MIT (Management in IT)

Acknowledgment
Im gratefully acknowledging all the voluble assistance by various personage of the institute of IT section in preparing this assignment my sincere gratitude goes to the Course Coordinator Mss. Fahmida Khan and who provided me with guidance, support and constructive suggestions that contributed 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 the institute, the instructors who rendered us a valuable guidance, specially the staff of the computer center, who sacrificed their valuable time to help us complete our undertaking successfully

MIT (Management in IT)

Contents
Introduction 04 TASK # 01 05 o TASK # 1.1.. 05 .. o Organization Charts. 05 Types of management. 07

TASK # 1.2. 09

Strategic plan 09 Vision and Mission Statements. 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. 15 o TASK # 1.3 16 o TASK # 1.3.A 16 Information system.. 16 o TASK # 1.3.B 19 Enterprise Resource Planning.. 19 TASK # 1.4 23 Financial budget.. 23

MIT (Management in IT) o TASK # 1.5 24 Risk Management ..

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TASK # 02.. 29 TASK # 2.1 29 Job Description. 29 Interview preparation.. 38

TASK # 2.2 41 Employee Training Plane... 41 TASK # 03.. 45 o TASK # 3.1 45 Staff Motivation. 45 Maslows Hierarchy of Needs.. 45 Hertzberg Theories.... 47 Y2K Group financial motivation.. 49 o o Y2K Group non financial motivation.. 50

TASK # 3.2 52 Performance Appraisal... 52 Employee Performance Appraisal form. 52 Administrative/Technical Performance review form 55 Reference 58

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Introduction
Y2K Plastics is Asias largest plastic processor of molded products. They have built huge capacities to cater to the domestic market. The company focuses 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, tables and toy set. These products are available in a wide range of models and colors to suit any location. The kiddies range is also produced whit colures that are favored by kids. The Y2K Group is Indias leading manufacturer and material handling crates having a turnover in excess of US$ 100 million and also the world largest manufacturer of molded furniture. The group commands market leadership in India with five state of the art manufacturing facilities in various states of India accredited white quality certifies like ISO 9001 & ISO 14000. The group has not only limited its manufacturing operation in India but have also gone beyond Indian boundaries with its expertise in the field of plastics and has set up joint venture in manufacturing facilities in Sri Lanka(with An ISO 9001 certified unit) as well an Bangladesh.

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TASK # 01
TASK # 1.1

Organization Charts
Organization charts are visual pictures of basic organizational structure. They show the grouping of work components on a functional, regional, or products basis. The traditional organizational chart contains boxes and lines depicting the nature and relationship of work. Boxes contain labels listing departments, position, or individuals. These boxes are arranged hierarchically into levels representing 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 and effectively with and through other people . If I simply say, Management is an organizational function that, like investment, gets things done efficiently, to gain the best return on all resources. There are three
o Senior Management o Middle Management o junior or Operating Management

The Organization chart for new branch of Y2K Plastics 8

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TASK # 1.2

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Strategic plan
Vision and Mission Statements
o Vision statement of the Y2K company The companys vision is to be the industry leader for plastic furniture and cater to the needs of their consumer at all time. the long term strategy of the company is to continuously improve their products and services and provide the best 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 the durability and resilience of their products.

Business analysis for Y2K Plastics 1. SWOT analysis 2. BCG matrix 1.

o

SWOT analysis
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 a company, 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

WEAKNESS

High operational cost

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

THREATS

2.
o

Unstable tax rates Political uncertainty Competition BCG matrix

What is BCG matrix?

BCG matrix use two factors to evaluate organizations set of businesses: the growth of a particular market and the organizations share of that market. The matrix suggests that fast growing markets in which an organization has the highest market share are more attractive business opportunities than slow growing markets in which and organization has small market share. Dividing market growth and market share in to two categories (low and high) created the simple matrix shown below:

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Dogs are business that have very small share of a market that is not expected to grow. So these businesses dont hold much economic promise. Question marks are business that has only small share of quickly growing market and the future performance of these businesses are uncertain. And it generates low profits. Stars are businesses that have largest share of a rapidly growing market. 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 high profits. BCG Matrix for the Y2K Plastics

