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