Converting face-to-face tutorial materials to work with Blackboard Collaborate
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Transcript of Converting face-to-face tutorial materials to work with Blackboard Collaborate
Converting face to face tutorial materials to work with Blackboard CollaborateKaren Bridge, the Open University UK
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Background
• Drivers – global students without F2F support
• 2nd year UG module in business functions, 1300 students, 65 tutor groups
• 3 overseas groups, UK remote groups
• Materials provided to tutors – guide
• 21 hours of tutition – tutorials NOT lectures (flipped classroom)
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Student profile/behaviours
• Average age 28
• Usually working – but some not
• Variable broadband connection/access
• Don’t like to talk online
• Time poor – sessions need to be useful
Tutor profile/behaviours
• Use VLE (forums/wikis/online marking/web-based materials)
• Generally new/inexperienced with virtual classroom – training is provided but not compulsory.
• Many (semi)retired
• Very conscientious of doing a good job
• Home-based using their own technologies
• Isolated from OU4
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The project
• Me as project lead
• Two tutors to write materials (volunteers)
• Initial start-up meeting to show OU Live and set expectations
• Review meetings
• Publish/feedback
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The brief for sessions 1• Student participation
• Whiteboard – moving things/ writing things
• Polling
• Emoticons
• Break-out rooms
• Text chat
• Speech
The brief for sessions 2
• Video for the first few mins only
• No application sharing
• Things take longer than F2F
• Standard opening/closing
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Welcome to Operations ManagementTutorial 1
If you’re arrived early why not run an audio test using the Audio Wizard in the Tools menu?
Learning outcomes
Students will:• Understand the structure of
the block• Apply block-specific
terminology• Recognise how Operations
Management is vital to the ability of an Organisation to achieve its objectives
1. Welcome and introductions (10 minutes)
2. Introduction to the Operations Management block (15 minutes)
3. The Transformation Model (35 minutes)
4. Managing Operations Performance (25 minutes)
5. Final questions/plenary (5 minutes).
Agenda
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The result
• F2F materials
• Lack of understanding of participation
• Crowded slides – small fonts
• General instructions
• For your own organisation (or an organisation you are familiar with) construct a transformation model to illustrate its operations.
• List the main inputs, transformation processes and outputs.
• Identify the main capacity constraints
Consider the following questions:
• How does your organisation measure efficiency and effectiveness?
• What comparators does it use?
• How effective are these?
• What other measures might it wish to use and why might these be better?
Activity 1The Transformation Modelthe transformation model can be applied at three levels to analyse operations: - the supply network, an arrangement of interconnected operations - the operation, an arrangement of interconnected processes - the process, an arrangement of interconnected resources.
Input Resources
Transforming Resources .........
• Facilities• Staff
The Transformation
process
Output Products and
ServicesCustomers
Transformed Resources .........
• Materials• Information• Customers
From: Slack et al (2007) page 9
Some years ago I ate in the British Airways staff canteen at Heathrow Airport. On the wall they displayed three performance measures which were adjusted daily. These were:
Activity 2Managing Operations Performance
ICAG Share PricePercentage of Flight
Arrivals on timePercentage of Seats
occupied
ICAG Share PricePercentage of Flight
Arrivals on timePercentage of Seats
occupiedWhat do these measures tell you about the culture and priorities of BA?
Which stakeholder interests do they reflect?Which stakeholder interests are not reflected?
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2nd iteration
• Better
• I took control
• Review all presentations and notes before release
• TIME CONSUMING
• For your group’s organisation construct a transformation model to illustrate its operations.
• List the main inputs, transformation processes and outputs.
• Identify the main capacity constraints
Activity 1The Transformation Modelthe transformation model can be applied at three levels to analyse operations: - the supply network, an arrangement of interconnected operations - the operation, an arrangement of interconnected processes - the process, an arrangement of interconnected resources.
Input Resources
Transforming Resources .........
• Facilities• Staff
The Transformation
process
Output Products
andServices
Customers
Transformed Resources ........• Materials• Information• Customers
From: Slack et al (2007) page 9
Consider the following questions:
• How does your organisation measure efficiency and effectiveness?
• What comparators does it use?
• How effective are these?
