Integrating Business Management Processes: Volume 2: Support and Assurance Processes

Cover
Half Title
Title Page
Copyright Page
Dedication
Table of Contents
List of Figures
List of Tables
List of Forms
Disclaimer
Foreword
Review of Integrating Business Management Processes, Volumes 1, 2 and 3
Preface
Acknowledgements
Review
Author
Section I: Support Processes
1 Document and Record Management
1.1 History of Document and Record Management
1.1.1 Early Document Management
1.1.2 Digital Age of Document Management
1.1.3 Arrival of Enterprise Document Management
1.2 Challenges of Document Management
1.3 Definitions
1.4 Benefits of Good Document Management
1.5 Features of Documents
1.6 Types of Business Documents
1.7 Life Cycle of Documents
1.8 Electronic Document Management (EDM)
1.8.1 Basic Components of EDM
1.9 Challenges of Record Management
1.10 Benefits of Good Record-Keeping
1.11 Features of Records
1.12 Types of Business Records
1.13 Life Cycle of a Record
1.14 Basic Components of Electronic Records Management Systems (ERMS)
1.15 Underlying EDM Technologies
1.16 Document Management Technologies
1.17 Managing Data across Data Life Cycle
1.18 Common Document Control Mistakes
1.19 Document Management Best Practices
References
2 Communication
2.1 Introduction
2.2 Definitions
2.3 The Importance of Effective Communication
2.4 Factors Influencing Communication
2.4.1 Formal Channels of Communication
2.4.2 Authority Structure
2.4.3 Job Specialisation
2.4.4 Information Ownership
2.5 Styles of Communicators
2.5.1 Analytical Style of Communicator
2.5.2 Driver Style of Communicator
2.5.3 Expressive Style of Communicator
2.5.4 Amiable Style of Communicator
2.6 Communication Process
2.6.1 Sender
2.6.2 Encoding
2.6.3 Message
2.6.3.1 Verbal Communication
2.6.3.2 Written Communication
2.6.3.3 Non-verbal Communication
2.6.4 Communication Channels and Media
2.6.5 Communication in Organisations
2.6.5.1 Top-Down Channels
2.6.5.2 Bottom-Up Channels
2.6.5.3 Horizontal Channels
2.6.5.4 Informal Channels
2.6.5.5 External Networking
2.6.6 Receiver
2.6.6.1 Listening and Understanding
2.6.6.2 Active Listening
2.6.6.3 Perception
2.6.6.4 Perceptual Preferences
2.6.7 Decoding the Message
2.7 Seven C’s of Communication
2.8 Barriers to Effective Communication
2.8.1 Organisational Barriers
2.8.2 Cultural Barriers
2.8.3 Physical Barriers
2.8.4 Semantic Barriers
2.8.5 Socio-Psychological Barriers
2.9 How to Overcome Communication Barriers
2.10 How to Improve the Effectiveness of Conversations
2.11 Communication Skills
2.12 Manager’s Role in Communication
2.13 Communicating Quality, Environmental and Food Safety Issues
2.13.1 Internal Communication
2.13.1.1 Quality Issues
2.13.1.2 Environmental Issues
2.13.1.3 Food Safety Issues
2.13.2 External Communication
2.13.2.1 Quality Issues
2.13.2.2 Environmental Issues
2.13.2.3 Food Safety Issues
2.14 Benefits and Best Practice Communication
References
3 Marketing
3.1 History of Marketing
3.2 Fundamentals of Marketing
3.3 Marketing Functions
3.3.1 How These Functions Are Applied
3.4 Marketing Planning – Overview of Marketing
3.4.1 Benefits of Marketing
3.5 Marketing Process
3.5.1 Step 1: Understanding the Market and Identifying the Needs of Customers
3.5.1.1 Customer Needs, Wants and Demands
3.5.1.2 Market Offering
3.5.1.3 Value and Customer Satisfaction
3.5.1.4 Exchange and Building Relationships
3.5.1.5 Markets
3.5.2 Step 2: Establish a Customer-Oriented Market Strategy
3.5.2.1 Identifying the Customers to Serve
3.5.2.2 Understanding the Market
3.5.2.3 Determining the Best Way to Serve Customers
