...There have been intensive discussions in the academic field over the past several years over whether or not Knowledge Management is important to our society. Scholars and observers from many disparate subjects, such as sociology, economics or management science agree that nowadays “knowledge” is at the centre of the stage. In support to that statement, researchers have identified one key ability that is common to all successful organizations: the effective creation of relevant business knowledge and the timely dissemination of that knowledge to those members of the organization who need it (Bowman, 2002). Worldwide Chocolate Limited started out as a small chocolate bar manufacturer but knew a rapid expansion in a relatively small period of time. My subsequent report will highlight the fact that only through the implementation of a Knowledge Information System will WCL be able to preserve its core values: maintaining a high quality of product, continuous innovation and good customer service. WCL needs to improve the communication between its various departments, it has to perfect its knowledge on the different sources of supply it uses and it also has to preserve its quick response to customer needs. The linchpin of all these changes is knowledge: WCL will have to leverage knowledge in order to gain a competitive advantage. The firm currently has eight central departments, namely: Accounting, Marketing, Human Resource Management, Research and Design, Sales, Warehousing...
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...SCHOOL OF BUSINESS BMIS300 – Management Information System Sec: D Beirut campus Analysis of Mc Donald's Information System Done By: Rawan Al- Masri To: Dr. Abdo Haidar Year: Spring 2015 ACKNOWLEDGEMENT First of all I'm thankful to Almighty Allah who gave me strength for the completion of this project. Next, I'm heartedly thankful to my most respected and honored course instructor of Management Information System, Dr. Abdo Haidar who gave me an opportunity to do this project, and for his guidance, efficient teaching, and cooperation. . This study greatly acknowledges the cooperation and assistance of all those employees of McDonald’s, whose favors have helped me to precede my project, for that I'm very grateful. Table of Content 1. Executive Summary 2 2. Organizational Overview 3 3. Issue Analysis 12 4. Analysis of Information Systems 14 4.1 Customer relationship management 14 4.2 Knowledge Management 19 4.3 E-Procurement and McDonald’s 25 4.4 Supply Chain and Logistic Management Definition 29 5. Details Analysis of suggested Systems 35 6. Organizational Impact of Recent Systems 36 7. An overall analysis of organization 40 Conclusion: 42 Reference 44 Analysis of Mc Donald’s Information systems Executive Summary McDonalds is the world's largest chain of burger fast food and perhaps is one of the fastest and rapidly growing fast food chain restaurants in the world. It uses various...
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...Table of Contents 1.0 What is Knowledge Management 3 1.1 The Influence of Technology- Applications in the Workplace 3 1.2 Business-Information Technology (IT)Alignment 3 1.3 Aspects of Knowledge Management 4 1.4 Knowledge Strategy – IT Alignment is achieved through the completion of four main steps: 5 1.5 HP’s Knowledge Management Programme 5 1.6 KM Approaches: 6 1.7 Aligning Existing Information Systems with Corporate Goals: 7 2.0 Knowledge Management Integrating Information 8 2.1 Knowledge Management Systems at HP 8 2.2 Implications and Applications 9 2.3 Infrastructure and Collaborative Technology 9 2.4 Building a Knowledge Management Rationale 9 2.5 Knowledge Resources 10 3.0 Challenges faced by HP 11 3.1 Obstacles to KM Implementation 12 3.2 Importance of Organizational Knowledge 12 3.3 Knowledge Management Models 13 4.0 Advantages of adopting new technologies: 15 4.1 Brand identity and Brand loyalty: 15 4.2 Role of Information Systems in establishing Brand Identity & Brand Loyalty: 15 4.3 Social Media and its benefits to organizations: 17 4.4 Threats on over reliance of Information Systems: 18 Wrapping Up 19 5.0 Bibliography 20 1.0 What is Knowledge Management Knowledge Management is a project or framework intended to generate, capture, allocate and control knowledge towards the accomplishment of the organization. This is easily said than done. Organizing a Knowledge Management project obliges plentiful changes and...
