MIT (Managment in Information Technology) Documentation

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MIT (Management in IT)

Acknowledgment

Im gratefully acknowledging all the voluble assistance by variouspersonage of the institute of IT section in preparing this assignment mysincere gratitude goes to the Course Coordinator Mss. Fahmida Khan andwho provided me with guidance, support and constructive suggestions thatcontributed immensely for the successful completion of this assignment

My special thanks and appreciation are extended to the MIT lecturer Mss.Fahmida Khan. I also remember with gratitude all the staff members of theinstitute, the instructors who rendered us a valuable guidance, specially thestaff of the computer center, who sacrificed their valuable time to help uscomplete our undertaking successfully

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Contents

Introduction04

TASK # 01

05o TASK #

1.1.. 05

Organization Charts.

05

Types of management.

.. 07

o TASK # 1.2.

09

Strategicplan 09

Vision and MissionStatements. 09

Business analysis for Y2K

Plastics.. 09 Steps of each stage of the Strategic

plan... 12 Highlighting products could be promoted

.. 12 Include a Timeline for the Strategic

Plan. 14 Comment on the type of

strategy. 15o TASK #

1.3 16o TASK #

1.3.A 16

Informationsystem.. 16

o TASK # 1.3.B 19

Enterprise Resource Planning.. 19o TASK # 1.4

23

Financial budget.. 23

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o TASK #

1.5 24

Risk Management .. 24

TASK # 02..

29o TASK # 2.1

29

Job Description. 29 Interview preparation.. 38

o TASK #

2.2 41

Employee Training Plane... 41 TASK # 03..

45o TASK # 3.1 45

Staff Motivation. 45 Maslows Hierarchy of Needs.. 45 Hertzberg Theories.... 47

Y2K Group financial motivation.. 49

Y2K Group non financial motivation.. 50

o TASK # 3.2 52

Performance Appraisal... 52 Employee Performance Appraisal form. 52 Administrative/Technical Performance review form 55

Reference58

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Introduction

Y2K Plastics is Asias largest plastic processor of molded products. Theyhave built huge capacities to cater to the domestic market. The companyfocuses mainly on manufacturing injection molded plastic furniture items.They specialize in making products such as plastics chairs, dinning tables,coffee tables, trolleys and racks, multipurpose racks, kiddies chairs, tablesand toy set. These products are available in a wide range of models andcolors to suit any location. The kiddies range is also produced whit coluresthat are favored by kids.

The Y2K Group is Indias leading manufacturer and material handling crateshaving a turnover in excess of US$ 100 million and also the world largestmanufacturer of molded furniture.

The group commands market leadership in India with five state of the artmanufacturing facilities in various states of India accredited white qualitycertifies like ISO 9001 & ISO 14000. The group has not only limited itsmanufacturing operation in India but have also gone beyond Indianboundaries with its expertise in the field of plastics and has set up jointventure in manufacturing facilities in Sri Lanka(with An ISO 9001 certified unit)as well an Bangladesh.

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TASK # 01TASK # 1.1

Organization Charts

Organization charts are visual pictures of basic organizational structure. Theyshow the grouping of work components on a functional, regional, or productsbasis. The traditional organizational chart contains boxes and lines depictingthe nature and relationship of work. Boxes contain labels listing departments,

position, or individuals. These boxes are arranged hierarchically into levelsrepresenting levels of authority and Responsibility in an organization.

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The Organization chart for new branch of Y2K Plastics

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Types of management

Management is a process of getting activities completed efficiently andeffectively with and through other people. If I simply say, Management is anorganizational function that, like investment, gets things done efficiently, togain the best return on all resources.

There are three

o Senior Management

oMiddle Management

ojunior or Operating Management

The Organization chart for new branch of Y2K Plastics

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TASK # 1.2

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Strategic plan

Vision and Mission Statements

Vision statement of the Y2K company

o The companys vision is to be the industryleader for plastic furniture and cater to the needs of their consumerat all time. the long term strategy of the company is tocontinuously improve their products and services and provide thebest service to their customers.

Mission statement of the Y2K company

o The Mission is continuously by monitoring and

reduces the cycle time of production and hence increases thedurability and resilience of their products.

Business analysis for Y2K Plastics

1. SWOT analysis2. BCG matrix

1. SWOT analysis

o What is SWOT analysis?

It is important to clearly identify the subject of a SWOT analysis,because a SWOT analysis is a perspective of one thing, be it acompany, a product, a proposition, and idea, a method, or option,etc.

SWOT analysis

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o STRENGTHS

Huge capacities to cater to the domestic market. Focusing too many kinds and ranges of people. US$ 100 million turnover.

World Largest manufacturer of molded furniture Associate with quality certified like ISO 9001 & 14000 Branches all over the world

o WEAKNESS

High operational cost

o OPPORTUNITYS

Can widen the market range New technologies can be adoptable Do contracts with new importers Reduce the operational cost Motivate the customers. Insert some innovative thoughts in manufacturing Motivate the staffs. Understand the customer well

o THREATS

Unstable tax rates Political uncertainty Competition

2. BCG matrix

o What is BCG matrix?

BCG matrix use two factors to evaluate organizations set of

businesses: the growth of a particular market and theorganizations share of that market. The matrix suggests thatfast growing markets in which an organization has thehighest market share are more attractive businessopportunities than slow growing markets in which andorganization has small market share. Dividing market growthand market share in to two categories (low and high) createdthe simple matrix shown below:

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Dogs are business that have very small share of a market that is notexpected to grow. So these businesses dont hold much economicpromise.

Question marks are business that has only small share of quicklygrowing market and the future performance of these businesses areuncertain. And it generates low profits.

Stars are businesses that have largest share of a rapidly growingmarket. Cash cows should be invested in stars to ensure their

preeminent position. Cash cows are business that have large share of market that is not

expected to grow substantially. These types of business generate highprofits.

BCG Matrix for the Y2K Plastics

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In the above diagram you can see the Y2K Groups in the cash cowbecause the Y2K Groups is International Company its the largestmanufacturer of molded furniture. Its turnover 100 US$, its already caughtthe market.

Steps of each stage of the Strategic plan

Choose suitable Location to open a new brancho Buy a land with all facilities

o Buy a building or Build it.

Legal approvalo Take license from relevant authoritieso Do the legal actions to start the business

Marketingo Start doing marketing.o Using Media or Peopleo Make people aware about the company

Choose suitable transportservices

Recruitmento Giving

advertisement to recruit employerso Do the interview

and necessary stuffso If training required

give the training

o Do some workshops

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Purchaserequired resources

o Place orderso Receive resources

Start working

Highlighting products could be promoted andcreate awareness among the foreign and domestic markets

First off all identifying which kind off products arefever to the customer and do a survey which product mostlycustomer likes and promoting, manufacturing that product so wecan sell products according to customer choice.

If we do like this we can attract customer quickly

and the customer will satisfy with the product.

Diverting Customers from other brand

o Giving fair amount to the product.o Direct marketing.o Giving some discount to the customer.o Targeting certain Customers and do some marketingo Sponsoring.o Giving promotion to customers.o

Making some stalls among each and every village and sellingproducts.o E-Commerce, E-Business.