3.5.3 Step 3: Marketing Programme – Marketing Mix (7 P’s)
3.5.3.1 Product
3.5.3.2 Price
3.5.3.3 Place
3.5.3.4 Promotion
3.5.3.5 People
3.5.3.6 Process
3.5.3.7 Physical Evidence
3.5.4 Marketing Plan
3.5.4.1 Stage 1 and Stage 2: Formulate Overall Direction and Goals
3.5.4.2 Stage 3: Evaluate the Current Market Position
3.5.4.3 Stage 4: Market Overview
3.5.4.4 Stage 5: Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis
3.5.4.5 Stage 6: Assumptions
3.5.4.6 Stage 7: Objectives
3.5.4.7 Stage 8: Strategy
3.5.4.8 Stage 9: Resource Requirements
3.5.4.9 Stage 10: Implementation and Control
3.5.5 Step 4: Build Profitable Relationships
3.5.6 Step 5: Capturing Customer Value
3.6 Contingency Planning
3.7 Environmental Marketing
3.7.1 Eco-Labelling
3.7.2 Life Cycle Assessment
3.7.3 Eco Design
3.8 Food Marketing
References
4 Information Systems and Technology
4.1 Introduction
4.2 Data
4.2.1 Data Acquisition
4.3 Information
4.3.1 Human-Centred Approach to Information Management
4.3.2 Information Maps and Information Guides
4.4 Information Systems
4.4.1 Types of Information Systems
4.4.1.1 Transaction Processing Systems
4.4.1.2 Management Information Systems
4.4.1.3 Decision Support Systems
4.4.1.4 Expert Systems
4.4.1.5 Executive Support Systems
4.4.1.6 Office Automation Systems
4.4.1.7 Knowledge Work Systems
4.4.2 Information System Development
4.5 Information Technology
4.5.1 Knowledge Requirements and Techniques of IT
4.5.2 Application of IT
4.5.2.1 E-commerce
4.5.2.2 E-learning
4.5.2.3 Web Conferencing
4.5.2.4 E-judiciary and E-legislature
4.5.2.5 E-health
4.5.2.6 E-protect and E-security
4.5.2.7 E-transport and Advanced Transport Telematics
4.5.2.8 Knowledge Management
4.5.2.9 Cloud Computing
4.5.2.10 Robotics
4.6 Impact of IT
4.6.1 Impact on Productivity
4.6.2 Impact on Well-Being Effects
4.6.3 Impact on the USA Economy
4.6.4 Impact on Supply Chain Performance
4.7 Problems of Implementing IT
4.8 Managing IT Costs
4.9 Organisation of the IT Department
4.9.1 Control of IT Department
4.10 Designing Information Systems
4.10.1 Information Needs
4.10.2 System Constraints
4.10.3 Goals
4.10.4 Development Stages
4.11 Environmental Issues of IT
4.11.1 Sources of Exposure
4.11.2 Possible Solutions
4.11.2.1 Green Procurement
4.11.2.2 Reduction in Use of Toxic Substances
4.11.2.3 Power-Saving Techniques
4.11.2.4 End-of-Life Management
4.12 Use of IT in Food Safety
References
5 Human Resource Management
5.1 Introduction
5.2 Evolution of HRM
5.3 Objectives of HRM
5.3.1 Societal Objectives
5.3.2 Organisational Objectives
5.3.3 Functional Objectives
5.3.4 Personal Objectives
5.4 HR Competencies
5.4.1 Technical Skills
5.4.2 HR Skills
5.4.3 Conceptual and Design Skills
5.4.4 Business Skills
5.5 HRM Functions
5.5.1 Manpower Planning
5.5.2 Succession Planning
5.5.3 Turnover
5.5.4 Recruitment
5.5.4.1 Selection Process
5.5.4.2 Tests
5.5.5 Training and Development
5.5.6 Career Development
5.5.7 Performance Appraisals
5.5.8 Compensation
5.5.9 Risk Management and Employee Protection
5.5.10 Safety and Well-Being
5.5.11 Managing Legal Issues
5.5.12 Progressive Discipline
5.5.13 Promotions and Transfers
5.6 Employee and Labour Relations
5.7 Ethics and Sustainability
5.8 HR Planning
5.8.1 Strategic Approach to HRM
5.8.2 General Strategies
5.8.2.1 High Performance Management
5.8.2.2 High Commitment Management
5.8.2.3 High Involvement Management
5.8.3 Specific HR Strategies
5.8.4 Implementation of Strategies
5.9 HRM Models
5.9.1 Harvard Framework Model
5.9.2 Guest’s Model of HRM
5.9.3 Hard and Soft HRM Models
5.9.4 Best Practice Model
5.9.5 Patterson’s Model
5.9.6 Best Fit/Contingency Model
