How a business uses ICT to communicate and operate
C1 For one business describe the different methods of oral and written communication used and describe, with examples, how it uses ICT to communicate and operate. Ikea Oral Ikea use the tannoy system in their store in order to communicate with their employees. They use the tannoy to call the employees to meetings and it is also used to gather the employees in the morning for their daily huddle. These huddles are very useful, and appropriate as they are arranged in order to give out information to the employees, as well as to discuss problems from the previous day and to set targets to overcome these problems from occurring again. At these short meetings employees can voice their concerns about any possible problems and set backs in sales and get a feedback from others on how they could cope with these problems and stop them from occurring. A further example of oral communication in Ikea is the usage of mobile phones, which employees use to communicate with other employees and managers at the store. This is a very appropriate method of communication for the reason that it is helpful because it can be used in the case of an emergency or when you need to get hold of a fellow employee to discuss matters. Having a mobile phone is useful because you can get in touch with fellow employees without having to arrange a meeting. Written A written method of communication which
Customer service is providing service and information to customers, before, during and after the purchase of a product.
Customer Service Customer service is providing service and information to customers, before, during and after the purchase of a product. There are two types of customers, internal and external. . An internal customer is someone who works for the company itself, and knows about the products well. When an internal customer calls or we call them to sell a product, it is very easy to handle and understand them. When they have any enquiries, it is easy to talk to them, because they know what they talking about. 2. An external customer is someone who does not know much about the company or the products. We need to provide them a lot of information and inform them about all the features and benefits of purchasing a product. We need to work harder and make them aware of our best products. Furthermore, customers can be inbound or outbound. . When customers call on our inbound line, they have control on what to buy or not. It is easier to sell to them. Also, if they are happy with our service and products, they call us more often and encourage other customers to call us. 2. When we call customers from our outbound line, we advertise our products so we need to be convincing to the customers. It is harder to promote products because sometimes customers are not ready to buy. Next is the concept of USP. Customer service must show Unique Selling Point so that customers use only
Job roles in ASDA.
In this task I need to create a table, in the table i need to show the different job roles and what their functions are within the business. The business that i am going to link my table to will be ASDA. Job Roles Responsibilities Directors The responsibilites of the directors is looking after shareholders' intrests. The director of ASDA has the responsibility for ensuring the success of ASDA in such areas like health and safety, employment law, for example is ASDA complying with the minimum wage act. A director needs to avoid conflics of intrest. Managers The responsibitlies of a manager is to motivate staff, setting targets and recuting and dismissing staff, allocating work, communicating planning and desicion making, problem solving. A manager in ASDA will supervise and manage the overall performance of the staff in the whole department, they also report recommendations and develop stratigies on how to improve to improve on the quality of service and the quantity of sales. The managers are involved with employing staff to work for them they are also involoved in the career development. They are responsible for the growth and increase of finances and earning that ASDA make. Supervisors/Team Leaders Managing operatives. Motivating their staff and allocating tasks. The supervisors/Team leaders in ASDA will create the rotas for staff to work this will need to be
What motivational strategies does Sainsbury's use with its employees to maximise their overall performance?
Business Studies and Economics Coursework By Sarah Hussain 12CH What motivational strategies does Sainsbury's use with its employees to maximise their overall performance? Introduction Sainsbury is a Private Limited Company. It is a leading UK and US food retailer with interests in financial services and property. The group compromises Sainsbury's Supermarkets and Sainsbury Bank in the UK and Shaw's Supermarkets in the US. The Group employed 172,90 people at the end of the year The Groups objective is to meet its customers' needs effectively and thereby provide shareholders with good, sustainable financial returns. It aims to ensure all colleagues have opportunities to develop their abilities and are well rewarded for their contribution to the success of the business. It also aims to fulfil its responsibilities to the communities and environments in which it operates. In order to be a productively successful company Sainsbury's has to make sure that their staff are motivated. If their staff feels motivated in the work practice then the employers can expect a higher output per head. This will explained further later on. I have chosen to analyse the motivation techniques of the managers at J Sainsbury plc. I want to find out how they aim to motivate their staff and if they are aware of Maslow's hierarchy of needs and if they implement them in the workplace. In order to
Organisational structure + job roles
Organisational structure + job roles Why organisations need some type of structure? All organisations need some type of structure to operate productively. Even a small firm will have specific job roles for the staff, so there may be a general manager, along with technical experts and others responsible for sales and accounts. An Organisational structure shows all the different job roles and it also shows who is responsible for who (chain of command). Organisational structure shows the span of control. Span of control means how many people a person is responsible for. It lets all employees know who their line manager is - businesses need to know this in order to operate efficiently. Organisational structures are usually shown on an Organisational chart. There are 3 main types of structure: . Flat structure This is an example of flat Organisational structure. A flat structure usually has 2 or 3 levels and the chain command is frequently short in a flat structure. The advantages of a flat structure are highlighted below: * Easy to make decision * Communication is easier * Owner or manager has greater control over the staff * Owner or manager will know what is happening on the shop floor * Staff tend to have more independence and job flexibility We usually see a flat structure in smaller organisations with few employees. 2. Hierarchical structure This is an example
"Is HRM in Crisis".
