...INFORMATION SCIENCE BLIS 304: BUSINESS INFORMATION SERVICES DATE: Thursday 13th March 2008 TIME: 10.30 a.m. – 12.30 p.m. ------------------------------------------------------------------------------------------------------- INSTRUCTIONS: Answer three questions only. 1. Your have been asked to establish an information resource centre for a business organization. Discuss the steps you will undertake to realize this task. 2. I n what ways can a business information service promote the use of its resources? 3. Explain five advantages of ICT applications in business information services. 4. Discuss any seven challenges of providing on-line information services in a business organization. 5. How can a business information service safeguard its information resources? 1. Why is business information a key asset in the production process in a business organisation? 2. How can a business enterprise like Brookside milk industry identify its business information needs and sources? 3. How can well managed informal sector ‘Jua Kali’ information improve the future productivity of this sector in Kenya. 4. Identify five challenges facing the Tourism industry and explain how relevant information can help in addressing the challenges. 5. What meas1. Discuss the type and sources of business information needed by an investor in Tourism Industry in Kenya. 2. How can the business information generated by the information...
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...and Management Professor Hibschweiler Semester: Spring 2013 Office: 362 Jacobs Office telephone: 645-3911 Class Sessions: S2T T/Th 9:30 – 10:50 Jacobs 122 S3T T/Th 11 – 12:20 Jacobs 320 Office Hours: Mondays/Wednesdays 10:30 – 12:00 and by appointment. E-mail: ah33@buffalo.edu INTRODUCTION: This course focuses on the regulatory and policy implications of the interaction between government and private business entities, including corporations, partnerships and other business forms. The class is designed to help students understand the legal environment in which business organizations operate. It also will examine the role of ethics in business decision-making and the distinction between ethical and legal constraints. The course will include a discussion of contract law and also specific legislation affecting business and management, including securities regulation and the Sarbanes-Oxley legislation of 2002. Additionally, it will consider other methods by which government regulates business or affects business policy decisions, including by operation of the legal system. REQUIRED TEXT: Beatty, Samuelson, Jennings Legal Environment - University at Buffalo (Cengage Learning 2010). SUPPLEMENTARY MATERIALS: Students will be expected to be conversant on current events germane to topics discussed in this course. It is RECOMMENDED that students subscribe to or regularly read the Wall Street Journal. Material for this class, including assignments...
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...Defining the Business Environment - A Thorough Analysis of External and Internal Environment! Successful Business Planning Defining the Business Environment - A Thorough Analysis of External and Internal Environment! Defining the Business Environment - A Thorough Analysis of External and Internal Environment! Successful Business Planning To succeed in business, you need a persuasive and strategic marketing plan. Find out how you can develop a Marketing and Sales Plan that drives sales and generates your business the profit it deserves. Click here Business firms wishing to adopt an open system of management approach, find it difficult to define the business environment. The management has to limit its consideration of the environment, only to those aspects of the outside world which are of major importance to the success of an organization. The concept of business environment is too broad and it would be hopelessly confusing to consider each and every aspect in it. Customers, competitors, government units, suppliers, financial institutions and labor pool are part and parcel of the external environment, and available resources, be it physical or human, behavior, synergy, strengths and weaknesses and distinctive competence determine the nature of the internal environment of a business firm. Defining the Business Environment - A Thorough Analysis of External and Internal Environment! Successful Business Planning Further, you can divide the business environment...
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...Term Project – IT Governance Overall Scope: You are required to study of IT Governance in a business organization of your choice as per the Weill-Ross framework, develop of the Governance Arrangement Matrix (GAM) of the organization, and comment on the effectiveness of the Governance Mechanisms. Deliverables: Write-up and presentation Specific deliverables/guidelines: In line with the above, the following may be the specific contents of your findings/write-ups as well as the presentation. But then, these are indicative. You are free to decide to add any more relevant information. 1. Intro to the Company and Business Principles (Vision statement, broad enterprise level functions and unit level functions of the organization etc) 2. Role of IT in the organization & the IT Principles 3. The IT Governance Arrangements Matrix (sample shown below) 4. Various governance mechanisms implemented (enterprise wide and in the units) along with the advantages and disadvantages 5. Suggested IT Governance improvement needs IT Decision | IT Principles | IT Arch | IT Infra | Business Need | IT Investment | Archetype | Input | Decision | Input | Decision | Input | Decision | Input | Decision | Input | Decision | Biz Monarchy | | | | | | | | | | √ | IT Monarchy | | | | √ | | | | | | | Feudal | | | | | | | | | | | Federal | √ | | | | √ | | √ | | √ | | IT Duopoly | | √ | √ | | | √ | | √ | |...
