Information
Information is any entity or form that provides the answer to a question of some kind or resolves uncertainty. It is thus related to data and knowledge, as data represents values attributed to parameters, and knowledge signifies understanding of real things or abstract concepts. As it regards data, the information's existence is not necessarily coupled to an observer (it exists beyond an event horizon, for example), while in the case of knowledge, the information requires a cognitive observer.
Information Science
Information science is a field primarily concerned with the analysis, collection, classification, manipulation, storage, retrieval, movement, dissemination, and protection of information. Practitioners within and outside the field study application and usage of knowledge in organizations along with the interaction between people, organizations, and any existing information systems with the aim of creating, replacing, improving, or understanding information systems. Historically, information science is associated with computer science, library science, and telecommunications. However, information science also incorporates aspects of diverse fields such as archival science, cognitive science, commerce, law, museology, management, mathematics, philosophy, public policy, and social sciences.
Management
Management (or managing) is the administration of an organization, whether it is a business, a not-for-profit organization, or government body. Management includes the activities of setting the strategy of an organization and coordinating the efforts of its employees (or of volunteers) to accomplish its objectives through the application of available resources, such as financial, natural, technological, and human resources. The term "management" may also refer to those people who manage an organization.
Management
Poorly managed corporations, disorganized businesses, and badly led service agencies experience crisis daily and most will eventually fail. In contrast, the danger is to well organized, smooth running institutions that may not recognize a building crisis. Too often, sound organizations rely on their normal modus operandi to pull them through a crisis. It might. But at what cost? And what if it does not pull them through?
Wheeler L. Baker, Crisis Management: A Model for Managers (1993), p. 6