5.10 Gaining a Competitive Advantage
5.11 Challenges and Gaining Organisational Excellence
5.12 Measuring and Managing the HR Function
5.12.1 Reasons for Measuring the Effectiveness of HRM
5.12.2 The 5C Model
References
6 Skills and Tools for Management System Development
6.1 Introduction
6.2 Management Skills
6.2.1 Planning
6.2.2 Organising
6.2.3 Leading
6.2.4 Coordinating
6.3 Personal Development Skills
6.3.1 Communication
6.3.1.1 Promoting Effective Communication
6.3.1.2 Applicability to Management Systems Development
6.3.2 Teamwork
6.3.2.1 Types of Teams
6.3.2.2 Stages of Forming Teams
6.3.2.3 Benefits of Team Approach
6.3.2.4 Applicability of Team Approach to Management Systems Development
6.3.3 Delegation
6.3.3.1 Effective Delegation
6.3.3.2 Barriers to Delegation
6.3.3.3 Applicability of Delegation to Management Systems Development
6.3.4 Empowerment
6.3.4.1 Defining Empowerment
6.3.4.2 Dimensions of Empowerment
6.3.4.3 Developing Empowerment
6.3.4.4 Barriers to Empowerment
6.3.4.5 Applicability of Empowerment to Management Systems Development
6.3.5 Problem-Solving
6.3.5.1 Types of Problems
6.3.5.2 Creative Problem-Solving (Osborn-Parnes Problem-Solving Model)
6.3.5.3 Rational Model of Problem-Solving
6.3.5.4 Barriers for Implementation
6.3.5.5 Applicability of Problem-Solving to Management Systems Development
6.3.6 Motivation
6.3.6.1 Needs Theory of Motivation
6.3.6.2 Motivating the Team
6.3.6.3 Why Motivation Attempts Fail
6.3.6.4 Applicability of Motivation to Management Systems Development
References
7 Training and Development
7.1 Introduction
7.2 Definitions
7.3 Different Perceptions of Training and Development
7.4 Factors Affecting Training Outcome
7.5 The Need to Train Staff
7.6 The Role of Training
7.6.1 Increase Efficiency
7.6.2 Increase Morale
7.6.3 Improve Human Relations
7.6.4 Reduce the Need for Supervision
7.6.5 Increase Organisation’s Viability and Resilience
7.6.6 Gain a Competitive Advantage
7.6.7 Meet Technological Advancements
7.6.8 Comply with Company Policy
7.7 Responsibility for Training
7.8 Training Process
7.8.1 Assessment of Training Needs
7.8.1.1 Gathering Information
7.8.1.2 Benefits of the Assessment
7.8.1.3 Types of Needs Analysis
7.9 Designing the Training Programme
7.9.1 Setting Learning Objectives
7.9.2 Creating a Motivational Learning Environment
7.10 Developing the Programme
7.10.1 Instructional Methods
7.10.1.1 On-the-Job Training
7.10.1.2 Off-the-Job Training
7.10.2 Selecting a Training Method
7.11 Implementing the Programme
7.11.1 Implementation of Different Programmes
7.11.2 Training and Presentation Skills
7.11.3 Preparation for the Presentation
7.11.4 Presentation
7.11.5 Preparation of Audio-Visual Aids
7.11.6 Trainer’s Personal Style
7.12 Evaluation of Training
7.12.1 Benefits of Evaluation
7.12.2 Evaluation Models
7.12.3 ROI Model of Evaluating Training
7.12.4 Other Models of Evaluating Training Programmes
7.13 Features of Adult Learning
7.14 Training versus Development
7.15 Competence, Training and Awareness of Environmental Issues
7.16 Competence, Training and Awareness of Food Safety
7.17 How to Make a Success of Training
References
8 Customer Relations Management
8.1 Introduction
8.2 Basics of Customer Relationship Management (CRM)
8.3 Evolution of CRM
8.4 CRM Strategy
8.4.1 Elements of a CRM Strategy
8.5 Understanding the Customer
8.5.1 Listen for Signals
8.5.2 Understand the Rules
8.6 Types of Relationships
8.7 Management Action
8.8 Benefits of CRM
8.9 CRM Types
8.9.1 Operational CRM
8.9.2 Analytical CRM
8.9.3 Collaborative CRM
8.10 CRM Process