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...verall gy g g corporate strategy and business strategies. A good IT Strategy requires a good understanding of the business, business p plan and goals, also an understnading of how changes are likely to impact the g g g y p business. It serves as a framework to meet business goals. IT Strategy determines what new systems are needed, or how the existing systems can be used to achieve these goals. y g IT Strategy is an iterative process. IT Strategy can be driven by the business strategy and also used vice versa to drive the business strategy. drive the business strategy Steps to Developing an IT Strategy Understanding your Business (what you do and who are your clients) 2. Defining Business Strategy based on Organization s 2 Defining Business Strategy based on Organization’s mission statement & objectives 3 3. Identifying what or how Technology can support & add y g gy pp value to the Business Strategy 4. Defining and Aligning an IT Strategy with the Business Strategy St t 1. Point #1: Understanding your Business Understanding your business, includes identifying the following: Products and service offerings Position in the market & competitors Key customers Current level of service and cost Critical information to the organization, how is it used, stored and distributed Areas of weaknesses, strengths, opportunities and threats What are the next period’s goals Point #2: Identifying Business Objectives Business objectives can be set as single mission statement or set ...
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...TRUE/FALSE 1. People view quality subjectively and in relation to differing criteria based on their individual roles in the production-marketing value chain. ANS: T PTS: 1 DIF: Difficulty: Easy NAT: BUSPROG: Analytic TOP: A-head: Defining Quality KEY: Bloom's: Knowledge 2. The transcendent definition of quality provides a means by which quality can be measured or assessed as a basis for practical business decisions. ANS: F PTS: 1 DIF: Difficulty: Moderate NAT: BUSPROG: Analytic TOP: A-head: Defining Quality KEY: Bloom's: Comprehension 3. According to the product perspective of quality, larger number of product attributes are equivalent to higher quality. ANS: T PTS: 1 DIF: Difficulty: Easy NAT: BUSPROG: Analytic TOP: A-head: Defining Quality KEY: Bloom's: Knowledge 4. The user perspective of quality judges a product based on how well the product performs its intended function. ANS: T PTS: 1 DIF: Difficulty: Easy NAT: BUSPROG: Analytic TOP: A-head: Defining Quality KEY: Bloom's: Knowledge 5. According to the manufacturing perspective of quality, quality is based on the relationship of product benefits to price ANS: F PTS: 1 DIF: Difficulty: Moderate NAT: BUSPROG: Analytic TOP: A-head: Defining Quality KEY: Bloom's: Comprehension 6. Inspection was the primary means of quality control during the first half of the twentieth century. ANS: T PTS: 1 DIF: Difficulty: Easy NAT: BUSPROG: Analytic TOP: A-head: History of Quality...
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...Milkovich−Newman: Compensation, Eighth Edition II. External Competitiveness: Determining the Pay Level 7. Defining Competitiveness © The McGraw−Hill Companies, 2004 Chapter Seven Defining Competitiveness Chapter Outline Compensation Strategy: External Competitiveness Control Costs Attract and Retain Employees What Shapes External Competitiveness? Labor Market Factors How Labor Markets Work Labor Demand Marginal Product Marginal Revenue Labor Supply Modifications to the Demand Side Compensating Differentials Efficiency Wage Signaling Modifications to the Supply Side Reservation Wage Human Capital Product Market Factors and Ability to Pay A Dose of Reality: What Managers Say More Reality: Splintering Supply of Labor Organization Factors Industry Employer Size People’s Preferences Organization Strategy Relevant Markets Defining the Relevant Market Competitive Pay Policy Alternatives Pay with Competition (Match) Lead Policy Lag Policy Flexible Policies Pitfalls of Pies Consequences of Pay-Level and Mix Decisions Efficiency Fairness Compliance Your Turn: Sled Dog Software Your Turn: Managing a Low-Wage, Low-Skill Work Force January is always a good month for travel agents in Ithaca, New York. In addition to the permanent population eager to flee Ithaca’s leaden skies (our computer has a screen saver whose color is titled “Ithaca”; it consists of 256 shades of gray), graduating students from Ithaca’s two colleges are traveling to job interviews with employers across the country—...