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Include a Timeline for the Strategic Plan.

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Comment on the type of strategy that you would adopt for thisventure.

1. Differentiation

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Its a strategy which uses to distinguish itself from competition throughthe quality of its products or services.

2. Overall cost leadership

Its a strategy which uses to reduce manufacturing and other costs.

3. Focus

Its a strategy which uses to concentrate on specific regional market

4. Prospector Its a strategy which is innovative, growth oriented, searches for new

markets, new growth opportunities, encourages.

5. Defender

Its a strategy which protects current market, maintains stable growth, and

serves current innovation

6. Analyzer

Its a strategy which maintains current markets, current customer

satisfaction with moderate emphasis on innovation.

7. Reactor Its a strategy which has no method. It reacts to changes in the

environment.

I choose prospector because it has room for innovative thoughts, wewiden the market fence and it creates new opportunities thats why Iselect prospector its a good and efficient method to follow.

TASK # 1.3

TASK # 1.3.A

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Information system

Types of information systems?

1. Operational Levelo Transaction Processing System (TPS)

2. Knowledge Level Systemo Knowledge Work System. (KWS).

3. Management Level Systemo Management Information System (MIS)o Decision Support System (DSS)

4.Strategic Levelo Executive Support System (ESS)

1. Operational Level

Transaction Processing Systems (TPS)

As the name implies, Transaction Processing Systems ("TPS") are designedto process routine transactions efficiently and accurately. A business will have

several (sometimes many) TPS; for example:

o Billing systems to send invoices tocustomers(Ac)

o Order tracking, order processing (SM)o Machine control, plant scheduling,

material movement control(M)o Security trading, cash management(F)o Systems to calculate the weekly and

monthly payroll and tax payments(Ac)o Compensation trading and

development, employee record keeping (HR)o Production and purchasing systems to

calculate raw material requirementso Stock control systems to process all

movements into, within and out of the business

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2. Knowledge Level System

Knowledge Management Systems

Knowledge Management Systems ("KMS") exist to help businesses createand share information. These are typically used in a business whereemployees create new knowledge and expertise - which can then be sharedby other people in the organization to create further commercial opportunities.Good examples include firms of lawyers, accountants and managementconsultants.

KMS are built around systems which allow efficient categorization anddistribution of knowledge. For example, the knowledge itself might becontained in word processing documents, spreadsheets, PowerPointpresentations. Internet pages or whatever to share the knowledge, a KMSwould use group collaboration systems such as an intranet.

3. Management Level System

Management Information Systems

A management information system ("MIS") is mainly concerned with internalsources of information. MIS usually take data from the transaction processingsystems (see below) and summarize it into a series of management reports.

o Sales management (SM)o Inventory control (M)o Annual budget (F)o Capital investment analysis (Ac)o Relocation analysis (HR)

Decision-Support Systems

Decision-support systems ("DSS") are specifically designed to helpmanagement make decisions in situations where there is uncertainty aboutthe possible outcomes of those decisions. DSS comprise tools andtechniques to help gather relevant information and analyses the options andalternatives. DSS often involves use of complex spreadsheet and databasesto create "what-if" models.

o Sales region analysiso Production schedulingo Cost analysiso Pricing/profitability analysiso Control cost analysis

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4. Strategic Level

Executive Support Systems

An Executive Support System ("ESS") is designed to help seniormanagement make strategic decisions. It gathers analyses and summarizesthe key internal and external information used in the business.

A good way to think about an ESS is to imagine the senior management teamin an aircraft cockpit - with the instrument panel showing them the status of allthe key business activities. ESS typically involves lots of data analysis andmodeling tools such as "what-if" analysis to help strategic decision-making.

o 5- year sales trend forecasting (SM)o 5- year operating plan (m)o 5-year budget forecasting (F)o Profit plan (Ac)o Personnel planning (HR)

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TASK # 1.3.B

Enterprise Resource Planning

Enterprise Resource Planning (ERP) systems attempt to integrate all data andprocesses of an organization into a unified system. A typical ERP system willuse multiple components of computer software and hardware to achieve theintegration. A key ingredient of most ERP systems is the use of a unifieddatabase to store data for the various system modules.

Advantage of ERPo design engineering (how to best make the product)o order tracking from acceptance through fulfillmento the revenue cycle from invoice through cash receipto managing interdependencies of complex Bill of Materialso tracking the 3-way match between Purchase orders (what was

ordered), Inventory receipts (what arrived), and Costing (what thevendor invoiced)

o The Accounting for all of these tasks, tracking the Revenue, Cost andProfit on a granular level.

Customer relationship management

Customer relationship management (CRM) is a customer-centric businessstrategy with the goal of maximizing profitability, revenue, and customersatisfaction. Technologies that support this business purpose include thecapture, storage and analysis of customer, vendor, partner, and internalprocess information. Functions that support this business purpose includeSales, Marketing and Customer Service, Training, Professional Development,Performance Management, Human Resource Development andCompensation. Technology to support CRM initiatives must be integrated aspart of an overall customer-centric strategy. Many CRM initiatives have failedbecause implementation was limited to software installation without alignmentto a customer-centric strategy.

Analytical CRM analyzes customer data for a variety ofpurposes:

o Design and execution of targeted marketing campaigns to optimizemarketing effectiveness.

o Design and execution of specific customer campaigns, includingcustomer acquisition, cross-selling, up-selling, retention

o Analysis of customer behavior to aid product and service decisionmaking (e.g. pricing, new product development etc.)

o Management decisions, e.g. financial forecasting and customerprofitability analysis

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o Prediction of the probability of customer defection (churn analysis)

Supply chain management

Supply chain management (SCM) is the process of planning, implementing,

and controlling the operations of the supply chain as efficiently as possible.Supply Chain Management spans all movement and storage of raw materials,work-in-process inventory, and finished goods from point-of-origin to point-of-consumption.

The management component of SCMo Planning and controlo Work structureo Organization structureo Product flow facility structureo Information flow facility structureo Management methodso Power and leadership structureo Risk and reward structure

How does internet use to Y2K Group

Y2K Group is going to use E-business. All businesses are using E-businessand E-Commerce in the world. Using Internet will get so many advantages to

the company.

Impact of internet on the organizational environments andstrategic planning

1. Targeting right market segments

o It is important for advertisers to spend their advertisement dollars ($)wisely.

o They can achieve this by using appropriate methods of advertising andtargeting the right market segments.

o Two different types of advertising are entertainment ads and traditionaladvertising.

o Entertainment ads focus on entertaining a customer whereas traditionaladvertising is more direct and usually positioned between rather thanwithin editorial items.

o When the entertainment ads work well, they can be quite successful indrawing customers to their site however, it is very easy for this type ofad to flop resulting in no one returning to visit the advertisement siteafter they see it once.

o Traditional advertising has better readership.o It can also be used well in targeting the right market segments.