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In the above diagram you can see the Y2K Groups in the cash cow because the Y2K Groups is International Company its the largest manufacturer of molded furniture. Its turnover 100 US$, its already caught the market. Steps of each stage of the Strategic plan Choose suitable Location to open a new branch o Buy a land with all facilities o Buy a building or Build it. Legal approval Take license from relevant authorities Do the legal actions to start the business Marketing Start doing marketing. Using Media or People Make people aware about the company Choose suitable transport services o advertisement to recruit employers o and necessary stuffs o give the training o shops Do some work If training required Do the interview Recruitment Giving

o o o o o

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required resources o Place orders o Receive resources Start working

Purchase

Highlighting products could be promoted and create awareness among the foreign and domestic markets First off all identifying which kind off products are fever to the customer and do a survey which product mostly customer likes and promoting, manufacturing that product so we can 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 Giving fair amount to the product. Direct marketing. Giving some discount to the customer. Targeting certain Customers and do some marketing Sponsoring. Giving promotion to customers. Making some stalls among each and every village and selling products. o E-Commerce, E-Business. o o o o o o o

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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 this venture. 1. Differentiation 16

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Its a strategy which uses to distinguish itself from competition through the 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, we widen the market fence and it creates new opportunities thats why I select prospector its a good and efficient method to follow.

TASK # 1.3 TASK # 1.3.A

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Information system
1. Types of information systems? Operational Level
o Transaction Processing System (TPS)

2. Knowledge Level System

o Knowledge Work System. (KWS).

3. Management Level System

o o Management Information System (MIS) Decision Support System (DSS)

4. Strategic Level
o Executive Support System (ESS)

1.

Operational Level Transaction Processing Systems (TPS)

As the name implies, Transaction Processing Systems ("TPS") are designed to process routine transactions efficiently and accurately. A business will have several (sometimes many) TPS; for example: o customers(Ac) o o material movement control(M) Security trading, cash management(F) 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 requirements o Stock control systems to process all movements into, within and out of the business o o Order tracking, order processing (SM) Machine control, plant scheduling, Billing systems to send invoices to

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2.

Knowledge Level System Knowledge Management Systems

Knowledge Management Systems ("KMS") exist to help businesses create and share information. These are typically used in a business where employees create new knowledge and expertise - which can then be shared by other people in the organization to create further commercial opportunities. Good examples include firms of lawyers, accountants and management consultants. KMS are built around systems which allow efficient categorization and distribution of knowledge. For example, the knowledge itself might be contained in word processing documents, spreadsheets, PowerPoint presentations. Internet pages or whatever to share the knowledge, a KMS would use group collaboration systems such as an intranet. 3. Management Level System Management Information Systems

A management information system ("MIS") is mainly concerned with internal sources of information. MIS usually take data from the transaction processing systems (see below) and summarize it into a series of management reports. o o o o o Sales management (SM) Inventory control (M) Annual budget (F) Capital investment analysis (Ac) Relocation analysis (HR)

Decision-Support Systems

Decision-support systems ("DSS") are specifically designed to help management make decisions in situations where there is uncertainty about the possible outcomes of those decisions. DSS comprise tools and techniques to help gather relevant information and analyses the options and alternatives. DSS often involves use of complex spreadsheet and databases to create "what-if" models. o o o o o Sales region analysis Production scheduling Cost analysis Pricing/profitability analysis Control cost analysis

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4.

Strategic Level Executive Support Systems

An Executive Support System ("ESS") is designed to help senior management make strategic decisions. It gathers analyses and summarizes the key internal and external information used in the business. A good way to think about an ESS is to imagine the senior management team in an aircraft cockpit - with the instrument panel showing them the status of all the key business activities. ESS typically involves lots of data analysis and modeling tools such as "what-if" analysis to help strategic decision-making. o o o o o 5- year sales trend forecasting (SM) 5- year operating plan (m) 5-year budget forecasting (F) Profit plan (Ac) Personnel planning (HR)

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TASK # 1.3.B Enterprise Resource Planning

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

Advantage of ERP design engineering (how to best make the product) order tracking from acceptance through fulfillment the revenue cycle from invoice through cash receipt managing interdependencies of complex Bill of Materials tracking the 3-way match between Purchase orders (what was ordered), Inventory receipts (what arrived), and Costing (what the vendor invoiced) The Accounting for all of these tasks, tracking the Revenue, Cost and Profit on a granular level. Customer relationship management

