Global Journal of Management and Business Research, A: Administration and Management, Volume 23 Issue 1

The Implementation of an Integrated Information System in the Company: From Option to Obligation for Efficient and Effective Management Maria Silvia Avi Author: Full Professor in Business Administration Management Department- Ca’Foscari Venezia S. Giobbe – Cannaregio, Venezia (Italy). e-mail: avi@unive.it Abstract- Business management requires, irrespective of the company's size, the implementation of an information system that enables managers to implement a decision-making process leading to the maximisation of efficiency and income, financial and production effectiveness. The integrated information system identifies a system in which each part and each accounting item interacts with all the other system cells. This prevents overlaps and gaps that inevitably lead to the construction of unnecessary and costly superstructures or to create a system that does not cover every information need of the company's internal user. The integrated information system overcomes these problems and guarantees disseminating valuable information to the end-user and not overstructured concerning his information needs. Moreover, precisely because of its structure, such a system also prevents parts of these needs from being overlooked or from being filled by communication elements with no real informative substance. 1) The Integrated Information System. Introductory Considerations wrote this article in response to a twofold need expressed by many companies, both large and small. First, in companies, there is often a coexistence of two requirements that can summarise in the terms "simplification" and "exhaustiveness". Business efficiency requires that analysis and management tools do not represent a useless, costly and, consequently, counterproductive superstructure. As they say in the jargon, 'turning over cards' does not mean informing. Creating an extremely complex 'information monster', both to manage and to understand, means causing direct and indirect economic damage to the company. Directly, the damage is measured by quantifying the out-of-pocket costs that must necessarily learn to create and maintain such a structure. Indirect costs, however, are the most insidious and dangerous. Anyone who deals with information knows perfectly well the fundamental principle that too much information leads to disinformation. The same concept can be applied to the issue at hand. Suppose ten elements of knowledge are sufficient to make a decision. In that case, providing the user with 20,000 pieces of information not only does not guarantee a better decision-making process but, on the contrary, probably causes the exact opposite of what is desired. The ten elements 'hidden' in the 20,000 cannot, in all likelihood, be identified in an agile and correct way, with the consequence that the decision will be taken without the necessary information support that, on the contrary, a rigorous selection of the data would have allowed. This principle applies in all situations. In medium-small business structures, the "sorting" element of the information to be produced and supplied is vital because, on the one hand, the direct cost of creating/managing an over-dimensioned system would cause a crash at the economic level and, on the other hand, because, often, the management - overburdened by tasks of various kinds inherent in the fact that, on the other hand, because management - overburdened by multiple tasks related to the fact that, frequently, operating in a medium-small size also means sharing many organisational functions - identifies in principle "little information but good" an inescapable concept so that the company management can be efficient and effective both at economical/income and financial/asset level. In large companies, it is even more important to avoid providing unnecessary and/or oversized information compared to the real needs of individual managers, since the increase in management complexity inevitably implies an increase in the need for knowledge and, consequently, in the information set that company management must receive. The correct management of a very structured collection of information is, in itself, complex. Still, it becomes almost impossible if the data useful for decision-making are included in a structure of aggregates/indices /flows/values that has a lot of irrelevant information. Therefore, the need to have targeted, specific and beneficial information is present both in small and medium-sized enterprises and large companies. The vital need to have only essential information (not accompanied by a series of other communications, which are essentially useless from a decision-making and management point of view) must be combined with I 1 Global Journal of Management and Business Research Volume XXIII Issue I Version I Year 2023 ( ) A © 2023 Global Journals