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o For instance, the ESPN Sports page would be a good site to place adsby Gatorade and Nike.

o Sports minded people that might be interested in these products wouldbe likely to access these pages.

o A good reference for researching this topic further is at Advertising

Age.

2. Security

o One of the main factors holding back businesses' progress on theInternet is the issue of security.

o Customers do not feel confident sending their credit card numbers overthe Internet.

o Computer hackers can grab this information off the Internet if it is notencrypted.

o Netscape and several other companies are working on encryptionmethods.

o Strong encryption algorithms and public education in the use of theInternet should increase the number of online transactions.

o After all, getting your credit card number stolen in every daytransactions is easier.

o In addition, securing private company information and enforcingcopyright issues still need to be resolved before the businesscommunity really takes advantage of Internet transactions.

o There are, however, currently some methods within Netscape forplacing the information online yet restricting it to only certain peoplesuch as company employees.

3. Consumer confidence

o Consumer confidence is essential for conducting business online.o Although related to security, consumer confidence also deals with

feeling confident about doing business online.o For instance, can consumers believe that a company is legitimate if it is

on the Internet, or could it be some kind of boiler room operation? Also,companies must be able to substantiate their advertising claims if they

are published online.o As well as the future of Internet commerce.o After all, if consumer confidence is low, businesses will not succeed.

4. Speed of network access

o The speed of network access is a risk for businesses.o If businesses spend a lot of money for fast network

connections and design their sites with this in mind yet customers havelower speed connections, this may result in fewer consumers

accessing their site.

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o Fewer consumers accessing their site most likely resultsin lower profits which are in addition to the extra cost of the fasternetwork connection.

o On the other hand, if the company designed for sloweraccess yet customers have faster access, they could still lose out in

profits.o Currently some of the options that home users have to

choose from are traditional modems, ISDN, and Cable Modems.o Traditional modems are cheaper but the current speed is

a maximum of 28.8 Kbps.o ISDN is faster at 56 Kbps, but more expensive.o Cable modems are faster yet with a speed of 4 Mbps.o However, two-way interaction with a cable modem needs

some more testing to be sure that it works as well as ISDN..

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TASK # 1.4

Financial budget

ProceduresIncome

Rs (LKR)ExpenseRs (LKR)

BalanceRs (LKR)

Invest from head office 50,000,000.00

Shares 10,000,000.00

loan 5,000,000.00

Land and building 20,000,000.00

Legal and license issues 5,000,000.00

Marketing 10,000,000.00

Transport 5,43,000.00

Employees 10,000,000.00

Resources 1,000,000.00

Investment on other business 1,000,000.00

Insurance 700,000.00

Security 40,000.00

Other costs 80,000.00

Launching costs 200,000.00

Tax 5,000,000.00

Interest payment for bank loan 10% 50,000.00

Total amount of the project 60,500,000.00 53,070,000.00 2,000,00.00

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TASK # 1.5

Risk Management

What is the risk management process?

The risk management process consists of a series of steps that, when

undertaken in sequence, enable continual improvement in decision-making.

1. Communicate and consult

Communication and consultation aims to identify who should be involved in

assessment of risk (including identification, analysis and evaluation) and it

should engage those who will be involved in the treatment, monitoring and

review of risk.

As such, communication and consultation will be reflected in each step of the

process described in this guide.

As an initial step, there are two main aspects that should be identified in order

to establish the requirements for the remainder of the process. These are

communication and consultation aimed at:

o eliciting risk information

o Managing stakeholder perceptions for management of risk.

2. Establish the context

When considering risk management in Y2K Group, it is important to first

establish some boundaries within which the risk management process will

apply.

The business owner may be only interested in identifying financial risks as

such the information collected will pertain only to that area of risk.

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Establish the risk management context

It is important to define the limits, objectives and scope of the activity or issue

under examination.

o In conducting a risk analysis for a new project, such as the

introduction of a new piece of equipment or a new product line, it is

important to clearly identify the parameters for this activity to ensure

that all significant risks are identified.

Establishing the parameters and boundaries of the activity or issue also

involves the determination of:

o Timeframe

o resources required

o roles and responsibilities

o additional expertise required

o internal and external relationships

o record-keeping requirements

o Depth of analysis required.

Develop risk criteria

Risk criteria allow a business to clearly define unacceptable levels of risk.

Conversely, risk criteria may include the acceptable level of risk for a specific

activity or event. In this step the risk criteria may be broadly defined and then

further refined later in the risk management process.

It is against these criteria that the Y2K Group owner will evaluate an identified

risk to determine if it requires treatment or control. Where a risk exists that

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may cause any of the objectives not to be met, it is deemed unacceptable and

a treatment strategy must be identified.

3. Identify the risks

Risk cannot be managed unless it is first identified. Once the context of the

business has been defined, the next step is to utilize the information to identify

as many risks as possible.

The aim of risk identification is to identify possible risks that may affect, either

negatively or positively, the objectives of the business and the activity under

analysis. Answering the following questions identifies the risk:

o What can happen?

o How can it happen?

o

Why could it happen?

Identifying retrospective risks

Retrospective risk identification is often the most common way to identify risk,

and the easiest. Its easier to believe something if it has happened before. It is

also easier to quantify its impact and to see the damage it has caused.

There are many sources of information about retrospective risk. These

include:

o hazard or incident logs or registers

o audit reports

o customer complaints

o accreditation documents and reports

o past staff or client surveys

o Newspapers or professional media, such as journals or websites.

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Benefits of risk management

Small businesses can expect to encounter many benefits from applying risk

management principles in a structured and systematic way. These include:

o Improved communication between staff and with external stakeholders

o Improved understanding of the impacts that management practices

have on a business

o Improved relationships with stakeholders such as clients, employees,

suppliers and contractors

o Enhanced business planning and achievement of objectives and goals

o Reduced litigation potential

o Increased competitive advantage

o Enhanced quality of product or service

o Increased efficiency and productivity

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TASK # 02TASK # 2.1

Job Description

Job analysis provides the information for a job description a writtendescription of job content, environment and conditions of employment, andspecification knowledge, skills and abilities needed to do the job effectively.Future assessment determines the firms future human resource requirementsby looking at the overall organizational goals derived from strategic planning

Job description for Y2K Group

Title: Sales and Marketing Executive

Responsibilities and accountabilities:

o Maintain and develop a computerized customer andprospect database.

o Plan and carry out direct marketing activities (principallydirect mail) to agreed budgets, sales volumes, values,product mix and timescales.

o Develop ideas and create offers for direct mail andmarketing to major accounts by main market sector and Y2K

Group products.o Respond to and follow up sales enquiries by post,

telephone, and personal visits.o Maintain and develop existing and new customers

through planned individual account support, and liaison withinternal order-processing staff.

o Monitor and report on activities and provide relevantmanagement information.

o Carry out market research, competitor and customersurveys.

o Maintain and report on equipment and software suitabilityfor direct marketing and sales reporting purposes.

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o Liaise and attend meetings with other company functionsnecessary to perform duties and aid business andorganizational development.

o Manage the external marketing agency activities oftelemarketing and research.

o Attend training and to develop relevant knowledge andskills.