8.10.1 Developing a Strategy
8.10.2 Creating a Database
8.10.3 Analyse the Data
8.10.4 Select the Customer
8.10.5 Target Customers
8.11 Relationship Programmes
8.12 Privacy Issues
8.13 Metrics
8.14 Types of CRM Processes
8.15 Factors Affecting People-Driven CRM
8.16 CRM Implementation
8.17 Optimising CRM
8.17.1 Gaining Customers
8.17.2 Retaining Customers
8.18 Why Do CRM Programmes Fail?
8.19 Misconception of CRM
8.20 The Future of CRM
References
9 Knowledge Management
9.1 Historical Aspects
9.2 Definitions
9.3 Knowledge Types
9.3.1 Tacit Knowledge
9.3.2 Explicit Knowledge
9.4 Knowledge Conversion
9.4.1 Conversion of Tacit-to-Tacit Knowledge
9.4.2 Conversion of Tacit-to-Explicit Knowledge
9.4.3 Conversion of Explicit-to-Explicit Knowledge
9.4.4 Conversion of Explicit-to-Tacit Knowledge
9.5 The Role of KM in Management Systems
9.6 Integrating KM and Management Systems
9.7 KM Process
9.7.1 KM Models
9.7.2 KM Goals
9.7.2.1 Normative Knowledge Goals
9.7.2.2 Strategic Knowledge Goals
9.7.2.3 Operational Knowledge Goals
9.7.3 Knowledge Creation
9.7.4 Knowledge Identicfiation
9.7.5 Acquisition of Knowledge
9.7.6 Knowledge Development
9.7.7 Knowledge Storage and Retrieval
9.7.8 Knowledge Distribution
9.7.9 Knowledge Application and Use
9.7.10 Knowledge Transfer
9.7.11 Knowledge Preservation
9.7.12 Measurement of Effectiveness
9.8 Why Do KM Programmes Fail?
9.9 Application of KM in Management Systems
References
10 Financial Management
10.1 Introduction
10.2 Evolution of Financial Management
10.2.1 Traditional Phase
10.2.2 Transitional Phase
10.2.3 Modern Phase
10.3 Objectives of Financial Management
10.3.1 Basic Objectives
10.3.2 Other Objectives
10.4 Scope of Financial Management
10.4.1 Investment Decisions
10.4.2 Financial Decisions
10.4.3 Dividend Policy Decisions
10.5 Functions of Financial Management
10.5.1 Routine Financial Functions
10.5.2 Special Financial Functions
10.6 Benefits of Good Financial Management
10.7 Financial System
10.7.1 Financial Institutions
10.7.2 Financial Market
10.8 Financial Management System
10.9 Structure of the Financial Department
10.10 Financial Management Process
10.10.1 Financial Analysis
10.10.2 Financial Decision-Making
10.10.3 Financial Planning
10.10.4 Financial Control
10.11 Preparation of the Budget
10.11.1 Budgeting Activities
10.12 Purpose of Budgeting
10.13 Types of Budgets
10.13.1 Operating Budget
10.13.2 Capital Budget
10.13.3 Cash Budgets or Cash Flow Statement
10.13.4 Master Budget
10.14 Top-Down versus Bottom-Up Budgeting
10.14.1 Top-Down Budgeting
10.14.2 Bottom-Up Budgeting
10.14.3 Zero-Based Budgeting
10.15 Accounting and Finance
10.15.1 Key Differences
10.16 Financial Statements
10.16.1 Objectives of Financial Statements
10.16.2 Limitations of Financial Statements
10.16.3 Key Financial Statements
10.16.3.1 Balance Sheet
10.16.3.2 Income Statement or Profit and Loss Statement
10.16.3.3 Cash Flow Statement
10.17 Financial Analysis Process
10.17.1 Analysis of Financial Statements
10.17.1.1 Liquidity
10.17.1.2 Leverage
10.17.1.3 Protfiability
10.17.2 Performing Analysis with Financial Ratios
10.17.2.1 Liquidity Metrics
10.17.2.2 Leverage
10.17.2.3 Protfiability
10.18 Internal Control
10.18.1 Control Environment
10.18.2 Risk Assessment
10.18.3 Control Activities
10.18.4 Information and Communication
10.18.5 Monitoring
10.19 Ethics
References
Section II: Assurance Processes
11 Management Reviews
11.1 Introduction
11.2 The Importance of Management Review
11.3 Definitions
11.4 Objectives of Management Review
11.5 Review Input and Output
11.5.1 Review Input
11.5.2 Review Output
