...Chapter 7 Information & Decision Making 1. Information, Technology & Management a. Must-have competencies i. Technological competency-ability to understand new technologies & to use them to their best advantage ii. Information competency-ability to locate, gather & organize information for use in decision making iii. Analytical competency-ability to evaluate & analyze information to make actual decision making problems b. What is Useful Information? iv. Data-raw facts & observations v. Information-data made useful & meaningful for decision making 1. Timely-the information is available when needed; meets deadlines for decision making & action 2. High quality-the information is accurate, & it is reliable; it can be used with confidence 3. Complete-the information is complete & sufficient for the task at hand; it is as current & up to date as possible 4. Relevant-the information is appropriate for the task at hand; it is free from extraneous or irrelevant materials 5. Understandable-the information is clear & easily understood by the user; it is free from unnecessary detail vi. Analytics-involves the systematic gathering & processing of data to make informed decisions c. Information Systems & Business Intelligence vii. Management information systems-use the latest technologies...
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...MIS COURSES – Student Learning Outcomes1 MIS 180: Principles of Information Systems At the end of this course students should be able to: 1. Understand the importance of determining information system requirements for all management levels by developing an understanding of the differences between various types of information systems 2. Understand how information systems are developed 3. Understand the computer revolution and its impact on the way business is conducted 4. Become familiar with critical-thinking skills in identifying information systems problems and how to investigate existing literature about hardware and software solutions to problems. 5. Know the components and functions of computer systems, both hardware and software. 6. Become familiar with the advances in networking, data communications and the Internet and how they affect the way business is conducted. 7. Identify which information technology tools are used to solve various business problems. 8. Develop proficiency solving business problems using modern productivity tools (e.g., spreadsheet, database) or creating custom programs. MIS 301: Statistical Analysis for Business At the end of this course students should be able to: 1. Use data from a sample to make inferences about a population. 2. Apply probability theory in decision making situations. 3. Formulate hypotheses for decision making and research. 4. Analyze data using appropriate statistical techniques. 5. Interpret the results of statistical...
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...Project management for business Contents Introduction……………………………………………………………………………………. 1 Task 1………………………………………………………………………………………….. 1 1.1 Describe the background and the principles of project management……………………. 1 1.2 Appraise the viability of projects, developing success/failure criteria…………………... 2 1.3 Explain the principles behind project management system and procedures…………….. 4 1.4 Explain the key elements involved in terminating projects and conducting post project appraisal………………………………………………………………………………………. 6 Task 2…………………………………………………………………………………………. 7 2.1 Identify the most appropriate organizational structure, roles and responsibilities of participants within project…………………………………………………………………….. 7 2.2 Control and co-ordinate ………………………………………………………………... 9 2.3 Assess project leadership requirements and qualities…………………………………... 10 2.4 Plan and specify human resources requirements for a project………………………….. 10 Task 3………………………………………………………………………………………… 11 3.1 Prepare project plan and establish the project organization…………………………….. 11 3.2 Applying project scheduling, estimating and cost control techniques………………….. 13 3.3 Analyze the methods used to measure project performance……………………………. 15 3.4 Explain project change control procedures, evaluate the completed project…………… 15 Conclusion…………………………………………………………………………………… 16 Reference…………………………………………………………………………………….. 17 Introduction Management...
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...ideas to create things faster and more accurate than done by separate individuals. History has taught us that working together as groups or teams not only the load is lighter, but we can accomplish greater things and in a more efficient way. This paper will propose a strategy plan in order to ease the allocation of resources while on capitalizing on added services to generate profit needed at Dessert Communications inc. Before presenting any change is important that management develops clear objectives and goals according to the corporation and to develop job descriptions and roles for the new duties to be assigned to each employee. Also, is necessary that management make an evaluation of the necessary skills, experience, and talent to perform the new assigned duties. As managers is important to use adequate methods to communicate changes to employees. The first thing is to present clearly the resources change suggested by the corporation and the genuine reasons for the change. Speak to employees with the truth help us to have an open communication path with them while earning their trust. A suggestion would be to perform a meeting like a team building to present the company’s goals and ask to employees for their ideas and strategies to achieve the new objectives and goals for the company. This type of exercise helps us to achieve the involvement of all employees and their commitment to the organization’s success. “At the same time we engage workers in decisions that affect...
