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Bank informacji i algorytmów jako narzędzie wspomagające kadrę kierowniczą kombinatów przemysłowych

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Goepel M., Uniwersytet Karola Marksa w Lipsku
Acta Universitatis Lodziensis. Folia Oeconomica
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1981
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vol. 12
EN
The economic practice of the GDR shows that computer-based information most often find their application in particular branches of tho company's activity. These branch systems cannot satisfy comprehensive demond for information of managerial personnel in industrial plants und combinos. Information services for the managerial personnel can be successfully provided by the bank of information and algorithms since such is the original task of this bank. It should store the information which due to its importance for the managerial staff must be very rapidly prepared as well as the Information which plays a special role in management processes. Specific nature of decision processes at higher levels of management creates a difficulty in exact determination of information requirements as declared by the managerial personnel of those lovels as a basis fox- creation of information resources for the information bank. The author suggests a practical solution of this problem through analysis of information streams and information resources existing already In companies and taking also into consideration experience of other economic units in this area. Next, the author presents 17 information complexes, which should constitute the contens of the information bank. The algorithms bank is to be an instrument making it possible for the managerial personnel to process the information contained in the information bank. In the algorithms bank there are to be collected algorithms in the form of programme units, which can be put together to receive the user's programme. The author lists six group of algorithms which should be included into the bank. The dialogue between the user and the machine is the most recommended way of using the bank of information and algorithms. However duo to the fact that it calls for proper preparation of the user, we cannot treat direct co-operation between the manager and the digital machine as a standard solution, and it must be carried out through a specialized staff unit acting the role of a middleman.
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