Title: Business development manager/executive/director

The 'business development' job title can mean various things. Someorganizations refer to sales and account management jobs as 'businessdevelopment', in which case refer to the account manager job descriptionbelow. The business development job description - and especially the extentof strategic and authority responsibility - depends on whom the role reports to,and the scale of and complexity of the 'business' (markets, products/services,territory, etc) to be developed. This is an example of typical responsibilities ofa senior business development role, or business development director:

o Market and technology researcho Formulation of strategyo Distribution channel analysis and developmento New product development planning and managemento Technology transfer, licensing, partnerships assessment

and developmento Marketing and advertising and promotion planningo Sales organization planning and developmento Import/export development

o Business planningo Launch and implementationo Health and safety adherenceo Self-development and continuing personal development

Title:Account manager/sales person

The account manager or sales-person job has many variations. These are thetypical responsibilities of a modern office-based or field-based salesperson.This list is probably too long for a normal job description - it includes similarvariations of individual responsibilities which you can select as appropriate.

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o Plan and priorities personal sales activities andcustomer/prospect contact towards achieving agreedbusiness aims, including costs and sales - especiallymanaging personal time and productivity.

o Plan and manage personal business

portfolio/territory/business according to an agreed marketdevelopment strategy.

o Manage product/service mix, pricing and marginsaccording to agreed aims.

o Maintain and develop existing and new customersthrough appropriate propositions and ethical sales methods,and relevant internal liaison, to optimize quality of service,business growth, and customer and satisfaction.

o Use customer and prospect contact activities tools andsystems, and update relevant information held in these

systems.o Plan/carry out/support local marketing activities to agreedbudgets and timescales, and integrate personal sales effortswith other organized marketing activities, e.g. Productlaunches, promotions, advertising, exhibitions andtelemarketing.

Title:Administrative assistant

An administrative assistant job description varies according to the role andorganization. Use this outline as a basis to create a job description that isrelevant to your own situation.

o Type and word-process various documents andelectronic information.

o Create financial and statistical tools and reports usingspreadsheets.

o Manage, organize, and update relevant data usingdatabase applications.

o Communicate and provide information by relevant

methods internally and externally to assist and enableorganizational operations and effective service to connectinggroups.

o Analyze and interpret financial statistics and other dataand produce relevant reports.

o Interpret instructions and issues arising, and thenimplement actions according to administrative policies andprocedures.

o Research and investigate information to enable strategicdecision-making by others.

o

Arrange and participate in meetings, conferences, andproject team activities.

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o Approve decisions, requests, expenditure andrecommendations on behalf of senior people in theirabsence, according to agreed guidelines and policies.

o Adhere to stated policies and procedures relating tohealth and safety, and quality management.

Title: Shop or retail/wholesale store manager

Depends on the level of commercial and managerial authority andresponsibility, butcould include potentially these points:

o Manage and motivate staff, recruit staff, train and developstaff, according to company policies and employment laws,and ensure relevant HR procedures are followed (appraisals,discipline, grievance, etc).

o Plan, forecast, report on sales, costs and businessperformance, according to company requirements.

o Plan and implement advertising and promotional strategyand activities.

o Manage cash and payment systems in accordance with

company procedures and policies, at all times with staff andcustomer safety as the uppermost priority.

o Plan and implement shop merchandising, layout andcustomer traffic flow so as to maximize sales, customersatisfaction, appearance, image and ergonomics forcustomers.

o Manage selling and customer service activities and staffcompetence in these areas, so as to optimize and sustainsales performance, profitability and customer satisfaction.

o Manage costs and overheads, and all factors affecting theprofitable performance of the shop.

o Liaise with external agencies and authorities as necessary(advertising, PR, recruitment, training, fire services, police,local council, health and safety inspectors, etc).

o Liaise with and utilize support from suppliers, merchandisersand other partners as required.

o Manage, maintain and report as necessary all merchandiseand non-merchandise stock.

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Title: Trainer/training manager

o Plan departmental/functional training budgets, forecast costsand delegate numbers as required by organizationalplanning and budgeting systems.

o Assess relevant training needs for staff individuals andorganization, in consultation with departmental heads,including assessment methods and measurement systemsentailed.

o Stays informed as to relevant skill and qualifications levelsrequired by staff for effective performance, and circulaterequirements and relevant information to the organization asappropriate.

o Produce organizational strategy and plans to meet trainingand development needs, and manage training delivery,measurement and follow-up as necessary.

o Design training courses and programmers necessary to meet

training needs, or manage this activity via externalprovider(s).

o Identify, select and manage external training andaccreditation bodies, agencies and providers necessary todeliver required training to appropriate standards.

o Organize training venues, logistics, transport,accommodation as required to achieve efficient trainingattendance and delivery.

o Plan and deliver training courses personally wherenecessary to augment that provided externally or internallyby others.

o Arrange for the maintenance of all necessary equipment andmaterials relating to the effective delivery and measurementof training.

o Recruit, manage and develop direct-reporting staff (ifapplicable).

o Ensure all training activities and materials meet with relevantorganizational and statutory policies, including health andsafety, employment and equality laws.

o Monitor and report on activities, costs, performance, etc, asrequired.

o Develop self, and maintain knowledge in relevant field at alltimes.

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Title: HR (human resources) head or director

o Plan, develop and implement strategy for HR managementand development (including recruitment and selectionpolicy/practices, discipline, grievance, counseling, pay andconditions, contracts, training and development, succession

planning, morale and motivation, culture and attitudinaldevelopment, performance appraisals and qualitymanagement issues - add others if relevant)

o Establish and maintain appropriate systems for measuringnecessary aspects of HR development

o Monitor, measure and report on HR issues, opportunities anddevelopment plans and achievements within agreed formatsand timescales

o Manage and develop direct reporting staffo Manage and control departmental expenditure within agreed

budgetso Liaise with other functional/departmental managers so as to

understand all necessary aspects and needs of HRdevelopment, and to ensure they are fully informed ofHR objectives, purposes and achievements

o Maintain awareness and knowledge of contemporary HRdevelopment theory and methods and provide suitableinterpretation to directors, managers and staff within theorganization

o Contribute to the evaluation and development of HR strategyand performance in co-operation with the executive team

o

Ensure activities meet with and integrate with organizationalrequirements for quality management, health and safety,legal stipulations, environmental policies and general duty ofcare.

Title: Sales and marketing director

The position reports to the CEO/MD/General Manager. The purpose of therole is to plan and implement sales and marketing activities in order to meetcompany targets for retention growth and profitability, and to contribute, as aboard member, to the executive management of the company.

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o Plan and implement marketing strategy, including advertisingand PR.

o Plan and implement sales and customer retention anddevelopment.

o Plan and manage sales and marketing resources according

to agreed budgets.o Contribute to formulation of policy and strategy as a board

member.o Recruit, manage, train and motivate direct reporting staff

according to company procedures, policy and employmentlaw.

o Maintain administration and relevant reporting and planningsystems.

o Manage relevant reporting of management and financialinformation for the sales and marketing departments.

o Select and manage external agencies.o Manage R&D and NPD and new business development.o Maintain and develop corporate image and reputation, and

protect and develop the company's brands via suitable PRactivities and intellectual property management.