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...Training Administration United States Department of Labor 1 www.doleta.gov Updated April 2010 Advanced Manufacturing Competency Model Table of Contents About the Model 3 Tier One: Personal Effectiveness Competencies 4 Interpersonal Skills 4 Integrity 4 Professionalism 4 Initiative 4 Dependability & Reliability 4 Lifelong Learning 4 Tier Two: Academic Competencies 6 Science 6 Basic Computer Skills 6 Mathematics 7 Reading 7 Writing 7 Communication—Listening and Speaking 8 Critical & Analytical Thinking 8 Information Literacy 8 Tier Three: Workplace Competencies 10 Business Fundamentals 10 Teamwork 10 Adaptability/Flexibility 11 Marketing and Customer Focus 11 Planning and Organizing 12 Problem Solving and Decision Making 12 Working with Tools and Technology 13 Checking, Examining, and Recording 13 Sustainable Practices 14 Tier Four: Industry-Wide Technical Competencies 15 Entry-Level 15 Manufacturing Process Design/Development 15 Production 15 Maintenance, Installation, and Repair 17 Supply Chain Logistics 17 Quality Assurance and Continuous Improvement 18 Sustainable and Green Manufacturing 19 Health, Safety, Security, and Environment 19 Technician Level 21 Manufacturing Process Design/Development 21 Production 21 Maintenance, Installation, and Repair 22 Supply Chain Logistics 23 Quality Assurance and Continuous Improvement 24 Health, Safety, Security, and Environment 25 Resources Reviewed 26 ...
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...Table of Contents Levels of Decision Making 2 Role of Office Manager 3 Financial Planning and Budgetary Control 4 Effective Delegation 5 Leadership Models 6 Bibliography 7 Levels of Decision making Strategic and operational decisions differ in structure, time scale and risk. They also differ in the way they relate to objectives, strategic is in the way of forming the objectives, whereas operational offers the way of achieving the objectives. Strategic Strategic decisions are made by top management; they normally take into consideration the organisations long term goals and tend to cover a larger time scale (5years or more). Strategic decisions cover a broader area and are not very specific in details. They are a higher risk, mainly in relation to the financial side. In short, it is deciding upon the courses of action the organisation should follow to achieve its goals. Classic Interiors could make a strategic decision to invest in more staff, specifically qualified interior designers; as the products they organisation offers mainly requires face to face services sometimes for long periods of time. The popularity of the organisation is increasing at a high rate and if they cannot continue to meet the demand rate of their clients the company will not be fully benefiting from the financial gain. This is a high risk decision as it will involve investing money and time into the right recruitment and training process, then continuous outgoing money for new salaries...
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...Consulting Gaining Market Leverage through New Technologies in Project Management Managerial Applications of Information Technology MIS 535 Abstract Technology tools are routinely used for collaboration, communication and deployment of project management practices; therefore, technology is important due to today’s challenges in a technology enabled workplace. Technology plays a major role in supporting project managers manage projects effectively and efficiently. The area of opportunity in project managing is still under study to pin point specific roles and responsibilities a project manager is responsible for in respect to the project team in an area that needs further study. Understanding relations between people related factors of project performance and a project manager’s performance. Interpretive structure modeling (ISM) methodology was used to determine the role of a project manager in both managing an improving performance. This project will analyze underlying interactions among these factors and understand the supportive function of technology to the project manager in improving project performance. Deloitte Consulting Gaining Market Leverage through New Technologies in Project Clients count on Deloitte to help them transform uncertainty into possibility and rapid change into lasting progress. Deloitte associates are skilled in knowing how to anticipate, collaborate, innovate and create. Even the most unforeseen complex obstacles don’t stand in the way...
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...expanded, there were more and more problems appeared, such as accounts payable and receivable problem, inventory problems, supplies and clients problem, communication problem etc. This assignment begins with discuss of ‘FixItNow’ company’s current situation and problem, then a detailed explanation of information systems and identify the importance of information systems for business. Following that, analysis key information requirements by refer to porter’s five forces to find out strategies for competitive advantage and business processes. Moreover, apply information systems to help FIN to solve these exist problems and fulfilling business requirements. As well as, discuss about business decision making by using information systems, and utilize IS/IT to collaborate and communicate with stakeholders. After that, focus on the security and ethical issues that may arise in the company. Finally, discuss about organizational change during the implementation. The problem identification In the case of FIN, obviously, there are different management problems in the business so that reduce the company’s profit and obstruct business processes. As the issues already addressed by Adam and Ian, the first problem was accounts payable and receivable incorrect, reason is the incorrect invoicing which directly affect the accounts payable and receivable. Therefore, FIN should change its data from incorrect to correct. Secondly, there was a problem of inventory management, which didn’t schedules order...