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...course focuses on the managerial level of knowledge and terminology for telecommunications and computer networks. This course covers the concepts and application of the Internet; server and storage architectures; and regulatory considerations. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Fitzgerald, J. & Dennis, A. (2009). Business data communications & networking (10th ed.). Hoboken, NJ: Wiley. Iniewski, K., McCrosky, C., & Minoli, D. (2008). Network infrastructure and architecture: Designing high-availability networks. Hoboken, NJ: Wiley-Interscience. Turban, E. & Volonino, L. (2009). Information technology for management: Improving performance in the digital economy (7th ed.). Hoboken, NJ: Wiley. Supplemental Resources Element K. (2010). Fundamentals of Data Communication: Level 1. Element K. (2010). Fundamentals of Data Communication: Level 2. Element K. (2010)...
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...express our deepest sense of gratitude to our project guide Prof. Susheel Chabbra, for his valuable guidance, inspiration and encouragement that we received from them throughout the course. Our efforts in accomplishing this project are a result of constant motivation and valuable learning imparted by him. We would also like to thank our family and friends & the professionals who extended their support and have been a source of encouragement and inspiration throughout the duration of this project. TABLE OF CONTENTS | Title | Page No. | 1 | Introduction | 1 | 2 | Overview of Financial MIS and Network diagrams | 8 | 3 | Information system ICICI bank | 12 | 4 | Organization Transaction processing system | 14 | 5 | ICICI CRM initiatives | 25 | 6 | Knowledge management at ICICI | 30 | 7 | Conclusion | 33 | 8 | References | 34 | ABLE OF CONTENTS 1.INTRODUCTION 1.1 MANAGEMENT INFORMATION SYSTEM Definition: A Management Information Systems (MIS) is * An integrated user machine system * For providing information * To support operations, management, analysis and decision making functions in an Organization The system utilizes * Computer hardware and software * Manual procedures * Models for analysis , planning , control and decision making * A database The development and management of information technology tools assists executives and the general workforce in performing any tasks...
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...UNIVERSITY DEPARTMENTS ANNA UNIVERSITY CHENNAI : : CHENNAI 600 025 REGULATIONS - 2009 CURRICULUM I TO IV SEMESTERS (FULL TIME) MASTER OF BUSINESS ADMINISTRATION (MBA) SEMESTER – I |Code No. |Course Title |L |T |P |C | |BA9101 |Statistics for Management |3 |1 |0 |4 | |BA9102 |Economic Analysis for Business |4 |0 |0 |4 | |BA9103 |Total Quality Management |3 |0 |0 |3 | |BA9104 |Organizational Behaviour |3 |0 |0 |3 | |BA9105 |Communication Skills |3 |0 |0 |3 | |BA9106 |Accounting for Management |3 |1 |0 |4 | |BA9107 |Legal Aspects of Business |3 |0 |0 |3 | |BA9108 |Seminar I – Management Concept |0 |0 |2 |1 | | |Total | | | |25...
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...Concepts of MIS/IS 2. What’s New in Management Information Systems? 3. Digital Firm 4. Strategic Business Objectives of Information Systems 5. Information Systems (IS) Vs. Information Technology (IT) 6. Perspectives on Information Systems 7. Information System and its Functions 8. Contemporary Approaches to Information Systems. 9. Dimensions of Information Systems 10. Defining IT infrastructure: 11. Evolution of IT infrastructure 12. The IT Infrastructure Ecosystem 13. Types of Structured Business Information Systems 14. Systems That Span the Enterprise Concepts of MIS/IS: Management Information Systems: MIS means the whole network of systems which support the organization to manage their business affairs. • Many organizations have information systems that are entirely manual. Such systems are a subset of a wider class of systems, computer-based information systems, which rely on information technology as well as humans for their operational functions. IS need not be necessarily computer-based. Management information systems (MIS) deals with behavioral issues as well as technical issues surrounding the development, use, and impact of information systems used by managers and employees in the firm. As such, MIS is defined as the study of information systems focusing on their use in business and management. • Management information systems (MIS) combines computer science, management science, operations...
