Harold A. Kurstedt

Developing a set of indicators for measuring information-oriented performance

Abstract Improving the performance of tools people use to manage, for example information systems, requires establishing methods for measuring the performance of those tools. We develop performance measures for one category of management tools, information documents. The concepts of good, bad, and useful information and data are used to build measures for the effectiveness, quality, and productivity of an information document. Application of the measures is illustrated.

The effects of information availability on the group consensus process

Abstract Can a group reach consensus without the right information? To support group interaction, groupware must provide the correct amount and kind of information. This pilot study tests the relationship between information availability and consensus. Availability includes amount of information, as well as the usefulness of information. Does the group have enough information? Does the group have and use the right information? Discovering the information availability/consensus relationship may help decide whether or not consensus is desired under certain information circumstances.

Using control theory to understand management

After characterizing a managers domain of responsibility as levels of endeavors and discussing how action is implemented through guidance to subordinates, the author describes a management system that uses the Management System Model (MSM) derived from management literature. The parallel between the MSM and a control loop is then indicated. The MSM gives the relationships among the human manager, the operation being managed, and the management tools used. The control loop analogy shows similar relationships between the controller, the plant, and the sensors. The control strategy is related to the managers leadership style. The plant dynamics are obtained from human behavior laws derived by the social sciences.<<ETX>>

Automated performance monitoring provides a strategic management tool for crisis management

Abstract Organizational crises ultimately result from an inadequate management process. Dysfunctional reporting mechanisms cause higher management to learn about emerging problems only when they become critical. To strengthen an organizations defenses, I propose adding a graphical framework to the MIS output for strategic-level managers