HRM ASSIGNMENT To critically appraise the statement "Is HRM in Crisis" we need to define HRM. The most commonly used definition of HRM is given below. Meaning of HRM • HRM can be defined as the field of management which relates to planning, organizing, directing & controlling the functions of procurement, development, maintenance & utilization of labor force with a view to attaining organizational goals economically & effectively. Various thinkers have got various views as to what is the function of HRM in the workplace. Presented below are two models: HRM Models Walton views HRM as promoting the feeling of mutuality between management & employees; • Mutual Goal • Mutual Influence • Mutual Respect • Mutual Rewards • Mutual Responsibility Karen Legge views HRM as; • Tool to integrate people with strategic business plan • Tool to integrate people into an appropriate organization culture • Tool to obtain & retain people & use it as a competitive advantage Need For HRM • Increased complexity of organization & employment communication & a distinction between owners, managers & workers. • Decreased number of employers and self employed and enlarged size of work force • Enhanced need for training in view of increased requirement of specialized skills • Public interventions & legal complications in employer - employee relationships IS
Paul Cronan Case - Ethical Analysis This case involves a corporate response to AIDS in the workplace. The return to work of Paul Cronan, a person with AIDS, after a much-publicized lawsuit, led to a walkout of his coworkers
Paul Cronan Paul Cronan Case - Ethical Analysis This case involves a corporate response to AIDS in the workplace. The return to work of Paul Cronan, a person with AIDS, after a much-publicized lawsuit, led to a walkout of his coworkers. This case documents the circumstances, which preceded the work stoppage. Analyzing this case from Paul Cronan's supervisors point of view there are three main ethical issues to be considered: duty to protect the interests of the company, New England Telephone (NET); obligation to maintain the rights of the other employees; and duty to provide for the safety and privacy of Paul Cronan. There are ample examples throughout the reading to support identification of these three issues. It is evident that there is substantial interaction between Cronan and his supervisors in the early stages of his illness. Cronan contacted his first boss, Charlie O'Brian, asking for permission to leave work for a doctors appointment on three occasions. Cronan disclosed his illness to O'Brian on the third attempt to leave early from work. On his return to work he was instructed by his boss to see the company doctor. Later he contacted O'Brian, asking to be put on medical leave. Months later when he was well enough to return to work he contacted his new supervisor, Richard Griffin, who informed him that he needed a medical release to return to his job. He also asked
There are three main types of management styles. These are autocratic, consultative and democratic.
Management styles There are three main types of management styles. These are autocratic, consultative and democratic. Autocratic The autocratic management style is one where the manager is used to give instructions. They tell people what to do instead of asking for their opinion on the matter in hand. The manager is the only person contributing to the decision making process in the business. Consultative The consultative management style is where managers consult other people before making a decision. This management style is the opposite to autocratic. This type of management style wants to collect more sources of information and opinions before any final decision is made. To do this successfully the business will have good communication channels so that the employees are able to give their opinions easily. The consultative manager will have to have listening skills and also the ability to create the right sorts of channels to consult other people. Things such as newsletters team briefings or suggestion boxes could be introduced to gather employee's ideas and opinions. Democratic The democratic management style involves empowerment. Individual employees and teams are given the responsibility to make their own decisions. The individuals or team is then held responsible for the decisions that it chooses to make. The manager will have to feel comfortable with their
Phones Galore Ltd Business Case Study
The Culture of Phones Galore Ltd Phones Galore Ltd has adopted a very autocratic style of leadership and has not been accustomed to the modern ways of running a private limited company. The current Managing Director of Phones Galore believes that the company is "one happy family". Contrary to this statement, the staff turnover is very high and the employees believe that the business is run very autocratically. There are five main branches within the company: * Production * Engineering * Accounts and Purchasing * Quality * Administration Arthur Dawley is the Managing Director and Head of Sales. However, currently Arthur has asked his nephew to take the role as Head of Sales. This is the first sign that the company's environment is in disorder. The Production and Quality managers have put forward ideas for improvements but have been ignored. Arthur from what the Production and Quality managers have said, only listens and consults to Walter the Accounts and purchasing manager. Arthur is believed to be autocratic but fair simultaneously. Walter was appointed Production manager when Phones Galore became and Private Limited Company. The involvement of staff is very limited as only Walter has an active part. The Managing Director does not involve staff when asking for improvements his methods are of a recluse. Currently he wants to improve the quality of the products but
This report sets out to first define what knowledge management is, Secondly show an overview of knowledge management tools and finally describe in detail the intranet ( as a Knowledge management tool) and evaluate its effectiveness in supporting
Knowledge Management Knowledge Management Tools Created by Miss Belete Contents Contents 1 . Introduction 2 2. Knowledge management 2 2.1 Knowledge management definition 2 2.2 Categories of Knowledge 2 3. Knowledge management tools 3 3.1 knowledge management tools definition 3 3.2 Goals of Knowledge management tools 3 3.3 Examples of Knowledge management tools 3 3.3.1 The distance learning information sharing tool (DLIST) 3 3.3.2 Web portals 4 3.3.3 Information retrieval engines 4 3.3.4 Intellectual Capital (IC) 5 3.3.5 Groupware 5 3.3.6 The Internet 5 3.3.7 Intranets 5 3.3.8 Data warehouse 5 4. Detailed description of Intranet as a knowledge management tool 6 4.1 Reasons for my choice 6 4.2 Definition of Intranet 6 4.3 Different uses of Intranets 6 4.4 Content of Intranet which assist in sharing knowledge 7 4.5 Advantages of Intranets as a Knowledge management tool 7 4.6 Disadvantages of Intranets 8 5. Conclusion 9 6. References 10 7. Appendix A, Evidence of referred journal materials 11 7.1 Figure 2, example of reference 1 11 7.2 Figure 3, Example of Reference 2 12 7.3 Figure 4, Example of Reference 3 13 7.4 Figure 5, Example of Reference 4 14 7.5 Figure 6, Example of Reference 5 15 7.6 Figure 7, Example of