Title: Quality manager/director

o Develop and implement quality management strategy and plans,including resource, systems, timescales, financials, to support,contribute to, and integrate within, the organizations annualbusiness plan and long term strategy.

o Develop and maintain systems to establish standards relating toactivities and products.

o Develop and maintain systems to measure performance againstestablished standards.

o Monitor performance (in relevant areas) according to agreedstandards and take necessary action to communicate/advise/assistaccording to performance levels.

o Monitor and inform/communicate/apply standardscreated/maintained by external bodies, and integrate within internalquality management systems.

o Establish and implement necessary communication strategy for theimprovement and awareness of quality issues across alldepartments.

o Plan and manage departmental activities in accordance with agreedbudgets and timescales.

o Report as necessary on changes in standards (internally andexternally initiated) and on performance against standards.

o Liaise and co-operate with quality management and standardsbodies

o Manage departmental performance against agreed targets and

budgets, and within policies and standards.

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o Liaise with customers and suppliers where necessary (whereimpacting/affected by quality issues)

o Contribute to executive policy and strategy.

Title: Finance director or chief financial officer

This role's responsibilities and authority level depends on what your companyis and requires, and, if the role covers statutory administration and reporting,elements of the role also depend on your country's company laws (reporting,shareholders, tax, dividends, etc).

o Business and financial strategy and planning, monitoring,management and reporting, including management anddevelopment of policies, systems, processes and personnelinvolved.

o Reporting and accounting as per regulatory a legal requirementsincluding taxation, dividends, annual report and accounts.

o Management of strategy for and liaison with stock market, businesspress and business analysts community.

o Financial staff management, motivation, training, recruitment andselection.

o Contributing to strategic planning and development as a member ofexecutive team, and probably keeping and distributing notes andrecords, reports to executive and management team.

Title: Purchasing/buying manager/executive

The following areas of responsibility are potentially included inpurchasing/buying function. How you form these into purchasing and buyingjob descriptions depends on the scope of your purchasing department'sresponsibility; your purchasing department's interface with other departments;how your purchasing roles are to operate, and the job(s) autonomy, authorityand reporting levels:

o Purchasing policy and planningo Departmental staff recruitment, development, training and

managemento Purchasing project prioritizations and management

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o Managing purchasing information and systems, and purchasingservices IT

o Managing purchasing staff managing suppliers, relationships, SLA's(service level agreements)

o Setting (if no QA function), monitoring and managing quality and

QA systemso Effective proactive liaison with other departments as necessary to

forecast, plan to meet, and to supply demand to relevant qualityo Effective proactive liaison with other departments re operating,

resorting, services as necessary, e.g. ITo Negotiating and administration of purchasing contractso Make or buy policy analysis and decisions

Title: Chief executive officer or managing directoro Identify, develop and direct the implementation of business strategy

(depending on the situation some criteria may already exist or beestablished by the organizations chairman, owner(s)/shareholders)

o Plan and direct the organizations activities to achievestated/agreed targets and standards for financial and tradingperformance, quality, culture and legislative adherence

o Recruit, select and develop executive team memberso Direct functions and performance via the executive teamo Maintain and develop organizational culture, values and reputation

in its markets and with all staff, customers, suppliers, partners andregulatory/official bodies

o Report to shareholders/parent board on organizational plans andperformance

o Execute the responsibilities of a company director according tolawful and ethical standards, as referenced in ... (whatever directorpolicy and standards document you might use).

Title: Chairman/chairperson

Note: is appointed by and reports to the board of directors.)

o Preside over board or executive committeeo Supply vision and imagination at the highest level (normally working

closely with the MD or CEO)o Take chair at general meetings, within which: to ensure orderly

conduct; fair and appropriate opportunity for all to contribute;suitable time allocation per item; determining order of agenda;directing discussion towards consensus; clarifying and summing upactions and policies

o Act as the organizations representative in its dealings with theoutside world

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o Play a leading part in determining composition of board and sub-committees, so as to achieve harmony and effectiveness

o Take decisions as delegated by the board and where required chairboard meetings.

o Execute the responsibilities of a company director according to

lawful and ethical standards, as referenced in ... (whatever director

Interview preparation

Interview Assessment form

Name Of the

Candidate Male FemalePosition

Applied To Temporary Part Time Full Time

Name of theInterviewers

Date :

Department: Time :

Please rate on a scale of 1 to 5 (1 being the weakest and 5 the best), using

thejob description for the guidance on required levels and attributes

Characteristics/competency

Rating 1-5 Remarks

QualificationsExperienceKnowledgePersonalityPunctualityManagerial SkillsLeadership Skills

Communication SkillsTeam work

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Culture FitAttitude (can withstand stress,no major hand-ups)

Total

Over roll Average:

Comments (If any) :.......Note: at least 30/50 (or a proportionate amount if certain points are notapplicable) is required in order to make a hiring decision.

Remuneration:

Current: Expected:

Available Start Date: Referred By: (Name/BU/Dept)Checked By: (Name/BU/Dept)Comments:Signature/s: .. . .

Reference Check

Name of Potential new Recruit: ..Position:

Please complete each of the following questions as honestly as you can.All information submitted will be kept strictly confidential.

1. What is your relationship to this candidate and howlong have you known him/her?

Please rate on a scale of 1 to 5 (1 being the weakest and 5 the best)

2. How well would you rate this candidate overallperformance in comparison to his peers?

1 2 3 4 5

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3. Rate the candidates energy level (is he/she amotivated self-starter?)

1 2 3 4 5

4. How would you rate the candidates ability to interact

white people(at all levels)1 2 3 4 5

5. Rate the candidates overall attitude towardslife/work/people

1 2 3 4 5

6. Rate the candidates leadership/managerial skills1 2 3 4 5

7. How would you rate the candidates oral and written

skills?1 2 3 4 5

8. How well can this candidate make long-term and shortterm plans?

1 2 3 4 5

9. Rate this candidates technical skill?1 2 3 4 5

10. How well does the candidate demonstrate honestlyand integrity?

1 2 3 4 5

11. Is this candidate able to attract and retain keyemployees?

1 2 3 4 5

12. Did this candidate plane and administer a budget andif so, what kind of budget?

1 2 3 4 5

13. What are this candidates strengths:....

14. List any suggested areas for improvement in thiscandidate:....

15. Are there any reasons (personal or other) why this

candidate may not be able to perform well in this position?

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.................................................................................................................

.................................................................................................................

16. Would you recommend this candidate for the abovenamed?

Yes No

Name of Referee: .Name of the company: ....Designation: ..Date: ..

Signature: ..

TASK # 2.2

Employee Training Plane

Based on learning principles, here is a checklist for a successful employeelearning experience:

The goals of the employee training or development program are clear The employees are involved in determining the knowledge, skills, and

abilities to be learned The employees are participating in activities during the learning

process The work experiences and knowledge that employees bring to each

learning situation are used as a resource A practical and problem-centered approach based on real examples is

used New material is connected to the employee's past learning and work

experience The employees are given an opportunity to reinforce what they learn by

practicing The learning environment is informal, safe and supportive The individual employee is shown respect The learning opportunity promotes positive self-esteem

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Learn more about learning principles and how they relate to your employeetraining & development program.

