All things change, and we change with them

Tuesday 14 June 2011

useful tesco information...

on hrm

employee relations

tesco could develop problms with employee relations as they expand internationally, if they do not remember that different cultures need different training and have different expectations about acceptable and unacceptable behaviour.

useful tesco information...

On accounting from fellow students tgf contributions:


Which organization’s accounts did you choose to review and why? (Include, if you can, the web address of the site you viewed.)
I have chosen Tesco because it is a supermarket I do my weekly shopping in and their prices affect me and my family. Also I found that they provided a very detailed annual report on their website which was easily accessible. (http://ar2010.tescoplc.com/~/media/Files/T/Tesco-Annual-Report-2009/Attachments/pdf/tesco-annualreport.pdf).
Comment briefly on whether or not your impression of the long-term financial security of this company altered after reading their accounts. Explain the reasons for your opinion.
After reading their financial report I think that Tesco will keep growing. Their group sales are continuously increasing being 43.1 billion pounds in 2006 to 62.5b£ in 2010. They have stores in the UK and Europe and still keep expanding which creates income. In overall Tesco will keep employing new people around the world, it will keep creating new stores, new products and if people buy from them they will make their prices competitive and will win many customers.



useful tesco information...

Relating to marketing- the heart beat economy-

A fellow students answer on the tgf-


A) Select a service which you ‘consume’, what is it about your experience of this service that means you choose this provider?
I have chosen a local Tesco Metro which is situated a few minutes from my work place and which I visit on a regular basis.
B) Is there anything about this service that raises your blood pressure?
I'm aware that Tesco Metro's store a smaller amount of stock compared to their main stores, but i find this metro is particular is always out of stock which majority of the time is due to late deliveries. Some of their special offers are not added to the system, so you are charged the normal price and when you inform the staff (who are very friendly and helpful may I add) of this, it takes more than 5 minutes  for a supervisor to be located and rectify the mistake, baring in mind I have already waited nearly half of my lunch hour to be served as the queue is that long!
C) From your perspective, could this product/service be improved? Why do you think it is that the business concerned isn’t able to satisfy this aspect of your requirements?
Improvements have started to be made, they have installed 2 self service machines, to reduce the queues.  However, most of the time only one machine is working!
They need to ensure all special offers are put through the system properly, sort out the faulty machine and train all staff members on how to operate it instead of appointing only a few members - which will save time and stress!
They may need to change delivery times which is beneficial for all - maybe get stock delivered the night before (less traffic etc), which ensures shelves are stocked for the next day.

useful tesco information...

relating to operations mangement... lean operations...

comment by a fellow student in tgf:


I work for a large supermarket, which has a policy that customers should not have to queue at a checkout. All staff and management are till trained. When the store becomes busy checkouts are manned to cope with increase in demand. The customer prospective is that the supermarket is trying to make shopping an enjoyable experience as possible.





 I went to the supermarket for just a few items and went to use the self service tills. However there were no instructions. I therefore tried to swipe through a bottle of whisky and was then not allowed to continue until I had received permission to purchase the alcohol from a customer service assistant. This defeated the purpose of the "express" check out. In order to overcome this the customer's loyalty card should be swiped in first for proof of age to facilitate the purhase process.

lifestyle...food savings, grow your own..



I have selected all products of the type that replacements are generally not kept.  They are everyday items to me yet the volume used everyday is minimal.  This ensures they stay in stock for all a very long time.  Plus due to its slow usage volume wise, i have a lengthy period in which to purchase replacements, so never really running out/
This is why all my products have a low stock turn, max being 12 / year, so once a month.  The reason is lifestye, i grow and eat alot of my own veg so don't need to buy regulary from shops/supermarkets.  For this reason space in cupboards is not a premium and i do not /cannot increase efficiency of my shopping trips. (perhaps since all are non-perishable.)
I could however seek further discounts by buying at wholesalers in larger quantity.  Yet although spce is not an issue for me in terms of volume overall, often larger packs come in awkward sizes for the domestic kitchen cupboards, not fitting on shelves would cause a space problem when there is plenty!!

Taken from a fellow students notes on tgf forum in regard to pareto and abc inventory, added here as he is saying how he does not shop a lot because he grows alot of his own stuff= saving money but also being healthy.

Thursday 9 June 2011

stuff for b203 exam....

