PICT3012 Intelligence Policy

The book Organizational Intelligence, Knowledge and Policy in Government and Industry by Harold L. Wilensky says about the use of intelligence in the organisation and the effect it has on the system of the organisation. The innovations and technologies have been used in the military field for a long time however, people in the non-military field are also using intelligence nowadays widely for better result and from the perspective of the organisations in the fields of politics, international relations and other industries, it is important. According to the leading sociologists, intelligence is not an impossible thing to implement in society, however, it is not a desirable thing for society as it can increase problems among people. The four basic problems in sociology are goal setting, control, innovation and intelligence. These four policies are important for an organisation that wants to use organisational intelligence for more efficiency and better productivity. It is a part of the decision-making process that organisations use. These four processes are interdependent and the organisations need to identify these four factors perfectly to use them in the organisational process.

Organisational intelligence is based on the information that the system collects and uses. In an organisational system, information plays a major role as in this era of technology, without the proper information, the managers cannot communicate properly with the employees and the process is crucial for the success of an organisation. The data flow in the hierarchy of the organisational system is important and the process should be maintained properly so that three factors are served properly in the organisation and these factors are acquiring information, processing information and utilization of information. These three processes are important for organisational intelligence and large enterprises use these processes extensively to increase the intelligence in the system. The military system and the government have used the intelligence process for a long time however the not-military and non-governmental processes have started using the intelligence process very recently and that has produced generally a good result although the leading sociologists have voted against the use of it. Information is important for these processes and the systems are using the processes so that the information can be used in the system of the organisations. Before the technologies came into the scenario, manpower was used for the organisational processes. However, as the technology has seen many innovations, the organisations started using the technology to increase their intelligence system and the manpower lost its place. Although the latest organisational systems are important for the enterprises for the increase in productivity and efficiency, intelligence can be subject to constant maintenance. The chance of gathering, processing, transferring and delivering the information has been increased by this process of intelligence which is supported by the latest innovations in the technological field.

There are four kinds of primary determinants in case of the usage of the manpower and those are the degree of conflict with the external environment, the degree of dependence on internal support, the rationalisation of the external environment and the internal operation and the organisational size and structure. These four aspects provide support to modern-day organisations and enterprises for the production process with the support of the information that the organisations use. The actions that restrain the flow of information creates the need for a contact man who may work for the organisation and the process is important for the large enterprises as nowadays the enterprises depend upon the information about all the aspects that are related to the organisations. Whenever an organisation does not get the chance to use manpower, they opt for intelligence and try to solve the problems by gathering enough information that they get from the external environment. The culture of an organisation specifies how the organisation will operate in order to be successful. It may simply be defined as the culture or values of the organisation. The importance of organisational culture is that it may be used as an effective management tool to shape and enhance the organisation. Once the culture has been established, the management body may utilise it to communicate with the other people related to the organisation and share the organisation's vision which will ensure people about the goal of the organisation.

Organisations should not get into the process of hiring contact men and in order to do that, the organisation should not indulge itself much in the processes that include governments, lawmakers and other such organisational bodies. This may lead to a conflict between the organisation and the outsiders. Therefore, the information that an organisation gathers from the external environment should be kept secret and not disclose to third party contact men as they have an affinity to disclose the information to other people. This internal control of the data is important therefore all the large organisations, whether it is government or private, put enough emphasis on the control of the data that they have. Uneven rationalisation of the social life that is out of the professional life can be useful for the leaders to identify the information that is needed for the support to solve the problems in real-life situations. An organisation with a competency culture is focused on the goals and opportunities of the organisation. They will prosper by being at the top with an exclusive knowledge base. Efficiency, precision, and accomplishment are important to the organisation. These factors can work well with the organisations that implement the intelligence system to gather information and use them. An organisation with a cultivation culture is focused on people and possibilities that can help it with productivity and efficiency. The organisation will be successful if it develops people who share the same goal. The organisation puts a focus on personality and genius as well as the valuable suggestions that come from the other people related to that organisation. Organisations that are based on reality have a collaborative culture. They will be successful if they work along with the people to gather and analyse the information. Affiliation and collaboration are important to the organisation. Individuals with proper knowledge and information in the organisation get a high priority as they provide information that is both accessible and inclusive. An organisation with a collaborative culture can be chaotic in nature however, the policy of gathering the information and applying them in the intelligence system will help the organisations in the market. The intellect and innovation of an organisation are closely connected to its management. Flexibility, accountability, the standards set by individuals in the company, proper feedback and rewards, a clear vision shared by employees, and the level of commitment to the objective are six management variables that affect the culture of an organisation.

When it comes to dealing with information, many businesses encounter four dimensions of issues. This is also known as organisational ignorance. These ignorances are uncertainty, complexity, ambiguity and equivocality. When an organisation lacks sufficient or accurate knowledge, the operational process may become doubtful. In a competitive environment, an organisation may feel unsure about the operations as it lacks sufficient knowledge to predict how competitors would respond. This does not reflect that the situation's background is complicated or ambiguous. Even when the range of alternatives is narrow and straightforward, uncertainty can exist. There are various degrees up to which the organisation may respond such as complete certainty, risk, subjective uncertainty, traditional uncertainty and complete uncertainty. It's possible that an organisation is processing more data than it can handle. Complexity isn't always synonymous with ambiguity or unpredictability. Rather, it may occur when there is too much to comprehend or when the scope is too vast. Interconnected variables, solutions, and strategies exist in organisations with complex issues. Individuals and organisations must work together to solve these issues. It's possible that an organisation doesn't have a conceptual framework for analysing the information that it has gathered from the external environment and internal analysis. If uncertainty implies a lack of answers and complexity signifies the difficulty in locating them, ambiguity denotes a lack of ability to create the proper questions. Increasing the quantity of information available will not resolve ambiguity regarding the information in the system. Resolving ambiguity early than the rival organisations offers an organisation a significant edge since it allows them to make more suitable and strategic decisions and get a better understanding of the situation. There might be conflicting frameworks for understanding a position inside an organization. Multiple perceptions of the field are referred to as equivocal. Each interpretation is clear, yet they differ from one another and maybe independently exclusive and contradictory.

Intelligence provides information in many formats such as questions, insights, hypothesises and evidence, however, they must be relevant to the systematic process of the organisation and the process is important for the maintenance of the social and natural order in the organisational system. Quality information is always preferred in these processes and organisations use this information extensively to get to the point of success.

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