and process information for all areas of public life.

1. Information technology and enterprise management

Today, the state of affairs in this area is characterized by extreme uncertainty. Firstly, this is due to the continuous increase in volume technological proposals requiring high investments and, accordingly, increasing dependence on external services(for example, from software providers). Intracompany allocations for IT needs are growing at a faster pace than other enterprise costs. At the same time, senior management has little awareness of overall IT costs. Thus, competent decisions by corporate management cover only approximately 5% of the relevant costs.

Secondly, the role of IT in economic activity many enterprises. When carrying out intra-company processes, the IT function has ceased to be auxiliary, becoming the most important component of the product or production facilities. Economic risks are currently largely determined by risks in this area. The implementation of modern high-performance organizational projects (for example, “virtual organizations” without strict binding of production sites to a specific location) requires the full use of IT potential with the help of telecommunications means.

The rapid growth of costs in the IT sector does not contribute to stabilization. To control their increase and achieve greater flexibility in solving information technology problems, many enterprises go mainly in two ways. The first is that the firm creates in-house information technology department, which offers services to the non-company market, thereby proving the possibility of profitable use of its capacities.

More often, enterprises choose a different path, when most of their own information technology personnel are transferred to the disposal of newly created subsidiaries or joint ventures with specialized information technology partners, also independently acting on the market. A small group of employees remains at the parent company, which is assigned the functions of information management.

Top management is beginning to realize the important impact that information technology solutions have on the business process itself and the culture of the enterprise. Therefore, he feels increasingly disadvantaged in the sense that he is forced to delegate relevant issues to internal divisions or external organizations. In addition, the first experience of non-company information technology services does not give much reason for optimism regarding the effectiveness of solving these problems. In this regard, the following key questions arise:

• what does it feel like attitude leading personnel to IT, what consequences arise from its more efficient organization and use in the production of new goods and services;
• what should know the firm's senior IT management to make competent decisions, particularly regarding investments;
• to what extent is it permissible delegation IT functions;
• what should it be role senior management in managing information technology potential.

There are six stakeholder groups that influence IT decision-making:

• top management, which should manage IT as a strategic potential of the enterprise;
• specialists those involved in the search for system solutions to optimize special functional tasks;
• managers of individual business units who must use IT due to the logic of their business activities in order to satisfy customer requests, reduce costs, etc.;
• managers of accounting and financial services, if provided for by the organizational structure of the enterprise:
• IT suppliers, which must offer services in strict accordance with the problematic attitudes of their consumers;
• own information technology department.

In many enterprises, such interest groups are not recognized. Senior management Frequently delegates related functions to a team of managers, ensuring that several assigned metrics are met. Conscious refusal of top management from their responsibilities leads to the adoption of incompetent decisions and the setting of unrealistic planned targets. There is also a lack of proper motivation in this area.

Due to the growing importance of IT in ensuring the success of a company, such a policy is unacceptable. Company-wide management must now find answers to the following two questions.

First, you need to determine exactly what contribution must introduce IT into the process of producing goods and services. Mainly three aspects deserve attention here: 1) IT as production process support function, for example in the field of communications or production automation, as well as in the generation and transfer of management knowledge and information to manage business operations; 2) IT as integral part of the product; 3) IT as organizational tool to create virtual forms of the enterprise.

Secondly, who should perform the listed and other functions. The issue of a coordination mechanism for certain types of information technology services comes to the fore. The solution can be found in the use of the above specialized intra-company divisions and non-company branches. An intermediate solution is also possible in the form of creating strategic alliances between your own department and external partners. In the last two cases, the enterprise loses direct control over its information technology potential. It should be noted that such services can only be effective in close cooperation with their suppliers. Company-wide management must look for ways to eliminate or compensate for weaknesses in its work.

The considered changes in requirements for interest groups in the IT field are due to the dynamics of development of enterprises and the external environment. The main aspects of this development and their impact on the role of IT in enterprise management are as follows.

Decentralization and growing information needs

The focus on maximum proximity to the client required enterprises to move to horizontal, decentralized structures. Decision-making under conditions of decentralization has led to a sharp increase in the need for information regarding the process of production of goods and services. There was a need for a more detailed acquaintance of the third party with the state of affairs in the relevant economic areas. In the new environment, the provision of information in all areas must function flawlessly.

The use of IT is designed to level out the organizational complexity of the enterprise. Previously, this was achieved by relying on computers for complex calculations and very large volumes of documentation processing. Now we are talking about how the ever-increasing complexity of horizontal and vertical models of relationships (the structures of which, in turn, are constantly changing) are improved with the help of new communication technology.