Remember to add to this with references from your own organisation -  You MUST know an organisation well. You will need to have, for each functional area studied, a good grasp [for example, a list or (say) a “mindmap”] of topics covered under each functional area.  Ian will ensure that copies of the mindmaps are placed in threads on TGF.  You should ensure that examples are considered that “ground” the concepts within your chosen organisation. 


Ian noted that the Question 1 sections and the pre- Q2 to Q6 header on the B203 Examination Papers requires examples to be given.

What type of leaner I am, to help me learn more effectively....


Learning Styles - Tactile Learners

Everyone learns in a different way, so the specific methods that an individual should use to study a particular subject can vary from person to person. However, there are three primary ways that an individual may learn information, which include hearing the information, learning about something by touching or using it, or by actually seeing the information or seeing the information applied. These three methods, also known as learning styles, are the three main ways that people learn information, but most people will usually learn more effectively using one method than they would using either of the other two methods. Individuals that learn more effectively by touching or using the subject they are trying to learn are referred to as tactile learners. Tactile learners are individuals that learn effectively by actually using things such as a new tool or a new technique, by actually holding an object related to what the individual is studying, or by physically applying the information that the individual is studying in a lab or other setting. Tactile learners often have difficulty learning by simply reading about a particular subject, sitting through a lecture about a particular subject, or receiving a verbal explanation on how to perform a particular task without actually performing that task or experiencing that subject. As a result, individuals that learn more effectively by touching or using a particular piece of information may find that using practice exams, practicing techniques in a lab or other setting, or simply playing around with the various functions of a particular tool or other object related to the subject can all be extremely useful if they need to study for an exam or interview.
The best way to determine whether or not you or another individual is a tactile learner is to ask yourself or the other individual some simple questions. First, when you are checking over an essay that you have written, do you take a pen or pencil and actually rewrite words several times to see if the words feel right? Secondly, when you have to learn to use something new, do you just want everyone to get out of the way and let you use it? Finally, do you find yourself using movements and hand gestures when you are attempting to explain something? If the answer to all three of these questions is "yes," or if you find that you perform other activities in similar ways, there is a very good chance that you are a tactile learner.



Activists:

Activists like to be involved in new experiences and are enthusiastic about new ideas. They enjoy doing things and tend to act first and consider the implications afterwards. They are unlikely to prepare for the learning experience or review their learning afterwards.
Activists learn best when:
  • involved in new experiences
  • problems and opportunities
  • working with others in team tasks or role-playing
  • being thrown in the deep end with a difficult task
  • chairing meetings, leading discussions
Activists learn less when:
  • listening to lectures or long explanations
  • reading, writing or thinking on their own
  • absorbing and understanding data
  • following precise instruction to the letter

Pragmatists

Pragmatists are eager to try things out. They like concepts that can be applied to their job. They tend to be impatient with lengthy discussions and are practical and down to earth.
Pragmatists learn best when:
  • there is a link between the topic and job
  • they have the chance to try out techniques
  • they are shown techniques with obvious advantages such as saving time
  • they are shown a model they can copy
Pragmatists learn less when:
  • there is no obvious or immediate benefit that they can recognise
  • there is no practice or guidelines on how to do it
  • there is no apparent benefit to the learning
  • the event or learning is 'all theory'

Wednesday 8 June 2011

Return on capital.

Return on capital=      net profit (before tax)
                                                                             X100
                                    Capital invested

Note- return on capital is expressed as a percentage

Monday 30 May 2011



Flexible approach
An approach
emphasising fluidity,
adjustment, lack of
prescribed rule





Modernist approach
An approach
emphasising
standardisation and
rationalisation







Scientific rationality
The understanding of
science, or knowledge,
as bound by standards
of reason presumed to
be universally
acceptable





Disciplinary society
Practices of/in a social
location where
corrective action is
used to obtain and
enforce obedience and
order






Socially constructed
meanings
The meanings that
people use to navigate
social life are
constructed in social
processes. As a result,
they are socially and
historically specific,
rather than either
natural or universal







Governance
Governance concerns
the action or manner
of governing, the
exercising of authority,
or of being governed






Micro and macro
Social scientists often
distinguish between
different levels of social
life: micro – the smallest
scale, often meaning
particular interactions
between people; meso –
an intermediate level
referring to social
organisations or
institutions, or patterns
of behaviour; and
macro – the large-scale
patterns, systems or
structures of social life.