Customer relationship management (CRM) is a customer-centric business strategy with the goal of maximizing profitability, revenue, and customer satisfaction. Technologies that support this business purpose include the capture, storage and analysis of customer, vendor, partner, and internal process information. Functions that support this business purpose include Sales, Marketing and Customer Service, Training, Professional Development, Performance Management, Human Resource Development and Compensation. Technology to support CRM initiatives must be integrated as part of an overall customer-centric strategy. Many CRM initiatives have failed because implementation was limited to software installation without alignment to a customer-centric strategy. Analytical CRM analyzes customer data for a variety of purposes:
o o o o

Design and execution of targeted marketing campaigns to optimize marketing effectiveness. Design and execution of specific customer campaigns, including customer acquisition, cross-selling, up-selling, retention Analysis of customer behavior to aid product and service decision making (e.g. pricing, new product development etc.) Management decisions, e.g. financial forecasting and customer profitability analysis 21

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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-ofconsumption. The management component of SCM o Planning and control o Work structure o Organization structure o Product flow facility structure o Information flow facility structure o Management methods o Power and leadership structure o Risk and reward structure

How does internet use to Y2K Group

Y2K Group is going to use E-business. All businesses are using E-business and E-Commerce in the world. Using Internet will get so many advantages to the company. Impact of internet on the organizational environments and strategic 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 and targeting the right market segments. o Two different types of advertising are entertainment ads and traditional advertising. o Entertainment ads focus on entertaining a customer whereas traditional advertising is more direct and usually positioned between rather than within editorial items. o When the entertainment ads work well, they can be quite successful in drawing customers to their site however, it is very easy for this type of ad to flop resulting in no one returning to visit the advertisement site after they see it once. o Traditional advertising has better readership. o It can also be used well in targeting the right market segments. 22

MIT (Management in IT) o For instance, the ESPN Sports page would be a good site to place ads by Gatorade and Nike. o Sports minded people that might be interested in these products would be 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 the Internet is the issue of security. o Customers do not feel confident sending their credit card numbers over the Internet. o Computer hackers can grab this information off the Internet if it is not encrypted. o Netscape and several other companies are working on encryption methods. o Strong encryption algorithms and public education in the use of the Internet should increase the number of online transactions. o After all, getting your credit card number stolen in every day transactions is easier. o In addition, securing private company information and enforcing copyright issues still need to be resolved before the business community really takes advantage of Internet transactions. o There are, however, currently some methods within Netscape for placing the information online yet restricting it to only certain people such 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. o o Speed of network access The speed of network access is a risk for businesses. If businesses spend a lot of money for fast network connections and design their sites with this in mind yet customers have lower speed connections, this may result in fewer consumers accessing their site.

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MIT (Management in IT) o o o o o o o Fewer consumers accessing their site most likely results in lower profits which are in addition to the extra cost of the faster network connection. On the other hand, if the company designed for slower access yet customers have faster access, they could still lose out in profits. Currently some of the options that home users have to choose from are traditional modems, ISDN, and Cable Modems. Traditional modems are cheaper but the current speed is a maximum of 28.8 Kbps. ISDN is faster at 56 Kbps, but more expensive. Cable modems are faster yet with a speed of 4 Mbps. 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
Procedures Invest from head office Shares loan Income Rs (LKR) 50,000,000.00 10,000,000.00 5,000,000.00 Expense Rs (LKR) Balance Rs (LKR)

Land and building Legal and license issues Marketing Transport Employees Resources Investment on other business Insurance Security Other costs Launching costs Tax Interest payment for bank loan 10% Total amount of the project 60,500,000.00

20,000,000.00 5,000,000.00 10,000,000.00 5,43,000.00 10,000,000.00 1,000,000.00 1,000,000.00 700,000.00 40,000.00 80,000.00 200,000.00 5,000,000.00 50,000.00
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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MIT (Management in IT) 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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4.

Analyze the risks

During the risk identification step, a business owner may have identified many risks and it is often not possible to try to address all those identified. The risk analysis step will assist in determining which risks have a greater consequence or impact than others. This will assist in providing a better understanding of the possible impact of a risk, or the likelihood of it occurring, in order to make a decision about committing resources to control the risk.

