The ability to manipulate and make information available is a hallmark of the most advanced companies. Management systems – economic, quality, environmental and others – are more effective if they are supported by objective elements to identify economic and other parameters of business processes. However, the ability to adequately manage information flows requires a number of interventions both at the technological level, and at the organizational and procedural level.
Technological infrastructures, to one degree or another, present in all companies, are the most convenient tool for recording and viewing company data. In fact, the availability of various additional information systems is practically guaranteed, each of which is designed to support specific processes, as well as PCs with which personnel interact with information systems and networks of relationships.
However, the presence of technological systems capable of accumulating data should be accompanied by a system for processing and disseminating information. Such a system will make extensive use of business intelligence systems, which by their nature are extremely adaptable to various corporate technological configurations of “source systems”, even if there may be intermediate processes with partially manual processing.
The need for accurate planning of information flows is obvious from both a technological and organizational point of view. Integrated corporate governance requires constant comparison with indicators that measure its operational effectiveness, and therefore, company functions must have official and updated data related to their competence processes in order to be able to properly exercise their own control over the role and timely activation any corrective action. Next, an in-depth analysis of the convenience of maintaining a controlled and proven system of information flows for company management will be given.
Business management saw the expansion of the effective use of corporate data flows as support for senior management in decision-making processes. Technological tools, currently available in almost all business areas, allow you to manage information flows without excessive direct involvement of personnel, as well as carry out constant and detailed monitoring of processes. The improvement of the information management process in the company was historically caused by the need to control economic parameters, and this requirement was met with the adoption of specific information systems. The basic process is represented by the analysis and planning process, which ends with the determination of the annual budget; This process is carried out to check, adapt and plan the economic stability of the company, and the company’s management, of course, pays considerable attention to this.
Maintaining constant control over the economic data of the company is the minimum prerequisite for planning profitability in terms of the balance of income and expenses. The restrictions imposed by tax legislation on administrative and personnel management processes have made the spread of integrated IT systems for managing all corporate economic flows even more convenient. Thus, these systems became the initial core of the information systems of most companies and contributed to the activation of the technological infrastructure, in which additional communications and data circulate; Initially, a PC and a server, then local area networks, geographic networks, and connection tools. These infrastructures, in addition to guaranteeing economic processing, have become a substrate conducive to free forms and structured corporate communication processes that have expanded the company’s internal and external communication skills. The use of information systems has expanded and now goes beyond the boundaries of administrative departments, including functions that are used in sales, production and internal analysis.
Internal auditing software application. Internal control is carried out by people: it consists not only of manuals and documents, but by people at all hierarchical levels of the organization. It is corporate governance that defines the goals of the company and activates control mechanisms. Internal control affects the actions of people and allows you to measure the results of the company and measure the level of achievement of your goals. Management and the Board of Directors can expect reasonable protection from an internal control system, but not absolute security. Even if well-designed and well-functioning internal controls should not be interpreted as confidence in success. Mistakes are made in corporate life, estimates are erroneous, and appropriate judgments are formulated.