Norms
Shared sets of values or
expectations about how
people will or should
behave







Social science- social order



To understand the making of social order it is important to retain the
idea that human behaviour, like the material components of the world,
has not always been as it is now, nor will it carry on being the same.
Paradoxically, social change is intrinsic to the process of making social
order: social order is constantly having to be remade, even as it
provides the rules, norms and expectations that enable people to go
about their daily life

Wednesday 18 May 2011

know how and know that....

Loasby (1991) who distinguishes between the firm’s internal and external organization by differentiating between ‘knowledge how’ (knowing how to do things for yourself) and ‘knowledge that’ (knowing how to get things done for you).

Tuesday 17 May 2011

B203 Block 7 session 90 glossary..

price mechanisms

Exchange based on monetary evaluation

routines

Recurrent patterns of functional interaction

Kim et al....

Kim et al. suggest a range of methods: people-based, information-based, formalisation-based and centralisation-based.

Monday 16 May 2011

Balanced scorecard example from bank...

If we have the right staff and they are well trained and motivated [innovation and learning perspective] and we are doing the right things efficiently [operational perspective] then customers will be delighted and customer loyalty will improve [customer perspective] hence we will keep/get more business [financial perspective].

The balanced scorecard site....

http://www.balancedscorecard.org/BSCResources/AbouttheBalancedScorecard/tabid/55/Default.aspx




Knowledge sharing...

So, if you want to understand an individual’s capacity for sharing knowledge, this is not just related to the type of knowledge they possess, but also related to the community in which that know-how was shaped.

B203 Block 7 session 89 glossary..

boundary objects

Objects (e.g., documents, symbols and other artefacts) which are used to transfer meaning across community boundaries.

legitimate peripheral participants

Novice or apprentice membership within an established community of practice

management fiat

An order or instruction given by a manager

spatial geography

Physical location in geographical space

typology

The study and classification of types

Hofstede’s five dimensions of culture...

Individualism/collectivism. Highly collective societies value cohesion. Societies and organisations where you are expected to look after your own interests score highly on individualism. With the increase in consumerism, some people argue that United Kingdom society, for example, has become more individualistic (Bauman, 2000). While this may be good from a market development point of view, others claim that this makes it more difficult to sustain enduring communities of practice (Roberts, 2006). Relating these distinctions to a business context, Joanne Roberts suggests that:
Communities of practice may be better suited to a harmonious and trusting organisational environment in which workers are given a high degree of autonomy.
(Roberts, 2006, p. 629)

Hofstede’s five dimensions of culture are: power distance, individualism/ collectivism, masculinity/femininity, uncertainty avoidance and Confucian/ dynamism.


n Confucianism, human beings are teachable, improvable and perfectible through personal and communal endeavour especially including self-cultivation and self-creation. A main idea of Confucianism is the cultivation of virtue and the development of moral perfection. Confucianism holds that one should give up one's life, if necessary, either passively or actively, for the sake of upholding the cardinal moral values of ren and yi.[2]




Dynamism, a term used by Virginia Postrel to describe her social philosophy that embraces cultural change, individual choice, and the open society

Power distance...

Power distance. This aspect characterises the extent to which national members accept an inequitable distribution of power across society. In low power distance cultures, members attempt to minimise inequalities. In high power distance cultures, power differences, like organisational hierarchies, are accepted.

Sources of power...

Table 6.2: Handy’s five sources of power

Sources of powerDefinition
Physical powerthe power of superior force
Resource (or Reward)power control and possession of valued resources
Position powerthe result of organisational role or position
Personal powerthe power of charisma, personality
Expert powervested in someone because of their expertise

Newcomer trying to make changes..

Pressure from internal sources, such as business directors, may limit the extent to which legitimate peripheral participants are able to influence the practices of communities (Roberts, 2006). You may well have personal experience of this already if, as a newcomer, you have ever tried to change something within an established community. In Charles Handy’s terms, legitimate peripheral participants and full participants possess different levels of positional, expert and maybe social connection power. The concept of power is discussed in Block 1.

Relevant learning information...on how to learn effectively...