5.

Monitor and review

Monitor and review is an essential and integral step in the risk management process. A business owner must monitor risks and review the effectiveness of the treatment plan strategies and management system that have been set up to effectively manage risk. Risks need to be monitored periodically to ensure changing circumstances do not alter the risk priorities. Very few risks will remain static, therefore the risk management process needs to be regularly repeated, so that new risks are captured in the process and effectively managed. A risk management plan at a business level should be reviewed at least on an annual basis. An effective way to ensure that this occurs is to combine risk planning or risk review with annual business planning.

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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 # 02
TASK # 2.1

Job Description
Job analysis provides the information for a job description a written description of job content, environment and conditions of employment, and specification knowledge, skills and abilities needed to do the job effectively. Future assessment determines the firms future human resource requirements by looking at the overall organizational goals derived from strategic planning Job description for Y2K Group Title: Sales and Marketing Executive Responsibilities and accountabilities: o o o o o o o o Maintain and develop a computerized customer and prospect database. Plan and carry out direct marketing activities (principally direct mail) to agreed budgets, sales volumes, values, product mix and timescales. Develop ideas and create offers for direct mail and marketing to major accounts by main market sector and Y2K Group products. Respond to and follow up sales enquiries by post, telephone, and personal visits. Maintain and develop existing and new customers through planned individual account support, and liaison with internal order-processing staff. Monitor and report on activities and provide relevant management information. Carry out market research, competitor and customer surveys. Maintain and report on equipment and software suitability for direct marketing and sales reporting purposes.

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MIT (Management in IT) Liaise and attend meetings with other company functions necessary to perform duties and aid business and organizational development. o Manage the external marketing agency activities of telemarketing and research. o Attend training and to develop relevant knowledge and skills. o

Title: Business development manager/executive/director The 'business development' job title can mean various things. Some organizations refer to sales and account management jobs as 'business development', in which case refer to the account manager job description below. The business development job description - and especially the extent of 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 of a senior business development role, or business development director: o o o o o o o o o o o o Market and technology research Formulation of strategy Distribution channel analysis and development New product development planning and management Technology transfer, licensing, partnerships assessment and development Marketing and advertising and promotion planning Sales organization planning and development Import/export development Business planning Launch and implementation Health and safety adherence Self-development and continuing personal development

Title: Account manager/sales person The account manager or sales-person job has many variations. These are the typical responsibilities of a modern office-based or field-based salesperson. This list is probably too long for a normal job description - it includes similar variations of individual responsibilities which you can select as appropriate. 32

MIT (Management in IT) o Plan and priorities personal sales activities and customer/prospect contact towards achieving agreed business aims, including costs and sales - especially managing personal time and productivity. Plan and manage personal business portfolio/territory/business according to an agreed market development strategy. Manage product/service mix, pricing and margins according to agreed aims. Maintain and develop existing and new customers through appropriate propositions and ethical sales methods, and relevant internal liaison, to optimize quality of service, business growth, and customer and satisfaction. Use customer and prospect contact activities tools and systems, and update relevant information held in these systems. Plan/carry out/support local marketing activities to agreed budgets and timescales, and integrate personal sales efforts with other organized marketing activities, e.g. Product launches, promotions, advertising, exhibitions and telemarketing.

o o o

o o

Title: Administrative assistant An administrative assistant job description varies according to the role and organization. Use this outline as a basis to create a job description that is relevant to your own situation. o o o o Type and word-process various documents and electronic information. Create financial and statistical tools and reports using spreadsheets. Manage, organize, and update relevant data using database applications. Communicate and provide information by relevant methods internally and externally to assist and enable organizational operations and effective service to connecting groups. Analyze and interpret financial statistics and other data and produce relevant reports. Interpret instructions and issues arising, and then implement actions according to administrative policies and procedures. Research and investigate information to enable strategic decision-making by others. Arrange and participate in meetings, conferences, and project team activities.

o o o o

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MIT (Management in IT) Approve decisions, requests, expenditure and recommendations on behalf of senior people in their absence, according to agreed guidelines and policies. o Adhere to stated policies and procedures relating to health and safety, and quality management. o