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...attempts to define SHRD followed somewhat later. Rothwell and Kazanas (1989) applied the generic process of strategic business planning to the management of the HRD function. Obtaining strategic value in an organization can give that organization a competitive advantage. Strategic human resource development (SHRD) is a practice that provides learning experiences. These experiences come from knowledge, skills and abilities. SHRD “synchronize management development with an organization’s strategic plans in order to improve the supply of leaders” (Clardy, 2008). Garavan (1991) defined SHRD using nine functional and structural characteristics such as “integrating HRD with an organization’s mission; top management support; environmental scanning; business plans; live manager involvement in HRD activities; complementary HRM practices; a proactive trainer role; matching culture to strategy; and emphasis on evaluation” (Clardy, 2008). The practice gives managers a vital look at strategic plan in a learning environment. Considering the study by Mc Cracken and Wallace (2000): using the nine criteria, they collected survey data from senior HRD officials in 86 Scottish firms, finding that virtually all self-reported having a strategic HRD function. Yet more in-depth interview data did not support that self-assessment. At best, the checklist approach to defining SHRD was not reliable across different data-collection techniques. Gilley and Maycunich (1998) expanded the scope...
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...BS2232 Business Policy Session 1 – Introduction to Business Policy and Strategic Management Dr. Carola Wolf Term 1, 2012/2013 Business Policy and Strategic Management Business policy is the study of the roles and responsibilities of managers at all levels of the organization (top, middle, lower level management), the significant issues affecting organizational success and the decisions affecting organization in long-run. Business Policy demands a broadened understanding of how competition, world economies, politics, and social trends effect organizational effectiveness. Strategic Management includes a set of managerial decisions and actions that determines the long-run performance of a corporation. Including activities of internal and external environment scanning, strategy formulation, strategy implementation and evaluation and control The Relation Between Business Policy & Strategic Management Issues of Business Policy provide a frame for strategic decision making and strategy implementation, guiding managers and employees in their daily actions to act in the interest of the strategy defined by an organization and help organizing organizations in a way to support the strategy (e.g. choice of organizational structure, issues of corporate governance, organization of human resources, leadership etc.) In our course, we integrate both aspects – Business Policy and Strategic Management – to gain a better understanding of how both areas complement each...
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...information and processes will be aimed toward the creation of this retail store database. This is to help provide an example of what is needed to create a database and how each process or step corresponds to each other. Section 2: Description of the Database Design Life Cycle Database Design Life Cycle In order to create a database you must understand that there are certain steps that are contained within the Database Design Life Cycle (DBLC). These seven steps help you design the database and they give a step by step process to guide you through the phases of development. These steps are listed as follows: 1. Defining a mission statement and mission objectives 2. Analyzing the current database 3. Creating the data structures 4. Determining and establishing table relationships 5. Determining and defining business rules 6. Determining and defining views 7. Reviewing data integrity The first step in the DBLC is to define a mission statement and the mission objectives. The...
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...be difficult to work through for businesses. The actions and believes of others in different cultures can be shocking and sometimes viewed as unethical by other cultures. Imagine the problems these differences can create when in negotiations with a different culture. Working through those differences has become a necessity for business today in the fast growing global market. To successfully do business in the international market it has become critical to understand other cultures that you may be doing business with. To fully understand different cultures we need to explore the dimensions of different cultures. To effectively begin to understand different cultures you will need to identify whether the culture is a high-context culture or a low context-culture. In high-context culture, people rely heavily on nonverbal and subtle situational messages when communicating with others (Kreitner, 2009 pg 97). This type of culture is highly important when doing business in Japan and Hong Kong. People from low-context cultures convey messages and meaning primarily with words (Kreitner, 2009 pg 97). This type of culture is highly important when doing business in Germany and Great Britain. To gain even further in-depth understanding of other cultures we will look at nine different dimensions. The first dimension to focus on is the power distance. This dimension analysis the extent to which the less powerful members of society expect and accept that power is distributed unequally ("Making...