Employee training and development process

Learning happens all the time whether or not you are fully aware of it. Are youa person who forgets to save your work on your computer on a regular basis?If a power failure occurs and you loose some data, do you learn anything? Ifyou say to yourself, "I must remember to save more often", you have donesome learning. This type of learning is called incidental learning; you havelearned without really thinking about it or meaning to. On the other hand,intentional learning happens when you engage in activities with an attitude of"what can I learn from this?" Employee development requires you to approacheveryday activity with the intention of learning from what is going on aroundyou.

Who is responsible for employee training and development?

Employee training is the responsibility of the organization. Employeedevelopment is a shared responsibility of management and the individualemployee. The responsibility of management is to provide the right resourcesand an environment that supports the growth and development needs of theindividual employee.

For employee training and development to be successful, managementshould:

Provide a well-crafted job description - it is the foundation upon whichemployee training and development activities are built

Provide training required by employees to meet the basiccompetencies for the job. This is usually the supervisor's responsibility

Develop a good understanding of the knowledge, skills, and abilitiesthat the organization will need in the future. What are the long-termgoals of the organization and what are the implications of these goalsfor employee development? Share this knowledge with staff

Look for learning opportunities in every-day activity. Was there anincident with a client that everyone could learn from? Is there a new

government report with implications for the organization? Explain the employee development process and encourage staff to

develop individual development plans Support staff when they identify learning activities that make them an

asset to your organization both now and in the future

For employee development to be a success, the individual employee should:

Look for learning opportunities in every-day activity Identify goals and activities for development and prepare an individual

development plan

To successfully launch an employee training program in Y2K Group

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1. Stress training as investment. The reason training is oftenconsidered optional at many companies is because it is thought of asan expense rather than an investment. While its true that training canbe costly up front, it's a long-term investment in the growth anddevelopment of your human resources.

2. Determine your needs. As you probably dont have unlimited time orfunds to execute an employee training program, you should decideearly on what the focus of your training program should be. Determinewhat skills are most pertinent to address current or future companyneeds or ones that will provide the biggest payback. Ask yourself, Howwill this training eventually prove beneficial to the company? Repeatthis process as your business needs change.

3. Promote a culture of learning. In todays fast-paced economy, if abusiness isnt learning, its going to fall behind. A business learns as its

people learn. Communicate your expectations that all employeesshould take the necessary steps to hone their skills and stay on top oftheir professions or fields of work. Make sure you support those effortsby providing the resources needed to accomplish this goal.

4. Get management on board. Once you have developed a prioritizedlist of training topics that address key needs within your company, youneed to convince management to rally behind the initiative.

5. Start out small. Before rolling out your training program to themasses, rehearse with a small group of users and gather theirfeedback. This sort of informal benchmarking exposes weaknesses inyour training plans and helps you fine tune the training process.

6. Choose quality instructors and materials. Who you select toconduct the training will make a major difference in the success of yourefforts, whether its a professional educator or simply a knowledgeablestaff member. Having the right training materials is also important afterthe training is over, these materials become valuable resources for

trainees.

7. Find the right space. Select a training location thats conducive tolearning. Choose an environment thats quiet and roomy enough tospread out materials. Make sure the space is equipped with acomputer and projector, so you can present a visually stimulatingtraining session.

8. Clarify connections. Some employees may feel that the trainingthey're receiving isn't relevant to their job. Its important to help themunderstand the connection early on, so they dont view the training

sessions as a waste of valuable time. Employees should see the

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training as an important addition to their professional portfolios. Awardpeople with completion certificates at the end of the program.

9. Make it ongoing. Dont limit training solely to new employees.Organized, ongoing training programs will maintain all employees skill

levels, and continually motivate them to grow and improveprofessionally.

10. Measure results. Without measurable results, its almost impossible toview training as anything but an expense. Decide how youre going toobtain an acceptable rate of return on your investment. Determine whatkind of growth or other measure is a reasonable result of the trainingyou provide. Youll have an easier time budgeting funds for futuretraining if you can demonstrate concrete results.

Purpose of Training and Development

Reasons for emphasizing the growth and development of personnel include

Creating a pool of readily available and adequate replacements forpersonnel who may leave or move up in the organization.

Enhancing the company's ability to adopt and use advances intechnology because of a sufficiently knowledgeable staff.

Building a more efficient, effective and highly motivated team, whichenhances the company's competitive position and improves employeemorale.

Ensuring adequate human resources for expansion into new programs.

Research has shown specific benefits that business receives from training

and developing its workers, including:

Increased productivity. Reduced employee turnover. Increased efficiency resulting in financial gains. Decreased need for supervision.

Employees frequently develop a greater sense of self-worth, dignity and well-being as they become more valuable to the firm and to society. Generally theywill receive a greater share of the material gains that result from theirincreased productivity. These factors give them a sense of satisfactionthrough the achievement of personal and company goals.

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The Training Process

The model below traces the steps necessary in the training process:

Organizational Objectives

Needs Assessment Is There a Gap? Training Objectives Select the Trainees Select the Training Methods and Mode Choose a Means of Evaluating Administer Training Evaluate the Training

TASK # 03

TASK # 3.1

Staff Motivation

Productivity of any organization or department or work unit depends upon the

people who work in that unit. Given the same inputs, people can products

more if they work more thus increasing the productivity of the organization,

department or work unit. How to make people work more or work better? is

an issue that requires an understanding of what motivates people to work

better in higher proportions with marginal increase in some inputs. This

requires an understanding of the term motivation.

Motivation can be defined as a concept used to describe the factors with in an

individual which arouse, maintain and channel behavior towards a goal.

There are different types of motivation such as,

The Role of Motivation

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Simple model of motivation

Theories of motivation

Maslows Hierarchy of Needs

Physiological Needs (Level I):

This Level is the most basic human needs. They include food, water, comfort,

shelter drink rest etc... The organization helps to satisfy employees

physiological needs by a paycheck.

Safety Needs (Level II):

This Level is the desires for security and stability, to feel safe from harm.

Where the basic needs are reasonably satisfied we turn to thinking about

protection from danger, security and order so that we feel safe. These needs

can be a concern for physical but also covers Physiological safety needs such

as job security etc. the organization helps to satisfy employees safety needs

by benefits.

Social Needs (Level III):

This Level is the desires for affiliation. They include friendship, love and

belonging. The organization helps to satisfy employees social needs throughsports teams, parties and celebrations. The supervisor can help fulfill social

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needs by shoeing direct care and concern for employees. Social needs such

as needing acceptance, giving receiving affection and belonging become

things that people want

Esteem Needs (Level IV):

This Level is the desires for achievement, self esteem, self confidents, self

respect and/or recognition from others, and status. The organization helps to

satisfy employees esteem needs by matching the skills and abilities of the

employee to the job. The supervisor can help fulfill esteem needs by showing

workers that their work is appreciated.

