Strategic information

For this subject we have to make an essay concerning of what is the basis of strategic information, also a relation between this information and the management or planning.

Information has emerged as an agent of integration and the enabler of new competitiveness for today’s enterprise in the global marketplace. However, has the paradigm of strategic planning changed sufficiently to supportthe new role of information systems and technology? An integration of planning with development and management through enterprise information resources - which capture and characterize the enterprise – will shorten the response cycle and even allow for economic evaluation of information system investment.

Strategic systems are information systems that are developed in response to corporatebusiness initiative. They are intended to give competitive advantage to the organization. They may deliver a product or service that is at a lower cost, that is differentiated, that focuses on a particular market segment, or is innovative.

Since the beginning we may always ask what strategic information management is and why is it important in organization?

Strategic management is the art andscience of formulating, implementing and evaluating cross-functional decisions that will enable an organization to achieve its objectives.
It is the process of specifying the organization’s objectives, developing policies and plans to achieve these objectives, and allocating resources to implement the policies and plans to achieve the organization's objectives. Strategic management, therefore,combines the activities of the various functional areas of a business to achieve organizational objectives. It is the highest level of managerial activity, usually formulated by the board of directors and performed by the organization's chief executive officer (CEO) and executive team.
Strategic management provides overall direction to the enterprise and is closely related to the field oforganizational studies.
Every management system, for different their characteristics are or social function, consists of a set of complex functions in its conformation and performance. For Newman (1968): "The leadership has been defined as the guide, conduct and controls the efforts of a group of individuals toward a common goal."
The job of any manager can be divided into the following functions:1. Planning: determining what to do.
2. Organize: grouping the activities required to develop plans in units directives and define relationships between executives and employees in such operating units.
3. Coordinate resources: to obtain, for use in the organization, executive staff, capital, credit and other information necessary to conduct the programs.
4. Direct: issuinginstructions. It includes the vital point of the programs to assign responsibility for carrying them out and also daily relations between superior and subordinates.
5. Controlling: monitoring whether the practical results conform as closely as possible to the programs. It involves standards, know the motivation of staff to reach these standards, compare actual results with the standards and implementcorrective action when reality deviates from the forecast. (Newman, 1968).
Whenever you're in the presence of a management process, these functions must be implied, although the subdivision that is presented is purely analytical and methodological, since they all occur simultaneously in a given period of time, and without complying this default order in which it occurs. At present, this subdivisionis made by planning, organization, direction and control, recognizing that in any of the other, coordination is one of them.
What it is indisputable is that each of these functions plays a specific role within the management process, complementing each other and forming a relationship management system. Despite the role of each, many authors consider the relative importance of planning for...