Title: Shop or retail/wholesale store manager Depends on the level of commercial and managerial authority and responsibility, but could include potentially these points: o Manage and motivate staff, recruit staff, train and develop staff, 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 business performance, according to company requirements. o Plan and implement advertising and promotional strategy and activities. o Manage cash and payment systems in accordance with company procedures and policies, at all times with staff and customer safety as the uppermost priority. o Plan and implement shop merchandising, layout and customer traffic flow so as to maximize sales, customer satisfaction, appearance, image and ergonomics for customers. o Manage selling and customer service activities and staff competence in these areas, so as to optimize and sustain sales performance, profitability and customer satisfaction. o Manage costs and overheads, and all factors affecting the profitable 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, merchandisers and other partners as required. o Manage, maintain and report as necessary all merchandise and non-merchandise stock.

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Title: Trainer/training manager o Plan departmental/functional training budgets, forecast costs and delegate numbers as required by organizational planning and budgeting systems. o Assess relevant training needs for staff individuals and organization, in consultation with departmental heads, including assessment methods and measurement systems entailed. o Stays informed as to relevant skill and qualifications levels required by staff for effective performance, and circulate requirements and relevant information to the organization as appropriate. o Produce organizational strategy and plans to meet training and 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 external provider(s). o Identify, select and manage external training and accreditation bodies, agencies and providers necessary to deliver required training to appropriate standards. o Organize training venues, logistics, transport, accommodation as required to achieve efficient training attendance and delivery. o Plan and deliver training courses personally where necessary to augment that provided externally or internally by others. o Arrange for the maintenance of all necessary equipment and materials relating to the effective delivery and measurement of training. o Recruit, manage and develop direct-reporting staff (if applicable). o Ensure all training activities and materials meet with relevant organizational and statutory policies, including health and safety, employment and equality laws. o Monitor and report on activities, costs, performance, etc, as required. o Develop self, and maintain knowledge in relevant field at all times. 35

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Title: HR (human resources) head or director o Plan, develop and implement strategy for HR management and development (including recruitment and selection policy/practices, discipline, grievance, counseling, pay and conditions, contracts, training and development, succession planning, morale and motivation, culture and attitudinal development, performance appraisals and quality management issues - add others if relevant) o Establish and maintain appropriate systems for measuring necessary aspects of HR development o Monitor, measure and report on HR issues, opportunities and development plans and achievements within agreed formats and timescales o Manage and develop direct reporting staff o Manage and control departmental expenditure within agreed budgets o Liaise with other functional/departmental managers so as to understand all necessary aspects and needs of HR development, and to ensure they are fully informed of HR objectives, purposes and achievements o Maintain awareness and knowledge of contemporary HR development theory and methods and provide suitable interpretation to directors, managers and staff within the organization o Contribute to the evaluation and development of HR strategy and performance in co-operation with the executive team o Ensure activities meet with and integrate with organizational requirements for quality management, health and safety, legal stipulations, environmental policies and general duty of care. Title: Sales and marketing director The position reports to the CEO/MD/General Manager. The purpose of the role is to plan and implement sales and marketing activities in order to meet company targets for retention growth and profitability, and to contribute, as a board member, to the executive management of the company.

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MIT (Management in IT) o Plan and implement marketing strategy, including advertising and PR. o Plan and implement sales and customer retention and development. 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 employment law. o Maintain administration and relevant reporting and planning systems. o Manage relevant reporting of management and financial information 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 PR activities 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 annual business plan and long term strategy. o Develop and maintain systems to establish standards relating to activities and products. o Develop and maintain systems to measure performance against established standards. o Monitor performance (in relevant areas) according to agreed standards and take necessary action to communicate/advise/assist according to performance levels. o Monitor and inform/communicate/apply standards created/maintained by external bodies, and integrate within internal quality management systems. o Establish and implement necessary communication strategy for the improvement and awareness of quality issues across all departments. o Plan and manage departmental activities in accordance with agreed budgets and timescales. o Report as necessary on changes in standards (internally and externally initiated) and on performance against standards. o Liaise and co-operate with quality management and standards bodies o Manage departmental performance against agreed targets and budgets, and within policies and standards.