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... Contents Page Topic 1: Evolution of Modern management ………………………………………………...03 Purpose………………………………….………………………………………….…...03 Introduction …………………………………………………………………………….03 Origins of management thought…..................................................................................03 The evolution of modern management thought ….........................................................04 The function of modern management theories ….…………………………….….…...09 Conclusion………………………………………………………………………………12 Topic 2: Management Process ………………………………..……………………...…...…...13 Purpose………………………………………...………………………………………..13 Introduction…………………………...………………………………………………..13 The major elements of management processes……………………………………….13 The management problems in the organization, ways to overcome the problems…17 The new skills would a manager require in that organization as he or she is promoted from the middle to the top management level………….…………….…21 Conclusion ………………………….………………….…………………...…………..24 Topic 3: Decision Making and Teamwork…..……………………….…………….……….25 Purpose……………………………………………..…………….……………………25 Introduction…………….…………………………………………..………………….26 The process of decision making……….…..……………………….………………….26 Manage the decision making in a team……………………………………………….29 The advantages and disadvantages of team decision making ……….……………..31 Techniques to improving team decision making, identify the main barriers of these techniques……………………………………………………………...
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...Leadership and Management NUR492 Susan Waterbury January 5, 2016 Organizational Structure and Culture Organizational structure is important and essential to every organization; structure integrates the goals and mission of the organization, size, technology, and the environment. The goal, mission, and size of the organization determine the structure of the organization (Sullivan, 2013). The structure of the organization directs leadership roles, communications amongst staffs and clients. In this paper I will discuss my organization’s structure and how it creates an environment of support for client-centered care, the use of information systems, communication methods, and a decision making-ability with culture and organizational structure. I will also discuss the issues of power and control as well as organizational leadership, care delivery system, and how the generational differences influence my organization culture. The Influence of Generational Differences Currently, I am employed at Daughters of Israel Rehabilitation Center and Nursing Home, this facility is a sub-acute and long-term care facility. The framework for this facility organizational structure is functional structure. According to Sullivan (2010), in the functional structure, employees are grouped in the department by specialty with similar tasks being performed by the same group. In a functional structure, all nursing tasks fall under nursing services; the same is true for other functional areas. Our facility...
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...Management Information System 2 Marks UNIT 1 MIS Introduction 1. Data: Raw facts such as an employee’s name and number of hours worked in a week, inventory part numbers or sales orders. Information: A collection of facts organized in such a way that they have additional value beyond the value of the facts themselves. Data Information Salesperson: J. Jones Sales Territory: Western Region. Current Sales: $147,000 Units = 147 Salesperson: J. Jones Sales Territory: Western Region. Current Sales: $147,000 Units = 147 Data Processing Data Processing $35,000 12 Units $12,000 J. Jones Western Region $100,000 100 Units 35 Units $35,000 12 Units $12,000 J. Jones Western Region $100,000 100 Units 35 Units 2. Management information systems: Def 1: Information system at the management level of an organization that serves the functions of planning, controlling, and decision making by providing routine summary and exception reports. Def 2: MIS provide information in the form of pre-specified reports and displays to support business decision making. Examples: sales analysis, production performance and cost trend reporting systems. Objectives: * Routine information for routine decisions * Operational efficiency * Use transaction data as main input * Databases integrate MIS in different functional areas. 3. Describe three levels of information in managerial level Management Support Systems provide information and support...