• What other measures might it wish to use and why might these be better?
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Activity 2: Using Financial DataThe management of Water Meter Readers is planning ahead for next year’s operations.
The following facts have been established.
Visits Profit (Loss)
£
January 5 000 (10 000)
February 6 000 0
March 15 000 90 000
April 3 000 (30 000)
May 4 000 (20 000)
June 15 000 90 000
July 2 000 (40 000)
August 3 000 (30 000)
September 15 000 90 000
October 4 000 (20 000)
November 8 000 20 000
December 20 000 140 000
Each visit generates revenue of £20 with variable costs per visit averaging £10.
Activity 2: Actions
Please:
a)Calculate the fixed costs per month
b)Calculate the number of visits needed to break-even during the year
c)Draft a monthly break-even chart.
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The level of activity at which total costs are equal to revenue
BEP = Fixed Cost per period (Selling price – Variable Cost per unit) (also known as Contribution per unit)
Break Even Point (BEP)
Answer: Break Even Point (BEP)The level of activity at which total costs are equal to revenue
BEP = Fixed Cost per period
(Selling price – Variable Cost per unit)
(also known as Contribution per unit)
For Water Meter Readers, the annual BEP:
BEP = £720,000 = 72,000 visits per annum
(£20-£10)
An average of 6,000 visits per month (i.e. 72,000/12)
0 5,000 10,000 15,000 20,0000
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
Water Meter Readers
RevenueFixed costTotal Cost
Visits per monthReven
ue a
nd
Co
sts
per
mo
nth
Sales for the period to 30 September 200X are forecast as follows:Apr May Jun Jul Aug Sep
Credit Sales 26,000 27,500 29,000 30,500 32,000 33,500All sales are on a 30 day credit period
Purchases for the period to 30 September 200X are forecast as follows:
Credit Purchases 14,500 15,250 16,000 16,750 17,500 18,250
Cash Purchases 1,200 1,450 1,700 1,950 2,200 2,450
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All credit purchases are on a 30 day credit period. Kelly operates a JIT system and does not hold any significant stock at any time.
Wages costs will be £5,500 per month and general overheads £1,800 per month. Both will be paid in the month that they are incurred.
Depreciation of fixed assets in the six month period is forecast at £12,000
The tax liability (in the March balance sheet) will be settled in September.
You don’t need to consider tax, interest and dividend payments.
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Mirrorimage Ltd. Cash budget for the 6 months ended 30 September 20XX
Apr May Jun Jul Aug Sep
Receipts
Sales
Payments
Cash Purchases
Credit Purchases
Basic wages
General overh/ds
Tax paid
Net cash flow
Opening bank bal
Closing bank bal
Apr May Jun Jul Aug Sep
Receipts
Sales 24,000 26,000 27,500 29,000 30,500 32,000
Payments
Cash Purchases 1,200 1,450 1,700 1,950 2,200 2,450
Credit Purchases 17,000 14,500 15,250 16,000 16,750 17,500
Basic wages 5,500 5,500 5,500 5,500 5,500 5,500
General overh/ds 1,800 1,800 1,800 1,800 1,800 1,800
Tax paid 21,000
25,500 23,250 24,250 25,250 26,250 48,250
Net cash flow -1,500 2,750 3,250 3,750 4,250 -16,250
Opening bank bal 4,000 2,500 5,250 8,500 12,250 16,500
Closing bank bal 2,500 5,250 8,500 12,250 16,500 250
ANSWER: Mirrorimage Ltd. Cash budget for the 6 months ended 30 September 20XX
Positioning• Positioning is the process of creating an image for a
product in the minds of target customers
• There may be a few cosmetic changes to the product, to its name, price, packaging, styling or channel of distribution, but these are to facilitate the successful promotion of the image desired by the target customers
Dibb and Simkin (2013 p.214)
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Tutor notes
• Clear/staged
• Set-up for whole session
• Resources to send earlier (via forum) and to file transfer during session.
• Repeated
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Power Point or whiteboard file
• Power Point is familiar
• Some compatibility issue
• Accessibility
• Interactivity.
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Polling
• Polling function
• Quiz for correct answer/gaining opinion
• A - always
• B – sometimes
• C – never
• Yes/No