Differentiating Centralization and Coordination in National Intelligence after 9/11

2019 ◽  
pp. 149-170
Author(s):  
Alejandro E. Camacho ◽  
Robert L. Glicksman

This chapter uses legislative changes in the structure of federal intelligence information management in the wake of 9/11 to explore problems that arise from the failure to distinguish the centralization/decentralization and coordination/independence dimensions of regulatory authority. According to the 9/11 Commission, created to investigate the intelligence community's inability to thwart the terrorist attacks, the failure of agencies such as the FBI and the CIA to share information with each other, attributable largely to a lack of coordinated information management, was a major contributing factor. The chapter contends that Congress and the 9/11 Commission's report-on which the former relied in 2004 in enacting the most comprehensive structural reform of the intelligence community in fifty years-erred by seeking to address coordination failures by centralizing aspects of the intelligence community through the creation of the Office of the Director of National Intelligence. In addition, neither Congress nor the Commission distinguished clearly among three different information management functions-generation, dissemination, and analysis-in assessing past intelligence failures or selecting reorganizational responses to them. The chapter then uses the intelligence information management context to explore the policy tradeoffs of situating authority along both the centralization/decentralization and coordination/independence dimensions for each information management function.

2010 ◽  
Vol 13 (4) ◽  
pp. 447-463 ◽  
Author(s):  
Sandra Perks

South African entrepreneurs have a poor skills record, which often leads to business failure. To effectively manage a spaza shop requires applying management functions and some management skills. The implementation of simple systems can assist spaza shop owners to manage their businesses more successfully and even grow. A quantitative study was done, by interviewing sixty spaza shop owners in the township. The empirical results identified the gaps in the management abilities of spaza shop owners in terms of the eight management functions and show that the purchasing, financial and information management function is the most neglected. Guidelines on how each of the functions could or should be applied are given. This research clearly indicates that spaza shops can assist in economic growth and relieve unemployment in the country.


Author(s):  
‏​‏​‏​​‏​‏​​‏​‏​‏​‏​‏​‏ Tayseer Ali Khalaf Al Momani

- This research is conducted to identify the measurement of planning budgets and their impact on management function and performance measurement in banks, as well as their impact on various management functions, including long-term planning, with performance measurement. The study found that there is an effect on the use of planning budgets in Jordanian commercial banks by increasing the administrative efficiency and achieving the competitiveness of the bank. The planning budgets contribute to the interpretation of the budget of the bank. Strategic plans, optimal utilization of resources, increased profitability and long-term planning. Budgets reflected the future plans of the banks' general budgets and contributed to timely management decisions. There is also an impact on the process of performance measurement as the budget is a general tool for improving the efficiency of management. It also reflects the expectations of senior management and management control. The bank, which found a contribution in interpreting deviations, has a role in supervising the performance of employees.


2011 ◽  
pp. 1422-1428
Author(s):  
Katy Campbell

Many functional definitions emphasize a portal as an integrated system providing a gateway to organized data (c.f., Batson, 2000; Copeland, 2001; Eisler, 2001; Looney & Lyman, 2000). However, a learning portal may go beyond the information management function to provide important mechanisms for reaching out to new populations of learners and engaging them in new ways to facilitate learning and development. Beyond serving as a gateway and an organizer, a portal can provide access to a broader range of contemporary information and learning resources (experts, teachers, researchers, mentors), encourage enriched interaction with those resources and with other learners anywhere in the world, and support new models of teaching, learning and research. Ultimately, a collaborative, community-based process of designing and implementing a portal may support institutions in reorienting towards a user-centered learning community.