In reaching this point, the concept has travelled a fair distance from its early days and bridged some remarkable chasms (Lave and Wenger 1990) … After all, the theory first developed as a theory of learning at the Institute for Research on Learning in Palo Alto [California]. It escaped seminars and personal presentations in a report written by Jean Lave and Etienne Wenger published by the Institute in 1990. … Lave in her prior work and Lave and Wenger in ‘Situated Learning’ argued … that learning was not the process of replicating what others think – where what is to be learned and whether it has been learned are judged from the perspective of those ‘others’. Rather, it involved deploying through practice the resources – cognitive, material, social – available to you to participate in society, a process which, Lave and Wenger argued, was inseparable from the development of a social identity through legitimateperipheral participation in particular social forms.
To understand learning from this perspective, attention needed to shift, Lave and Wenger showed … to engagement in practice. Taking into account the learner’s perspective … is not an easy shift to make, particularly in the academy, where teaching is so important and its success judged by intellectual clones. It is also a hard shift for other kinds of formal organization, where learning is assumed to be manifest in the ability to follow rules … If, however, learning is replaced by the idea of engagement in social practice … then communities of practice represent the social loci of that engagement and, as is too often overlooked in discussions of Lave and Wenger’s work (my own included), the site of a continuous power struggle over ‘continuity and displacement’.
(Duguid, 2008, pp. 2–3)

Thursday 12 May 2011

Doing assignments....


To do assignments quickly always answer activities as an adapted question aimed at your organization of choice for your assignment, then you can collect your answers together, neaten them up and send assignment, saving shit loads of time.

Business quotes...


"The best way to kill creativity in a team is letting the boss speak first"
-- Victoria Holtz

"The ability to innovate is only as good as how one can accept changes and take risks."
-- Franco Paolo Liu Eisma

"Managing and innovation did not always fit comfortably together. That's not surprising. Managers are people who like order. They like forecasts to come out as planned. In fact, managers are often judged on how much order they produce. Innovation, on the other hand, is often a disorderly process. Many times, perhaps most times, innovation does not turn out as planned. As a result, there is tension between managers and innovation."
-- Lewis Lehro, about the first years at 3M


"A focus on cost-cutting and efficiency has helped many organizations weather the downturn, but this approach will ultimately render them obsolete. Only the constant pursuit of innovation can ensure long-term success."
-- Daniel Muzyka, Sauder School of Business, Univ. of British Columbia


"Beware of the tyranny of making small changes to small things. Rather, make big changes to big things."
-- Roger Enrico, former chairman, Pepsico


"The most successful people are those who are good at Plan B."
-- James Yorke, mathematician

"Never innovate to compete, innovate to change the rules of the game."
-- David O. Adeife

"Only he who can see the invisible can do the impossible."
-- Frank L. Gaines

"If you can dream it, you can do it."
-- Walt Disney


Monday 25 April 2011

Glossary B206 session 86


business process change
Identifying new ways of carrying out business operations, often enabled by new information systems.

Wednesday 20 April 2011

b203 block 6 sesh 85 glossary


technological determinism
This has been defined as an approach that identifies technology, or technological advances, as the central causal element in processes of social change.

Friday 15 April 2011


"Asking good questions is half of learning."
Muhammad

Wednesday 13 April 2011

General study information

Start writing notes when studies suggest you should, helps you to take in the information, so stop being lazy.

B203 Block 6 Information Management- 81 glossary



cloud computing
A style of computing in which dynamically scalable and virtual resources are provided as a service over the internet. Fundamentally, users do not need to have knowledge of, expertise in, or control over the technology infrastructure ‘in the cloud’ that supports them.
decision support system
A specific class of computerised information system that supports business and organisational decision-making activities.
expert system
Software that attempts to reproduce the performance of one or more human experts, most commonly in a specific problem domain, and that is a traditional application and/or sub-field of artificial intelligence.

B203 Block 6 Information Management- 81 glossary



cloud computing
A style of computing in which dynamically scalable and virtual resources are provided as a service over the internet. Fundamentally, users do not need to have knowledge of, expertise in, or control over the technology infrastructure ‘in the cloud’ that supports them.
decision support system
A specific class of computerised information system that supports business and organisational decision-making activities.
expert system
Software that attempts to reproduce the performance of one or more human experts, most commonly in a specific problem domain, and that is a traditional application and/or sub-field of artificial intelligence.

Tuesday 12 April 2011

B203 Block 6 Information Management- glossary


information auditing

A process by which an organisation investigates its information requirements and matches them against the information resources and services that are currently provided.

non-quantifiable value

Where information can provide benefits that are not strictly measurable.

quantifiable value

Where information has measurable benefits in financial terms.

B203 Block 6 Information Management- session 80 summary


In this session, covering information policy, power and value, you have found out how an organisation interacts internally and with its environment and how it embodies both social and technical systems. Information means something special and different for each organisation, so each needs to formulate its own definition of information in the light of what it is trying to achieve. Furthermore, organisations need a policy for information so that they can avoid risks and losses and gain positive benefits.
This session concludes that information policy and strategy are too important to be left to one limited group, or developed without close support from senior management. The process of developing such policy and strategy should involve the whole range of those responsible for essential information resources, bringing together the people who manage information systems and technology with other functional specialists. The role of information auditing and the need to maintain information quality are also emphasised.

