So-called Information Management is a blend of many different factors and fields that need to be re-examined with the aim of being specifically revised where deemed necessary. Let us take things from the beginning. I titled the research work Management and Information because we will take a simple look at all that information which is piled up together with the rest and essentially goes unnoticed by those most directly concerned, in the name of aggregation and analysis by other departments that haven't the slightest idea of the value they are handling. The aggregation and compartmentalization of analyses into groups and phases destroy the conclusions of the analysis itself, which ends up merely as a statistic. The way companies are heading, they need professional statisticians rather than analysts who produce statistics. The value of analysis has an advisory role, not merely that of explaining a statistical table, whatever form it may take today.
Of course, statistics are important for statisticians, although they do not constitute a science from which one can truly benefit, but who defines who should deal with what, so I will not expand further as it would be pointless. The proper presentation of our data here, in the sorting of accurate information, is of critical, if not vital, importance so that it doesn't become a boring window onto the evolution of operations. Proper implementation involves the cooperation of employees and certainly not imposition, but their voluntary participation in something that will make their work easier, each in their own way. Each person will see different benefits, in a manner that is for the most part unique within the overall framework of work.
The operation of the corporate enterprise will also be presented in depth so that it becomes clear to everyone which sectors it operates in, where it generates profit and how the evolution and volume of information have affected operating costs and efficiency. The main objective of the research is to identify all of the above in the present day and to find ways to reduce costs and increase efficiency without undermining the stability of the business and its cooperation with third parties.
It will also provide a clearer overall picture of how things are going and will make it easier for someone who temporarily takes over another position to understand it better. The implementation of this “measure” will also demonstrate the level of trust and confidentiality based on the results, always within a general framework.
Absolute obscurity for the theoretical visitor is the same as for a long-standing manager of a department or an entire group who looks at nothing but their own advancement to higher levels. The theoretical visitor knows no one, doesn't understand how the work functions as a process toward achieving a common goal for which people are paid and also doesn't know the daily routine of each person in order to see how resources are consumed, resources that are meant to be consumed. And after all, what will a manager who struggles for an incomprehensible personal advancement know better? Will they not know their job very well and how to press the right buttons to rise in the eyes of the hierarchy, constantly looking for ways to do so even better? How foolish this truly is.
Yet it is true that a manager needs to find a way not to become a theoretical visitor, because supposedly they possess, as human beings, these natural qualities: to struggle with their own value, to have knowledge of what is happening within the company and not to forget which elements have real value at the altar of correlation. Ways can be found to facilitate both the operation of the business and the manager’s understanding of operating expenses and the multifaceted nature of work within the company.
An individual’s behavior in certain work-related matters may reflect their confidence, insecurities and trust. All this will not be examined in order to punish those who feel insecure or to exalt those who feel confident for some reason, nor to arbitrarily confront someone and ask why they behave as they do. An employee should feel free to do their work however and whenever they choose. These data should only concern those responsible for reducing consumable expenses and addressing the multifaceted office needs of staff.
Legal Department: A legal affairs department should exist at least as a place for searching legal documents, documents related to agreements, corporate restrictions, usually concerning community directives, whether related to Europe or to other supranational organizations such as NAFTA, the CIS, etc.
Knowledge of legal issues that may arise can help lay the groundwork for avoiding legal misunderstandings and difficult disputes. As with other matters, none has the authority to override the essential interest of the business to generate the turnover it desires. Setting production as a goal entails protecting employees from bad behavior within the company. A toxic environment can again create legal disputes among employees, lead to mass departures, delay production, or cancel contracts with third parties as a result.
The antiwork movement, dissatisfaction in high positions, and reluctance to cooperate on the part of employees or owners are manifestations of the same phenomenon. They cannot be addressed through privileges nor through the neglect of rights granted by labor law (although laws, of course, lose their force when they cause harm). Instead, the essence of the issue, if it is considered an issue, lies in the attitude of the environment surrounding these people during their work.
A good working environment fosters hopes of professional advancement and personal development, even if nothing seems visible on the horizon at the time. An employee who enjoys their time at work will set additional goals, whether related to work or not; nevertheless, they present a positive version of themselves whether they stay or leave after some time. One shouldn't rely on permanent staff once one accepts that those designated as permanent may leave to seek progress. Beyond work, a company must, if not owe it, look at people with reason.
Utilization. This word often frightens people and brings to mind inhumanity and the instrumentalization of human beings as lifeless objects. However, it will never be used below with negative intent. Let us not deceive ourselves: only struggle and conflict will dispel what has today come to distort concepts. This distortion imposes its unholy ways to establish harmful practices, something unacceptable. Therefore, let all toxicity be kept far from the subject I will develop in my own words.
What could be more beneficial than making the utilization of human resources a fundamental element of the existence and operation of a business? Beyond words that become slogans and lose all meaning, we should reflect on the absence of real significance attached to this matter and on the individuals who follow such false tactics. People come to a company to work, and the company needs them to solve problems. Through their work, they can and must become decisive factors in the company’s course. How is this possible today when employees themselves feel anxiety due to the opacity of the so-called career path defined by superiors and know they are considered insignificant cogs, something even their contracts, under the conditions they sign, remind them of? No, employees aren't machines but ants: strong and heroic in uncovering the value of what they work on. Their connection with the company should not be considered conditional or coercive, resembling servitude. If someone responsible for a project wants the best people, they must treat them accordingly, know how to choose them, break injustice and reveal fairness. The responsible person must indeed be responsible and the competent one competent. When we speak of utilizing human resources, we speak of everyone, regardless of hierarchy, because hierarchy has nothing to do with how much or what someone contributes. Otherwise, the company will become yet another sealed kingdom in decline, a decline that is inevitable because it is caused by the company itself. Modern techniques whose only virtue is that they are modern lead to cultism. This concept comes from the recent past and reaches as far as the bloody Second World War and Hitler himself. But let us not dwell on that; they exploited people and considered them animal units in a pen. What feels right in our hearts is what is right, without question.
Improving conditions is often pushed aside. Those at the top of every hierarchy don't realize how important this is. Its importance lies in the time employees devote to carrying out their professional duties. It is natural that the better they spend their time, the better the results will be, especially in terms of quality and how irrational it is to be indifferent to such a serious issue as improvement. Management will always bear historical responsibility for the environment it governs.
How long a person prepares cannot be described. What matters is that they do it voluntarily and wholeheartedly, entering new spaces and new paths. Where has development ever existed without change (reforms)? Do not endure decay and don't confuse yourself any longer.
Don't worry whether this benefits others, because it benefits you. This may seem strange and it shouldn't, but who asks in order to harm and therefore who asks in order to benefit?
A second useful conclusion may be that self-confidence and genuine cooperation will increase, because in practice everyone will know and see that their effort and results are truly recognized and this contributes to the substantive form of meritocracy. Under this perspective, the aforementioned positive elements will be continuously reinforced in the working environment.
The standards being promoted are not so important if we want to speak of a healthy company. A healthy company first and foremost has a healthy working environment of mutual respect. Therefore, something additional that a company can adopt for its working environment is the substantive promotion of each employee’s personal contribution to this endeavor called the company. No, I am not speaking of special sensitivity toward the company or of forced labor. On the contrary, the defined eight-hour workday is the minimum a company can uphold. What I mean is that each person’s unique work cannot be replaced by a standardized function within a typical workflow diagram.