First line manager role and information systems

Abstract

For the last thirty years there have been many changes in how organizations work, due to among other things globalization and information technology. This has changed the way we look at leadership. One effect is that more and more tasks have been devolved to first line managers (FLM). Their most important task is their HR responsibility. It can sometimes be tough to prioritize this part of their responsibilities when some of their more ‘hard’ and visible tasks such as economy or functional activities insist on attention. This study has looked at how information systems can make information more accessible for the first line manager and to help them have a better balance between their different tasks. This was done as a case study with elements of Soft Systems Methodology (SSM) and included semi-structured interviews with FLMs and other stakeholders in the organization around them. First the FLM role was examined to see what it looks like today, then how the information systems work today, and finally what can be done to improve the use of the information systems. It was found that the problems facing the FLMs when it came to information systems were large amounts of information spread out at different places, many tools or applications to use, and these were often used in a less than efficient way. The implications here are that it is important how to structure and make available all this information for easy access; the question if there can be too many applications so that they are no longer effective but become a hindrance; and that basic education in the systems followed by continuous follow-ups to learn to use the application in a more efficient way is needed.