B203 Block 6 Information Management- information quality


As organisations rely on rapidly increasing amounts of information, they begin to realise the importance of information quality. Information quality is a somewhat subjective measure of the utility, objectivity and integrity of gathered information. Quality issues affect the simple collection of data and the more complex processing activities. In order to be truly valuable, information must possess a number of characteristics.
The essential characteristics of high-quality information include factors such as being complete, accurate, up-to-date and ‘fit for the purpose’ for which it is used. The value and usability of information that does not satisfy these requirements are severely limited.

B203 Block 6 Information Management- the use value of information


Obviously your example will be specific to the organisation you have chosen. However, there are some general points which apply in virtually all circumstances. Information has no value in itself. Its value can come only from the results of decisions and actions based on the information. So its value derives from the value of the change in decision behaviour caused by the information being available. This is balanced against the cost of producing the information.
There is a tendency to assume that more information, or earlier or more up-to-date information is all better information. It may be better information, but only if it improves the resulting decisions. Otherwise it has no value.

B203 Block 6 Information Management- how managers might use their power

People in organisations value the power that ensures their capacity to influence others. Power can come from resource power and position power where managers may control the flow of information. Each of these sources of power can be strengthened or weakened by an information system. Furthermore, the technology supporting a new system requires technical expertise which can also distort the power balance. If managers see an information system as a means of enhancing their power they will use their existing power to support the project, and vice versa.

Useful words for the day..

succinct [səkˈsɪŋkt]
adj
1. marked by brevity and clarity; concise
2. compressed into a small area
3. Archaic
a.  encircled by or as if by a girdle
b.  drawn up tightly; closely fitting
[from Latin succinctus girt about, from succingere to gird from below, from sub- from below + cingere to gird]


concise [kənˈsaɪs]
adj
expressing much in few words; brief and to the point
[from Latin concīsus cut up, cut short, from concīdere to cut to pieces, from caedere to cut, strike down]
concisely  adv
conciseness  n


financial service authority (FSA)


Definition

Independentagency, similar to FINRA, that controls thefinancialserviceindustryin the United Kingdom. This agency was created to essentiallyprotectinvestorsfrom unfair orunethicalpractices in the financial industry. The FSA posses a variety of regulatorypowersdelegated to thecompanyunder theFinancial Services Act1986.


Read more:http://www.investorwords.com/7891/financial_service_authority_FSA.html#ixzz1JJ8xZgCT

http://www.investorwords.com/7891/financial_service_authority_FSA.html



B203 Block 6 Information Management 79 glossary


critical success factors

The elements which are necessary for an organisation or project to achieve its mission. They are the critical factors or activities required for ensuring the success of your business.

disintermediation

The removal of intermediaries in a supply chain, such as distributors or brokers that formerly linked a company to its customers.

B203 Block 6 Information Management- analysing diagrams/maps/instructions

Hinton P.85 "We can observe and analyse, the detailed reality will always be less clear-cut than the model; a terrain is never the same as a map which relates to it."

B203 Block 6 Information Management

Hinton P.81 states " We are, ultimately, simultaneously both autonomous and gregarious, which is one reason why human affairs are so complex- and interesting."

Autonomous-

au·ton·o·mous  (ô-tn-ms)
adj.
1. Not controlled by others or by outside forces; independent: an autonomous judiciary; an autonomous division of a corporate conglomerate.
2. Independent in mind or judgment; self-directed.
3.
a. Independent of the laws of another state or government; self-governing.
b. Of or relating to a self-governing entity: an autonomous legislature.
c. Self-governing with respect to local or internal affairs: an autonomous region of a country.
4. Autonomic.

[From Greek autonomos : auto-auto- + nomoslaw; see nem- in Indo-European roots.]






Gregarious-

gre·gar·i·ous  (gr-gâr-s)
adj.
1. Seeking and enjoying the company of others; sociable. See Synonyms at social.
2. Tending to move in or form a group with others of the same kind: gregarious bird species.
3. Botany Growing in groups that are close together but not densely clustered or matted.

[Latin gregriusbelonging to a flock, from grex, greg-flock; see ger- in Indo-European roots.]





Monday 11 April 2011