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...CUSTOMER SERVICE ORIENTATION Definition: Customer Service Orientation is an ability to see things from both the customer’s and the organization’s viewpoint and a willingness to consider both, even when they conflict, in coming to decisions. It is the desire to help or serve others, to meet their needs. It means focusing one’s efforts on discovering and meeting the consumer or client’s needs. “Customer” includes internal and external colleagues, clients, consumers, or anyone that the person is trying to help. This Means... This Doesn’t Mean... • being patient and polite with others • providing efficient but impersonal service • taking responsibility to resolve a client’s problem even if it goes beyond the normal demands of the job • washing your hands of a client’s problem by passing it on to someone else • discussing with the client his or her needs and satisfaction with service delivered • assuming the client will let you know if there is a problem • taking ownership for correcting client concerns • giving someone else the responsibility for a difficult client problem • questioning the clients to better understand their needs and their concerns • saying as little as possible so that you can get this call over • using your knowledge to think through what would be best for the client organization, and acting accordingly • doing what is faster and easiest for you • understanding the viewpoint and objectives of different customers and why these can, at times, conflict...
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...EMPLOYEE MPLOYEE INVOLVEMENT NVOLVEMENT Report produced for the EC funded project INNOREGIO: dissemination of innovation and knowledge management techniques by Apostolos Apostolou D. of Production Engineering & Management Technical University of Crete J A N U A R Y 2 0 0 0 EMPLOYEE INVOLVEMENT 1 Contents 1 1.1 1.2 1.3 1.4 1.5 1.6 2 2.1 2.2 2.3 2.4 3 3.1 3.2 4 Description What is Employee Involvement and Empowerment Objectives Methodology Alternative techniques Expected Results / Benefits Characteristics of firms and service providers Application Where the technique has been applied Types of firms / organizations concerned Duration and Implementation cost European Organizations Supporting the implementation of the method Implementation Procedures Steps / Phases A few obstacles and recommended solutions Bibliographic References Annex INNOREGIO project A. Apostolou Technical University of Crete EMPLOYEE INVOLVEMENT 2 1 DESCRIPTION When an organization truly wants to create a positive work environment that is based on high trust, exceptional customer service, collaborative teamwork, operational excellence, and creative problem solving, then the leadership team must begin to understand, invest in, and be responsive to the needs of the group that represents the organization’s most valuable assets, and is also one of its most important customers, the employees. The return on such nominal investments will come in the form of higher...
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...Competencies based on the Performance Management Catalog Competency descriptions: Competency groups listed in bold letters with individual components of the group following each group. Accountability: Accept personal responsibility for the quality and timeliness of work. Can be relied upon to achieve excellent results with little need for oversight. Productivity: Meet productivity standards, deadlines and work schedules. Goal measurement: Understand, communicate and measure goals accurately. Focus: Stay focused on tasks in spite of distractions and interruptions. Time efficiency: Make the best use of available time and resources. Balance quality & deadlines: Appropriately balance quality of work with ability to meet deadlines. Bottom line: Clearly see the “bottom line” of customer expectations and ensure that work products meet that bottom line. Acknowledge & correct mistakes: Do not make excuses for errors or problems; acknowledge and correct mistakes. Assume responsibility: Do not attempt to diffuse blame for not meeting expectations; face up to problems with people quickly and directly. Adaptability/Flexibility: Adapt easily to changing business needs, conditions and work responsibilities. Adapt approach, goals and methods to achieve successful solutions and results in dynamic situations. Anticipate change need: Anticipate and effectively communicate need for change. Alternatives: Identify and provide different alternatives to reach a given end. Strategies/tactics:...
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... Managing projects within time, cost, and performance is easier said than done. The project manager’s environment can be extremely brutal and is composed of numerous meetings, reports, conflict resolution, planning, communication, and crisis management. This essay will briefly discuss the case study of the reluctant workers and cover the core skills that were in play with the scenario, along with an analysis of skills and the effectiveness of the project manager’s skills. Additionally, this essay will discuss what kind of support the project manager received and any recommendations for the project manager and his executives. Analysis of Core Skills, Execution, and Effectiveness After analyzing the scenario, the author found some inconsistencies of the way the project manager was handling his team first, one of the responsibilities of a project manager is using his or hers team-building skills. Team-building entails a whole range of management skills required to identify, commit, and integrate the various task groups from the traditional functional organization into a single program management system. He or she must have good interpersonal relations, expertise and resources, good program leadership, open communications, clearly defined goals and objectives, and team members who are committed to the program (Kezner, 2009, p. 149). Motivation is a personal choice and Mr. Aston should understand that he cannot make the decision for them. The three major consideration...
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