Professional Documents
Culture Documents
Communication
Knowledge and Information
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Objectives
1 6 7
Business date,
Increase personal Forming business
information and
networking relationships
knowledge
2 5
3 4
Data
Information
Definitions
Planning
I f
Information
ti iis required
i d th
thatt h
helps
l d decision-making
i i ki and
dhhow tto iimplement
l tddecisions
i i
taken.
Monitoring
g and Controlling
g
Information is required to assess whether activities are proceeding as planned or
whether there is some unexpected deviation from plan
Recording Transactions
Information about each transaction or event is required
Performance Measurement
Comparisons against budget
Decision-making
2. Decision Making
2.1 Decisions
` Unstructured ((complex
p p
problems with no clear solutions – new
product)
` Semi –structured
structured (some standard procedures are applied, but also
some individual judgment – production scheduling)
` Programmed Decisions
` Routine and repetitive
` E.g., re-ordering stock,
` Risk is not high
` More easily delegated
` Unprogrammed decisions
` Requires
q management
g jjudgment
g
` New and non-repetitive
` Risk is high
` Cannot easilyy be assessed in numerical terms
2.3 Management decision making
A
A. Strategic Planning
` Deciding on the policies that are to govern the acquisition, use and disposition of these
resources.
resources
` Is medium- to long
g term
A. Ensuring that resources are obtained and used effectively and efficiently
C. Operational control
A. Ensures that specific tasks are carried out effectively and efficiently
B. Focus on individual tasks carried out within the strictly defined guidelines
C.
C Decide
ec de what
at needs
eeds to be do
done
e from
o day to day a
and
d tas
task to tas
task
Decision level Structured Semi-structured Unstructured
T ti l
Tactical Selection
S l ti off All
Allocation
ti off b
budget
d t Expanding
E di iinto
t a
products to discount new design
a particular decision
decision.
` D i i Making:
Decision M ki th f
therefore comprises
i th
the whole
h l process ((problem
bl
` If they think that their suggestions are ignored or dismissed, the process can
be undermined and future communications can be unproductive
1. Input
p p phase – identify
y the p
problem and understand the situation
3
3. How well are the resources being used?
3.2 Levels of Information
I f
Information
ti within
ithi an organization
i ti can b
be analyzed
l d iinto
t 3 llevels
l
A. Directors and senior managers to plan the organization’s overall objectives and
strategy and Measure whether these are being achieved
B
B. The characteristics are:
B. Managers at all level, mainly the middle level for tactical planning and
management control
C. M
Managers require
i iinformation
f ti and
d iinstructions
t ti ffrom th
the strategic
t t i level
l l and
d
information from operational level
D
D. Information prepare regularly
B
B. Use b
by “front
“front-line”
line” managers – foreman,
foreman head clerks
C. To ensure that specific tasks are planned and carried out properly within a factory
or office
E. Characteristics
C. Highly detailed
D. Relates to immediate/short-term
E. Take –specific
specific
O
Organization
i ti can be
b divided
di id d into
i t 4 sectors
t
2. Tactical level: average class sizes and per cent of reported crime
solved
5
5. Operational level: donations banking documentation and households
donations,
approached and collected from
3.4 Past, present and future information
` Past information
` Record keeping. Historical information will be used again at some time in the
future. Past information is information of a transaction processing nature
` Present information
` Information about what is happening now. Decision can be taken about what
to do next. Present information is associated with control information, which is
the feedback in a management information system
` Future information
` Quantitative
` I f
Information
ti iis diffi
difficult
lt to
t measure quantitative
tit ti terms
t
` The cost of poor employee morale, in terms of labor turnover (and the cost of
t i i
training, etc,
t or llow productivity)
d ti it )
3
3. Know Why: knowledge about principle and laws
Individual Collective
` Tacit
` Explicit
` Once you learn how to drive a car and have been doing it for some time,
you develop certain techniques (and bad habits) and driving becomes
second nature.
3.8 Knowledge, opinion and policy
A. Book Knowledge:
B. Practical Knowledge:
A
A. Personal Opinion – individual opinion
C. I tit ti
Institutional/Organizational
l/O i ti l policy
li – Institutional
I tit ti l practices
ti
3.9 Knowledge sharing
1
1. Most people would admit that they felt obligated to help others by sharing
what they know because they had received help at some point in the past
from other members of the group.
4. The Sources of Data and Information
4.1 Internal and external data
1. Internal Information
Internal Sources:
3. Production departments
4. Marketing departments
Gathering data/information from inside the organizaton:
1. E t bli hi a system
Establishing t ffor collecting
ll ti or measuring
i d data
t
2. Procedures for what data is collected, how frequently, by whom and by what
method and how it is processed and filed and communicated
method, communicated.
2. External Information
` Primary Date
` Data that is used solely for the purpose for which it was collected is termed
primary data, this involves carrying out an inquiry or survey
` Secondary Data
` Information collected for one purpose and used again for another purpose
would no longer be primary data.
` Opinion polls
` Market research
` Online databases
` Anecdote/hearsay
4.5 Customers and other stakeholders
` MIS converts data from internal and external sources into information,
and communicates that information in an appropriate form to managers
to all levels.
levels
` Sales ledger
` Marketing
` Suppler information
` Accounting
` Modeling
` MIS enables management to incorporate unpredictable, informal or
unstructured information into decision-making
decision making process
` Most MIS used at this level for processing transactions, updating files, etc
` Functional MIS at tactical level are typically related to other functional MIS
` St t i level
Strategic l l MIS
` IS is informal. Much of the information might come from environmental sources
` DSS d
do nott make
k ddecisions
i i
5.5 Executive Information System (EIS)
` IS for senior managers: give easy access to key internal and external data
` F t
Features:
` User friendly
` A template system
` EIS summarizes information from MIS and DSS and includes data from
external sources e.g. competitors, legislation
` EIS is not only a tool for analysis, but also a tool for interrogating data
5.6 Expert Systems (ES)
` E.g.,