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MIT (Management in IT) o Liaise with customers and suppliers where necessary (where impacting/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 company is 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 and development of policies, systems, processes and personnel involved. o Reporting and accounting as per regulatory a legal requirements including taxation, dividends, annual report and accounts. o Management of strategy for and liaison with stock market, business press and business analysts community. o Financial staff management, motivation, training, recruitment and selection. o Contributing to strategic planning and development as a member of executive team, and probably keeping and distributing notes and records, reports to executive and management team.

Title: Purchasing/buying manager/executive The following areas of responsibility are potentially included in purchasing/buying function. How you form these into purchasing and buying job descriptions depends on the scope of your purchasing department's responsibility; your purchasing department's interface with other departments; how your purchasing roles are to operate, and the job(s) autonomy, authority and reporting levels: o Purchasing policy and planning o Departmental staff recruitment, development, training and management o Purchasing project prioritizations and management

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MIT (Management in IT) o Managing purchasing information and systems, and purchasing services 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 systems o Effective proactive liaison with other departments as necessary to forecast, plan to meet, and to supply demand to relevant quality o Effective proactive liaison with other departments re operating, resorting, services as necessary, e.g. IT o Negotiating and administration of purchasing contracts o Make or buy policy analysis and decisions

Title: Chief executive officer or managing director o Identify, develop and direct the implementation of business strategy (depending on the situation some criteria may already exist or be established by the organizations chairman, owner(s)/shareholders) o Plan and direct the organizations activities to achieve stated/agreed targets and standards for financial and trading performance, quality, culture and legislative adherence o Recruit, select and develop executive team members o Direct functions and performance via the executive team o Maintain and develop organizational culture, values and reputation in its markets and with all staff, customers, suppliers, partners and regulatory/official bodies o Report to shareholders/parent board on organizational plans and performance o Execute the responsibilities of a company director according to lawful and ethical standards, as referenced in ... (whatever director policy 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 committee o 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 up actions and policies o Act as the organizations representative in its dealings with the outside world 39

MIT (Management in IT) o Play a leading part in determining composition of board and subcommittees, so as to achieve harmony and effectiveness o Take decisions as delegated by the board and where required chair board meetings. o Execute the responsibilities of a company director according to lawful and ethical standards, as referenced in ... (whatever director

Interview preparation

Name Of the Candidate Position Applied To Name of the Interviewers Department:

Interview Assessment form

Male Temporary Date : Time :

Female Part Time Full Time

Please rate on a scale of 1 to 5 (1 being the weakest and 5 the best), using the job description for the guidance on required levels and attributes

Characteristics/competenc y Qualifications Experience Knowledge Personality Punctuality Managerial Skills Leadership Skills Communication Skills Team work

Rating 1-5

Remarks

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MIT (Management in IT) Culture Fit Attitude (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 not applicable) 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 how long 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 overall performance in comparison to his peers? 1 2 3 4 5

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MIT (Management in IT) 3. Rate the candidates energy level (is he/she a motivated self-starter?) 1 2 3 4 5 How would you rate the candidates ability to interact white people(at all levels) 1 2 3 4 5 Rate the candidates overall attitude towards life/work/people 1 2 6. 1 7. skills? 1 8. term plans? 1 2 9. 1 10. and integrity? 1 2 11. employees? 1 2 12. 2 2 3 4 5 How well can this candidate make long-term and short 3 4 5 2 3 4 5

4.

5.

Rate the candidates leadership/managerial skills 3 4 5 How would you rate the candidates oral and written

Rate this candidates technical skill? 3 4 5 How well does the candidate demonstrate honestly 3 4 5

Is this candidate able to attract and retain key 3 4 5

Did this candidate plane and administer a budget and if so, what kind of budget? 1 2 3 4 5 What are this candidates strengths: .. .. List any suggested areas for improvement in this candidate: .. ..

13.

14.

