TASK 1

Task 1

Task 1

Introduction

According to experts, specialists and computer company sales force, we are in the middle of a new “Information Age”, one that will transform and transfigure how workers work, how companies vie, perhaps even how thinkers think. Few managers will admit to technophobia; with all the money spent on new equipment, no one wants to be insulated and being lagged behind. Our fascination with technology has made us forget the main purpose of information, which is to inform people. All the computers in the world won't help if users aren't interested in the information generated. (John, 2003, 35-46) All the telecommunications bandwidth won't add a dime of value if employees don't share the information they have with others. Expert systems won't provide useful knowledge if the knowledge changes too fast to maintain or if system designers can't even find experts willing to surrender what they know. Information and knowledge are typically human creations, and we will never be good at managing them unless we give people a primary role. The status quo approach to information management is to invest in new technologies. Instead managers need a holistic perspective, one that can weather sudden business shifts and adapt to ever-changeable social realities. (John, 2003, 35-46)

Modes of Enquiry

Inductive-Consensual

Inductive-Consensual mode of enquiry is an approach that enables us to have an outcome based on a limited set of observations. With these formulated observations, only one conclusion must be considered. In this method, there are three kinds of analysis that may be used: analogous, historical or multiple independently sourced. Herein, the decision maker must first formulate a problem, after which, a set of observations or plausible solutions can be provided. (John, 2003, 35-46)

In decision making process inductive-consensual may be useful in many ways. (Jamshid, 2005, 87-91) One of the optimistic attributes of this mode of enquiry is it enables the decision maker to determine a concise observations relevant to the given situation or problems. With these observations, the management or the decision maker may be able to concentrate on the formulated observations. In addition, by merely evaluating each observation, the decision-maker can easily identify which observation will definitely topped the other. Furthermore, inductive-consensual is also a tool which can easily be used because of its simple approach for decision-making process. With this, the most effective solution or observation can easily be noticed and the management can decide easily.

Although, inductive-consensual has many advantages, there are also some characteristics of this mode of enquiry which can consider as its weakness. Since, the observations are limited only to the decision-maker perceptions; other factors might not be included to be assessed or evaluated. Hence, this can be seen as one of the failure of inductive-consensual approach. In addition, another disadvantage of using this mode of enquiry is that, the decision-maker may have a tendency to choose a certain observation without any justifications. (Jamshid, 2005, 87-91) In this manner, this may result to create bigger and complicated ...