Previously, enterprises installed powerful processing systems that prepared great amount digital reports, on the basis of which business activities were subsequently managed. The question now is to develop a technology with which it would be possible to constantly keep managers and their partners informed of events that make decisions in a decentralized environment. New information technology systems should provide not some abstract economic system, but specific partners who participate in the economic process in various forms.

From data processing through information systems to knowledge management

There has long been no need to consider IT as a means of data processing. With the help of this technology, it is necessary to extract information from the data for the needs of the user, and the problem of “information overload” that arises in this regard requires massive means of selecting, further processing and updating information. At the same time, consideration should be given to commercially viable interfaces and compression of internal and external information, as well as the transfer of shared knowledge between organizational units and cooperation partners.

The rapid development of networks of local systems with a super-regional and even international structure leads to the abandonment of the classical working fields of computer science and the widespread use of telecommunications. Organizationally, this leads to the elimination of enterprise boundaries. It is becoming increasingly difficult to determine where it begins and where it ends. The creation and operation of an appropriate communication structure for such “virtual enterprises” is an information management task, just like the classic function of supporting the production process or developing IT-based products and services. The point here is not only in processing information, but also rational distribution of knowledge.

FORMATION OF INFORMATION RESOURCES OF THE COMPANY

Information is one of the most important means of achieving the goals of any type of activity. The degree of implementation and effectiveness in achieving goals depends on the completeness and quality of information.

The volume and quality of information used in the process of solving any problems (scientific, technical, managerial and economic) is determined by:

• level of professional training of the performer;
• experience gained in solving other problems;
• awareness of problem areas of knowledge necessary to solve the problem;
• availability for a specific performer of certain information resources containing the necessary information;
• the presence of a certain “basic level of technical equipment” that provides access to information resources and software products that allow them to be processed;
• the volume of financial and labor resources that can be used to obtain and process information;
• legal norms, defining access to information and the procedure for its use in the organization, country and at the international level.

Each of the listed factors imposes restrictions on the information actually available to the performer and, therefore, changes the information environment in which the performer implements the tasks facing him.

The actual degree of accessibility to information resources in all countries is significantly lower than advertised. For example, according to data from 1991, modern national queuing systems in the United States could be used by about 25% of consumers (high-income segments of the population - 5% and members of society with available funds), while 75% of ordinary citizens, as a rule, were not could gain access to the information they required.

Uncertainty when making information decisions is inevitable, but it is possible to work in a mode of uncertainty - and not just work, but also get the required results. Management of large systems is always carried out in conditions of lack of information.

Filling information gaps is divided into two different groups of information tasks:

• the first is associated with replenishing information that exists but is not available to a specific user for one reason or another (access conditions, regime restrictions, lack of required documentary sources, insufficient professional training of personnel involved in solving the problem, etc.);
• the second is associated with a complete lack of information on the problem (lack of the required scientific knowledge, solution methods, necessary standard and reference data, materials, equipment, etc.).

If the first group of problems, as a rule, is solved by increasing the level and quality of information services, then the second requires additional research and development related to obtaining new information. Within the framework of the second group of problems, the problem of identifying missing knowledge, which is sometimes defined as “knowledge about ignorance,” is also solved.

On the other hand, there is a significant amount of repetitive information in circulation, inconsistent in the methods of obtaining and processing, with varying levels of reliability and accuracy, as well as deliberately false information. Such information creates significant, usually difficult to overcome, obstacles in solving problems.

In addition, you must always remember that the very fact of having all (basic, most important and reliable, etc.) information is necessary, but insufficient condition to make effective decisions. For a person who makes decisions acts on the basis of certain internal attitudes that are unique to him. He is not free from subjectivity in assessing the information at his disposal.

Therefore, when making any information decision, it is necessary to re-evaluate the information from the point of view of those tasks (goals) that are being solved at the moment, based on the specific conditions of this moment.

The group of basic concepts necessary when considering issues of making information decisions includes: fact, knowledge, information, data, information, information resources.

Fact- a real, very real event, phenomenon; what really happened.

The dictionary of synonyms of the Russian language gives the following relationship between the concepts of “knowledge”, “information”, “cognition”:

Knowledge- a set of concepts, ideas about something, received, acquired, accumulated as a result of learning, experience, in the process of life, etc. and usually implemented in activities.

Knowledge- the sum of certain knowledge, information in any area (areas).

Intelligence- general or very shallow knowledge, ideas about something.

Data, usually defined as information that is stored in databases and processed by application programs, or information presented as a sequence of characters and intended for processing in a computer.

Information- first of all, it is necessary to pay attention to the fact that in the literal sense the concept of “information” is identical to the concepts of “information, data, knowledge.”

