Information Management

Information Management

We live in an age where information accumulates all around us in seemingly limitless quantities. As individuals we send or receive emails, text messages, photos and sound bytes on an hour-to-hour basis. As corporations, we cram computer hard drives with statistics, contacts, financial transactions, specifications, technical drawings, instructional materials, and employee and customer data. It's just as well that our technological capability to store information electronically has improved beyond all expectation.

But despite our technological ability to store information there is still so much that simply disappears on a day-to-day basis. Business owners and managers know the cost when an experienced and valuable employee moves on to a new job. It's often a mad scramble to capture their knowledge and organise an information handover to the new employee. As technologically advanced we may be, you cannot just backup the employee's brain to a computer hard drive as they leave. It's likely you'll soon be a victim of a variation of Murphy's Law - the information you most need is the information you don't have!

The continuous cycle of employees joining and leaving, at whatever level, can be a major impediment to organisation learning and the continuous improvement process. Employees are mostly concerned with the here and now rather than leaving trails of information that may benefit their successors. The management of knowledge and information within a business needs a continuous improvement process itself. Although business owners and managers may strive hard to implement, update and ensure the continuity of work systems and processes, there is still a need to foster an organisation culture that promotes the importance of spending time and energy capturing and preserving information and knowledge on a daily basis.

In any work situation, there are always employees that perpetually seek the assistance of colleagues when they need information. They rely on others to be the 'keepers of knowledge'. They are full of praise when the information is forthcoming and they curse 'the system' if information cannot be found. They take little responsibility themselves to contribute to the organisation's efforts in information management, it's someone else's job. At home, they probably have countless thousands of photos, some of them precious, sitting on an aging hard drive that has never been backed up.

Likewise, there are always some employees that seem to be the givers and perpetrators of information. They seem to have an uncanny knack of finding information when asked, or some 6th sense in knowing what information must be kept. But having special powers is not their reality, it's more a case of good habits and an appreciation of the need to spend time on a daily basis collecting, updating and managing information.

The difference between people's inclination to manage information is a consequence of training, life experience and human nature. Some people just don't get the need to do something now if it can be left until tomorrow, or next week. For many people, taking time to store and organise information falls into this category. On any day inside any business, there is likely to be some failure to appropriately store information. While each failure may be relatively insignificant, cumulatively the effect can be considerable, even damaging to the business.

The author is a writer/ developer of online education courses [http://www.coursesonline.com.au] and has recently developed an online course for a Diploma of Project Management.

Article Source: http://EzineArticles.com/expert/Leo_Isaac/1222427

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_(By Leo Isaac).