Author(s):  
Katy Campbell

Many functional definitions emphasize a portal as an integrated system providing a gateway to organized data (c.f., Batson, 2000; Copeland, 2001; Eisler, 2001; Looney & Lyman, 2000). However, a learning portal may go beyond the information management function to provide important mechanisms for reaching out to new populations of learners and engaging them in new ways to facilitate learning and development. Beyond serving as a gateway and an organizer, a portal can provide access to a broader range of contemporary information and learning resources (experts, teachers, researchers, mentors), encourage enriched interaction with those resources and with other learners anywhere in the world, and support new models of teaching, learning and research. Ultimately, a collaborative, community-based process of designing and implementing a portal may support institutions in reorienting towards a user-centered learning community.


Author(s):  
Bruce Rocheleau

This chapter provides examples of the politics of managing information in public organizations by studying both its internal and external aspects. Within the organization, politics is involved in structuring decision making, struggles over purchases of hardware and software, interdepartmental sharing of information, and the flow of communications such as e-mail among employees. The chapter analyzes examples of each of these internal aspects of politics. The chapter also discusses evidence concerning whether political appointees or career administrators are more effective as information managers. Externally, the chapter discusses how information management has been used to attempt to achieve greater political accountability through e-reporting and examples of cases where purchasing problems spill over into the realm of external politics such as through attempts to privatize governmental information management function. Certain topics such as municipal broadband systems and information management disasters are highly likely to involve information managers in politics. The attempts to use governmental Web sites as mechanisms to achieve e-governance and greater citizen participation in the political process also make it impossible for information managers to insulate themselves against politics.


Author(s):  
William Hutchinson ◽  
Matthew Warren

Decisions are based on information. The decision maker naturally assumes that it reflects reality. Yet data, which is used to create information, is easily manipulated, and the context can be changed to influence knowledge derived from the situation. The use of deception is not new, but the advent of electronic information systems has made its potential more pervasive. This paper investigates the dilemma the information management function faces in ensuring the integrity of the data supplied, the information derived, and the knowledge created from their systems.


1999 ◽  
Vol 24 (3) ◽  
pp. 38-41
Author(s):  
Maureen Flynn-Burhoe

Western thinking, which is predominantly linear and analytical, does not adequately give access to the complexities of Inuit visual culture. However hypertext offers new possibilities for information management, and the aboriginal communities are using it creatively to share information, as for example in the Internet record of the development of Canada’s newest territory, Nunavut. This article examines how and why interactive multimedia were the means chosen to develop a master’s thesis on the Inuit artist Jessie Oonark.


2018 ◽  
Vol 2 (2) ◽  
pp. 87
Author(s):  
Eldi Kustian ◽  
Omon Abdurakhman ◽  
Willis Firmansyah