However, as shown above, the concepts of “information” and “data” are included in more general concept- "knowledge". Consequently, the concept of “information” can be defined as the total amount of knowledge accumulated by humanity. But in different sources When defining the knowledge included in the concept of “information”, various approaches are used.

It is proposed to take as a basis for the definition of the term “information” its interpretation developed within the framework of the UNISIST medium-term program, in which information is defined as knowledge that is a product research activities in the field of natural and social sciences or related to this activity, on the one hand, and knowledge related to technology, on the other. Technology in the broad sense of the word includes scientific, engineering, management and other related knowledge, without which one cannot do in the production of goods and provision of services that society needs.

Summarizing the approach adopted in UNISIST and other publications, we define information as the total amount of knowledge about the reality around us, i.e. information in the strict sense is knowledge included directly in the communication process.

Information resource. Despite the increasingly widespread use of the concept of “information resource”, there is currently no generally accepted definition of it, which makes it problematic to develop effective policies at any level (international, national, regional, republican and sectoral) for the creation of information resources and their industrial exploitation in the interests of science , technology, production and management.

First of all, it is necessary to pay attention to the fact that the concept of “information resource” did not arise in the process of rethinking the role of information in all types of social activities, and as a result of the introduction of a program-targeted approach into research on the creation and integration of information services.

Resources, as is known, are the elements of economic potential that society has and which, if necessary, can be used to achieve specific economic and social development.

Within the framework of the program-targeted approach, information is considered as one of the types of resources in the implementation of targeted programs, along with labor force, materials, equipment, energy, in cash etc., i.e. information began to be considered as one of the types of resources consumed in social practice.

But the inclusion of information in the composition of resources does not remove the uncertainty of the term “information resource”, since there is no unambiguous approach to what information should be considered a resource and what should not be considered. An analysis of the definitions given in various sources shows that information resources include either all (any) information or its subsets, to identify which different authors use different criteria that are incompatible with each other, for example: classes of information, and/or types documents, and/or types of media (methods of recording), and/or organizational structures, and/or the ability to process using various technical means, etc.

It was defined above that information in the strict sense is knowledge included directly in the communication process.

The starting point for including information in the sphere of circulation through various social channels is its fixation on certain types of media - documentation (fixation on certain material media), because only in this case can it be transferred between users and processes distributed in time and space.

From the moment knowledge is recorded on one or another medium, it becomes information, and only this information can be considered as an information resource. But “a new medium is... new ways of recording, collecting, transmitting, storing and processing information and, therefore, new ways of managing.”

Each new type of information carrier generates its own class of information resources, characterized by its many properties associated with recording, reproduction, access, perception and processing of information recorded on the medium, as well as the implementation of information transfer processes over time.

Information resources are proposed to be understood as all the accumulated information about the reality around us, recorded on material media and in any other form that ensures its transmission in time and space between various consumers to solve scientific, industrial, management and other problems.

Particularly noteworthy is the provision that a resource is all accumulated information, including unreliable information (“defectological”), represented by dubious facts, false statements, ineffective approaches, as well as outdated information; disparate data accumulated using non-standard methods; information that has lost its specificity as a result of subjective interpretations in the process of private “theoretical” constructions; deliberate misinformation entered into information flows, and balanced information.

Only this approach to identifying information resources creates the prerequisites for identifying contradictory data, eliminating cases of missing “inconvenient” information and difficult situations (under difficult situation refers to information about “unusual”, “impossible” use of known means and methods, “fundamentally impossible” phenomena and actions, i.e. everything that does not fit into the thesaurus of an individual performer and/or an entire group of performers).

Taking into account the factor of “misinformation” (the possibility of the user receiving unreliable and outdated information) requires inclusion in the processes information activities special procedures for assessing information for reliability. Without identifying unreliable and outdated information accumulated in information resources, preconditions are created for making ineffective and, in some cases, erroneous decisions that cause significant damage.

At the same time, it should be emphasized that inaccurate and outdated information should not be destroyed. It must be localized, isolated, and on its basis it is necessary to build system filters to control information resources at any level (organizations, associations, national and international). At the same time, unreliable information itself must be continuously re-evaluated, clarified, and at the same time decisions made previously on the basis of such information must be re-evaluated.

The collection of all information and the requirement for the safety of “defective”, outdated information underlies the activities of the most effective information systems and is an important methodological principle of their construction.

On the other hand, when we say that an information resource is all information, we mean a global information resource, the completeness and efficiency of its use is currently insufficient and is determined by the level of the achieved balance of agreements at the international (through the UN), regional, on a bi- and multilateral basis between various sources and users of information resources.

