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

company management the desired direction. It is advisable to carry out this temporal analysis of the final data only on the overall financial reporting values and quotients/flows concerning the company. Comparing individual costs and revenues and their components in the inter- temporal analysis of actual values does not make much sense unless the planning phase is absent in small and medium-sized companies. In such a case, the comparison of data determined at the end of administrative periods is the only instrument for in-depth management analysis. Only in this hypothesis, the splitting, as far as possible in the absence of planning, of costs and revenues with consequent analysis of the individual variations can be considered valid. 2) Analysis of the Income and Financial Situation from which the Company is Starting Out: Preparation of Final Financial Reporting Values The macro and micro structuring and subsequent implementation of an information system adapted to the needs of individual companies require the clarification of some banal considerations which, in reality, represent the sine qua non-conditions so that the in-depth analysis of the company situation is not redundant or, on the contrary, too synthetic/simplified. Very often, one reads studies with rather extravagant names which aim, according to them, to develop innovative research in the field of profitability/financial analysis. The innovation of tools for in-depth analysis of the company's income and financial situation must, of necessity, be the subject of continuous development and improvement. In our opinion, however, very often, this constant optimisation passes through simple and, apparently, banal considerations that only pure marketing necessities transform into 'remarkable changes to what already exists. Logic, combined with simplicity, and associated, on the one hand, with crystal-clear clarity of the results to be achieved and, on the other, with perfect knowledge of the accounting tool to be studied, leads to excellent results without having to resort to an exhausting search for new "names" to give to agencies which, when seen in reality, represent only the "traditional" cleverly disguised as an "innovative tool that guarantees results never achieved before". The manager needs tools to understand the company's income and financial situation. This must be achieved, for apparent reasons, efficiently and effectively, i.e. by minimising costs and maximising the results/benefits obtained from the analysis. The analysis, seen in these terms, is deepened as if it represented, for example, the goal of production/sales by the company. Every manager understands that the company aims to maximise income from the business in the long term. If a company produces chocolates, everyone believes that the product should be manufactured and marketed in the quest to minimise costs and maximise results (economic, financial and market). An analysis scheme can be defined as "integrated" when it forms a whole system. In this regard, it should be remembered that the concept of a system is based on the interrelation of several elements. Only in the presence of this interconnection is it possible to speak of an analysis system. The system will have a further connotation of "integration" when, in addition to the existence of a correlation expressible in substantial terms, an interconnection of a "terminological" nature can also be identified among the various elements. In order to provide a complete, exhaustive and, above all, comprehensible picture of the company's situation, there must, therefore, be a real conceptual integration at the level of substance and form. From a substantive point of view, integration must be developed because only in the presence of such a characteristic can the conceptual scheme of analysis cover every area that requires further investigation. Formal integration is indispensable if the results of the study are to be understood and communicated effectively. The use, for example, of the same terms identifying similar concepts appears to be an indispensable element if the analysis is to be understandable to all those for whom it is intended. Using different words to identify other ideas is equally crucial for the correct understanding of the results obtained from the analysis of accounting data. Integration, therefore, means the construction of a unitary scheme that permeates each step of the analysis. As is well known, the analysis of management data, both actual and planned, uses a set of indispensable tools: financial/asset and income indicators, re-grouping of financial statements, The Implementation of an Integrated Information System in the Company: From Option to Obligation for Efficient and Effective Management 4 Global Journal of Management and Business Research Volume XXIII Issue I Version I Year 2023 ( ) A © 2023 Global Journals The writer is perplexed by applications/studies /analyses that, with often foreign terms, strike the imagination of the reader/manager by hypothesising excellent results in terms of information. The analysis of accounting data should be 'treated as if it were a company product. The maximisation of the gap between costs, direct and indirect, incurred to implement/use the information system and the advantages/results obtained as a result of the latter's implementation must be a vital objective of those who are about to implement an analysis /programming system. To maximise financial reporting data's communicative and informative effective- ness, companies must adopt an integrated analysis system.