Penelitian ini bertujuan untuk menggambarkan dan mengetahui penerapan strategi pemasaran jasa pendidikan melalui fungsi manajemen dan teori bauran pemasaran di MA Daarul Uluum Bantar Kemang dan menemukan Faktor pendukung dan penghambat yang ada di MA Daarul Uluum dalam pemasaran jasa pendidikan. Metode yang digunakan dalam penelitian ini adalah metode studi kasus dengan pendekatan kualitatif,  adapun teknik pengumpulan data yaitu dengan observasi., wawancara, dan studi dokumentasi. Untuk observasi dilakukan dengan pengamatan terkait kegiatan strategi pemasaran jasa pendidikan dalam meningkatkan jumlah siswa baru. Pihak yang di wawancarai adalah kepala sekolah, wakil kepala sekolah bidang kemahasiswaan, kepala tata usaha, ketua PAPENSIBA, guru, siswa, dan wali siswa. Studi dokumentasi dilakukan dengan pengambilan gambar secara langsung dan meminta dokumen-dokumen atau berkas-berkas yang terkait dengan pemasaran jasa pendidikan kepada staf tata usaha. Hasil penelitian ini menunjukan bahwa: Pertama, strategi pemasaran jasa pendidikan untuk meningkatkan kuantitas siswa di MA Daarul Uluum Bantar Kemang dengan menggunakan fungsi manajemen itu ada empat tahapan. (1) tahap perencanaan yaitu; melakukan segmentasi pasar, penentuan target pasar, dan menentukan target pasar. (2) tahapan pengorganisasian yaitu; membentuk panitia penerimaan siswa baru (PAPENSIBA). (3) tahapan pelaksanaan yaitu; pemasaran secara langsung dan pemasaran secara tidak langsung. (4) evaluasi yaitu; waktu pelaksanaan evaluasi yaitu setiap tahun sekali. Kedua , implementasi strategi pemasaran jasa pendidikan di MA Daarul Uluum Bantar Kemang untuk meningkatkan kuantitas siswa melalui bauran pemasaran yaitu; produk, tempat, harga, promosi, people, pysical evidence, dan prosesyang dimiliki oleh MA Daarul Uluum cukup berhasil untuk meningkatkan jumlah animo pendaftar peserta didik di setiap tahunnya. Ketiga,Faktor pendukung dalam strategi pemasaran jasa pendidikan di MA Daarul Uluum yaitu, tenaga yang berkualitas, letak sekolah yang geografis, memiliki banyak kegiatan ektrakulikuler, langsung berada dibawah naungan Yayasan Daarul Uluum, dan anggaran pembiyaiaan sekolah yang terjangkau oleh kalangan manapun. Keempat, Faktor penghambat dalam strategi pemasaran jasa pendidikan di MA Daarul Uluum bantar Kemang yaitu; persaingan antar lembaga yang semakin ketat, belum adanya tenaga ahli dibidang pemasaran, parkiran kendaraan yang terbatas, kurangnya lahan untuk olahraga, kurang luasnya tanah yang dimiliki oleh sekolah, dan sering terjadi keluar masuknya siswa-siswi MA Daaarul Uluum Bantar Kemang.Kata kunci: jasa pendidikan, pemasaran, strategi.MARKETING STRATEGY OF EDUCATION SERVICES IN INCREASING THE QUANTITY OF STUDENTSAbstractThis research aims to describe and to know the application of marketing strategy of educational services through the management functions and trought the theory og marketing mix in MA Daarul Uluum Bantar Kemang and find the factor endowments and a barrier that exists in MA Daarul Uluum in the marketing of educational services. The methods used in this research in descriptive qulitative approch, data collection techques, namely as for observation, interview, and documentation study. For observations done with the related observations of the activities of the marketing strategy of of educational services in increasing the number of new students. Parties in the interview is the principal, vice principal, administrative head, chairman of PAPENSIBA, theachers, students, and the student trustee. The study documentation is carried out by shooting directly and ask for documents or files which related to the marketing of educational service to the staff of TU. The result of this research show that: first, the marketing strategy of educational services to increase the quantity of students in the MA Daarul Uluum Bantar Kemang using management function that there are four stages. (1) the palnning stages namely; do segmentasi the market, and determining the target market, and determine the target market. (2) organizing stages namely; forming new student admission committee ( PAPENSIBA). (3) the stages of implementation, namely; marketing directly and indirectly. (4) the evaluation, namely; the time of implementation of the evaluation every year. Second, the implementation of the marketing strategy of educational services in MA Daarul Uluum Bantar Kemang to increase the quantity of students trough marketing mix namely; product, place, price, promotion, people, pysical evidence and processowned by MA Daarul Uluum quite management to increase the number of animo registrant learners every year. Third, the supporting factors in the marketing starategy of educational services in MA Daarul Uluum Bantar Kemang namely, the qualified educators, the geographical location of the school, are home to many activities of ektrakulikuler, directly under the auspices of the Foundation Daarul Uluum, and budgeting affordable school bugget by any other circles. Fourt, an inhibitor of factor in the marketing strategy of educational services in MA Daarul Uluum Bantar Kemang namely; the rivalry between instutions that increasingly tight, yet there are experts in the field of marketing, a very limited vehicle parking, lack of land owned by the school, and the students in out MA Daarul Uluum Bantar kemang


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