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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MIT (Management in IT) ................................................................................................................. ................................................................................................................. 16. named? Yes Would you recommend this candidate for the above 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 employee learning 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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MIT (Management in IT) Learn more about learning principles and how they relate to your employee training & development program. Employee training and development process Learning happens all the time whether or not you are fully aware of it. Are you a 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? If you say to yourself, "I must remember to save more often", you have done some learning. This type of learning is called incidental learning; you have learned 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 approach everyday activity with the intention of learning from what is going on around you. Who is responsible for employee training and development? Employee training is the responsibility of the organization. Employee development is a shared responsibility of management and the individual employee. The responsibility of management is to provide the right resources and an environment that supports the growth and development needs of the individual employee. For employee training and development to be successful, management should:

Provide a well-crafted job description - it is the foundation upon which employee training and development activities are built Provide training required by employees to meet the basic competencies for the job. This is usually the supervisor's responsibility Develop a good understanding of the knowledge, skills, and abilities that the organization will need in the future. What are the long-term goals of the organization and what are the implications of these goals for employee development? Share this knowledge with staff Look for learning opportunities in every-day activity. Was there an incident 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 44

MIT (Management in IT) 1. Stress training as investment. The reason training is often considered optional at many companies is because it is thought of as an expense rather than an investment. While its true that training can be costly up front, it's a long-term investment in the growth and development of your human resources. 2. Determine your needs. As you probably dont have unlimited time or funds to execute an employee training program, you should decide early on what the focus of your training program should be. Determine what skills are most pertinent to address current or future company needs or ones that will provide the biggest payback. Ask yourself, How will this training eventually prove beneficial to the company? Repeat this process as your business needs change. 3. Promote a culture of learning. In todays fast-paced economy, if a business isnt learning, its going to fall behind. A business learns as its people learn. Communicate your expectations that all employees should take the necessary steps to hone their skills and stay on top of their professions or fields of work. Make sure you support those efforts by providing the resources needed to accomplish this goal.

4. Get management on board. Once you have developed a prioritized list of training topics that address key needs within your company, you need to convince management to rally behind the initiative. 5. Start out small. Before rolling out your training program to the masses, rehearse with a small group of users and gather their feedback. This sort of informal benchmarking exposes weaknesses in your training plans and helps you fine tune the training process. 6. Choose quality instructors and materials. Who you select to conduct the training will make a major difference in the success of your efforts, whether its a professional educator or simply a knowledgeable staff member. Having the right training materials is also important after the training is over, these materials become valuable resources for trainees. 7. Find the right space. Select a training location thats conducive to learning. Choose an environment thats quiet and roomy enough to spread out materials. Make sure the space is equipped with a computer and projector, so you can present a visually stimulating training session. 8. Clarify connections. Some employees may feel that the training they're receiving isn't relevant to their job. Its important to help them understand 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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MIT (Management in IT) training as an important addition to their professional portfolios. Award people 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 improve professionally. 10. Measure results. Without measurable results, its almost impossible to view training as anything but an expense. Decide how youre going to obtain an acceptable rate of return on your investment. Determine what kind of growth or other measure is a reasonable result of the training you provide. Youll have an easier time budgeting funds for future training 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 for personnel who may leave or move up in the organization. Enhancing the company's ability to adopt and use advances in technology because of a sufficiently knowledgeable staff. Building a more efficient, effective and highly motivated team, which enhances the company's competitive position and improves employee morale. 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 wellbeing as they become more valuable to the firm and to society. Generally they will receive a greater share of the material gains that result from their increased productivity. These factors give them a sense of satisfaction through the achievement of personal and company goals.

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MIT (Management in IT) 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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MIT (Management in IT) 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 through sports teams, parties and celebrations. The supervisor can help fulfill social 48

MIT (Management in IT) 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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MIT (Management in IT) 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 face can 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 another way that verbal praise can work to motivate employees. 50

MIT (Management in IT) 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 the other 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 it why should I? That is why it is so important to make clear consequences for 51

MIT (Management in IT) 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 financial motivators are things other than money that motivate people to work. I suggested Maslowss Hierarchy of Needs. 1. 2. 3. 4. 5. Basic needs: for food, drink and shelter Safety needs: protection against danger, threat, deprivation Social needs: the need for belonging, acceptance, friendship Self-esteem needs: reputation, status 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 the bottom. Company said the lower levels have to be satisfied first. Only when these needs have been satisfied will the individual strive to satisfy the higher needs. For example, hungry, cold people will seek food and shelter first. Once they are well fed and comfortable, they will turn their attention to higher needs, 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 facilities like a club or sports pitch. Self-esteem needs This is about how others see us at work and can be provided for by rewarding staff with status symbols like cars, offices and new job titles. Allowing staff to gain qualifications at work can boost selfesteem 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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MIT (Management in IT)