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...Knowledge Management with Business Intelligence Processes for Enhanced Organizational Learning Rizwan Shehzad and Muhammad Naeem Ahmed Khan Department of Computer Science Shaheed Zulfikar Ali Bhutto Institute of Science & Tech., Islamabad, Pakistan rizince@yahoo.com, mnak2010@gmail.com Abstract Knowledge Management (KM), either in a tacit or explicit form, plays an important role in decision making. Business Intelligence (BI) has acquired significant importance in the business world due to the recent technological advancements and availability of state-of-theart software tools. Presently, most of the organizations across the globe are adopting BI solutions to promote business, retain customers, earn maximum profits, reduce recurring expenditures, etc. KM, on the other hand, has not gained significant acknowledgement from an implementation perspective. Moreover, the effect of BI on KM and vice versa is rarely observed. In this paper, we propose a model where KM and BI can benefit from each other. Since both of the said fields have a wide range of features, the proposed model is based on specific features. For that purpose, we have identified a number of Critical Success Factors (CSFs) related to both BI and KM technologies reported in contemporary research. Afterwards, we have drawn a comparison pertinent to the effectiveness of these CSFs with the similar research studies. The comparison shows that our model that combines both BI and KM technologies is more useful...
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...“Listening to customers must become everyone’s business. With most competitors moving ever faster, the race will go to those who listen and respond more intently”. -Tom Peters, Thriving on Chaos Chapter 1: Conceptual Framework for CRM What is Customer Relationship management? Before we begin to examine the conceptual foundations of CRM, it will be useful to define what is CRM. A narrow perspective of customer relationship management is creating a team relationship among sales, marketing, and customer support activities within an organization. Another narrow, yet relevant, viewpoint is to consider CRM only as customer retention in which a variety of after marketing tactics is used for customer bonding or staying in touch after the sale is made. Shani and Chalasani define relationship marketing as “an integrated effort to identify, maintain, and build up a network with individual consumers and to continuously strengthen the network for mutual benefit of both sides, through interactive, individualized and value-added contacts over a period of time”. The core theme of all CRM and relationship marketing perspectives is its focus on co-operative and collaborative relationships between the firm and its customers, and/or other marketing actors. CRM is based on the premise that, by having a better understanding of the customers’ needs and desires we can keep them longer and sell more to them. Growth Strategies International...
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...Cognizant Consulting India Pvt Ltd (March 2013-till date) Manager: Business Development, Strategic Market Group (Enterprise Application Services) Responsibilities: • Positioning and branding : Defining and building the value proposition for the business and its offerings helping create winning propositions and messaging for EAS (Enterprises Application Services) • Acquire and develop knowledge of vertical/horizontal industry practices, trends, benchmarking data, and create competitive analyses. • Formulate strategy and plan for implementing and leveraging online communities, discussion forums, and other collaborative technologies. • Engenders enthusiasm for the work to be done, honors commitments and contributes proactively to ensure optimal positioning of SAP, while encouraging idea generation and creativity for each pursuit • Identifies and actions hot issues/topics/trends within the service line that require specific focus to rapidly capture the related knowledge assets • Analyst Relations: Proactive management of key influencer relations across major analyst firms, ensuring positive movement on analyst surveys and relationships • Customer relationship management: Managing key customer connects, ensuring support to Account based marketing activities, Building a sustain CRM campaign, with customer testimonials and case studies • Marketing strategy: Involvement in the business planning and market segmentation which involves...
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...report. The main author was Terry Ernest-Jones and the editor was Gareth Lofthouse. The findings are based on two main strands of research: ● The Economist Intelligence Unit conducted an online survey of 122 senior executives in western Europe, 68 of whom were based in the UK. Participants were selected from large organisations with over $1bn in annual sales revenue, and from a cross-section of industries, with a particular emphasis on financial services, healthcare and pharmaceuticals, telecommunications and professional services companies. ● We also interviewed several senior executives and knowledge-management practitioners on the challenges they face in managing corporate knowledge, and on the strategies they have employed to exploit business information for competitive advantage. Our sincere thanks go to all the interviewees and survey respondents for sharing their insights on this topic. June 2005 © The Economist Intelligence Unit 2005 1 Know how Managing knowledge for competitive advantage Executive summary H ow does a company turn the reams of data it generates daily into actionable knowledge? This is a question that increasingly frustrates executives at a time when their company’s store of data may be...