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...submit both parts as separate files for the completion of this assignment. Label each file name according to the section of the assignment it is written for. Additionally, you may create and / or assume all necessary assumptions needed for the completion of this assignment. In recent years, organizations have witnessed the impact of having effective and non-effective business continuity plans and disaster recovery plans. In today’s environment, with significant potential natural disasters, terrorist threats, and other man-made threats, it is critical that organizations develop effective business continuity plans and disaster recovery plans. Select an organization that you are familiar with, such as where you currently or previously have worked, contact a local organization, or search on the Internet for the needed detail of an organization you are interested in. Prepare a disaster recovery plan policy for that organization. Part 1: Written Paper 1. Write a six to eight (6-8) page paper in which you: a. Provide an overview of the organization that will be delivered to senior management, defining the business goals and objectives and the size, layout, and structure of the organization. b. Include a diagram of the organization’s network architecture and the proposed network architecture of an alternate computing facility in the event of a disaster (or the actual network architecture of the alternate computing facility if one already exists) through...
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...management will ultimately reduce inefficiencies and redundancy and ensure the manageability of those solutions. A comprehensive security program should contain the proper balance between people, processes and technology to effectively manage risk with minimal impact on normal business operations. In order to build an appropriate information security program, an organization should assess and define their specific security requirements, design a solution that meets those unique requirements, deploy the necessary policies, technology and procedures, and continuously maintain, adapt and improve that solution. An organization’s overall security strategy will provide a framework for defining those elements necessary in building and maintaining a sound security management program. Strategic planning can take many forms, but the end result should yield a documented approach for achieving goals set within the framework of a specific strategic objective. In the case of information security, the strategic objective is the satisfaction of protection requirements for an organization’s information assets. Strategic Planning Process Laying the Groundwork Assessing the Need Designing the Strategy Defining the Roadmap Document the Plan Laying the Groundwork The first step in building...
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...Southern New Hampshire University Muad Elmuntasar OL- 690 Definition of Corporate Social Responsibility October 2, 2012 Pr. Katrina Kerr The definition of corporate social responsibility Introduction The corporate social responsibility ( CSR) seems to be came in the beginning of the millennium after so many wrong actions in past decades. May be, after the shock of scandals business such as Enron, WorldCom and Parmalat, also with the effect of weather change on the environment, all in consider have make many companies and organizations to rethink about their responsibilities towards their customers and stakeholders. Nowadays, business suggested that CSR is a normative, has different levels of concepts, which definition depends on many different of views and relationships, and changes in response to social directions (Silberhorn & Warren, 2007) . This study will examine how CSR is defined from different perspectives. There are different businesses see CSR from different concepts, they have their own trends. By looking at statement of missions of large companies publish on their web sites, we will find it explores their social responsibility and there view for their nation. Some businesses see CSR is about making profit. Unlike others businesses, attempt to do more than to make a profit (Struijk, 2012). Despite the fact that the main responsibility of a firm is to make a profit, in order to provide a product or excellent service that people are looking for. For...
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...CASE OF LG GROUP: DEVELOPING TOMORROWS GLOBAL LEADERS There is no company which is resistant to environmental changes, especially business environment. As the year comes by, new inventions or innovation will absolutely give impact on every type of business in the world. However, the causes of the impact, in other words, the root of the changes in the environment is not merely coming from company external territory; in most cases the impacts (either negative or positive) can come from external territory and internal territory of the company. This written analysis focuses on the LG Group’s Chairman Koo who once stated and defined his vision for the LG group to develop and improve significantly and to be a leading company in its local market area (Korea) and the wider market scope, international market and increase its revenue significantly within 7 years period. This is known as “LEAP 2005”. Even though is not an easy task to do, he is much certain that the group can do that. He considers the past performance of the group and the major internal changes within the company will enable it to achieve what its chairman wants. The main key success, as the management agrees, lies on the future leaders of the group. There are several questions that arise as the result of the discussion between the management in relation with this key point, namely where and how to find these future leaders, what capabilities of competencies these leaders should possess how to develop these key competencies...
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