11.6 Frequency of Management Reviews
11.7 Gathering Evidence
11.8 Participants at Management Review Meetings
11.8.1 Top Management
11.9 Content of Management Review Meetings
11.10 Model Agenda for Management Review Meetings
11.11 Measuring the Effectiveness of Management Review Meetings
11.12 Non-conformance
11.12.1 Disposition of Non-conforming Product
11.13 Corrective and Preventive Actions
11.13.1 Misconceptions About Corrective and Preventive Actions
11.13.2 Corrective and Preventive Action Process
11.13.2.1 Define the Problem
11.13.2.2 Define the Scope
11.13.2.3 Damage Control
11.13.2.4 Identification of the Causes(s) of the Problem
11.13.2.5 Plan Corrective Action
11.13.2.6 Implement Corrective Action
11.13.2.7 Follow-Up
11.14 Continual Improvement
11.14.1 Essential Components of Continual Improvement
11.14.2 Tools for Continual Improvement
11.14.3 How to Succeed in Continual Improvement
11.14.4 Continual Improvement Process
References
12 Measurement and Analysis
12.1 Introduction
12.2 Categories of Measurement
12.3 Definition and Benefits of Measurement
12.3.1 Definition
12.3.2 Benefits of Measurement
12.4 Effective Measurement of Quality Improvement
12.5 Characteristics of Measurement
12.6 Measurement Scales
12.6.1 Properties of Measurement Scales
12.6.2 Types of Measurement Scales
12.7 Assurance of Measurements
12.7.1 Identify Important Measurements
12.7.2 Good Characteristics of Measurement
12.7.3 Determining Whether the Measurements Are Good Enough
12.7.4 Documentation
12.8 Strategies for Planning for Measurement
12.9 Uncertainty of Measurement
12.9.1 Uncertainty and Error
12.9.2 Precision and Accuracy
12.9.3 Taxonomy of Errors
12.9.3.1 Random Errors
12.9.3.2 Systematic Errors
12.9.3.3 Mistakes
12.10 Measurement Systems Analysis
12.10.1 Classification of MSA
12.10.2 Implementing MSA
12.11 Different Types of MSA
12.11.1 Gauge R&R Method
12.11.2 Attribute Agreement Analysis
12.12 Assessment of Variations
12.12.1 Assessment of Stability
12.12.2 Assessment of Bias
12.12.3 Assessment of Repeatability and Reproducibility
12.12.4 Assessment of Linearity
12.12.5 Assessment of Resolution
12.13 Causes of Variation
12.14 General Requirements for Effective Measurement Systems
12.15 Guidelines for Measurement System Acceptability
12.16 Pitfalls in Measurements
12.17 Statistical Analysis
12.18 Data Quality
12.18.1 Reasons for Data Inaccuracy
12.19 Getting It Right
References
13 Audits
13.1 Introduction
13.2 Definitions
13.3 Objectives
13.4 Benefits of Audits
13.5 Misconceptions about Audits
13.6 Audit Principles
13.7 Essential Features of Audits
13.8 Types of Audits
13.8.1 Product Audit
13.8.2 Process Audit
13.8.3 System Audit
13.8.4 Desk Audit or Document Review
13.8.5 Internal and External Audits
13.8.5.1 First-Party Audits
13.8.5.2 Second-Party Audits
13.8.5.3 Third-Party Audits
13.9 Audit Styles
13.9.1 Inspectorial Style
13.9.2 “Show and Tell” Style
13.9.3 Collaborative Style
13.10 Audit Process
13.11 Internal Audits
13.11.1 Purpose
13.11.2 Audit Schedule
13.11.3 Distribute the Schedule
13.11.4 Assign Auditor(s)
13.11.5 Prepare the Audit
13.11.6 Conduct the Audit
13.11.7 Report Findings
13.12 External Audits
13.12.1 Four-Phase Model
13.12.2 Purpose
13.12.3 External Audit Activities
13.12.3.1 Client’s Request
13.12.3.2 Select the Team
13.12.3.3 Develop Audit Plans
13.12.3.4 Conduct Desk Audit
13.12.3.5 Conduct the Audit
13.12.3.6 Report Audit Findings
13.12.3.7 Content of an Audit Report
13.13 Audit Skills
13.13.1 Behaviour Skills
13.13.2 Technical Skills
13.13.3 Management skills
References
Appendix: Abbreviations and Acronyms
Index