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...Feedback 7 Assessment Marking Criteria & Feedback Grid 8 Module aim This module provides an insight into the development of technology, current issues and how it effects organisations. It provides students with an opportunity to explore the relationship between Information Management and the strategic formulation of technology in businesses and its implications/consequence for support of business change processes. Module team • Jim Innerd (module leader) • Steve Patterson (module tutor) Block delivery tutors: |Group |Tutor |Contact details* | |ML |J Innerd |Email: Jim.Innerd@tees.ac.uk | |MT |S Pattinson |Email: S.Pattinson@tees.ac.uk | * Please check the module VLE for a definitive list of group tutors. Module learning outcomes On completion of this module learner will: |Knowledge & Understanding | |Understand the historical context of technology for effecting and handling change | |Explore the perceptions and values attached to technology by...
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...Business Model Canvas with Assumptions – Tool for Growth Map ASSIGNMENT _CHALLENGING BUSINESS ASSUMPTION Vinaya Thite | MBA 2013-14_MG6506 | December 6, 2013 PG. 0 Table of Contents Introduction ............................................................................................................................................................ 1 Key Aspects to learn ........................................................................................................................................... 1 Literature Review .................................................................................................................................................. 2 Force Field Analysis .......................................................................................................................................... 2 Figure 1 Force Field Analysis ........................................................................................................................... 2 Theory of Business ............................................................................................................................................ 2 Business model .................................................................................................................................................. 4 Integration of Theory of Business and Challenging business assumptions ....................................................... 5 Case Study - i-Secure Consultancy ....
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...to its learning and knowledge. Unilever is one of the largest consumer goods companies in the world with an annual turnover of $40bn. The company employs around 250,000 people based in over 100 countries. It has a large and varied portfolio of foods, home and personal care products including such well-known brands as Flora, Omo, Ragu, Calvin Klein and Dove. Unilever invests around 2.5 per cent of its annual turnover in research and development leading to continuous product innovations and filing of patents each year. It takes learning and knowledge seriously and believes that transferring this knowledge into its products and services is a key source of competitive advantage. The organisation has ambitions to be ‘multi-local’ through understanding and anticipating local needs around the world and producing products and services that fulfil these needs. Internationally Unilever aspires to be a networked learning organisation with its diverse and dispersed workforce and often questions whether it has become more of a top-down ‘teaching organisation’. Unilever’s Knowledge...
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...Professor – Interdisciplinary Design Programme and Industrial Management Engineering Indian Institute of Technology, Kanpur 208016, India Email: jayanta@iitk.ac.in jayanta.chatterjee@gmail.com Phone: 91-512-2597858, 91-512-2597376 (O) Mobile: +91-9648117755 Jayanta Chatterjee “To learn, research, teach and consult in my competence areas, to evolve as a person and share my ken to make a difference through creative Innovation” Core Competence • • Research Interest • • Innovation in socio-technical systems Cause Related Marketing. Media & Communication. Global Sales & Marketing Product and Brand Management. New Business Development. • • Dr. Jayanta Chatterjee has 42 years of teaching/research and professional experience in management at different industries and in different countries. Strategic Design of ProductService Systems • • Digital ecosystem & autopoeisis Jayanta started his career in 1972 at Siemens in Sales and Project Engineering and developed expertise in new product management. He then pioneered the introduction of advanced electronic control systems to Indian Industries at Allen-Bradley Ltd, where he rose to the position of CEO in 1990. But true to his passion he was also teaching as a visiting faculty at IIT Kanpur and at IIT Delhi during this period. Later, he co-funded Strategy Innovation Inc and became the Chief Knowledge Officer of vtPlex. In 2001 he divested out of that enterprise and joined the academia full time at Industrial & Management Engineering...
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