Basic company’s sources and the elements of evalua- tion have a very old history. The usage of information

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Knowledge and information systems

–
fewer costs for education
–
more topical information
–
absorption of information dependent only on a
student
–
the form of information that can be better re-
tained
–
more possibilities to test the knowledge
–
removal of psychical barriers
–
an equal content for all students
–
the higher level of interactivity.
discussion
All managers require quality information to make
their decisions, which should be the most responsible.
however, information without context is of just a little
value. The context is given by a particular content
or question which require an active intervention. Let
us follow for instance a hypermarket. The manager
would like to get the information about the sale of
dairy products last week and about the subsidiaries
that reached 75% of the forecast sale.
The context has three dimensions:
–
theme – the volume of dairy products sale against
the prognosis
–
time – last week
–
space – situation in the czech market, situation
in Europe.
As the example shows, such a manager needs to
have the access to information which helps him to
find the answer for the whole number of continu-
ously changing questions – is the situation caused
by the competition approach, did the changes in
the approach of customers occur, was the change
caused by a price rise? From this example, it is clear
that the manager needs information and knowledge
embedded into proper consequences, and also the
information and knowledge which exceed this area
of consequences. The manager must be able to join
both these areas and find solutions which will keep
a company minimally on its competition level.
getting the approach to information in a proper con-
text is a necessary, however not sufficient, condition
of the real active acting. Managers must be capable
of entering into the interactions with the informa-
tion system, ask new questions and formulate new
hypotheses. it requires creating such an information
strategy, which enables to establish contacts with other
managers, to use other specialist knowledge and to
cooperate with them on the conclusions formulation.
Managers are of a diverse character, they differ from
each other in the access to information, knowledge
formulation and in finding solutions. The systems
supporting managerial decisions usually minimalize
this difference. During the effort to meet the manag-
ers’ demands, other functions are incorporated into
the system, and this system becomes too difficult,
less user friendly, and it does not meet the needs of
managers.
Managers differ in the level of their experience
and knowledge of the subject matter. The managing
of the same module of the information system can
last half a day for one manager and three days for
another one. it is clear that an experienced manager
can be satisfied with the system very much because
the functional spectrum satisfies him. other manager
is not satisfied with the system because he “cannot
find anything” in it. Then it is obvious that informa-
tion systems, which require an active approach of
managers, must count with their different experience
and knowledge.

222
Agric. Econ. – czEch,
54
, 2008 (5): 217–223
if the managers are to create the value, they must be
able to join the dialogue in the context of the particu-
lar event. That of course means that they must have
the access to information and knowledge about the
best and also new practical approaches. The system
should support the context demands for a dialogue.
The demands can be different with various individuals
and they will differ from project to project. Managers
must have access to information on different levels of
details. Various managers in the same organization
will have different information needs. There will be
different needs with the managers who decide about
the investment into the construction of new produc-
tion equipment, and those who ensure daily running
of the production.
however, the support of a general context of an
event has the essential significance. one manager
can devote to different activities in a different period
of time – once to everyday running activity, once to
the optimalization of sources and once to planning.
The system must enable managers the access into
the system according to their roles.
one of the most important activities of every man-
ager is to ask new, unusual questions. however, most
information systems are created in such a way in order
that they could provide the answers for the already
known questions, presented in a standardised form.
if the experience should be in the centre of the man-
ager’s attention, he must be able to understand the
context of events. if the firms want to concentrate
on experience, their information systems must be
focused on the needs of managers and they must
strengthen their personal efficiency, while co-form-
ing the value.
At the end of 2006 and in the first half of 2007, the
examination in a randomly chosen sample of the firms
was carried out. Middle-size firms and large-size
firms were examined. The examination was focused
on finding out in which way the managers of the firms
get the information for managing. The examination
was carried out in 148 firms. The respondents an-
swered the question in what way the managers get
information for the management.
The way of getting information for the management

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