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 of payment scheme to another. These are some of the most usual payment systems: Time rate or 'wages' Piece rate Overtime Paying by the number of hours worked. Paying by the number of items (pieces) produced. Extra pay for work done over and above normal working hours. It is usually paid at a higher hourly rate, e.g. double time means twice the normal hourly rate. Usually paid for working unsocial hours such as night work. A special single payment for achieving a target. A percentage of the company's profit is shared amongst the workers. Giving some Loans to Employee

Shift payments Bonus payments Profit sharing Loan

Paying extra money for jobs with difficult hours will usually encourage people to apply for the work A loyalty bonus can be used to persuade workers to stay with their employer for a long period of time. Employees may not want to work longer than their contracted hours but they can often be persuaded to do so by receiving a higher rate of pay. A perk is a payment in kind. Instead of giving money the employer might provide:

cars health insurance free uniform discounted products first class travel

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MIT (Management in IT) It is often cheaper for the employer to provide goods rather than the money to buy them with. A good perk will make an employee reluctant to leave the business 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 and recording information about a person that is needed. 54

MIT (Management in IT)

Employee Performance Appraisal form Name of the Employee: Job/position: Name of the Supervisor: Department/ Division Employee ID:

Temporary Part Time Appraisal Period Start Date : Start Time : End Date : End Time : Comments

Full Time

Goals/objectives/Tasks 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

Other Accomplishments: Comments: Satisfactorily Unsatisfactorily 55

MIT (Management in IT) 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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MIT (Management in IT)

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 57

MIT (Management in IT) accurately and neatly. Work is consistent. thorough and complete Outstanding

Exceeds Expectations Meets Expectations Improvement Needed Unacceptable

Not Applicable

Quality of work
Amount of work preformed on daily basis is appropriate for job function Outstanding

Remarks

Comments

Exceeds Expectations Meets Expectations Improvement

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MIT (Management in IT) Needed Unacceptable

Not Applicable

Job knowledge
Understands the job requirements and has specific content knowledge where appropriate Outstanding

Remarks

Comments

Exceeds Expectations Meets Expectations Improvement Needed Unacceptable

Not Applicable

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MIT (Management in IT)

Reference
Web sites (URL):

o http://en.wikipedia.org/wiki/Business_Marketing o http://www.businessmarketingltd.com/ o http://www.allbusiness.com/human-resources/careers-jobtraining/1465-1.html o http://en.wikipedia.org/wiki/Job_interview o http://www.cvtips.com/interview_question.html o http://www.cvtips.com/what_to_wear_for_a_job_interview.html o http://www.ilchildsupport.com/csbrochures/hfs3585.html o http://www.revision-notes.co.uk/revision/803.html o http://www.mckinnonsc.vic.edu.au/vceit/systems/infosystemtypes.htm o http://tutor2u.net/business/ict/intro_information_system_types.htm o http://www.ii.metu.edu.tr/~ion501/demo/21.html#1 o http://www.ii.metu.edu.tr/~ion501/demo/22.html 60

MIT (Management in IT) o o o o o o o o o o o o o o o o o http://www.centage.com/?trackcode=bizcom http://www.my-homebased-business.com/how-to-make-a-budget.html http://www.businessballs.com/curriculum.htm http://www.deskdemon.com/pages/uk/information/howto/prejob http://www.accel-team.com/motivation/index.html http://hbswk.hbs.edu/archive/5289.html http://www.managementhelp.org/guiding/motivate/basics.htm http://www.motivation-tools.com/workplace/leadership_styles.htm http://en.wikipedia.org/wiki/Organizational_chart http://www.free-financial-advice.net/create-budget.html http://en.wikipedia.org/wiki/Strategic_management Books: Strategic marketing management (ISBN- 81-7649-070-9) Tutorials: Lecture note 02 (Differentiation of tasks and activity within an organization) Lecture note 03 (Strategic Management) Lecture note 04 (Staff Recruitment and selection procedures) Lecture note 05 (Staff motivation and Theories) Lecture note 06 (Performance, Monitoring and Appraisal)

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