In real activities, each party has its own subset of information, limited in terms of problems, completeness, quality and relevance for solving the problems facing it. It is defined as an information resource of a specific user (individual, group of individuals, enterprise, association, department, region, state, etc.).

Depending on the information carriers, information resources are proposed to be divided into five main classes.

Documentation of all types on all types of media (including all types of machine-readable media used in computing and communications technology).

Staff(human memory), with knowledge and qualifications in various fields of science and technology.

Organizational units- scientific, production, management and other organizations that have personnel, technical, production, financial and other capabilities to solve a certain range of problems and tasks.

Industrial designs(any material objects created during the production process), recipes And technologies, software products, which are the materialized result of scientific and production activities of people.

Scientific instruments(including: automated scientific research systems, automated workstations for scientists and designers, expert systems and knowledge bases).

The creation of national information resources is impossible (especially in the context of dynamically changing tasks) without studying and taking into account the entire structure of connections between different classes of information resources. Therefore, one of the most important tasks of building an effective information system is the creation of a machine-readable register in the structure of documentary information resources, which should ensure coordination of the use of information resources of organizations, firms and government agencies working in various fields.

It should be noted that the concept of “information resources” adopted in the Federal Law is significantly narrower and includes only documents.

Information resources - individual documents and individual arrays of documents, documents and arrays of documents in information systems (libraries, archives, data banks, other types of information systems).

To justify the adopted approach to defining an information resource, it is necessary to show the limitations and incompleteness of the definition used in legislative documents.

• 1. The same information related to a particular problem can be recorded on different media and/or different information fragments of the same problem can be recorded in such a way that correct perception of information becomes impossible if there is no access to all information fragments presented on various media. Therefore, the integrity of information resources is ensured if and only if the consumer (user) has access to all classes of media on which the information necessary to solve the problems facing him is recorded.
• 2. Narrowing the concept of information resources to a class of documents excludes from consideration significant amounts of information recorded on other classes of media. But each class of information resources also includes other ways of interacting with information resources, ways of creating, registering, collecting, storing, interacting with them and, therefore, other ways of managing information technologies, as well as a different legal framework that determines their use.
• 3. The breakdown of information connections between the selected classes of information resources creates gaps in information processes and technologies. This, in turn, leads to a loss of integrity in the perception of the surrounding reality, a sharp decrease in the quality of information and effectiveness in making information decisions.
• 4. Prerequisites for irretrievable loss are created vital information, which cannot be meaningfully comprehended only on the basis of documentary information resources. Taking into account only documentary information resources can lead to a complete loss of specific problematic information.
• 5. Violation of the integrity of understanding information resources creates preconditions for a violation of information security.

Considering that the proposed approach to defining information resources differs significantly from the definition adopted in legislation, the following is a list of precedents that indicate the incompleteness of the legislative definition, in which information resources are reduced to documentary information resources:

• 1. In criminal practice:
• 1.1. The case is accompanied by “material evidence”, without them there is no case (burglary tools, murder weapon and/or its elements (cases, bullets, ropes, etc.)). “Evidence” (or part of it) is kept “in the case.”
• 1.2. Special collections are being formed from the weapons involved in the crime:
  • creation of collections of weapons to identify the type of weapon by ammunition;
  • collections of cartridge cases (“case collections”) and used bullets to track the movement of “barrels” in crimes.
• 2. In examination, metrology, agriculture:
  • reference samples, reagents, etc.;
  • reference objects (for example, the Kronstadt footstock (“sea level”); Greenwich and Pulkovo meridians, geodetic signs of the reference geodetic network (according to accuracy classes);
  • “producer lines”, elite seed material, etc.;
  • the most powerful instrumental complex of “reference time”, a network of seismic and meteorological stations, control and measuring range complexes.
• 3. Geological exploration reporting materials consist of two parts: the actual descriptive and analytical materials and samples. This class includes meteorite collections and soil samples obtained as a result of planetary research.

Losing samples dramatically reduces the value of reports. The results of different parties conducting research may become incomparable. The “documentary value” of samples is inexhaustible (with the advent of new research methods, new disclosures of information content occur). For example:

• multiple re-evaluations of Kulik’s expedition materials on the Tunguska meteorite;
• new assessments of the “life on Mars” hypothesis based on the results of analysis of meteorite material.
• 4. Etc.

Determining the list of classes of information resources and more accurately defining the boundaries and parameters of each class depends on the tasks that arise when creating capable national information resources, ensuring the required level of information security and the desired completeness legal support information activities, as well as the achieved level of information resource management.

Let's give brief description each of the listed classes of information resources and their place in the structure of information resources.

• Intergovernmental program of international cooperation in the field of scientific and technical information.