Self-actualization Needs (Level V):

This Level is the desires for self-fulfillment and the realization of the

individuals full potential. The need to become the person that we feel we are

capable of becoming. This means that we have achieved what we consider to

be our very best. The supervisor can help fulfill Self-actualization by assigning

tasks that challenge employees minds while drawing on their aptitude and

training.

Hertzberg Theories

Hertzbergs two factor Theory

Like Maslow Hertzberg believed that people had higher and lower

levels of needs. Unlike Maslow who had five levels of needs

Hertzberg has divided human needs into two categories.

o Hygiene Factor

Environmental factors such as salary, inter-personal

relationships working conditions, style of leadership and types of

supervision, security, type of work, working hours, status.

Hygiene factors are so called because they are seen to work like

preventative medicine. They stop you from getting sick but do

not really do anything to make you the healthiest that you can

be, or better than you where. In a management context this

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means that hygiene factors dont motivate people to do their

very best but they are needed to stop people becoming

dissatisfied with their jobs.

o Motivating Factor

Factors within a job which allow for such things as achievement,

responsibility, recognition, advancement, challenge, Hertzberg

suggests that these factors are the ones which encourage

people to strive to do well, in other words to motivate them to do

their best.

Hertzberg believed that these two levels of needs were important for job

satisfaction however they worked in different ways. If the lover needs are

inadequate workers will quickly become dissatisfied, however, as these needs

are satisfied trying to motivate staff by just adding more hygiene factors such

as wages or work hours is an inefficient and short term solution. A better way

would be to appeal to their higher level needs by giving them more

responsibility or giving them greater scope for advancement. In this way the

individuals goals are satisfied as well as those of the organization. Job

enrichment programs are where jobs are redesigned to incorporate these

motivating factors.

Employee Motivation

o Make your presence known

Coming to work and announcing your arrival is a great way to motivate

employees and put a smile on their face first thing in the morning. Walking

through the doors and simply saying good morning with a smile on your facecan make all the difference in the world.

o Verbal Praise

This kind of praise doesnt have to be over dramatic or over the top, most

times showing respect for your employees by saying simple things like please

and thank you are easy and effective ways to motivate your employees.

Simply saying you did a great job when the employee deserves it is anotherway that verbal praise can work to motivate employees.

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o Set clear expectations

Communicating deadlines, objectives, and requirements of a job is essential

to completing the task efficiently. Sometimes these things are reported very

well but they may change. Usually these changes are not discussed in detail

and therefore it causes employees to feel that they are either not important

enough to be told why the changes are taking place, or that the manager has

made a mistake. Neither of these thoughts will lead to a motivated employee.

One way to prevent this is to always get some kind of feedback from the

employee about the job so that you are certain that he knows what is

expected. If there is a change in a project, tell the employee why. Make them

part of the solution to the problem.

o Give employees regular feedback

Let the employee know when he is doing a good job. This also works theother way, let the employee know when you are not pleased with the outcome

and why. This is a great opportunity to let the to ask the employee if there is

anything that you as a manager can do to help employee know how they can

do better next time. Also, now is a good time with the change. Wait for

feedback from the employee. Talk it over and have a real discussion. This will

make the employee feel like you are not upset about the job, but that you are

genuinely concerned and willing to help correct the problem.

o Create consequences

Make sure to not only tell the employee when you are pleased with the work,

but also provide rewards and recognition for outstanding work. A personally

written thank you card is a very effective and inexpensive way to do this.

When an employee is not working up to the expectations set by the company,

it is motivating to other workers, after all, they may think, If he isnt doing itwhy should I? That is why it is so important to make clear consequences for

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those who do not perform as expected. It is very important to be consistent

with these consequences.

Y2K Group financial motivation

Most people work to satisfy needs of one kind or another. Non financialmotivators are things other than money that motivate people to work. Isuggested Maslowss Hierarchy of Needs.

1. Basic needs: for food, drink and shelter2. Safety needs: protection against danger, threat, deprivation3. Social needs: the need for belonging, acceptance, friendship4. Self-esteem needs: reputation, status5. Self-actualizations: the need for realizing one's own potential for

continual self-development

In a hierarchy the things at the top are more important than those at thebottom. Company said the lower levels have to be satisfied first. Only whenthese needs have been satisfied will the individual strive to satisfy the higherneeds. For example, hungry, cold people will seek food and shelter first. Oncethey are well fed and comfortable, they will turn their attention to higherneeds,

Basic needs:

A fair wage, a meal and rest facilities

Safety needs

Job security, safe working conditions, and pension schemes.

Social needs

Met by introducing team work and perhaps providing social facilitieslike a club or sports pitch.

Self-esteem needs

This is about how others see us at work and can be provided for byrewarding staff with status symbols like cars, offices and new jobtitles. Allowing staff to gain qualifications at work can boost self-esteem too.

Self-actualization

Achieving your full potential a business must ensure that promotion is

possible and that there are opportunities to use initiative.

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Y2K Group non financial motivation

Money, and the way it is paid, can affect motivation to work. In your exam,you may be asked to calculate wages and bonuses or to compare one type ofpayment scheme to another. These are some of the most usual payment

systems:

Time rate or 'wages' Paying by the number of hoursworked.

Piece rate Paying by the number of items(pieces) produced.

Overtime Extra pay for work done over and

above normal working hours. It isusually paid at a higher hourly rate,e.g. double time means twice thenormal hourly rate.

Shift payments Usually paid for working unsocialhours such as night work.

Bonus payments A special single payment forachieving a target.

Profit sharing A percentage of the company's profitis shared amongst the workers.

Loan Giving some Loans to Employee

Paying extra money for jobs with difficult hours will usually encourage peopleto apply for the work

Aloyalty bonus can be used to persuade workers to stay with their employerfor a long period of time. Employees may not want to work longer than theircontracted hours but they can often be persuaded to do so by receiving ahigher rate of pay.

A perk is a payment in kind. Instead of giving money the employer mightprovide:

cars health insurance free uniform

discounted products first class travel

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It is often cheaper for the employer to provide goods rather than the money tobuy them with. A good perk will make an employee reluctant to leave thebusiness

A good answer will suggest introducing some of the following things:

Providing a pleasant room for staff to use during breaks. Providing subsidized meals or improving the existing canteen. Giving permanent contracts of employment An occupational pension scheme Introducing team working and giving teams more say in how things are

done Advertising job opportunities internally Introducing a newsletter or regular briefing for all staff Rewarding staff with perks like company cars, insurance schemes or

discounted goods

TASK # 3.2

Performance Appraisal

Performance appraisal (PA) is the process through which an individual

employees behavior and accomplishments for a fixed time period are

measured and evaluated. The major purpose of measuring and evaluating is

to asses the worth or value. Performance appraisal is a systematic and

objective way of jading the relevant worth or identify those who are

performance their assigned tasks well and those who are not the reasons for

such performance. Performance appraisal is thus the process of reviewing an

individuals performance and progress in a job and assessing his potential for

future improvement. It is a systematic method of obtaining, analyzing andrecording information about a person that is needed.

