Question 1

An information management strategy is important to which aspect of managing the information resource:&#10;A) protecting it&#10;B) improving its quality&#10;C) minimising legal liability&#10;D) deriving value from it&#10;E) none of the above

Accepted Answer

protecting it&#10;improving its quality&#10;minimising legal liability&#10;deriving value from it&#10;

Question 2

An information policy is NOT typically aimed at improving:&#10;A) openness of communications within an organization&#10;B) a culture of knowledge sharing&#10;C) opportunities from better usage of information&#10;D) errors from poor quality information&#10;E) the total cost of ownership of hardware

Accepted Answer

An information policy is primarily focused on the management, sharing, and utilization of information within an organization. It aims to enhance communication, foster a culture of knowledge sharing, leverage opportunities through better information use, and reduce errors from poor quality information. The total cost of ownership of hardware, while important in IT management, is not directly targeted by an information policy, which is more concerned with information practices rather than the financial aspects of hardware assets.

Question 3

A key benefit of The Information Management School of information management of Marchand et al. (2002) is:&#10;A) IT is applied to support operational and tactical decision making&#10;B) information is viewed as a strategic resource that requires management&#10;C) recognises the importance of motivating, rewarding and managing staff to promote best practice&#10;D) helps to link individual and business unit performance to company performance&#10;E) none of the above

Accepted Answer

IT is applied to support operational and tactical decision making&#10;

Question 4

A key benefit of The Management Control School of information management of Marchand et al. (2002) is:&#10;A) IT is applied to support operational and tactical decision making&#10;B) information is viewed as a strategic resource that requires management&#10;C) recognises the importance of motivating, rewarding and managing staff to promote best practice&#10;D) helps to link individual and business unit performance to company performance&#10;E) none of the above

Accepted Answer

The answer of A key benefit of The Management Control...

Question 5

A key benefit of The Behaviour and Control School of information management of Marchand et al. (2002) is:&#10;A) IT is applied to support operational and tactical decision making&#10;B) information is viewed as a strategic resource that requires management&#10;C) recognises the importance of motivating, rewarding and managing staff to promote best practice&#10;D) helps to link individual and business unit performance to company performance&#10;E) none of the above

Accepted Answer

The Behaviour and Control School emphasizes the importance of motivating, rewarding, and managing staff to promote best practices, which aligns with choice C.

Question 6

A key benefit of The Information Management School of information management of Marchand et al. (2002) is:&#10;A) IT is applied to support operational and tactical decision making&#10;B) information is viewed as a strategic resource that requires management&#10;C) recognises the importance of motivating, rewarding and managing staff to promote best practice&#10;D) helps to link individual and business unit performance to company performance&#10;E) none of the above

Accepted Answer

The Information Management School of Marchand et al. (2002) emphasizes the strategic role of information in organizations, viewing it as a critical resource that needs to be managed effectively to support business objectives and competitive advantage.

Question 7

The Hawley Committee recommendation that dealt with legal liability was:&#10;A) the identification of information assets&#8230;&#10;B) the proper use of information with applicable legal, regulatory, operational and ethical standards&#8230;&#10;C) the protection of information from theft, loss, unauthorized access and abuse&#10;D) the harnessing of information assets and their proper use for maximum benefit of the organization&#8230;&#10;E) none of the above

Accepted Answer

The Hawley Committee recommendation that dealt with legal liability is the proper use of information with applicable legal, regulatory, operational and ethical standards.

Question 8

The Hawley Committee recommendation that dealt with delivering value from information was:&#10;A) the identification of information assets&#8230;&#10;B) the proper use of information with applicable legal, regulatory, operational and ethical standards&#8230;&#10;C) the protection of information from theft, loss, unauthorized access and abuse&#10;D) the harnessing of information assets and their proper use for maximum benefit of the organization&#8230;&#10;E) none of the above

Accepted Answer

The Hawley Committee's recommendation regarding delivering value from information emphasizes the importance of harnessing information assets and utilizing them properly for the maximum benefit of the organization. This involves identifying valuable information, ensuring its quality, and leveraging it in a way that contributes to the organization's goals and objectives.

Question 9

Which simple framework highlighted the importance of Identification, Ownership, Cost and Value, Development and Exploitation in information resource management?&#10;A) The Willard Model&#10;B) The Orna model&#10;C) The Hawley model&#10;D) The Evernden model&#10;E) None of the above

Accepted Answer

The Willard Model is a simple framework that highlights the importance of Identification, Ownership, Cost and Value, Development and Exploitation in information resource management.

Question 10

Information that is of least strategic value to an organization is:&#10;A) support information&#10;B) strategic information&#10;C) high-potential information&#10;D) key operational information&#10;E) none of the above

Accepted Answer

Support information, while useful for daily operations and support tasks, typically holds the least strategic value compared to information that directly influences strategic decisions, potential growth areas, or key operational processes.

Deck 4: Information Management Strategy