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1.

2.

3.

4.

5.

Other Accomplishments (IF ANY):

Employee Career Goals:

Describe how the current position aligns with career goals:

.........................Profoundness Improvement Plan:

Employee Comments (Not Optional) :

Any Other comments (if any) :

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Employee Signature: ..Date: .....

Supervisor Signature: ..

Date: .

Administrative/Technical Performance review form

Employee Name :

Job/Position :

Date of review :

Reviewers name :

Please Tick on the Remarks

Quality of work

Work is Performed Remarks Comments

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accurately and neatly.Work is consistent.thorough andcomplete

Outstanding

ExceedsExpectations

MeetsExpectations

ImprovementNeeded

Unacceptable

Not Applicable

Quality of work

Amount of workpreformed on dailybasis is appropriatefor job function

Remarks Comments

Outstanding

ExceedsExpectations

MeetsExpectations

Improvement

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Needed

Unacceptable

Not Applicable

Job knowledge

Understands the jobrequirements and has

specific contentknowledge whereappropriate

Remarks Comments

Outstanding

ExceedsExpectations

MeetsExpectations

ImprovementNeeded

Unacceptable

Not Applicable

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Reference

Web sites (URL):

o http://en.wikipedia.org/wiki/Business_Marketingo http://www.businessmarketingltd.com/o http://www.allbusiness.com/human-resources/careers-job-

training/1465-1.htmlo http://en.wikipedia.org/wiki/Job_interviewo http://www.cvtips.com/interview_question.htmlo http://www.cvtips.com/what_to_wear_for_a_job_interview.htmlo http://www.ilchildsupport.com/csbrochures/hfs3585.htmlo http://www.revision-notes.co.uk/revision/803.htmlo http://www.mckinnonsc.vic.edu.au/vceit/systems/infosystemtypes.htmo http://tutor2u.net/business/ict/intro_information_system_types.htmo http://www.ii.metu.edu.tr/~ion501/demo/21.html#1o http://www.ii.metu.edu.tr/~ion501/demo/22.html

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http://en.wikipedia.org/wiki/Business_Marketinghttp://www.businessmarketingltd.com/http://www.allbusiness.com/human-resources/careers-job-training/1465-1.htmlhttp://www.allbusiness.com/human-resources/careers-job-training/1465-1.htmlhttp://en.wikipedia.org/wiki/Job_interviewhttp://www.cvtips.com/interview_question.htmlhttp://www.cvtips.com/interview_question.htmlhttp://www.cvtips.com/what_to_wear_for_a_job_interview.htmlhttp://www.cvtips.com/what_to_wear_for_a_job_interview.htmlhttp://www.ilchildsupport.com/csbrochures/hfs3585.htmlhttp://www.ilchildsupport.com/csbrochures/hfs3585.htmlhttp://www.revision-notes.co.uk/revision/803.htmlhttp://www.revision-notes.co.uk/revision/803.htmlhttp://www.mckinnonsc.vic.edu.au/vceit/systems/infosystemtypes.htmhttp://tutor2u.net/business/ict/intro_information_system_types.htmhttp://www.ii.metu.edu.tr/~ion501/demo/21.html#1http://www.ii.metu.edu.tr/~ion501/demo/22.htmlhttp://www.ii.metu.edu.tr/~ion501/demo/22.htmlhttp://en.wikipedia.org/wiki/Business_Marketinghttp://www.businessmarketingltd.com/http://www.allbusiness.com/human-resources/careers-job-training/1465-1.htmlhttp://www.allbusiness.com/human-resources/careers-job-training/1465-1.htmlhttp://en.wikipedia.org/wiki/Job_interviewhttp://www.cvtips.com/interview_question.htmlhttp://www.cvtips.com/what_to_wear_for_a_job_interview.htmlhttp://www.ilchildsupport.com/csbrochures/hfs3585.htmlhttp://www.revision-notes.co.uk/revision/803.htmlhttp://www.mckinnonsc.vic.edu.au/vceit/systems/infosystemtypes.htmhttp://tutor2u.net/business/ict/intro_information_system_types.htmhttp://www.ii.metu.edu.tr/~ion501/demo/21.html#1http://www.ii.metu.edu.tr/~ion501/demo/22.html


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o http://www.centage.com/?trackcode=bizcomo http://www.my-homebased-business.com/how-to-make-a-budget.htmlo http://www.businessballs.com/curriculum.htmo http://www.deskdemon.com/pages/uk/information/howto/prejobo http://www.accel-team.com/motivation/index.htmlo http://hbswk.hbs.edu/archive/5289.htmlo http://www.managementhelp.org/guiding/motivate/basics.htmo http://www.motivation-tools.com/workplace/leadership_styles.htmo http://en.wikipedia.org/wiki/Organizational_charto http://www.free-financial-advice.net/create-budget.htmlo http://en.wikipedia.org/wiki/Strategic_management

Books:

o Strategic marketing management (ISBN- 81-7649-070-9)

Tutorials:

o Lecture note 02 (Differentiation of tasks andactivity within an organization)

o Lecture note 03 (Strategic Management)o Lecture note 04 (Staff Recruitment and

selection procedures)o Lecture note 05 (Staff motivation and

Theories)o Lecture note 06 (Performance, Monitoring

and Appraisal)
http://www.centage.com/?trackcode=bizcomhttp://www.my-homebased-business.com/how-to-make-a-budget.htmlhttp://www.my-homebased-business.com/how-to-make-a-budget.htmlhttp://www.businessballs.com/curriculum.htmhttp://www.deskdemon.com/pages/uk/information/howto/prejobhttp://www.accel-team.com/motivation/index.htmlhttp://www.accel-team.com/motivation/index.htmlhttp://hbswk.hbs.edu/archive/5289.htmlhttp://hbswk.hbs.edu/archive/5289.htmlhttp://www.managementhelp.org/guiding/motivate/basics.htmhttp://www.motivation-tools.com/workplace/leadership_styles.htmhttp://en.wikipedia.org/wiki/Organizational_charthttp://www.free-financial-advice.net/create-budget.htmlhttp://www.free-financial-advice.net/create-budget.htmlhttp://en.wikipedia.org/wiki/Strategic_managementhttp://www.centage.com/?trackcode=bizcomhttp://www.my-homebased-business.com/how-to-make-a-budget.htmlhttp://www.businessballs.com/curriculum.htmhttp://www.deskdemon.com/pages/uk/information/howto/prejobhttp://www.accel-team.com/motivation/index.htmlhttp://hbswk.hbs.edu/archive/5289.htmlhttp://www.managementhelp.org/guiding/motivate/basics.htmhttp://www.motivation-tools.com/workplace/leadership_styles.htmhttp://en.wikipedia.org/wiki/Organizational_charthttp://www.free-financial-advice.net/create-budget.htmlhttp://en.wikipedia.org/wiki/Strategic_management

MIT (Managment in Information Technology) Documentation

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Transcript of MIT (Managment in Information Technology) Documentation